Snam is one of the world’s leading energy infrastructure operators and one of Italy’s largest listed companies in terms of market capitalization.
With around 3,000 employees and over 32,600 km of network, Snam oversees natural gas transportation, dispatching and storage activities, as well as the regasification of liquefied natural gas. The company also offers engineering and technical-operational services for gas operators in national and international markets.
Alongside its core business, Snam is increasingly investing in the transition to new sustainable and efficient energy, and the development of renewable gases, such as biomethane and hydrogen.
Integrated thinking is now embedded within the organization and is a fundamental element of its 2019-2023 strategic plan. The plan aims to deliver sustainable growth through a value creation model that fosters the continuous improvement of the core business, a solid financial structure, the commitment to energy transition, and the development of an internationalization strategy.
The strategy is underpinned by the purpose of the organization: “Energy to inspire the world”. In turn, the purpose is articulated by four values, which integrate environmental, social and governance aspects within the business: “Making connections to create opportunities”; “Promoting safety”; “Supporting the world which is changing” and “Giving shape to the future”. These four values drive the company’s business activities: Storage, Transportation, Regasification and Green Business.
A key goal set by the company is to achieve decarbonization. Snam intends to do so by integrating business goals with sustainability objectives. These hybrid objectives are further integrated in the organization’s industrial plan. Snam relies on a strong management process to monitor and assess the company’s renewed sustainable strategy.
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The <IR> Business Network’s Integrated Thinking & Strategy Group series of case studies examine how integrated thinking has been embedded within international organizations from diverse sectors. The interviews conducted with key stakeholders identifies each organization’s motivations, how integrated thinking has helped shape and deploy the organization’s strategy, and what the benefits have been.