Gas Natural Fenosa - Corporate

In the final quarter of 2011, Gas Natural Fenosa placed the Virtual University at the disposal of all its employees. This integral space for training and knowledge management increases transversality and favours standardised learning for all the people who make up the company. Since its launch, the Virtual University has exceeded initial expectations, reaching a 77% average rate of penetration in the five countries where it was installed in the first stage.
The Virtual University offers a friendly space that connects people with similar interests, regardless of geographic location. This space not only provides training but also allows conversations and the exchange of best practices to take place by means of debates, work groups and consultation with internal experts and trainers.
In order to facilitate identification of relevant content, the Virtual University is visually structured into two institutes, the Technical Institute and the Leadership Institute – like the Corporate University. These in turn are divided into schools and classrooms, respecting all the features of the company’s value chain and other transversal aspects of special relevance.
Another of the great advantages of the Virtual University is that it is accessible on the Intranet and from any device with a direct Internet connection. This enables any employees on the move to access all the information available on the platform by means of a conventional Internet connection.
 

In late 2011, Gas Natural Fenosa launched the first version of NaturalNet, the new company Intranet, which is used as an online communication tool in seven different languages, for over 15,000 users in twelve different countries. It also promotes the integration of people and processes and therefore helps to improve operating efficiency in the company. The idea is for the new NaturalNet to be a platform used as a cohesive element among the company’s employees, allowing them to be better informed and to work more efficiently. The Intranet has over 100 content managers, thus ensuring that it works correctly.
NaturalNet integrates the contents of the former existing platforms (NaturalNet, “Our Energy” and the Unión Fenosa Intranet) and includes new contents, such as maps showing our international presence, installations map, energy map, etc. It also extends and improves other contents which already existed.
The new intranet includes several new developments, of which we may highlight the new image of the platform and the new navigation menu, based on six contents blocks: Our Energy, corporate, process improvement, businesses, people and work area.
The new NaturalNet was already implemented in Spain, Argentina, Panama and Nicaragua in late 2011, and is to be implemented in the other countries during 2012.
In 2011, NaturalNet received over 2,100,000 hits. Through various channels, over 30 informative bulletins, more than 60 news items, 44 reports, around 30 interviews and 58 videos were published in 2011, including the speeches made by the general directors during various internal meetings.
 

In 2011, the Resources Department, the Communications Department and the Chairman’s Office created the Our Energy Awards, with which Gas Natural Fenosa wishes to distinguish employees with the best ideas so as to create value for the company’s activities and businesses.
Gas Natural Fenosa will reward ideas which have a sufficient degree of development, which are focused on results, are viable and innovative, and which are in keeping with the 2010-2014 Strategic Plan.
The “Our Energy Awards” are divided into two categories: Innovation Awards and Ongoing Improvement Awards. The Innovation category acknowledges new plans which through their application entail changes in the activities and businesses of Gas Natural Fenosa, while the Ongoing Improvement category is geared towards incremental improvements in processes already under way.
Ideas presented will be assessed through an in-house process with the participation of analysts appointed by the company management as well as employees with greater knowledge of subjects which could be an object for ideas. This group of specialists make up an Ideas Analysis Committee which, when necessary, due to the nature of the proposals, shall also take into account the opinion of the aforementioned specialists.
 

In 2010, Gas Natural Fenosa sent the Climate and Commitment Survey out to more than 15,700 employees in different countries where it operates.

The aim was to find out the degree of satisfaction and commitment among the workforce in each country and area. The results will enable both global and local action plans to be drawn up to improve those aspects with the worst results and greatest impact on employees' commitment.

With a view to facilitating employee participation, the materials used in the survey were translated into eight languages. Also, the survey, which was anonymous and confidential, was available to complete either online or as a paper questionnaire.

The questionnaire was designed to include one set of questions that were common to all and specific questions for each country, according to their particular characteristics.

Eleven appraisal categories were used: compensation and benefits, commitment, communication, work conditions, professional development and training, management, manager, image/market, organisation, internal relations and corporate responsibility.

To support the launch of the survey, the company launched an internal communication campaign to encourage people to participate, with the slogan Do I participate? The results will be analysed and communicated over the course of 2011.
 

In 2010, the Human Resource Development Department introduced an internal mobility procedure, the main aim of which is to promote the movement of people within the company, with a dynamic system that minimises vacancy periods and helps ensure the right person is found for each post. Likewise, the company aims to fill as many vacancies as possible with its own employees, promoting the relocation of resources to posts with high added value.

The procedure, which is managed locally in each country, ensures confidentiality throughout the process and enables the employee to manage their own professional development without any form of mediation.

The publication of internal vacancies enables employees to request participation in the selection process. At the same time, the human resource department carries out an active search of the most suitable profiles. Both of these measures aim to ensure the post is filled as efficiently and effectively as possible, thus optimising the vacancy periods of posts.

It should be pointed out that 980 employees (13% of the workforce) applied for vacancies published in 2010, generating a total of 2,440 candidates with each employee putting themselves forward for an average of 2.5 posts.

The mobility process encourages transversality, which can be demonstrated by the fact that around 50% of candidates for vacancies come from other business areas.
 

In 2009, the results and the Action Plan were communicated in response to the work environment survey undertaken throughout the Group in October 2008. The survey results pointed to three key areas for action, on which the Action Plan was based:

• Management (bottom-up and topdown communication).
• Internal relations (cross-sectional cooperation).
• Development and recognition (opportunities for professional training and development).

Based on an analysis of the results and defining these three priority areas for action, employees were notified of the actions to be applied throughout Gas Natural Fenosa. In addition, the actions were complemented in each country using plans that focused on those issues of particular local relevance.

