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Diversity and inclusion

Eni is committed to promoting diversity and inclusion in all forms to support internal engagement and innovation.

Principles and organization

Eni’s approach to diversity and inclusion (D&I) has evolved along 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 opportunity and inclusion in respect of all forms of diversity, as well as integrating and balancing work with personal and family needs. Eni is committed to creating a working environment where diversity, personal and cultural views are regarded as assets and sources of mutual enrichment, as well as key factors in business sustainability.

Eni does not discriminate on the basis of gender, religion, nationality, political opinion, sexual orientation, social status, physical ability, medical condition, family status, age or any other reason.

Governance and internal legal framework
These principles are affirmed in the company’s regulations and its corporate governance (Code of Ethics, ‘Our People’ Policy, Declaration on Respect for Human Rights, the Framework Agreement on Industrial Relations and Remuneration Report), as well as in the mission statement that inspires Eni’s values. They are also outlined by the Sustainable Development Goals indicators, to which Eni’s current corporate commitments and future targets are aligned. These are based on being highly receptive, creative and adaptable – characteristics that the energy transition period demands from our business.

D&I governance at Eni requires each process or service line to ensure that activities and objectives under its direct responsibilities are carried out by means of an inclusive approach and operating methods. Overall coordination is ensured by the Diversity & Inclusion unit, which reports to the Director, Human Capital & Procurement Coordination, who in turn reports directly to the CEO. The purpose of this unit is to develop the company’s D&I strategy, develop its portfolio of initiatives and carry out relevant benchmarking and reporting analyses, as well as promote management accountability. These activities are carried out in close collaboration with the Human Resources department, where responsibility for D&I is specifically allocated to the Human Resources Development team. The aim is to promote the growth of an inclusive culture and awareness through management and development processes such as career guidance, assessment and training for everyone working at Eni. Activities are also carried out in collaboration with the Sustainability department, in line with commitments regarding the promotion of equal opportunities and sustainable development.

Strategy, Action Plan and goals
Eni’s management has committed to ensuring inclusion initiatives are implemented with the support of a target-based performance management system. The main targets shared with management in this most recent period relate to:

  • Consolidating and increasing 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 by involving development and internal mobility processes
  • Increasing the percentage of women joining the company
  • Progressively improving female staff turnover indicators, in line with the 2020 target declared at the European Round Table
  • Providing commitment and concrete support for the various initiatives and projects for inclusion and workforce development promoted within the company, such as female role modelling, mentoring and improving intergenerational communication, support for parents, international reskilling projects, D&I communication initiatives etc.

Behavioural objectives featured on performance target sheets also include: increasing the team’s productivity; 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 level, and are used in all HR management and development processes (including the recruitment and selection stages, training, the assessment of potential, performance management and feedback processes).

Listening and internal engagement
To continuously strengthen engagement and involvement, the company carries out periodic internal monitoring surveys with a specific focus on gender, age and region both in terms of participation and results. The most recent survey was carried out in 2019 and had a response rate of 86 per cent (+6 percentage points compared to 2016) and attracted more than 33,000 comments. According to this survey, 83 percent said they were satisfied working at Eni (+13 percentage points compared to 2016), while participation rose from 81 per cent to 84 per cent. Eni has further invested in its continuous listening and feedback process by trialling an artificial intelligence (AI) platform which uses quick and anonymous surveys to analyse internal relationship mechanisms of work teams in real time. The trial, which involved 400 people in a pilot in 2020, with plans for a wider launch in 2021, focused on continuous listening to perceptions on integration and leadership to support continued improvement of internal relational mechanisms.

Zero tolerance against discrimination and harassment
As stated in the Code of Ethics, Eni has committed to ensuring an environment free from any form of discrimination or abuse by establishing working relationships characterised by fairness, equality, non-discrimination, and attention and respect for the dignity of each individual. If someone is not applying or is about to violate one of the principles of the Code of Ethics, all individuals working at Eni and third parties have a duty to file a report using one of the Whistleblowing Report Channels in accordance with “Annex C – Whistleblowing reports received, including anonymously, by Eni SpA and by its subsidiaries in Italy and abroad”.    

In 2019, investigations were completed on 74 whistleblowing reports, 11 of which included aspects related to discrimination (seven claims) and harassment (six claims). Of 11 cases reported in 2019, three cases of harassment were confirmed by year end.

