Eni Corporate University is the organization used by Eni to attract and recruit people of value, taking care of their training with the development of technical and managerial know-how and the spread of a single corporate identity.
Transfer and spread of know-how
We design and deliver training to develop the technical and managerial know-how of personnel in Italy and abroad.
We develop Employer Branding to develop and nurture the corporate identity and attract the best resources on the market.
|Recruitment and selection|
We manage the career guidance, recruitment and selection process in the company, using methodologies in line with international best practices.
The Legacy of Mattei
It was in a television interview in 1961 that Enrico Mattei, with great conviction, said: "the large number of people, the large number of workers are not a sign of poverty for Italy but a sign of wealth". This was at a time when corporate staff was not yet considered a resource and shortly after the concentrated emigration of many Italians, who, in the 1950s went to other European and American countries to find their fortune.
Although strict and very demanding, Mattei restored the trust in the contributions that individuals were able to provide in order to develop the company and a great part of Eni’s success was related to the speed with which he succeeded in preparing and implementing a formidable network of technicians and managers.
Knowing that a country such as Italy could only count on the quality of its people after the devastating wartime conditions and without great natural resources, Mattei exploited the "levers" of recruitment and training in order to quickly build up an excellent pool of staff in the 1950s.
"When I find them (young, full of talent, very motivated, willing and dedicated), I employ them even if I don’t need them because I never seem to be able to find them when I’m actually in need": this was the philosophy of a talent scout, who, from his partisan experience, has shown a great eye for assessing individuals and a profound ability to attract and motivate them by conveying the sense of there being a mission to accomplish. In a period when new business initiatives were constantly being launched, he believed it important to organise those that he called "professional reserves": people who were perfectly trained and immediately ready to get working, as and when required, wherever they were in the world.
He launched a fantastic training and induction policy for people covering a range of positions, from more operational staff to executives and managers; he also involved the top management in seminars (some at individual operating company level, others at Group level). The training involved both classic classroom and on-the-job training, and he would often send his best collaborators to the United States in order that they check out new innovative organisational methods that could then be brought to Italy.
1957 saw the establishment of the School for Higher Studies on Hydrocarbons, the first Italian business school that was also dedicated to open to non-Italian. It was renamed the Scuola Mattei in 1969, clearly illustrating his strong interest in training and the notable originality of his approach, in terms of both the interdisciplinary nature and the large number of international students (the 2,800 students trained to date include more than 110 nationalities).
In parallel with the post-graduate training offered by the Mattei School in technical and financial disciplines, the IAFE (Istituto Aggiornamento e Formazione Eni) was created in 1973 for the purpose of planning and supplying managerial training for all of the Group’s company managers; it was an indispensible tool for the development of a common managerial culture within Eni.
With the subsequent establishment of Eniformazione, a joint stock consortium, in 1998, the technical-professional and cross-sectional expertise training (for example, languages and IT) were also centralised.
The incorporation of Eni Corporate University: the reasons and targets
Eni Corporate University was created in 2001 in order to manage recruitment and staff training activities, ensuring the protection, spreading and development of the Eni business culture for the industrial sectors and targeted markets.
Training is a way for us to safeguard, value and develop knowledge within the company. Its aim is to increase our people’s technical, professional and managerial skills and spread awareness of Eni’s values, especially in relation to health, safety and sustainability. It serves the needs of new business initiatives as well as the need for people’s knowledge to be continually updated as they move along their professional career path, helping them to build a solid and dynamic professional identity and exploit their potential.
Our training is distinguished by a number of factors: constant updating of methodologies, partnerships with top-class universities, business schools and training institutions, the development of an in-house faculty to capitalise on Eni’s unique know-how, and the use of innovative technology. These methods combine to make training ever more flexible, compatible with everyday requirements and adaptable to the needs of a multinational company like Eni, with employees dispersed throughout the world.
Our courses make use of different learning methods: classroom based, workshops, training on the job and online content accessible through a dedicated platform such as web based training, video interviews, business games and webinars.
In 2014 a total of 3.2 million hours of training were delivered, split between the following overall areas:
Eni Training 2014
Training is carried out at Eni Corporate University sites in Italy and at various Eni company locations in Italy and abroad.
