The Corporate University of the merged Gas Natural and Union Fenosa companies played a key role in the integration of the two large utilities. It identified training needs, designed programs to foster cultural integration, transfer best practices, and develop leadership skills. Over 1,500 employees participated in initial integration training, with over 25,000 hours of courses covering business, technical, and team-building topics. Ongoing training focused on processes, risks, change management, and more to support the goals of the new global energy leader with over 20 million customers.

1. The Role of The Corporate University in
The Gas Natural and Union Fenosa
Merger
José De Juan Saboya
Training and Knowledge Management Director
Corporate University & Executive Education Forum
Berlin, February 17&18th, 2010
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2. Not long ago…
…we all lived happily…
8.000 employees 12.000 employees
in 12 countries in 13 countries
Leader in the distribution of gas Third power utility in Spain
Fourth global player of LNG Gas business with a high growth and high
asset value
Worldwide converged gas-electricity leader
Attractive international business
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3. But suddenly… everything changed!
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4. Leading Global Player with over 20 million clients and
17 GW of installed power
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5. PEOPLE are critical in the success or failure in
mergers
In Gas INTEGRATION
loss Natural – Union Fenosa Group knowledge s managed n is change
through theanleadership
Corporate University t io
xi e
ty ec ta
exp io us
r rin
fe a
Knowledge of ty
i information Commoniway
v c to
un grow performance
•Business
ort
o pp
•Processes
wo
knowledge
n
un ng
cerPeople illusion Group Culture lle
•
t ai c ha e
nty conflict
ess fa i l
contributing to uccsuccess of our merger
the ure
Disinformation s stress
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6. Challenges and strategic priorities for the new group
Corporate University focus
1 Successful Integration of two companies
Economic and Process Achievements
Ensure the best practice transfer among businesses
2 Energy margin maximisation and global management
3 Active management of the financial structure
4 Maximisation of returns on regulated activities worldwide
5 Global gas and electricity management of clients
6 Successful international business management
Integration of activities in Mexico and Colombia
Development of global standards and homogenisation of best practices in all the Group
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7. “Puente Nuevo” Campus
5 hectares 22 classrooms and
150 rooms meeting rooms
6 auditoriums
Language Center
Sports Facilities
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8. GN-UF Corporate University basic process (I)
1 2
2 3
Identification of Training and Knowledge Measurement of
Measurement of
needs management programs
management programms results
results
Taking place in three different fields:
Group Set by 10 General Managers, related with strategic aims, corporate
values and leadership
150 Directors determine the specific needs of each business and
Individual
corporate function (new models, processes and procedures)
Businesses Employee reallocations, insourcing, etc
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9. GN-UF Corporate University basic process (II)
1 2 3
Identification of Training and Knowledge Measurement of
needs management program results
After the needs are identified, the Corporate University designs segmented
training plans
Design of “Integration Aula”, transversal training, corporate
Group
programs and contents for the “School of Leadership”
Design of specific programs for each of the businesses, as well as
Individual
international programs
Businesses Individual plans and programs for specific small collectives
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10. “Integration Aula”
Cultural
Integration
Business Teams
Advanced level Gas&Electricity course Puente Nuevo integration sessions
Intermediate Gar or Electricity course Unit plans and goals
Mutual introduction
Basic Gas or Electricity course
Series of business sesions High performance team sessions (BELBIN)
Technical visit
On-line course
2.000 participants 25.000 hours 1.000 Participants 10.000 hours
Reallocation transfers to other positions
500 Participants Movility Filling vacancies Insourcing 25.000 hours
17 sessions during the first 4 months: 20.000 training hours for 1.500 participants,
with a 8,5 over 10 satisfaction rate
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11. Training in corporate processes
hours of
training
Cultural Integration 60.000
Risk prevention 60.000
Change management 15.000
10 Systems 20.000
transversal Quality 40.000
“aulas”
Environment 30.000
worlwide
Financial 3.000
Auditing 2.000
Technology and Innovation 10.000
Languages 60.000
300.000
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12. School of Leadership
Developing Business Managing
strategies in a results
SURROUNDINGS COMPANY organisational
global setting excellence
PERSON
Leading teams. People
like engines of change
Settings Company People
Management sessions
Present conferences
Managerial Development Program
People Management Program
High performance teams
Focused programs
E-learning courses 12

13. Our figures
Moldavia
20% leadership training
50% hours programs
10 Millinternalof training
987.570eur of investment
75.000 participants
Italy
32%France peopleemployee
50500 eur by person/year
hoursInternational
52%
transversal programs
600 per per day
Spain
Mexico Portugal
Morocco
Puerto Rico
Guatemala Nicaragua
Panama
Egypt
Colombia Brazil Madagascar
Argentina
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14. Results
Knowledge Visions
Mutual introduction
Attraction to the Project Working in
Integration
teams
Pride in belonging
INTEGRATION 14

15. Thanks !!!!
jdejuan@unionfenosa.es
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16. ©Copyright Natural Gas SDG, S.A.
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