Eni is an integrated company engaged in all the energy supply chain, active in 85 Countries with more than 82,000 employees.
Eni engages in oil and natural gas exploration, field development and production, as well as in the supply, trading and shipping of natural gas, LNG, electricity, fuels and chemical products.
Through refineries and chemical plants, Eni processes crude oil and other oil-based feedstock to produce fuels, lubricants and chemical products that are supplied to wholesalers or through retail networks or distributors.
Eni operates in engineering, oilfield services and construction both offshore and onshore, focusing on the execution of technologically-advanced mega-projects mainly located in frontier areas.
In 2013 Eni confirmed its presence in the Dow Jones Sustainability Indices and in the FTSE4Good index.
Eni’s excellent portfolio of conventional oil assets with competitive costs and the strong resource base with options for anticipated monetization ensure a robust value generation at Eni’s upstream activity.
The vertical integration provided by the large presence in the gas and lng markets, and the know-how in refining and chemical sectors enable the company to capture synergies and catch joint opportunities and projects in the marketplace.
Eni’s strategies, resource allocation processes and conduct of day-by-day operations underpin the delivery of sustainable value to our shareholders and, more generally, to all of our stakeholders, respecting the Countries where the company operates and the people who work for and with Eni.
Our way of doing business, based on operational excellence, focus on health, safety and the environment, is committed to preventing and mitigating operational risks.
Joining Eni means:
Given the importance of individuals in Eni, the Board has drawn up a specific policy that consists of seven points:
1. The importance of people
People are an essential and key factor for the very existence of the organization, and the company can achieve its objectives only through the commitment and expertise of its employees.
Eni is committed to upholding the rights recognized in the “Universal Declaration of Human Rights‘ in the countries in which it operates, condemning any behaviour against those principles and promoting actions inspired by honesty, integrity and respect.
Eni safeguards and promotes human rights, as they are inalienable and fundamental rights of all human beings.
Eni encourages behaviours based on mutual respect and condemns all forms of harassment in workplace relations.
2. The culture of diversity
The culture of diversity is an essential prerequisite of a business with a strong international focus.
Eni people are citizens of the world and represent the world by living side-by-side with the local communities in which Eni works.
Eni is committed to creating a work environment in which diversity and personal and cultural views are regarded as resources and sources of mutual enrichment, as well as a key factor for business sustainability.
Eni respects the dignity of each person and provides equal opportunities without any discrimination based on race, colour, gender, religion, nationality, political preferences, sexual orientation, social status, age or any other personal condition not relevant to the work requirements.
Eni supports and promotes international mobility and development, which represent relevant opportunities for professional and personal growth, and encourages internal communication among different countries in which Eni works.
3. Valuing People
Valuing people, alongside with protecting and developing the skills required to preserve the company’s competitive advantage, are strategic factors in achieving the objectives of the company.
Eni assesses work behavior, results, professional know-how, experience and potential of its staff, using the most suitable assessment systems of orienting their management and development according to the company’s requirements.
Eni provides its managers with the appropriate tools and support necessary to manage and develop the company’s collaborators.
Eni pursues the following aims through occupational planning actions that comply with the company’s strategic plan:
Best possible use of the existing skills, expertise and know – how for suitable covering each single role;
Matching needs with available internal resources.
Eni promotes geographic, professional and business mobility as a means for the integration and development of its employees.
Eni attracts people with the necessary skills for satisfying the company’s requirements, through a transparent and documented recruitment process based on pre-defined and uniformly applied procedures and methodologies.
4. Knowledge and training
The professional knowledge of employees is a key factor for ensuring sustainable growth and represents an asset to be safeguarded, valued and developed.
Developing a knowledge-sharing culture is a primary means to consolidate the wealth of acquired knowledge and experience.
Training is a primary tool for supporting business activities, organizational integration processes and change management. It contributes to the enhancement of employability opportunities.
Eni identifies the professional knowledge required to ensure the company’s growth and strives to value, develop and share this knowledge.
Eni promotes the use of an internal faculty, the creation of “practice communities‘ and the use of collaboration tools that encourage discussion and the exchange of ideas (within and outside the company), in order to stimulate contributions from Eni personnel and the searching for innovative solutions.
Eni promotes and supports training initiatives as a means to develop skills, spread common ethical and professional values and consolidate its corporate identity.
Fairness, valuing employees and non-discrimination constitute the pillars of the remuneration systems.
Eni uses integrated remuneration systems that value acquired skills and assign employees a fair remuneration based on their level of responsibility and market conditions.
Through remuneration systems, Eni aims to recognise the contribution of its employees to the achievement of the company’s objectives.
Eni uses specific remuneration systems to motivate and retain those employees that are most suited to its business requirements.
Eni uses remuneration systems that contribute to promoting the international mobility of its employees.
6. Internal communication
Internal communication promotes a common corporate culture, contributes to the widespread of strategies and encourages the engagement of employees in achieving the company’s objectives.
Eni strives to ensure that internal communication processes are clear, targeted and widespread. The continuous improvement of internal communication processes is ensured trough contributions from Eni employees and feedback on the effectiveness of the communication itself.
7. Organizational well-being
Improving organizational well-being is a way of promoting collaboration and participation in the company’s objectives.
The organizational solutions guarantee the safety of workers, safeguard their psychological and physical wellbeing and respect their dignity.
