Page 9 - EniFor2016_Performance_eng
P. 9
7
Eni for 2016 | Sustainability Performance
Whistleblowing management 4
(number) 2014 2015 2016
Report files opened during the year, of which 119 64 103
- Internal control system reports divided according to the process that is the subject of the report 69 52 73
- procurement 16 16 17
- human resources 12 8 10
- commercial 11 8 10
- logistics 7 3 6
- HSE 4 2 4
- others (security, administration and financial reporting, maintenance, …) 19 15 26
- Report on other matters relating to alleged violations of the Code of Ethics 50 12 30
Report files that have been closed during the year divided according to the outcome
of the investigations, of which: 134 98 111
- justified at least in part with the adoption of corrective measures 20 7 27
- other matters 6 2 9
- Internal control and risk management system (a) 14 5 18
- unfounded, with the adoption of corrective/improvement measures 39 38 36
- other matters 11 6 11
- Internal control and risk management system 28 32 25
- unfounded 75 53 48
- other matters 25 26 18
- Internal control and risk management system 50 27 30
(a) It is noted that 18 Internal Control System and Risk Management reports were filed in 2016 as “justified at least in part with the adoption of corrective measures”,
of which: 9 are related to breaches of contractual obligations by commercial partners and suppliers (including criticalities related to financial affiliation of suppliers
with evidence of non-payment or delayed payment of amount due - e.g. salaries, contributions - to suppliers’ employees, also related to the macro-economic context);
9 are related to improper behavior by employees. These reports originated 59 corrective actions, of which: 7 disciplinary actions on employees, 13 on suppliers and third
parties, 39 on the internal control and risk management system.
st
st
From 1 January to 31 December, 2016, 148 In conclusion, corrective/improvement actions were
whistleblowing reports were received, grouped together adopted in 57% of cases.
5
in 103 files, 73 (71%) of which concern issues relevant As of 31 December, 2016 there were still 19 files open
st
to the “Internal Control and Risk Management System” related to the “Internal Control and Risk Management
and 30 of which relate to “Other matters” (29%). In the System” and 10 files concerning “Other Matters”.
same period, 111 files were archived in total, 73 of which As regards “Whistleblowing Management”, for aspects
concerned the “Internal Control and Risk Management connected to human rights, in 2016, 36 files were
System” (66%) and 38 of which concerned “Other archived, of which:
matters” (34%). • for 25 files the audits did not find any evidence to
The audits carried out on the 111 files archived in 2016 confirm the facts reported, nevertheless for 6 files (17%)
had the following results: improvement actions were taken in any case;
• for 84 files (76%) the audits did not find any evidence • for the 11 remaining files, the audits confirmed, at least
to confirm the facts reported, nevertheless for 36 files in part, the content of the report and the appropriate
improvement actions were taken in any case; corrective actions were taken.
• for 27 files (24%), the audits confirmed, at least in part, As of 31/12/2016, there were still 14 files open connected
the content of the report and the appropriate corrective to human rights aspects, mainly concerning potential
actions were taken. impacts on workers’ rights.
4) Data related to reports contained in this section refer to reports regarding Eni SpA and its subsidiaries.
5) Whistleblowing Report(s): any report received by Eni, concerning the conduct (of any kind, even merely omissions) of Eni Personnel or third parties in violation of
(i) the Code of Ethics, (ii) any laws or regulations or provisions of the authority or internal regulations or in any case those that may cause damage or prejudice to Eni,
even if only to its public image. Whistleblowing Reports can be sent or transmitted by anyone, third parties or employees, including confidentially or anonymously.

