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.