Professional growth
In detail:

  • an online training tool that provides the main and basic notions concerning sustainability, developed in collaboration with Eni Corporate University
  • a map of Eni’s professional models divided into 31 areas and organised in three levels
  • data regarding internal mobility in the last year

An online course on sustainability

For us, sustainability is an important value and we want all our people to be informed about it. 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.

Professionalism and internal growth

For us, internal growth is an important lever to maintain and develop intellectual capital. This is why 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 the repertoire of professional skills involved in performing the different roles was further refined. This now constitutes a shared reference to describe the technical skills required for the different roles. The repertoire has about 1500 entries covering 31 professional areas and organised on three levels:
  • clusters (which coincide with the professional area)
  • skills (homogeneous groups of competences)
  • technical competence.

Each professional area has an average of 60 entries. Eni has also created an in-house information system dedicated to skills management and development; this tool makes it possible
  • to map the skills of individual Eni people
  • make useful analyses to identify strengths and areas for improvement and draw up consistent development plans.

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.

Internal mobility and retraining

In the current competitive and dynamic environment, balancing promotes the effective combination of requirements and internal professional availability to respond quickly to business needs and prepare development plans for skills in the medium and long term. In 2015, there were 1,183 internal mobility transfers (between the different business areas, including companies within the business areas and in support of specific projects, for example the relocation of staff from the Gela refinery and the Enipower plant in Nettuno that was closed down), a much bigger number than in previous years. This result was achieved also thanks to the contribution of the internal website dedicated to job postings that, in 2015, was integrated with all HR systems for planning and the external search and selection of staff. Internal mobility, both nationally and internationally, also has the advantage of making available to expanding business areas resources from other business, through appropriate retraining plans: this is especially true for the upstream sector where, in 2015, more than 220 skilled workers were hired from other business areas. It was thus possible to manage major industrial restructuring, including closures and major reorganisations of the company’s production sites or commercial activities in Italy and abroad, without jeopardising jobs: many people have been redirected to new activities or areas where their skills can be exploited. In addition, internal mobility also pursues the goal of increasing organisational efficiency, taking over some activities previously managed by external suppliers.
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