Page 34 - EniFor2016_Report_eng

32 Eni for 2016 | Operating model

| Skill enhancement

To promote targeted development paths for the managerial
population, courses and projects were launched in 2016 to €26.6 million
consolidate leadership, guide change and enhance
in-house training staff. invested in training in 2016

˛ Participation in training activities ˛ Training hours

940,227

2016 197,085 / 743,142
2015 183,200 / 915,796

Number 136,419 147,786 159,456 2014 120,049 / 1,092,486
of attendances

2014 2015 2016 E-learning Classroom

| Engagement of people

“Vision and strategy do not make much sense if there is no team taking them forward and embedding them
in the company culture, especially if this building process is not viewed as being a shared value. It was for this
reason that I thought about opening up a space where a doing moment became a sharing moment and where
we can play with ideas to build towards a common vision.” CEO’s blog, 6 July 2015.

Engaging people has always July 2015 to dialogue openly and rate that was higher than the
been key when managing directly with all Eni people. The international average for the
personnel. blog contains all the CEO’s posts sector, and achieved an average
25
A first step towards cultural and all the comments made by rate of engagement of 81%.
transformation and one that people who actively participated A cross-cutting action plan was
led to greater engagement of in the discussion. activated after the survey for
Eni people, was the launch of The third climate survey “Your specific population segments in
the CEO’s blog “The energy of Eni 2016” was conducted in 2016. order to reinforce the Listening &
dialogue”. This communication It involved about 80% of the Feedback, Development & Career,
tool was set up by the CEO in corporate population, a response and Skill & Innovation aspects.

˛ Climate Survey by Eni people

80% 81% 21,000

respondents engagement comments
rate received

25) An indicator summarizing affective, rational and motivational components.