Eni identifies organizational solutions for maximizing the effectiveness and efficiency of processes and promoting collaboration among employees.
Eni is committed to creating a safe work environment by implementing appropriate prevention initiatives.
Eni pursues solutions to support people that have suffered serious health problems, and encourages operational solutions for people with disabilities so they may carry out the assigned tasks at specially designed workstations.
Eni acknowledges the need for its personnel to have a balanced work-life relationship and promotes the development of welfare policies.
Training contributes to the safeguarding, valuing and developing of the technical and professional know-how that is a feature of our company. Its aim is to enhance the managerial skills of individuals and to promote Eni’s values in the areas of health, safety and sustainability. It is there to serve the activities of managing change and new business initiatives, in particular abroad, accompanying individuals along their developmental path, helping them to build a sound and dynamic professional identity and express their own potential.
Eni believes firmly in a work organisation that is based on knowledge, cooperation, innovation and the development of personal skills.
The distinguishing factors that are a feature of the training are: constantly updating methodologies; partnering with universities, business schools and training institutes of excellence; developing an internal faculty for safeguarding and valuing Eni’s distinctive know-how and using innovative technologies.
All areas of training employ, in synergy, the most advanced learning methodologies. These include: workshops; programmes involving classroom and web-based training; video interviews; business games and webinars.
NUMBERS AND TRENDS
A total of 4.3 million training hours were delivered in 2013, across the following macro subject areas
Training took place at the Eni Corporate University offices in Italy and in those of Eni’s various companies both in Italy and abroad.
Technology and sustainability
Training is increasingly making use of technology with the aim of stimulating and improving learning. The newly equipped classrooms at the Eni Corporate University include multimedia tools (such as eBoards and Tablets) that will provide a more effective delivery of the training process and the testing out of state of the art technologies. The specifically developed app and equipment will allow teaching documents to be delivered electronically. This will in turn cut down on the quantities of paper material and make it possible to: access archives and obtain information - as well as share data instantly; make audio/video recordings of the lessons for use during the course or in later sessions; conduct exercises, questionnaires and tests (even of learning) electronically and, what is more, allow individuals, who are located in different parts of Italy and abroad, to take part in the course remotely.
AREAS OF TRAINING
Technical and professional training sets itself the goal of developing specific skills for working within Eni and its companies, in an industrial setting that is both multinational and technologically advanced.
Training will consist of interdisciplinary courses for Eni’s different areas of production or of specially put together training programmes for individual business areas, and will keep pace with developments in technology. The training, depending on the objectives and content, is aimed at multiple recipients: new employees; experienced personnel; highly specialised technicians and blue-collar workers. The main areas of technical and professional training will include: geology; geophysics; deposits; drilling; production; maintenance; health; safety; environment and quality.
The training of managers represents a constant guarantee of the alignment of strategic capabilities when it comes to the development of the business.
Its goal is to promote the acquisition of a vast and variable range of knowledge and behaviours; cultivate managerial skills and relational styles; improve the capacity to interpret and promote a corporate culture that is sustainable and mindful of organisational wellbeing; improve the ability to work as part of a team and in multicultural settings.
The courses cover different subject areas and foresee ad hoc planning, in accordance with the specific requirements of Eni's different areas of production.
The major areas of training are the development of personal skills; the valuing of individuals; the spreading of corporate values; diversity management and corporate wellbeing.
Commercial and Supporting the Business
Commercial training and that which supports the business represent one of the key levers to the professional development of individuals.
The specially planned courses are specifically designed to support specific targets for change and developments in the business, but they are also aimed at developing the skills required for the role.
The major areas of training include project management and knowledge in the areas of economics; finance; marketing; administration; budgets, as well preparation for roles in business, marketing and franchising.
Another key element is training in the area of information and technology: this is provided by means of courses on standard applications and specialist courses for ICT technicians as well as specially designed projects to support the launch of Eni's IT systems.
During the course of 2012 the results of the climate analysis "Eni secondo te 2011", which took place between October and November 2011, were shared with Eni’s workforce. Twenty-five post climate analysis workshops were held and involved some 350 employees in those companies where the most critical results emerged. The aim was to gather some practical ideas with which to draw up some action plans.
Of the 32,580 employees asked to express an opinion, 70.5% of them, from 47 different countries, actually replied. This percentage figure revealed a strong desire for dialogue with the company; this also became apparent through the large number of individuals, around 25% of those who replied, who offered one or more suggestions, many of which were proactive and constructive.
Compared with the climate survey undertaken in 2008, the redemption level dropped by 8%, whereas the number of online responses compared to those on paper rose by 15%.
The overall results of the analysis were satisfactory. The level of satisfaction was high: more than half of those who replied indicated a figure of between 8 and 10 when expressing their "overall satisfaction" on a scale of 1 to 10.
The "Eni profile" that emerged from the climate analysis is one of a workforce that is satisfied with its relationship with colleagues, mindful of the rules and prepared to share in their knowledge. The individuals in Eni appreciate the professional skills of their bosses and their consistency with corporate values, but they ask that more attention be placed upon the development of the "individual" (style of leadership), a greater promotion of "team" working and more communication between corporate departments.
On the whole, the workforce feels supported on the material front (work/private-life balance; supplementary benefits; "health" related prevention/promotion) and considers the company, as a whole, sustainable, and attentive to safety, the environment, local communities and the customer/market.
Last updated on 03/09/14