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Diversity & Inclusion

Eni’s approach.

Principles and organization

Eni's approach to D&I has evolved in line with its cultural sensitivity and tradition, which has always been rooted in the international culture of plurality. It is based on the fundamental principles of non-discrimination, equal opportunities and inclusion of all forms of diversity, as well as the integration and balancing of work with the personal and family needs of Eni's people.

“Eni is committed to creating a working environment where diversity and personal and cultural views are regarded both as assets and sources of mutual enrichment, as well as key factors in business sustainability.”

In Eni there are no differences in gender, religion, nationality, political opinion, sexual orientation, social status, physical ability, medical conditions, family conditions, age or any other irrelevant aspect.

Governance & internal legal framework

These principles are affirmed in the company’s body of regulations and in its corporate governance (Code of Ethics, "Our People" Policy, Declaration of Respect for Human Rights, the Framework Agreement on Industrial Relations, Remuneration Report), as well as in the Mission that inspires its values, with the direct clarification of the Sustainable Development Goals indicators to which the current corporate commitments and those that target future development refer. These are based on the qualities of being highly receptive, creative and adaptable, characteristics that the energy transition period demands from our businesses.

D&I governance in Eni requires each process/service line to ensure, within the remit of its direct responsibilities, the achievement of activities and objectives with an inclusive approach and operating methods. Consolidation of activities and the relevant KPIs, as well as the engagement with internal and external stakeholders is guaranteed by the Sustainability department, which reports directly to the executive position of the General Direction of Natural Resources. In relation to D&I - Human Resources, the responsibility for the coordination of projects and initiatives is allocated to the Human Resources Development department, which reports to the executive position of Head of Human Resources and Organisation, in line with the aim of helping to promote the growth of an inclusive culture and awareness through the dissemination of related content through the management and development processes of each Eni person (career guidance, assessment, training, etc.)

Strategy, Action Plan & Goals

The company management has a commitment and ensures the implementation of Inclusion initiatives with the support of a performance management system aimed at achieving improvement objectives in the areas of Human Capital development. The main targets shared with management in this most recent period relate to:

  • consolidating and growing individual feedback aimed at listening, guiding and improving the contribution of all collaborators,
  • involving all staff in training courses dedicated to the development of a non-discriminatory and inclusive culture,
  • progressively balancing candidate shortlists during the selection stage and involvement in the development and internal mobility processes;
  • increasing the percentage of women joining the company;
  • progressively improving indicators relating to female staff turnover , with respect to which the target for 2020 was also declared at the European Round Table
  • commitment and concrete support for the various initiatives and projects for inclusion and human capital development promoted in the company: female role modelling, mentoring and improving intergenerational communication, dealing with parental leave issues, international reskilling projects, D&I communication initiatives, etc.

The behavioural objectives included on performance target sheets also include the team's ability to improve value, integration, willingness to change and openness to innovation and diversity: these are the basic foundations of Eni's model of excellence and personnel assessment parameters at every hierarchical level and are used in all HR management and development processes (including the recruitment and selection stage, training, the process of assessing potential, performance management and feedback processes).

Listening & Internal Engagement

To constantly strengthen the engagement and involvement of Eni's people, the company also carries out periodic surveys to monitor the internal climate specifically focusing on gender, age and regional area, in terms of both involvement and disaggregation of results by diversity dimension. The last was held in 2019 with a response rate of 86% (+ 6 percentage points compared to 2016) and with over 33,000 comments. As per results, 83% said they were satisfied working at Eni (+ 13 percentage points compared to 2016) while the level of engagement moved from 81 to 84%. Investment in the continuous listening and feedback process was further increased, through the trial of an Artificial Intelligence platform powered by fast and anonymous surveys able to analyse and process the internal relationship mechanisms of work teams in real time. It focused on constant listening to the group's perceptions on integration and leadership to support the continuous improvement of the internal working group relational mechanisms (pilot involving 400 people in 2020 and planned to be extended in 2021).