Benchmarking and external collaboration
Eni has chosen to discuss these issues with both national and international peers by joining organisations and participating in inter-company initiatives and benchmarking systems for sharing best practices and identifying common activities in the area of D&I. They include Valore D, the European Round Table (ERT), World Economic Forum (WEF), Industrial ALL Global Unions, ELIS, Fondazione Mondo Digitale and the UN Global Compact, among others. This decision was made to help enable collective growth and progress, beyond that of a single company.  

Eni is continuing to promote initiatives aimed at raising awareness of, and overcoming obstacles to, the recognition of diversity and risks of non-inclusion.

Eni’s commitment to its people: D&I Matters

In 2019, the D&I Matters training and internal communication programme was launched to help develop widespread awareness. The programme focuses on key diversity areas, analysed from an unconscious bias perspective, and shares information on company activities aimed at overcoming stereotypes. The engagement and involvement of people at Eni who shared their own experiences to support this initiative was crucial. During 2019, six stages of the programme were carried out (including sessions on unconscious bias, interculturality, gender, two sessions on generational differences and disabilities) and in parallel, an open space was set up on the EniCampus training platform for educational and cultural research on all issues addressed.

In 2020, the programme was further boosted by the Eni Global Inclusion Event, which addressed issues of inclusion and diversity in an even more integrated way and was delivered digitally. Around 700 of Eni’s people worldwide were involved in the in-depth study of the meanings that these issues hold within the corporate culture and their own daily and working lives. During the event, five colleagues directly shared their stories, raising awareness even further and increasing individual awareness and empowerment.

Eni’s commitment to its people: training

At the same time, Eni launched its training campaign on Unconscious Bias for both managers and the whole company workforce. The course is available in English and Italian and will soon be available in French. It addresses the topic both from a theoretical point of view, with a series of exercises and opportunities for self-observation, as well as by sharing insights aimed at strengthening individual awareness and the ability to manage prejudice correctly and effectively. In 2020, a trial involving an initial group of 30 began on a digital platform which, through role play, allows participants to improve conversation skills and develop greater awareness and self-confidence, while also addressing D&I issues with the help of interactive coaching. Eni also joined the Orange the World global initiative against gender-based violence, which took place from 25 November-10 December. This involved a number of activities, such as top management (including the CEO and the Chairman) explaining why they were supporting the campaign, the opportunity for people to take part individually, the Eni headquarters in Rome being lit up in orange and the launch of a new e-learning course on harassment for everyone working at Eni. The last will also be included in the set of training initiatives for the new Eni Code of Ethics planned for the first quarter of 2021.

On the issue of gender equality, the first WISE Women in Search of Excellence course was launched in 2020. The initiative stems from meetings between a network of colleagues seeking to improve female involvement within their respective professional fields – an interesting example of an autonomous diversity community acting for the purpose of collective cultural change.  

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

There are currently 7,590 women working at Eni (5,287 in Italy and 2,303 abroad), a number which continues to grow. In 2019, the percentage of women in the total workforce was 24.23 per cent, slightly up on 23.61 per cent in 2018.

Recruitment and retention

When measured against the total number of Eni personnel as of 31 December 2019, women accounted for 25 per cent of those working in ICT + Digital and 17 per cent of those working in engineering, construction and development projects. These core business areas are also beginning to benefit from a general increase of hires in recent years. Female hires at Eni increased from 25.3 per cent in 2016 to 32.3 per cent in 2019. Another important point is that the replacement rate of women (the ratio between permanent contract hires and terminations) increased from 0.90 in 2017 to 1.16 in 2018 and up to 2.15 in 2019. In 2019, women leaving made up 10.7 per cent of resignations. Of those, 60 per cent did so for professional reasons and 40 per cent for personal or family reasons.  

Development

In 2019, women promoted to middle and senior management positions accounted for 28.5 per cent of the total promotions to these positions. Within the company, 16 per cent of women are senior managers and 27 per cent of women are middle managers. Overall, there has been an increase in the percentage of women in positions of responsibility (middle and senior management), from 24.86 per cent in 2017 to 25.28 per cent in 2018, and 26.05 per cent in 2019.

Governance

Eni’s By-laws provide that at least two-fifths of the Board of Directors are made up of women. Furthermore, the Management System Guideline ‘Corporate Governance of Eni Companies’ approved by the Board of Directors on 30 May 2013 and subsequently updated on 26 October 2017 provides that, subject to legal obligations, Eni must consider gender diversification where possible in selecting members of the management and control bodies of its foreign subsidiaries. In 2020, a woman took over 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.  At Eni, 33% of those reporting directly to the CEO are women. 

