Commitments, results and objectives

2011 Results
2012-2015 goals
Ensure the safety of everyone who works for Saipem
  • OHSAS 18001 certification for the new Engineering & Construction Business Unit and for activities in Integrated Projects (PRIN)
  • Continuation of the LiHS programme. Realization of the new phase called Leading Behaviours: presentation of the 5 Leading Behaviours on the intranet, with 600 cascaded communications events involving 20,000 employees
  • Realization of Road Accident projects (Kazakhstan and Congo)
  • Setting up, in association with the Alma Mater Studiorum Università of  Bologna, of a Master’s degree titled ‘Health, Safety and Environmental Protection in the Oil & Gas Industry’
  • Continue and expand the LiHS ‘Leading Behaviours’ campaign
  • Improve communications and sharing of information with subcontractors to enhance their performance and their compliance with Saipem’s health and safety standards
  • Continue the asset risk assessment process
  • Develop and implement training initiatives to ensure that the personnel involved in HSE processes are constantly updated on the most recent legal requirements
Safeguard and promote the health of Saipem people
  • Continuation of the BE.ST (Better Lifestyle) programme for controlling and preventing non-transmissible diseases (e.g. diabetes, hypertension, chronic pulmonary illnesses, obesity and cardiovascular diseases)
  • Continuation of malaria programmes for employees and local communities - 6,050 check-ups made by Saipem’s Italian Health and Occupational Medicine service and agreements put in place with more than 20 Occupational Medicine Centres in Italy for health surveillance programmes
  • ‘Pre Travel Counselling’ provided for in excess of 700 employees heading abroad
  • Cooperation with scientific bodies and institutions (Simlii, Siti, Simvim, Ukooa, Icoh, University of Rome ‘La Sapienza’, the San Raffaele hospital) to share health surveillance protocols and information on related matters
  • Continue malaria programmes for employees and local communities - Reinforce monitoring of the long-distance health service, especially for employees operating in frontier areas
  • Extend the BE.ST programme to all Group operating companies and branches
  • Continue audits of the Health Management System
  • Extend Saipem’s Health Management System to include subcontractor companies
Personnel development  
Develop the skills and competences of human resources and improve both the work environment and the HR management system
  • Setting up of partnerships and associations with local universities for the development of the technical and managerial skills of personnel
  • Expansion of the personnel management system (GHRS) to cover 95% of the Group’s operating companies
  • Organization of seminars for resource managers to raise awareness on all themes of management, development and training of staff, including Y-ers
  • Expansion of the Feedback Project to include young graduates and middle management
  • Issuing of an Operational Procedure on the management of Italian personnel on international assignment
  • Introduction of the ‘Knowledge Owner’ into the professional system
  • Increase even further the presence of local personnel at all levels of the organization and promote greater multiculturality
  • Implement actions in support of female employment by increasing the presence of women candidates at all levels, by improving the quality of their working conditions and by adopting welfare tools
  • Implement policies for monitoring and developing expatriate resources
  • Continue the people survey on young graduates and school leavers
Ensure the security of Saipem’s people and vessels
  • Introduction of a new Company Security Standard to ensure the highest levels of protection for people and assets in environments sometimes characterized by high levels of risk
  • Increase the number of contracts with external security companies that include clauses on human rights
Local areas and communities  
Improve and consolidate relations with local stakeholders
  • Implementation of a model for assessing the positive effects of the Local Content strategy
  • Holding of two in-house workshops with sustainability facilitators to standardize and improve tools for mapping and analysing stakeholders and local contexts
  • Completion of half-yearly socio-economic surveys of host populations of the Karimun Yard (Indonesia)
  • Reinforce dialogue with local Clients and institutions in relation to Saipem’s programmes targeted at the development of the local context
  • Complete the process of updating sustainability facilitators on tools for mapping and analysing stakeholders and the local context
  • Improve the system for monitoring local community initiatives
  • Continue implementation of the model for assessing the effects of the Local Content strategy on significant operating contexts