Zero tolerance against discrimination and harassment

As stated in the Code of Ethic, Eni is committed in guaranteeing a working environment free from any form of discrimination or abuse by establishing working relationships characterized by fairness, equality, non-discrimination, attention and respect for the dignity of the person. At the same time Eni stated that all Eni’s People and third party have the duty to report if someone is not applying, or is about to violate, one of the principles of the Code of Ethics by using one of the Whistleblowing Report Channels in accordance with the "Annex C – Whistleblowing reports received, including anonymously, by Eni SpA and by its subsidiaries in Italy and abroad". With regard to whistleblowing reports, in 2019 investigations were completed on 74 files, 11 of which included aspects related to discrimination (7 assertions) or harassment (6 assertions). Of 11 cases reported in 2019, three cases of harassment were confirmed by year-end.

Benchmark & External Collaboration

Furthermore, we have chosen to discuss these issues with our peers both nationally and internationally by joining associations and participating in inter-company initiatives and benchmarks for sharing best practices and identifying common activities in the Diversity & Inclusion field (Valore D, ERT - European Round Table, WEF - World Economic Forum, Industrial ALL Global Unions, ELIS, Fondazione Mondo Digitale, UN Global Compact, etc.). This is based on a logic of common growth and progress, not only of that of the single company.

Initiatives aimed at raising awareness and overcoming obstacles to the recognition of diversity and the risks of non-inclusion continue at Eni.

Eni’s Commitment to People: D&I programme

In 2019, the D&I Matters training and internal communication programme was launched, aimed at contributing to the development of widespread awareness of these issues. The programme focuses on some typical areas of diversity, analysed from the perspective of Unconscious Bias and shares information on activities in the company aimed at overcoming the stereotypes themselves. To this end, the engagement and involvement of internal witnesses who shared their own experiences in support was fundamental. During 2019, 6 stages of the programme were carried out (unconscious bias, interculturality, gender, 2 episodes on generation, disabilities...) and in parallel, an open space was set up on the EniCampus training platform for educational and cultural research on all the issues addressed.

In 2020, the programme was further boosted with the digital training event "Eni Global Inclusion Event", which addressed the issues of inclusion and diversity in an even more integrated way. Around 700 Eni people across the world were involved in the in-depth study of the meanings these issues have within the corporate culture and their daily and working relationship life. During the event, five colleagues directly shared their stories of diversity, raising people’s awareness of the issue even further and facilitating individual awareness and empowerment.

Eni’s Commitment to People: training

On the same occasion, the training campaign on Unconscious Bias was launched, available in open mode for the entire company population. The course is available in English and Italian, and will shortly also be available in French. It addresses the topic both from a theoretical point of view and with a series of exercises and opportunities for self-observation, as well as insights aimed at strengthening individual awareness and the ability to manage prejudice correctly and effectively.

In 2020, the trial of a digital platform also began with a first group of 30 people, which through digital role play improves conversation skills to develop greater awareness and self-confidence, also including an interactive coaching path on D&I themes

Eni joined the Orange the world global initiative against gender-based violence that took place from 25 November - 10 December. This involved a number of activities including communications from top management, including the CEO and the Chairman, on the reasons for supporting the campaign, the chance for Eni people to take part individually, the Eni headquarters in Rome being lit up orange for the launch and a new e-learning course on Harassment for the Eni population, which will also be included in the set of training initiatives for the new Eni Code of Ethics planned by the first quarter of 2021.

On the issue of gender equality, the launch of the pilot edition of the WISE Women in Search of Excellence course by 2020 is also planned. The initiative results from meetings of the network of colleagues whose aim is to value female capital in their professional area. An interesting example of an autonomous diversity community acting in the service of collective cultural evolution.

Read more about Eni's information, awareness and training campaigns from page 28 of Eni for 2019

In 2019, there were 7,590 women working in Eni (5,287 in Italy and 2,303 abroad). The global presence of female personnel is growing overall. In 2019, the number of women in the total workforce was 24.23%, slightly up on 2018 (23.61%). 

Attractiveness & Retainment

In relation to professional areas, at 31/12/2019, women accounted for 25% in the ICT + Digital professional area and 17% in the engineering, construction and project development professional area.

In these core business areas we are also beginning to benefit from a general increase of hirings in recent years: indeed, female hires at Eni increased from 25.3% in 2016 to 32.3% in 2019. 

