Eni has always been committed to involving our employees and partners in our business strategies.
We create sustainable value by encouraging the professional development of our people.
This is the founding principle of the “Our People” Policy, to which Eni has always been inspired as a means to creating sustainable value over time through the recognition and professional development of the people working for the company. To this end, the Group has adopted innovative tools for assessing employee engagement and professional development, also through overseas experience, and developing educational and training paths in tune with the company’s activities.
|Employees subject to performance assessment (senior and middle managers, and young graduates)||61||73a||85|
|(of which managers)||99||100||100|
|Employees subject to annual assessment (senior and middle managers, and young graduates)||89b||93||95|
|(of which managers)||90||100||100|
(a) 74% in 2016: the data of the three-year-period were recalculated because of the change in the perimeter of the consolidated entities.
(b) 90% in 2015: the data of the three-year-period were recalculated because of the change in the perimeter of the consolidated entities.
The performance Assessment
In 2017, with reference to the performance assessment compared to 2016 highlights growing comprehensive coverage (+12%) on the target population (senior managers, middle managers and young graduates), confirming the intention to achieve full coverage of the population concerned, strengthening sensitivity towards transparent, goal-oriented management and assessment with the aim of continuous improvement. In particular, full coverage has been achieved for senior managers, while coverage of middle managers and young graduates stand at 85% (+14% vs 2016) and 75% (+5% vs 2016) respectively.
The annual review
Compared to 2016, under the annual review4, the complete mapping of senior management through the management review and an increase of +2% of the target population (senior managers, middle managers, young graduates). Furthermore, there has been strong growth in the young graduate target (+6% at global level, associated in particular with +9% in the foreign population), and with regard to the population of other white collar workers (+14% at global level, due in particular to +22% recorded in the foreign population), demonstration of the gradual internationalization of processes for greater involvement of the local population abroad.
Potential evaluation process
In the potential evaluation process, 92% of Potential Assessments were carried out (using the methodologies of the Development Center, Assessment Center and Focused Interviews), demonstrating an improvement trend at global level (+20% compared to 2016). In 2017, online-distance assessment was introduced (approx. 100 resources involved) at international level, which has enabled logistical barriers to be overcome, with an overall reduction of travel costs, which is a benefit for the assessment activity. It is planned a gradual extension of this tool in other foreign Countries, in order to promote a further extension of the tool. In 2017, over 120 resources (senior and middle managers) were assessed using Management Appraisal.
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