Training

An attention to the integration of young resources is fundamental for Eni and, every year, the company organises meetings with the top management exclusively for recent graduates in order to encourage their involvement and the creation of a network of relations.

• At Polimeri Europa, for the first three years an orientation programme has been introduced that involves cross-platform training and knowledge of the company that is common to all, regardless of their position in the company.
• At the G&P division the "the Generactions!""project  was introduced in 2010 that involved some 80 young people with around 3-5 years' experience in the company for a total of 2,400 hours of training, aimed at enhancing engagement and a sense of belonging, stimulating motivation towards business development and encouraging the integration and creation of networks.
  Divided into sub-groups, these young resources developed innovative ideas and projects regarding business issues, presenting them to the top management and creating a significant opportunity for the exchange of views.
• At the E&P division, 2010 saw the conclusion of the "Green Project", a training programme aimed at people between the ages of 27 and 35 from the geology, geophysics and exploration areas and aimed at acquiring, from the earliest years in the company, an awareness of the complexity and peculiarities of the E&P business. The aim is to expand the competences of professional figures with a high level of specialised know-how and to develop more rapidly knowledge related to the entire productive chain. The project will be repeated also in 2011 and will also involve international personnel from the foreign subsidiaries.
• A project entitled "Innovation Lab" was introduced at R&M in 2010 involving 21 young people who, following a course aimed at training them in the techniques of innovation, developed and presented to the company's top management innovative proposals and solutions, some of which are currently in the development phase.
  Another training initiative was developed for the Operations & Maintenance area involving 5 young people from R&M who have been with the company for between 3 and 5 years and selected from the Industrial and Primary Logistics and Commercial Maintenance areas with the aim of improving their technical-professional skills and to give them, at the end of the course, a professional profile more in line with the needs of the company.
  

2010 saw a number of organisational changes at the G&P division that affected the retail and middle segment channels. In order to better manage the process of change while continuing to ensure maximum attention for the customer three specific projects were introduced: "Channel Management", "Branches Project" and "Change Operations".

• Channel Management aims to spread a distinctive commercial approach that harmonises the actions of the sales force for Business Agencies and Franchising, promoting the diffusion of common approaches, methods and tools. In all, a total of 1,212 hours of training were provided.
• The Branches Project launched in 2009, continued in 2010 with the aim of creating a training path dedicated to all branches staff, which included the "middle segment staff.  Support activities and specific training was organised oriented towards the customer.
• The Change Operations project involved the heads and middle mangers operating in the Italian Market Operations unit with the aim of supporting them in the current phase of organisational evolution, providing an awareness of their precise role and suggesting an approach and tools to manage and develop the changes underway in a proactive manner.  This involved  a total of 1,000 hours of training.

In the G&P area, particular importance is also given to the Energy Store Eni network project, one of the main channels of contact with the customer in the retail segment, which has evolved from a service point to a sales outlet, with a strong tendency to exploit direct contact with the customer for cross-selling and building loyalty. This change has demanded a level of professional growth for those in contact with the sales outlets. The training programme includes issues related to customer orientation basic techniques in organisation and people management. The course involves all those operating around the Energy Stores, with a specific path outlined for everyone.

The issue of customer oriented training is also part of what is done at the R&M division with the Sales & Marketing Roles In Progress project, which, after an analysis of roles, distinctive skills and Best Performer behaviour in the context of the sales department, focused attention on the role of the Sales Outlet Manager.
An experience-based training path has been introduced that has so far involved 80 outlet managers and the initiative is expected to be extended to other professional roles.

2010 saw a continuation of development of initiatives in support of business processes.
At the G&P division a course for professional requalification for shift foremen was organised, who were able to acquire a more detailed knowledge to be able to autonomously manage all of the constituent systems inside a generation plant. This training initiative had a functional-operational slant and was essentially aimed at providing the participants with a knowledge of the various plant systems and procedures for the correct operation of the plant and an awareness of operational problems inside the plant itself. The method adopted was that of On-the-Job Training, and an examination is also foreseen on the functional and running diagrams for plant systems and subsystems, on the field measurement of process parameters, a description of the logic of regulation and blocking, a description and simulation of operational procedures and direct observation, with subsequent discussion of the activities carried out by operators on the plant systems and subsystems.
Thanks to cooperation between R&M and E&P,  the OPS Project has been introduced which aims to train complete professionals in the E&P Operations area that are able to cover critical-strategic roles such as Operations Manager (both in Italy and abroad), through on-the-job training at the R&M refineries. The programme, which foresees technical training on the plants and complex treatment processes such as those of a refinery, is organised over a period of 12 - 14 months and in 2010 involved 11 people. When the experience in R&M is completed, the trainees return to the E&P where they complete the course with a programme dedicated to Operations (Reservoir Management, Drilling&Completion, Production&Maintenance).

Moreover, during 2010, the R&M Division continued its "Responsible resources management" project aimed at reinforcing the role of section heads as managers of resources through the development of skills for the effective management of human resources and a greater familiarity with and use of the tools (work contracts, claims procedures, etc.) required for the appropriate management of labour relations, also through case studies. Altogether some 600 second and third level managers with responsibility for coordinating resources were involved in this training initiative at the end of which it was also possible for all participants to exchange and consolidate experiences online and to share the results achieved through a specially created link.
The "Leadership in Safety" project, launched in 2009, also continued during the whole of 2010 with workshops at industrial sites aimed at spreading a culture of safety through the promotion of excellence in behaviour and practice, the centrality of the individual, cooperation between staff and continuous improvement.
The project launched at the Gela refinery in 2010 involved some 90 people and continued during 2001 with the likely extension of the project to other refineries in the R&M circuit.