Following the recent and rapid development of the ENI group on a global scale, ENI group now employs more than 73,000 people throughout the world. The ratio of “non-Italian” employees has increased (45% in total), making the work of multicultural teams crucial to reach the economic objectives of the organisation.
The power of the ENI Group comes from its multicultural teams
2. Human Rights
Diversity, equal opportunity, and fighting discrimination
ENI first had to understand the various cultures represented in its staff to standardise management modes, while taking cultural and behavioural differences. Management worked in close cooperation with trade union representatives.
Several initiatives were generated by the ENI corporate agreement to improve the group’s vitality, enrich intercultural relationships and develop a strong corporate identity, including:
- Implementing a European research institute for the Safety and Health of Workers, to ensure a homogeneous protection level for all employees.
- An innovative training program to promote intercultural relationships and inclusion in and outside the organisation. The agenda includes: understanding and accepting different cultures, reinforcing the capacity of employees to work in a multicultural organisation.
- Creating “Eni International Resources Ltd”, a recruitment and management centre focused on high-potential international employees.
- Employing and training “local” people in countries where ENI operates.
CONTRIBUTION TO COMPANY PERFORMANCE
- Greater “loyalty” from workers in subsidiaries and improved knowledge of the group’s objectives
- Sharing experiences and training enable employees to better understand cultural, organisational and behavioural diversities.
- Individuals become aware of their own strengths and weaknesses.