Technology and sustainability
Our training increasingly makes use of technology, with the aim of stimulating and improving learning. The new equipment in Eni Corporate University training rooms includes multimedia tools (such as eBoards and Tablets) to facilitate the training process and piloting of innovative methodologies. The classroom equipment and the development of a dedicated app mean that training documents can be made available digitally as well as making it possible to access archives, share data in real time, make audio/video recordings of the lessons, do exercises, fill in questionnaires, take tests and above all enable participation in courses from several remote locations at once by connecting the various sites in Italy and abroad.
2015 saw the implementation of "Enicampus", Eni’s new distance learning/training platform which realizes the essential concepts of smart learning and is characterized by the construction of distance learning courses or blended courses (a mix of classroom based and distance learning) with a high degree of flexibility, involvement and customization.
The aim of technical and professional training is to develop the skills needed to work in Eni units and companies in a technologically advanced industrial environment.
Training consists of company-wide courses which cut across the various production sectors of Eni or ad hoc training projects for individual business areas or to keep up with technological development. The course objectives and content are targeted at a range of audiences: both new and experienced employees, manual workers and highly skilled technical staff and engineers. The main technical and professional training areas are Geology, Geophysics, Oil Fields (Reservoirs), Drilling, Production, Maintenance, Health, Safety, Environment and Quality.
The aim of managerial training is to support people’s professional and managerial growth, ensuring that the strategic competencies linked to business development are developed and nurtured.
The main objectives are the acquisition of a full and flexible range of skills and competencies, refining managerial ability and relational style and improving people’s ability to work in teams and in multicultural environments
Finally, among the various tools for management development and the enhancement of managerial skills, coaching is a much used tool, already well integrated within the corporate culture.
Commercial and Business Support
Commercial and business support training is another important element in people’s professional growth. The courses are planned on an ad hoc basis to support particular milestones in the change process and the overall development of the business, and aim to develop the skills necessary for the relevant roles, also by means of specific training courses for individual professional families such as Administration and Finance, Procurement and Sales and Marketing.
Eni Corporate University works to promote the spread of knowledge in Eni by contributing to the planning and development of knowledge management initiatives by the business areas and professional areas, encouraging the passing on of experience and ensuring the development of a consolidated overall view.
KMS are systems specifically devoted to supporting processes for the creation, development, sharing and application of the knowledge present in the company in order to create value. Knowledge management systems are useful for sharing information, experience and best practice with colleagues in Eni throughout the world as well as for making personal skills and experience available to answer questions or respond to technical and other problems, finding relevant solutions.
The systems exist in virtual space, including various types of site and portal, which host communities of practice and provide tools for knowledge diffusion, such as collaborative platforms, webinars, document repositories, search engines and other links and material of interest.
Knowledge management initiatives have a concrete objective: to generate value for the company, by making the most of the wealth of knowledge available within the organization, capitalising on it and sharing experience in order to stimulate collaboration and problem solving and give everyone the chance to exploit his/her potential and make a contribution.
The strategic model for Eni’s knowledge system, and knowledge management system in particular, is founded on real priorities:
- supporting business lines in the acquisition of further competitive advantage;
- dealing with complexity and the quick evolution and obsolescence of know-how;
- accelerating people’s professional development, allowing them to constantly update their learning through continuous contact, comparison and collaboration with colleagues.
Eni therefore invests in strategies and tools to facilitate the circulation of knowledge, experience and lessons learnt: this enables a more rapid resolution of operational problems, a quick search for solutions and suggestions, including detailed ones, an easy identification of who to contact for each problem as well as to jointly collaborate to develop new ideas and generate new knowledge. All of this within a collaborative framework which enables anyone to contact the right person at the right time to solve problems quickly and “just in time‘, thus obtaining the contribution of the best experts in the company.
Communities of Practice (CoPs) have been demonstrated to be the most efficient means of sharing and developing knowledge and are the main tools used in Eni’s knowledge management initiatives.
Each Community of Practice is composed of a group of people who share knowledge and problems related to a specific topic or discipline, both for their own interest and in support of the activities of the organization to which they belong, increasing their own knowledge and experience as a result of this interaction.
The CoPs highlight and make concrete use of the relational networks already existing within any organization and as a result knowledge management, initially created as an efficiency tool, has developed and become an organizational response to the need for creativity, innovation and continuous learning which has a real impact on the organization’s value chain.
As at 31 December 2015, Eni’s knowledge management system was composed of 67 active Communities of Practice, involving both core business professional areas and support staff. The number of people taking part was 8,266.
For further information on the KM initiatives realized in 2014 and the trend in knowledge sharing click here
Last updated on 24/02/16