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

Female, intergenerational and international mentoring

Consolidating and extending mentoring processes has further strengthened the value of intergenerational exchange, helping to make internal relationships more open to different viewpoints 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, including for middle-management colleagues, while the involvement of female mentors was also monitored
  • The mentee pool was expanded, involving female colleagues and younger staff (including women returning from maternity leave)
  • The first tranche of reverse mentoring was launched, involving around 10 different paths
  • The first tranche of international mentorship has been planned, with the launch of 15 cross-cultural paths (15 different nationalities involved as mentors and mentees).

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

Different Abilities

Different Abilities is a further area of inclusivity commitment. In 2020, an analysis of the different legal frameworks in force in the countries where Eni operates was carried out in relation to the definition of ‘disability’ and the topics of interest included in 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 was the starting point for further research (which was launched in 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 the launch of an exchange of experience and sharing of best practices.

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

Eni’s commitment to inclusion is based on and strengthened by intense discussion and support within its various internal networks, including the 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 Community has also been set up, comprising colleagues from specific functional areas working on these issues and based in different regions, with the aim of gathering different points of view, promoting 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 serve to communicate information and increase local involvement.

The energy that the company invests in developing inclusion involves implementing carefully monitored activities aimed at continuously improving internal practices and behaviour, using internationally recognised success indicators. Eni pays particular attention to general and specialist measurement ratings used in this area and periodically updates its internal mapping. This is achieved by asking the various corporate functions responsible for the processes involved to identify priorities for action with a view to pinpointing innovations and/or continuous improvement. An informal taskforce of company experts has been set up to act as a control body for analyses, internal measuring and process monitoring.

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Francesca: planning as a vocation

Remuneration

Eni carries out an annual global audit on its gender pay ratio. Any gaps highlighted by the audit are reported to 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 and male employees (particularly in 2019, with a pay ratio of 98 per cent), with slight variations compared to previous years:

  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 to neutralise any effects deriving from differences in role and seniority in the salary comparison. In 2019, the analysis covered over 90 per cent of Eni’s workforce.

This adjustment was also corroborated by determining the pay ratio without neutralisation of role/seniority (in particular in 2019, with a pay ratio equal to 99 per cent).

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 workforce

Eni is aware that the positive and negative impacts that companies can have on women are not limited to the direct workforce. This is why Eni is committed to continuously improving its ability to integrate women’s perspectives into its different processes and professional areas, from the supply chain and marketing to local development projects and access to healthcare.

Eni is committed to implementing gender-transformative projects for local communities. An example of the company’s aim to put women at the centre of its sustainability approach is ‘100 Women in Demining’, a project promoted by the HALO Trust to involve Angolan women in reclaiming land contaminated by landmines. Moreover, in Nigeria, Eni is supporting groups of women carrying out production activities in agriculture, livestock farming and aquaculture under the Green River Project, an initiative started in 1987 that involves more than 2,500 farmers per year in the Niger Delta (in the last five years). Seventy-five co-operative societies (50 in the Land area and 25 in the Swam area) were formed and registered at the Ministry of Commerce and Industry. Sixty per cent of the participants in these co-operatives are women.

Eni and the Eni Foundation have a longstanding tradition of projects aimed at improving the health conditions of local communities, with engaging women a priority. Raising awareness of women’s health is key to achieving community behavioural change in hygiene and other important issues relating to maternal and child health. The Eni Foundation website includes several stories on these projects, which have the ambition of protecting women’s health during childbirth, preventing transmission of HIV from mother to child, and fighting deadly diseases and malnutrition in Africa and Asia.

Eni has been working with educational institutions to promote ‘technical-professional’ career paths with a focus on attracting female students to STEM (science, technology, engineering and mathematics) education programmes. These initiatives are aimed at motivating girls to undertake studies in STEM fields and participate in professional and technical activities of interest to the O&G sector. Eni is the main sponsor of InspirinGirls, a project to help girls in lower-middle school overcome gender stereotyping and become fully aware of their potential. The project promotes STEM studies to encourage ‘technical-professional’ career paths. The initiative, which in the last three 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), for which a first group of 10 role models from Eni's international companies have already been recruitedTo promote social innovationEni's 100+ ‘role models’, professionals with a predominantly technical-scientific background, talk about their educational and professional experience, with a view to career guidance in the various areas of opportunity available locally.