We should point out that because the implementation of the Action Plan coincided with the integration process, the approved actions were applied to all Group employees, thereby also acting as a mechanism for integration.

Almost 80% of employees took part in the survey and the degree of compliance of the actions included in the plan was close to 100%.

In 2008, a survey was carried out to measure employee satisfaction with their job posts. As a preliminary step, focus groups were created in which employees gave their opinions and discussed their concerns so that the query could be adapted to the actual concerns of the Group's personnel. The questionnaire comprised 58 questions that were common to every country and a variable number of them adapted to each geographical area. Various valuation categories were used: compensation and benefits, commitment, communication, working conditions, professional development and corporate responsibility, among others.

Employees were able to complete the questionnaire, which was translated into six languages, anonymously and confidentially. Its launch was accompanied by a complete communication plan aimed at promoting and motivating participation, which reached 80% of employees. The level of participation was in excess of 70% in every country.

The results of the survey and the action plans that were established will be reported in 2009. These will emphasise the areas that were given the worst score, those that most affect employees and those that are most related to business targets and priorities.

The Management by Objectives model was introduced to bring the teamwork and use of resources in line with the strategy and behaviour the organisation considers necessary for achieving results. The system is committed to fostering responsibility, the recognition of merit and professional employee development.

In 2007, the process involved the participation of 1,411 individuals, classified into four groups, who were assessed in relation to four types of targets: group, management, individuals and professional activities. The entire process was supported by a specific management tool, which enabled the monitoring of the participants over the year.

One of the key moments in the process was the assessment of the successes obtained in 2007 and the setting of targets for 2008. All the assessments led to a distribution of the participants' performance and the determination of the corresponding variable remuneration for the year.

The main consequence of the implementation of the model was the integration of the annual preparation of targets for 2007 for each unit with the general planning of the Group's targets.

In addition, the Management by Objectives model enabled transversality and teamwork, defining the targets shared by various units and highlighting the human factor through the professional activities that help achieve them.

On an international scale, the Gas Natural Group has subsidiaries located in various places, including Brazil. In this country, the Gas Natural Group has held the licence for the distribution of natural gas in Rio de Janeiro and its metropolitan district since 1997, and forms part of an international consortium led by the Spanish company.

One of the companies in which the Gas Natural Group has had a holding of 54.2% since 1997 is CEG, a Brazilian company with more than 100 years' history and the largest gas distribution company in the country. The aim of the plan for closing CEG was to ensure, from a personnel viewpoint, operations in the conversion and factory units until the activities came to an end, maintaining the necessary conditions of quality, safety and cost, in accordance with the corresponding schedule.

In February 2005, a programme was developed to assess the profile of the workers at the units involved, proposing relocations (existing staff vacancies and the replacement of third-party contracts by the people involved in the project), enabling conditions for applying for retirement (with financial incentive packages) and a plan for resignations, all ensuring CEG¿s operations, as well as maintaining its social image.

The project was designed in accordance with business profitability criteria, an increase in motivation during the final activity phase, maintenance of a good working climate and, for a good number of workers, continuity at the work post and the development of professional careers.

From the viewpoint of carrying out the closure plan in the most rational and sustainable way possible, in March 2006 a publicity campaign was developed to explain the phases of the project and the implementation period began later in the same month.

The results of the process up to August 2008 was for 37 of the 86 people affected to retire, two to obtain early retirement, 40 workers to be relocated and seven to resign.

From the start of the implementation of the plan, in March 2006, to date, eight retirements have taken place, together with six resignations and six relocations.

The Managerial Development Programme in Colombia was structured through the People Management, Executive Management, and Financial Economic Management modules to reinforce the role of leader of the teams responsible for the management of people and understanding the business on a global scale and in accordance with the Group's strategy. It involved the participation of 26 executives with a dedication of 202 hours per participant. The method used strengthened and provided the participants with skills for the analysis and integration of business areas, business vision, problem-solving, decision taking and an operative and management focus.

The content was distributed as follows:

• People Management and Executive Management: 34.7%.
• Financial Economic Management: 18.2%.
• Commercial and Marketing Management: 13.2%.
• Organisation and Operations: 5.8%.
• Management Quality and Metrics: 5%.

The 14.9% of training hours were taught directly by members of senior management in areas such as: strategy, distribution systems, supplies, gas technology, human resources and expansion, among others. The programme was designed and applied on an in-company basis and its efficiency in content and academic structure guaranteed equality in know-how in all the areas involved.

The INALDE school assumed responsibility for the academic structure and for providing expert teachers in senior management matters with a qualified career in managerial training and business management, as well as the logistics of the programme and the provision of study documentation.

Since October 2005, the regulated provision of gas has been carried out by Gas Natural Distribución SDG, S.A. This measure was undertaken in compliance with the legal obligation to separate its activities and better adapt the Group structure to the provision of quality service to its customers.

This segregation gave rise to the transfer of 1,079 employees previously working in regulated gas distribution. Their incorporation into Gas Natural Distribución SDG, S.A. upheld all their previous working conditions and ensured employee representatives the same rights in their new situation as in the original company.

The segregation process occurred with total transparency. Prior to its implementation, employee representatives were provided with complete information on the operation, and each of the affected employees was informed of the new situation via individual letter.

The Gas Natural Group signed the collective bargaining agreement for the new company, thus enabling equal working conditions for employees as those they had previously enjoyed.

With a view to maintaining the existing pension commitments, it was also agreed that a Joint Pension Plan for Gas Natural SDG, S.A. and Gas Natural Distribución SDG, S.A. would be promoted, via the relevant collective bargaining and within the legal term of 12 months, on the basis of the existing Pension Plan at Gas Natural SDG, S.A.

Thus, from the labour perspective, the segregation of regulated gas distribution activities was completed to the satisfaction of all in an environment of total normality.