Governance, human rights and work

Eni’s operations are based on a strong culture of integrity, which translates into transparency, fight against corruption, respect for human rights, labour, and people’s health and safety. The creation of decent work is a strategic tool for the growth of the organization. From the moment the Millennium Development Goals were set, these themes have been identified as essential for sustainable development. The process of defining the Post-2015 Agenda has however made them more explicit.

Culture of integrity

“The most fundamental goal of the “responsible leadership” programme is to reaffirm that it is not just what we do, but how we do it that matters. To merit the trust of those that work with you, it is important to combine ability and integrity at all times. Being a manager, a leader, means having integrity, a solid core of values, being worthy of the trust of those who follow our lead and those who share the future of the company with us. A person is a leader not just because he leads, but because he is worthy to lead.” Speech of the Chairman Giuseppe Recchi at the Leadership Meeting in 2014.

In order to manage these complexities it is necessary to develop skills that include, in addition to the ethical dimension, high-level managerial ability.

When we talk about ethics in eni we really mean “ethical competence”, i.e. a person’s ability to make decisions that take into account the compliance system and the interests of all the stakeholders involved (shareholders, workers, customers, suppliers, local communities and future generations), and to target the creation of value in the long term. To manage this complexity it is therefore necessary to develop high level skills that combine the ethical dimension with high managerial skills of visioning, synthesis, risk management and decision-making. These skills are to be found both at the individual and organizational level; the key requirement is consistency between statements made and actions taken. For this reason eni continuously monitors all elements of its organizational system (culture, values, rules, leadership styles, planning and control tools and incentive systems), intervening to guarantee a high level of consistency.

eni’s basic approach is to align all the corporate regulatory systems and processes that guide the organization and the development of its people around the principle of integrity.

eni’s regulatory system, which currently includes 28 process and 10 compliance Management System Guidelines, is currently being finalized and action has been taken to make this regulatory apparatus both clearer and easier to understand.