FACTS & FIGURES - Tecnimont ICB

The HSE Management System defines the duties and responsibilities
of key personnel involved in the system. Each Head of Department
reports periodically to the Quality & HSE Department on the status
and performance of his or her department with regard to HSE issues.
The Quality & HSE Department periodically updates the HSE
Management System through collaboration with relevant business
associations, universities, and national and international authorities.
It also develops an internal audit programme to verify conformity to
requirements and correct implementation. The audits are conducted
by independent personnel in order to ensure the objectivity and
impartiality of the audit process. Top management is kept constantly
informed about audit results and regularly reviews the performance
of the HSE Management System in order to ensure its continuing
effectiveness and improvement.
Developing Human Resources and Cultural Sensitivity
Maire Tecnimont considers human resources to be its main asset.
The loyalty, professionalism and passion of our employees are the
most important corporate success factors. This vision is reflected in
the human resources activities and initiatives developed in the last
few years with the aim of reinforcing our employees’ sense of
affiliation and Company spirit.
In 2008, human resources management and development were
focused on strengthening the Power and Oil & Gas business units,
while the Chemicals & Petrochemicals and Infrastructure and Civil
Engineering units were provided with the means to improve their
effectiveness. The HR Department is committed to fully supporting
business growth through a selective hiring policy aimed at
balancing strong expertise with the energy and skills of youth.
A large number of new graduates in technical disciplines were
hired, especially from engineering schools. This was facilitated by
the long-standing close relationships between Maire Tecnimont
and the main Italian universities. In particular, the Group is in
constant cooperation with the Milan and Turin Polytechnics to
provide internships and on-the-job project works, joint seminars
and workshops, research programmes on matters of common
interest, and recruitment events.
Growth in human capital has been based on two main guidelines:
(i) an increase in the number of personnel, and (ii) the
development of professional competences and management
skills. Thanks to a strong attraction and retention policy, the
number of Group employees grew from 2,952 in 2006 to 4,272 at
the end of 2008, of whom 52% were university graduates or the
equivalent. As an international company with a global workforce,
Maire Tecnimont encourages the mobility of its employees in
order to develop their professional growth and loyalty. In order to
support new foreign employees, especially those from India, the
Group has implemented an expatriate assistance programme that
includes the handling of all immigration procedures and similar
issues and the provision of economic support for employees and
their families.
The professional skills of the Maire Tecnimont workforce have been
developed through training initiatives focusing on project
management, performance monitoring, careful assessment of the
skills and capabilities of the Group’s managers and professionals,
and the fostering of the foreign language skills that are needed in
the increasing internationalization of the business.
Training initiatives have been directed at all Group companies and
employees, with the aim of fostering integration and networking,
the promotion of a common value-based culture and the exchange
of workplace experiences. These objectives are especially important
since a large number of employees hired in the last three years
comes from an international background - 645 from India and 52
from South America, compared with 664 from Italy.
As further evidence of the importance of the human factor in our
success, it is worth mentioning the strong commitment of the teams
involved in redesigning the organization following the merger of
Maire Engineering into Tecnimont. These teams played a
fundamental role in developing synergies among business lines
through the sharing of know-how and the mutual exchange of
experiences and expertise throughout the Group.
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