It should be noted that in 2019 the replacement rate of women (ratio between permanent contract hirings/terminations) increased from 0.90 in 2017, to 1.16 in 2018, up to 2.15 in 2019 and women leaving accounted for 10.7% (women leaving out of total terminations): the reasons for leaving were due to professional diversification for around 60% and personal/family reasons for around 40%.


In 2019, women promoted to middle manager and senior manager positions represented 28.5% of the total promotions to these positions.

Within the company structure, 16% of women are senior managers and 27% of women are middle managers. Overall, there was an increase in the percentage of women in positions of responsibility (middle and senior management), which went from 24.86% in 2017, to 25.28% in 2018, reaching 26.05% in 2019.


In relation to the top management, Eni's By-laws provide that at least two fifths of the Board of Directors is made up of directors of the less represented gender. Furthermore, the Management System Guidelines "Corporate Governance of Eni companies" approved by the Board of Directors on 30 May 2013 and subsequently updated on 26 October 2017 provide that, subject to legal obligations, in the selection of the members of the management and control bodies of its foreign subsidiaries, Eni must consider, where possible, diversification, also in terms of gender. In 2020, a woman was confirmed as Chairman of Eni's Board of Directors and other female colleagues hold key positions in strategic-operational sectors such as Research and Development, Exploration, Drilling and Refining. In addition, two women were appointed to report directly to the CEO (in addition to the woman already appointed) as part of the reorganisation carried out during the year: the percentage of women in executive position in 2020 is 25%.

Read more about Equal opportunities/breakdown of female employment and related trends from page 28 of Eni for 2019

In line with what has already been done, Eni will continue to promote D&I projects and initiatives.

Female, Intergenerational & International Mentoring

The consolidation and extension of mentoring processes has further strengthened the value of intergenerational exchange, helping to make internal relationships more open to accepting different sensitivities and mutual inclusion, with a particular focus on guiding female careers.

From 2017 to December 2020, around 250 mentoring paths were followed involving around 130 mentors. In particular, during 2020:

  • the pool of mentors was expanded, also extending it to middle management colleagues, monitoring the involvement of female mentors, and the mentee pool was expanded, involving female colleagues/younger generation (including women returning from maternity leave)
  • the first edition of reverse mentoring was launched with around 10 courses
  • the first edition of international mentorship has been planned with the launch of 15 cross-cultural paths (15 different nationalities involved as mentor and mentee)

As part of the Mentor Academy, a space where mentor colleagues can compare and share experiences, with a view to improvement and continuous growth together, various training activities (continuous learning), path supervision and methodological analysis are carried out, all aimed at consolidating the culture of generational listening and sharing.

Different Abilities

Different Abilities is a further area of inclusivity commitment. In 2020, an of the legal framework into force in the countries where Eni operates was carried out in relation to the definition of “disability” and the topics of interest included in the ILO Convention no. 159. The aim was to identify existing protective legislation for disabled workers, hiring and/or training obligations, protection obligations for the various stages of the employment relationship and any state support schemes and/or programmes for companies. This study is the starting point for further research to be launched by 2020 at an international level aimed at identifying the main body of local evidence in relation to the inclusion of different skills as well as priority areas for intervention and launching an exchange of experience and sharing of best practice.

Read more about D&I Initiatives and Projects for pluralities’ inclusion from page 28 of Eni for 2019

The commitment to inclusion is based on and strengthened by intense discussion and support within the various internal networks, including the aforementioned Communities of Practice in the Knowledge Management field, the Faculty of Eni's internal teachers, the Mentor Academy, the Coaching Academy and the female empowerment professional area network. A first core D&I Network  was also set up, made up of colleagues from a specific functional area working on these issues and based in different regions with the aim of gathering different points of view, valuing local experience and proposing starting points and possibly pooling initiatives for the benefit of the company as a whole. Colleagues in the Community are engaged in all training initiatives on D&I as a priority and are agents of dissemination and local involvement in the initiatives.

The energy that the company invests in developing inclusion involves the implementation of activities that are carefully monitored and aimed at continuously improving internal practices and behaviour, as are internationally recognised indicators that evidence this commitment. Therefore, Eni pays particular attention to the various generalist and specialist ratings that measure these phenomena and periodically updates its internal mapping by engaging the various corporate functions responsible for the processes involved to identify the priorities to be addressed with a view to identifying innovations and/or continuous improvement. An informal task force of company experts has been set up in this area to act as a control body for analyses, internal measuring and process monitoring.


