Eni considers plurality a resource, a source of enrichment and a heritage that makes the company stronger and better able to face complex global challenges.
At Eni there are no differences of gender, religion, nationality, political opinion, sexual orientation, social status or age.
The plurality at Eni is based on principles and values referred to in the Mission, the Code of Ethics, the Policy "Our People" and present in the internal governance system.
POLICY: OUR PEOPLE
The values of diversity and plurality are also conveyed and consolidated through a performance system that involves Eni’s entire management and all of its people with objectives of diversity inclusion.
Gender equal opportunities are one of the main trajectory for managing people. Eni’s approach to fostering greater representation of women at all levels is focused on three main drivers:
These activities help to consolidate the female presence in the Company. In fact, the recruitment of women in 2018 increased by 4.4% compared to 2017 and, in staff functions, it reached 44% of the total hires.
Internationality, dialogue, integrated approach. Eni's daily business is based on these cornerstones throughout the world.
Alliances with the Countries in which Eni operates has always been a hallmark of its international presence. The aim is to create value through the transfer of knowledge, while respecting local cultures. Confirming this, in the upstream sector, the percentage of local employees out of the total workforce increased significantly in Countries with a historical presence (such as Nigeria, Congo, Egypt, Libya and Kazakhstan), reaching 87%, compared to Countries that have recently joined the Group (such as Mexico, Ghana and Myanmar), where the process of transferring know-how is still in progress. In addition, in all the Countries in which Eni operates, it ensures minimum levels of remuneration for local staff that are significantly higher than market levels.
The diversity of Eni’s people in terms of age is another factor of plurality. To enhance the knowledge of senior employees, initiatives have been implemented in recent years to encourage intergenerational exchange, such as the Mentoring project, in which experienced managers support the professional path of younger resources, and the Eni Faculty, with 550 active trainers to enhance the internal capital of knowledge and develop the ability to pass it on.