Born in Cagliari, in 1962, Roberto Casula grew up to pursue mining engineering. After graduating, he joined Eni in the year 1988 as a reservoir engineer. His journey with Eni has been an absolute stunner and young people who want to become mining engineers are motivated and influenced by his journey.
How did he plan for Eni’s success?
Over the years, Roberto Casula went on to take managerial positions from being just an engineer. It was then that he started focusing on the development, operations and technology department of Eni. It was not until the year 2014, that he along with his colleagues brought about an organizational reshuffling at Eni to focus on making the business fully integrated and gave up the old 3+1 silo model. They ensured to get down with duplication of responsibilities for their staff.
This decision by Roberto Casula and his peers made Eni a cost-effective company. The different branches at Eni were now integrated and working together and there were more synergies across the company than before.
Roberto successfully led a team to come up with the model to make this reshuffling successful and secure Eni’s future as an energy company.
How did Roberto bring his ideas to life?
For Roberto Casula, curiosity is the driving force. He drew inspiration from everything around him – books, academics, discussions and even golf. It was his curious mind that pushed him to find the solutions to unanswered questions about technical challenges.
What is major contributing factor to Eni’s growth?
Eni’s fortune changed with the change in its existing contractual strategy for their projects. Roberto and his peers took the decision of breaking down a project in sub tasks and this helped them have a better control over all aspects – engineering, product management and procurement. This enabled them to finish projects in a shorter span of time and with lesser investment of money.