Eni also takes part in COME, a project run in partnership with Fondazione Mondo Digitale (FMD). Eni supports this initiative as a sponsor of interactive formats and meetings with its role models to help young people discover emerging areas and professional roles, 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 Eni colleagues giving accounts of their experience and activities.

Joule (Eni’s management school) is supporting entrepreneurs and start-ups with a specific focus on gender equality. The aim of Joule's activities is to promote women's empowerment through training, as well as by encouraging business ideas through Human Knowledge Programs (Open and Blended) and Energizer, the ecosystems accelerator. The Human Knowledge Open program is free and accessible to all budding women entrepreneurs and start-uppers. The program covers legal, economic and financial topics, with an additional focus on the creation of innovative new businesses moving from a linear business model to the use of a circular business model. Thanks to its community, the Human Knowledge Open Program is also a network which allows women to share their business stories while creating new contacts and opportunities to explore. Women’s participation in the Human Knowledge Blended Program, which consists of both on-site and distance learning, stands at 40 per cent of the total number of participants (called Joulees). This is a major success factor for Joule and is supported by the fact that the success of female entrepreneurship in Italy has been growing. To help achieve this goal, Joule is participating in the Women 4.0 Project – The Women Enterprise, which will boost the link between creativity and digital innovation. Another example of the emphasis that Eni places on enhancing financial and business skills among women living in local communities can be found in the accelerator program 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 collaboration with the Eni Enrico Mattei Foundation. In the selection process, CoLABoRA gives preference to women-owned and/or women-run start-ups.

In line with the JUST initiative’s aims of enhancing supply-chain sustainability, Eni is committed to reducing and eliminating any possible instance of gender discrimination by verifying suppliers’ commitments to guaranteeing equal opportunity during the recruitment process and throughout each person’s career path. To achieve this, during the vendor qualification process, Eni looks at initiatives put in place by suppliers to strengthen gender equality and attract talent regardless of gender. Moreover, in selected tenders, Eni recognises the competitive advantage that can be brought by suppliers who ensure that their team provides a balanced contribution in terms of gender throughout the execution of a contract. 

Eni has always been committed to making honest, truthful and correct communications with respect to the public and consumers. Eni's advertising communications, both institutional and commercial, are always carefully carried out in compliance with the law and Eni’s code of ethics, and with full attention to the accuracy and reliability of the information they contain.

Fair and correct communication requires a method of conveying accurate messages while also building on the company’s values. Key pillars of Eni’s mission are, among others, respect for the dignity of every individual and the recognition of diversity as a fundamental value for human development.  

In all its advertising and marketing content, Eni always ensures from the outset that its communications do not convey gender or ethnic stereotypes, particularly with regard to the role of women or ethnic minorities.

The role of women in society and their representation in the media is an issue that Eni has always dealt with carefully, paying close attention to the messaging, language, images and roles used to represent women featured in its brand advertising.

In all its brand advertising and content, Eni always ensures that different ethnicities are fairly represented, for example by carefully selecting the actors and the roles assigned to them to ensure that everyone is respected equally. These issues are closely considered throughout the entire process of designing and producing Eni’s advertising and marketing content, being key drivers in the choice of messages and how they are conveyed to the public.

Theme Topics Reference to other sources
Internal legal framework and Organisation
Policy, commitments and participation in external initiatives  - Discrimination and harassment
- 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
- Women's employment
- Gender balance on the Board of Directors
- Eni for 2019 – Sustainability performance (pages 10-12)
- Corporate Governance Report 2019 (pages 30, 41)
Promotions, opportunities for career development and training - Training
- Mentoring
- Eni for 2019 – Sustainability performance (pages 13-14)
- Eni for 2019 – A just transition (pag. 29)
Parenthood, family care support and work-life balance - Support for parents
- Work-life balance
- Maternity/paternity paid leave
- Support for dependent care
- eni.com
- Eni for 2019 – A just transition (pages 13, 17, 26, 29)
- Eni for – A just transition 2019; Eni for Human Rights 2020
- eni.com
Gender mainstreaming
Projects for women in local communities - Women-targeted programmes
- STEM education programmes
- 100 Women in Demining
-
Eni Foundation
- STEM programmes
Diversity and inclusion in the supply chain Supplier diversity programmes EniSpace