On an annual basis, the Company carries out a global audit on the gender pay-ratio. Any gaps highlighted by the audit are reported to the Business Lines with the aim of identifying and implementing corrective measures.

The results of the analysis at a global level show a substantial alignment between the salaries of female employees and those of men (in particular in 2019 the pay-ratio was 98%), with slight variations compared to previous years statistically not significant:

  2017 2018 2019
Total pay ratio (women vs. men) 97% 98% 98%
Senior managers 96 97 98
Middle managers and senior staff 96 99 97
White collars 98 98 100
Blue collars 97 98 96
As in previous years, a consolidated Eni methodology was used which neutralizes, in the salary comparison, any effects deriving from differences in role and seniority. In 2019, the analysis covered over 90% of Eni's population.

This alignment is also confirmed by determining the pay-ratio without neutralization of role / seniority (in particular in 2019 this pay-ratio is equal to 99%).

Finally, the following graphs represent the percentage share of men and women in each wage quartile:

The calculation was made considering the wages of all full-time employees divided into four quartiles.

Beyond the direct labor force

Eni is aware that positive and negative impacts companies can generate on women are not limited to the direct labor force. This is the reason why Eni is committed to continuously improving its capacity to integrate women’s perspective into the different processes and areas, ranging from the supply chain to marketing, from local development projects to access to health.

Eni is committed to implementing gender-transformative projects for local communities. An example of Eni’s aim to put women at the center of its sustainability approach is “100 Women in de-mining”, a project promoted by HALO Trust to involve Angolan women in reclaiming land littered with landmines. Moreover, in Nigeria, Eni supports groups of women in carrying out production activities in agriculture, animal breeding and aquaculture, under the Green River Project, an initiative started in 1987 and targeting more than 2,500 farmers per year in the Niger Delta (in the last 5 years). 75 Cooperatives societies (50 in the Land area and 25 in the Swam area) were formed and registered in Ministry of Commerce and Industry. 60% of the participants to these cooperatives are women.

Regarding women’s health, Eni and Eni Foundation have a longstanding tradition of projects aimed at improving health conditions of local communities starting from the engagement of women. Raising the awareness of women is key to achieve community behavior change in hygiene and other relevant maternal and child health topics. Eni Foundation website includes several stories on these projects which have the goal to protect woman health during childbirth, preventing transmission of HIV from mother to child fighting mortal disease  and malnutrition in Africa and Asia.

As per STEM (science, technology, engineering and mathematics) education programmes, Eni has been working with educational institutions to promote “technical-professional” career paths with a focus on attracting female students. These initiatives are aimed at motivating girls to go down STEM studies and to professional and technical activities of interest to the O&G sector. Eni is the main sponsor of InspirinGirls, a project that aims to help girls in lower middle school to overcome gender stereotyping and become aware of their talents. The project promotes STEM studies to encourage “technical-professional” career paths. The initiative, which in the last 3 years has seen around 90 female role modelling activities involving around 5,000 children in 187 lower middle school classes, was extended in 2020 to an international web platform (Video Hub), which involved the recruitment of a first group of around ten role models from Eni's international companies. On the social innovation front, Eni's over 100 “role models”, professionals with a predominantly technical-scientific background, give an account of their educational and professional experience, with a view to career guidance in the various areas of opportunity available locally.

Eni takes part in COME, a project run in partnership with Fondazione Mondo Digitale (FMD). Eni supports this initiative as sponsor to interactive format and meeting with the own role models leading the younger ones to discover emerging areas and professional profiles, with a specific focus on the impact that technologies have on the entire value chain of energy production.

In 2020, through the Fondazione Mondo Digitale Coding Girls programme, two further initiatives were put in place and are still ongoing, made possible with the support of company colleagues giving accounts of their experience and activities.

