For us, internal growth is an important lever to maintain and develop intellectual capital.
Eni can launch action plans tailored to support the professional development.
We encourage the circulation of jobs and roles among the different business areas, through balancing and mobility processes supported by plans that facilitate, where necessary, retraining. Eni cares about the management and development of professionalism and therefore constantly identifies professional roles, skills and strategic know-how, through the application and updating of the management and development system of Professional Models. Eni recently updated the structure of its Professional Models, in line with the map of the processes and corporate regulations unambiguously classifying all of the skills that are practiced within it. In 2015 a list of professional competences was drawn up that brings together all of the technical skills required for the performance of all of the roles in the company. The list is a shared point of reference for the description of the technical skills need for the various jobs. The list includes some 1800 items, covering Eni’s 33 professional areas and is organised on 3 levels:
For us, sustainability is a value that we want to transmit to all our people. For this reason we developed an online training tool that highlights the basic principles and notions of sustainability and describes, with concrete examples, how to integrate sustainability in business activities and processes. The course, organised in collaboration with Eni Corporate University, is available both in Italian and English and is available at any time and to all the people of Eni on the corporate intranet. You can navigate both sequentially and “freely”, using an interactive pop-down menu that allows the participant to easily access the content.
Eni also has a IT system, created in-house, for the management and development of skills and thanks to which it is possible to:
The use of Professional Models enables Eni to develop the skills and professionalism necessary to achieve its strategic goals in the short, medium and long term. In particular, where “gaps” are identified, Eni can launch action plans tailored to support the professional development, both at the aggregate and the individual level. In 2016, twelve of the Professional Areas were involved in launching the development and application of their professional models, with a process of self-assessment that involved some 1800 people and led to the definition of around 1400 individual development plans.
In 2016, 714 resources were affected by mobility measures between different business areas (and between companies within the business areas). During 2016, improvements were made to the internal Job Posting portal and communication with candidates with the introduction of new functions and the launch of a project with Eni Corporate University to have more information about the motivation for change of internal candidates (through telephone contacts). At both the national and international level, internal mobility has the advantage of providing the expanding business areas with resources from other businesses after appropriate professional re-training. This has made it possible to manage significant industrial restructuring, also in the case of the closure or radical restructuring of the company’s production sites and commercial activities in Italy and abroad, without compromising jobs. In fact, many people have been reassigned to new businesses or areas where their skills can be made good use of.