JOBS & CAREERS

Eni Corporate University

Eni Corporate University is Eni’s most important tool for the development and widening of its staff’s knowledge base and managerial and technical-professional abilities. It works towards strengthening employer branding and helps spread an individual corporate identity that is consistent with the company’s strategies and needs.

In particular, Eni Corporate University:

manages the entire procurement process, locating and selecting staff and providing specialist services and support for the appraisal of staff already working in the company;
plans and implements training policies, especially targeted on Eni business areas, for the personnel working both in Italy and internationally; it organises and runs the Master in Energy and Environmental Management and Economics (MEDEA);
contributes to the promotion and development of knowledge by encouraging knowledge management systems, providing specialised services for their development and fostering the exchange and exploitation of the best practices and tools adopted by Eni's business areas in the field of knowledge management;
promotes and develops agreements with academic institutions and external training institutions, establishing itself as Eni’s main point of contact with the network of universities and associated divisions as well as national and international training institutions.

HISTORY
TRAINING
KNOWLEDGE MANAGEMENT
MODEL 231
CONTACTS

The Legacy of Mattei It was in a television interview in 1961 that Enrico Mattei, with great conviction, said: “the large number of people, the large number of workers are not a sign of poverty for Italy but a sign of wealth‘. This was at a time when corporate staff was not yet considered a resource and shortly after the concentrated emigration of
many Italians, who, in the 1950s went to other European and American countries
to find their fortune.

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Although strict and very demanding, Mattei restored the trust in the contributions
that individuals were able to provide in order to develop the company and a great
part of Eni’s success was related to the speed with which he succeeded in preparing and implementing a formidable network of technicians and managers.
Knowing that a country such as Italy could only count on the quality of its people after the devastating wartime conditions and without great natural resources, Mattei exploited the “levers‘ of recruitment and training in order to quickly build up an excellent pool of staff in the 1950s.
“When I find them (young, full of talent, very motivated, willing and dedicated), I employ them even if I don’t need them because I never seem to be able to find them when I’m actually in need‘: this was the philosophy of a talent scout, who, from his partisan experience, has shown a great eye for assessing individuals and a profound ability to attract and motivate them by conveying the sense of there being a mission to accomplish. In a period when new business initiatives were constantly being launched, he believed it important to organise those that he called “professional reserves‘: people who were perfectly trained and immediately ready to get working, as and when required, wherever they were in the world.
He launched a fantastic training and induction policy for people covering a range of positions, from more operational staff to executives and managers; he also involved the top management in seminars (some at individual operating company level, others at Group level). The training involved both classic classroom and on-the-job training, and he would often send his best collaborators to the United States in order that they check out new innovative organisational methods that could then be brought to Italy.
1957 saw the establishment of the School for Higher Studies on Hydrocarbons, the first Italian business school that was also dedicated to foreigners. It was renamed the Scuola Mattei in 1969, clearly illustrating his strong interest in training and the notable originality of his approach, in terms of both the interdisciplinary nature and the large number of international students (the 2,500 students trained to date include more than 100 nationalities).

Centralisation initiatives
In parallel with the post-graduate training offered by the Mattei School in technical and financial disciplines, the IAFE (Istituto Aggiornamento e Formazione Eni) was created in 1973 for the purpose of planning and supplying managerial training for all of the Group’s company managers; it was an indispensible tool for the development of a common managerial culture within Eni.
With the subsequent establishment of Eniformazione, a joint stock consortium, in 1998, the technical-professional and cross-sectional expertise training (for example, languages and IT) were also centralised.

The incorporation of Eni Corporate University: the reasons and targets
Staff training activities took place in 2001 and then, more generally, those aimed at guaranteeing the protection, spreading and development of the Eni business culture for the industrial sectors; the Group also expanded its related markets

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When the Scuola Mattei was established in 1957 as a school for young people, Enrico Mattei shaped the teaching principles that he had to provide, fully aware of the need for technicians since Eni is a hub of technicians, working in an environment where technique and technology are paramount. He was equally convinced, however, of the need for young people to be exposed to meetings with philosophers, individuals connected with art, literature and culture in general. Causing outrage with the directors at the time, the young people studying at the Mattei School were offered Scala Theatre membership.

When asked the reason, Mattei gave this brief answer:

"For what I want to achieve, I need to be surrounded by "complete" individuals; I am afraid that a lot of our youth are not given the chance to be "complete" because they have devoted all of their efforts to completing a specific subject at the expense of the integrity of all elements of their personality. These are young people that have stopped developing a well-rounded nature when they completed secondary school. They become marvellous tools for technical goals when they take up a technical career, however they lose their ability to feed or nurture themselves".
The business goals rely on the experience and the talents of people working for Eni and their ability to learn new skills, new conduct and new ways to experience work.
The in-house training in different sectors and for different purposes has the aim of supporting the individual along his development path, helping him to build a stable and dynamic professional identity and to recognise his way of acting and expressing his potential.

Training and Sustainability: the 2010 initiatives

Managerial training

Technical-professional training

E-learning

Eni Corporate University works to promote the dissemination of knowledge within Eni, contributing to the planning and development of knowledge management initiatives on the part of business and professional areas, facilitating the transfer of experiences and ensuring a consolidated viewpoint.

The value of knowledge

Knowledge management

Knowledge management represents the response to the effective use of knowledge that is present in a company and for the professional growth of the people involved.

The purpose of knowledge management is therefore two-fold:

to codify and systematically arrange the explicit knowledge that is present and spread out within the organisations in order to enable it to be "re-used" more effectively;
to allow the emergence of tacit knowledge (i.e. - to offer an analogy - the submerged, not visible part of the iceberg) held by knowledge workers in order that it becomes property to be shared within the company.