Furthermore, Joule, the Eni’s school for entrepreneurship supports entrepreneurs and startuppers with a specific focus on gender equality. Indeed, Joule's activities enhance women's empowerment through training as well as by encouraging business ideas through the Human Knowledge Programs (Open and Blended) and Energizer, the ecosystems’ accelerator. The Human Knowledge Open program is free and accessible to all future women entrepreneurs and startuppers. The program covers legal, economic and financial topics as well as the generation of new innovative businesses moving from the use of a linear business model to a circular business model. Thanks to its community, the Human Knowledge Program Open is also a network which allows women to share their business stories whilst creating new contacts and opportunities to explore. The women participation in the Human Knowledge Blended Program, which consists of both presence and distance learning, is 40% out of the total number of participants (called Joulees). This represents a relevant success factor for Joule supported by the fact that women entrepreneurship in Italy is present and effective. With reference to this goal, it is useful to mention the Joule's participation in the Women 4.0 Project - The Women Enterprise, that will boost the link between creativity and digital innovation. A further demonstration of Eni’s attention to spreading financial and business competences among women living in local communities is found in the accelerator program named CoLABoRA. This initiative is aimed at supporting the development of innovative entrepreneurial ideas by training start-uppers and co-workers. Sponsored by Eni, it was launched by Ravenna City Council in co-operation with Eni Enrico Mattei Foundation. In the selection process CoLABORA gives preference to women-owned and/or women-run start-uppers.

In line with the JUST initiative aim of enhancing supply chain sustainability, Eni is committed to reduce and eliminate any possible instance of gender discrimination by verifying suppliers’ commitment to guarantee equal opportunity during the recruitment process and career path. To achieve this purpose, Eni verifies during the vendor qualification process which suppliers’ initiatives are in place to strengthen gender parity and to attract talents regardless of gender. Moreover, in selected tenders, Eni appreciates, recognizing a competitive advantage, the suppliers that can guarantee during contract execution a team with a balanced contribution in terms of gender. 

Eni has always been committed to make honest, truthful and correct communications with respect for the public and the consumers. Eni's advertising communication, both institutional and commercial, is always carefully carried out in compliance with law, ethics, accuracy and reliability of the information it contains.

Making equal and correct communication means to make it a medium for conveying right messages, increasing the values of the company. Among all, the equal dignity of each person and the acknowledgement of diversity as a key value for human development are two key pillars of the company's mission.

In all advertising and marketing contents Eni always makes sure, from the very beginning of the development of these messages, not to convey any gender or ethnic stereotypes through its communication, in particular with respect to the role of women and ethnic minorities.

The role of women within the society and their representation in media is an issue that has always been taken care of, paying the highest attention to messages, language used, images, gestures and roles of women in brand ads.

In brand ads and contents, Eni ensures a fair presence of multi-ethnic people, for example by paying attention in choosing the actors and the roles assigned to them, to ensure respect for everyone. In Eni these points are well considered throughout the entire process of designing and producing advertising and marketing contents, becoming key drivers in the choice of the messages and the way they are delivered to the public.

For additional information, please refer to:

Theme Topics Reference to other sources
Internal legal framework and Organization
Policy, commitment, participation to external initiative  - Commitment against discrimination and harassment
- Commitment to human rights
- Fair remuneration policy
- Code of ethics (pag. 14)
- Eni for Human Rights 2020
- Code of ethics (page 17); Remuneration Report 2020 (page 22)
Key issues
Representation, Turnover, Segregation, Recruitment and Action Plan - Hiring and turnover of women
- Women's employment
- Gender balance in the Board composition
- Eni for 2019 - Sustainability Performance (pagg. 10-12)
- Corporate Governance Report 2019 (pag. 30, 41)
Career development and training - Training
- Mentorship
- Eni for 2019 - Sustainability Performance (pagg. 13-14)
- Eni for 2019 – A just transition (pag. 29)
Parenthood, family care support and work-life balance - Childcare facilities
- Flexibility at work
- Maternity/paternity paid leave
- Support for dependent care
- Eni for 2019 (page 13, 17, 26, 29)
- Eni for 2019; Eni for Human Rights 2020
Gender mainstreaming
Community - Women targeted programmes
- STEM education programmes
- 100 Women in de-mining
Eni Foundation
- STEAM programmes
Supply Chain Supplier diversity programmes EniSpace