Contribute to the development of local social and economic conditions
  • Integration of the current Vendor Qualification system to include social and labour rights
  • Implementation of the audit programme on themes of social and labour rights carried out on 17 vendors from India, China and Singapore
  • Support for local vendors to increase the quality of their products and services, including in relation to HSE requirements (Kazakhstan)
  • Partnerships and associations with local schools, institutes and universities to boost the education system and improve the skills of the local population, including with reference to technical Oil & Gas related issues as well as health and safety (Peru, India, Italy, Venezuela, Angola, Colombia, Papua New Guinea)
  • Partnerships and associations with health organizations and institutions to improve local health conditions and combat endemic illnesses (Algeria, Venezuela, Kazakhstan, Congo, Angola, Nigeria)
  • Involvement of local vendors and subcontractors in sustainability initiatives targeted at host communities in Kazakhstan
  • Continue the labour and human rights audit programme on vendors in critical area
  • Continue activities in support of the social and economic development of host communities and to maximize use of local resources
  • Continue actions to increase the share of local procurements on projects
  • Set up a Socio-Economic Impact Assessment for the new fabrication yard in Brazil and subsequently define an Action Plan
Manage and minimize environmental impact in the life cycle of operations and improve environmental performance
  • Environmental awareness campaigns on water saving and eco footprint
  • Programmes for the reuse of domestic waste-water currently underway in various areas of hydric stress, above all for reasons of irrigation of green areas or dust abatement (see, for example, the Qafco V-VI Project in Qatar, the Shah Development Project in the UAE and the Kuryk Yard - Ersai in Kazakhstan)
  • Improvement in the sharing of information and best practices between all operating companies
  • Completion of the GHG emission calculation method and receipt of certification therefor
  • Receipt of ISO 14001 certification for the E&C Business Unit and for activities in Integrated Projects (PRIN)
  • Launch of the new Corporate eNews environmental magazine targeted at employees
  • Continue ongoing monitoring of environmental performance and impacts
  • Launch campaigns to increase sensitivity and awareness of the main environmental topics
  • Increase energy efficiency
  • Obtain ISO 14001 certification for all Corporate activities
Improve the quality of services offered, including in relation to sustainability issues that are of interest to the Client
  • Specific meetings held on sustainability with Clients in Congo, Nigeria and Kazakhstan
  • Organize specific meetings with the main national and international Clients on sustainability issues and in particular on relations with local areas, with a view to sharing results, programmes and approaches
  • Ensure proactive consultation with Clients to supplement assessments of socio-economic impacts, in particular Local Content, within the scope of work of the project
  • Assess and map stakeholders in pilot projects (i.e. Suriname)
  • Participate in national and international sustainability events to present and share results, programmes and approaches to interested stakeholders
Maintain and reinforce a governance system that is capable of meeting Saipem’s business challenges in a sustainable way
  • Training (e-learning and classroom) on anti-corruption, Model 231 (Organization Management and Control Model) and the Code of Ethics
  • Training of members of the Compliance Committees of subsidiaries
  • Issuing by Saipem SpA of the ancillary procedures required under the ‘Anti-corruption Compliance Guidelines’
  • Commencement by foreign subsidiaries of checks to ensure compliance of the Organization Management and Control Model with local legislation and subsequent gap analysis on sensitive activities and control standards in force in the companies themselves
  • Update Saipem SpA’s Model 231 to include the environmental crimes introduced by Italian Legislative Decree No. 231/2001 and by law No. 121 in 2011
  • Update Saipem SpA’s Model 231 to include the crimes introduced by Italian Legislative Decree No. 231/2001, by Law No. 94, by law No. 99 and by Law No. 116 in 2009
  • Revise and update anti-corruption procedures
  • Provide training (e-learning and classroom) on anti-corruption legislation and practice, Model 231 and the Code of Ethics
  • Train members of the Compliance Committees of subsidiaries
  • Ensure that foreign subsidiaries commence checks to guarantee compliance of the Organization, Management and Control Model with local legislation and that they subsequently carry out gap analyses on sensitive activities and on control standards in force in the companies themselves