This process can drive itself from the research and application of knowledge that is also held outside of the same organisation. A conversion process is thus triggered: from the outside to the inside and from here to the outside again in the form of new or renewable products, work processes and services or systems that allow the creation and management of the dynamics of innovation and the external market in a virtuous cycle, creating synergies and integration.

Knowledge management is therefore a structured approach to the subject of handling knowledge, which is tackled from a "system" point of view. The main elements are:

the organisational and technological aspects such as the "enabling factors" of the process;
the involvement of the knowledge workers, who must "feel" motivation in order to share such knowledge with the organisation.

The introduction of a Knowledge Management system constitutes an innovative project and one of change. One of the success factors is the cultural approach of the people involved, who require new plans, conduct and values on which action is needed in order to trigger and sustain the process. There are three elements on which particular attention is placed through specific change management initiatives:

the motivation of individuals;
training, particularly the understanding of the mechanisms that underlie the model and the elaboration of the required conduct;
communication, in support of the climate of trust and collaboration that is necessary and practical for the successful outcome of initiatives.

The Eni model and Communities of Practice

The strategic model of the knowledge system arises from the following priorities:

support of the business lines in the acquisition of further competitive advantages by improving the level of efficiency in operations and by improving the effectiveness of processes and problem-solving;
coping with complexity and the rapid development and obsolescence of expertise;
speeding up quality and time frames in relation to the professionalism of people.

The benchmark organisational model is a "decentralised" model that assigns the responsibility for addressing and developing initiatives to business and professional areas. The roles identified as the main referents in relation to the management and development of knowledge are:

the Chief Knowledge Officers
the Managers of professional areas
the Area Knowledge Coordinators

The knowledge management initiatives are based on the development of Communities of Practice, the use of collaboration tools and portals and, in a system logic, are integrated with professional models and the management and development processes.

Communities of Practice (CoPs) are the environment in which participants share their tacit knowledge and experiences related to a subject, discipline or process for their own interest and in support of the organisation they belong to; their knowledge and the knowledge possessed by the organisation itself increases via this reciprocal interaction, thus creating an additional channel in support of learning and training.

The capitalisation of knowledge and experience, i.e. the collection and the ability to consult and reuse knowledge and experience, enables us to avoid mistakes that have already occurred and to recover faster solutions, the so-called "lesson learned", or the improvement of practices that are already in use. Furthermore, the opportunity for everyone to interact with members of CoPs allows them to receive the support of the most knowledgeable individuals in the event of problematic situations, providing insights and guaranteeing speedy and effective comparisons.

From an organisational point of view, CoPs represent virtual networks of knowledge workers operating worldwide, creating a streamlined and effective organisational system based on knowledge and not on hierarchy. In this way, they respond to the organisation's need for strong interactivity and participation; furthermore, they develop synergies with the "formal" organisation without replacing it.

Initially established as an efficiency tool, knowledge management evolved and became an organisational response to the need for creativity, innovation and ongoing learning that can actually weigh upon the organisation's value chai

Experience within Eni

Administrative Responsibilities

In line with the measures taken by Eni S.p.A. in Administrative Responsibility, Eni Corporate University S.p.A. has decided to adopt a Model of organisation, management and control, to prevent the types of crime specified in Legislative Decree 231/2001.

Therefore, the Administrative Responsibility Risk Assessment project was launched at Eni Corporate University in March 2005 with the goal, as in all the Group's companies, of detecting, assessing and if necessary adjusting the model of organisation, management and control of the Company in line with the legislative requirements, by analysing crimes against public administration and corporate crime.

The Model of Organisation, Management and Control pursuant to Legislative Decree no. 231/01 was approved by the Board of Directors at the meeting of 1 December 2005 and, at the same time, appointed the Watch Structure.
Subsequently the Model was updated to implement the new changes to legislation which widened the scope of application to further crimes such as crimes with terrorist intent, crimes against individual persons, crimes of market abuse, provisions for protecting savings and disciplining of financial markets, transnational crimes, manslaughter and non-intentional serious and very serious injuries arising out of the breach of accident prevention laws and regulations as well as laws and regulations on health protection at work, handling stolen goods, money laundering and use of stolen money, goods or any other benefits and cyber crimes and unlawful data processing.
The new Model was approved by the Board of Directors of Eni Corporate University at the meeting of March 3 2009.

The Model 231 (see enclosed document), is brought to the attention of all executives, department managers, key officers, company employees, and all those with which the company entertains business relations and therefore all users affected.

With regard to the activity carried out for the company, the consultants, associates and commercial partners will submit reports directly to the Watch Structure regarding events that may lead to the company’s being at fault under the terms of the Decree.

Security Services Eni Corporate University
E-mail: Organismo_di_Vigilanza@enicorporateuniversity.eni.it

Downloadable documents

ENI CORPORATE UNIVERSITY – MODEL 231
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info@enicorporateuniversity.eni.it
Via S. Salvo, 1
20097 San Donato Milanese (MI) - Italia
tel.: +39 02.520.1

Selection:
e-mail: tega_selezione@enicorporateuniversity.eni.it - tel: 06.598.88343

Master and University Relation:
e-mail: sarnataro_universita@enicorporateuniversity.eni.it

Scuola Enrico Mattei and Master MEDEA:
e-mail: fruscio_scuolamattei@enicorporateuniversity.eni.it

Please do not use these e-mail addresses to submit job applications.