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The Areas for Improvement
Eni's Sustainability planning process is aimed at the definition of the company's vision, strategy and objectives on Sustainability issues.
The process is divided into two phases:
1) the identification of Areas for Improvement over the previous year and the issue of related Guidelines by Eni's CEO;
2) the drafting of the Sustainability Section of Eni's Strategic four year Plan
The Areas for Improvement are defined annually and must be approved by Eni's executives. They represent the Company's Sustainability preliminary operating tool. The Sustainability Section of Eni's Strategic Plan represents Eni's concrete commitment to Sustainability and contains the Company's objectives for sustainable development, the Areas for Improvement, the specific Sustainability projects and those which have an impact on Sustainability.
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Areas Identification -
The planning Process
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the main Areas
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the other areas
The Areas for Improvement are defined following a process which includes:
- The financial community's assessment outcomes and new requirements
- Indications resulted from Eni's surveys among national and international opinion leaders, consumers, employees and other stakeholders
- Results of benchmarks carried out in the energy sector
- Results of previous planning process
- Eni's performance analysis carried
- The evolutionary framework of international trends in the field of Sustainability.
An evaluation model, prepared by the Fondazione Eni Enrico Mattei, is used to determine the significance of Sustainability issues with particular reference to stakeholders' expectations.
Once the main Areas for Improvement are approved by eni's Executives, they became an integral part of the so – called "CEO Guidelines" that list intervention priorities and objectives for each Direction and Division of the company.
The projects that can contribute to reach the objectives are then collected and selected. The strategic projects that contribute to sustainable development are the core of the Sustainability Section of eni's Strategic Plan.
The Board of Directors approves both the Guidelines and the Strategic Plan.
The table represents the two flows of Sustainability planning activities within Eni
The table below shows the areas for improvement identified by the planning process currently underway (2011 – 2014).
Also on these issues, however, the company applies a process of continuous improvement and consequently defines projects and initiatives to generate better results.
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Governance-Sustainability |
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Environment-Energy |
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Territory-Communities |
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People |
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Customers-Suppliers |
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Priority Areas of Improvement ( AoI) |
Objectives | |
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1 - Human Capital Development (includes talent attraction) |
The AoI remains priority for the 3rd year running: against commitments made, in the medium term significant performance improvement is forecast |
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2 - Health/Safety | Against improvements attained, theme objectives must continue to be defined (particularly for contractors and suppliers) and to complete the projects defined in the last planning cycle |
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3 - Water management and pollutant emissions | The theme of the lack of water and access to water resources is increasingly linked to the protection of ecosystems, the level of local development and the reduction of conflict with local stakeholders |
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4 - Assessment of local impacts and stakeholders | The AoI remains priority for the 4th year running (last year it was included in "Cooperation and Development Model"). The development of actions assessing the impact and engagement is mainly the task of the E&P division |
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5 - Transparency and the fight against corruption | In the same way as for Health and Safety issues, the theme of transparency and the fight against corruption remains a priority, despite the results achieved in recent years |
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6 - Protection of ecosystems and biodiversity | The AoI remains priority for the 3rd year running, against commitments made, improved performance is forecast. The event of the Gulf of Mexico has increased expectations on the theme |
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7 - Customers and consumers | Customer and consumer satisfaction plays an increasingly important role in defining the company's reputation: the need arises to propose objectives in terms of customer satisfaction in the sectors of G&P and R&M and the need to offer customised offers to customers |
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8 - Human Rights and Security | The need is confirmed to maintain a constant commitment to risk assessment and the training of company staff |
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9 - Cooperation and development model | Eni's strategy features the relationship with producer companies and, in particular, the development of local cooperation projects |
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10 - Innovation and business (includes Oil spills) |
The AoI Innovation and business is less priority than previous years, but remains important in requests from financial stakeholders |
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Governance-Sustainability |
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Environment-Energy |
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Territory-Communities |
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People |
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Customers-Suppliers |
| Areas for Improvement | ||
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11 - Business Ethics | |
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12 - Talent Attraction & Retention | |
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13 - Transparency and Fight against Corruption | |
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14 - Suppliers and Sustainable Supplies | |
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15 - Governance | |
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16 - Brand Management, Reputation | |
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17 - Relations with Institutional Stakeholders and NGOs | |
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18 - Promotion of Sustainability Culture | |
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19 - Environmental Management Systems | |
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20 - Risk and Crisis management | |
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