Pro PR 001 Eni Spa r04

PROCEDURE TITLE OF PROCEDURE
TITLE OF PROCEDURE TITLE OF

Procedure
Post-award contract
management
REFERENCE MSG:
Procurement
pro pr 001pro
eni pr
spa001
r04eni spa r04 1

This document is the property of Eni spa. All rights reserved

POST-AWARD CONTRACT
Frontispiece
MANAGEMENT
TITLE:
Post-award contract management
NOTES:
This procedure constitutes a best practice for Eni SpA subsidiary companies, in Italy and
overseas.
The procedure supersedes and replaces the following documents:

 “Post-award contract management” (pro pr 001 eni spa r03);
 Circular No. 114 of 7/2/2017 “Managing relationships with suppliers in order
to certify the full and proper execution of the works”.
DATE ISSUED: EFFECTIVE DATE:
December 22nd 2016 December 23nd 2016
PREPARED BY: CHECKED BY: APPROVED BY:
APR/PCOM-A APR/PCOM APR

SORGS
DIALEG/PEN-B
DICOMP/CLC
PROSCIF
pro pr 001 eni spa r04

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POST-AWARD CONTRACT
Contents
MANAGEMENT
1. Purpose ............................................................................................................. 4
2.Area of application ............................................................................................... 6
3. Reference documents........................................................................................... 8
3.1 Internal reference documents ........................................................................... 8
3.2 External reference documents .......................................................................... 9
4. Definitions, abbreviations and acronyms ............................................................... 10
5. Roles and responsibilities.................................................................................... 13
6. Operational activities and procedures ................................................................... 19
6.1 Contract handover ........................................................................................ 19
6.2 Contract management ................................................................................... 20
6.3 Contract Close-Out........................................................................................ 48
6.4 Meetings ..................................................................................................... 52
6.5 Release of performance certificates ................................................................. 52
6.7 Requests for assignment of credit ................................................................... 55
7. Responsibility for updates ................................................................................... 56
8. Filing, storage and traceability ............................................................................ 57

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POST-AWARD CONTRACT
1. Purpose
MANAGEMENT
1. Purpose
This procedure defines the activities included and roles and responsibilities
involved in post-award contract management, in accordance with the Procurement
Management System Guideline (MSG).
As part of the wider procurement process, the post-award contract management

phase features the Contract Holder and the user units (company roles clearly
distinct from that of the procurement function) as its main players, guaranteeing
adequate segregation of duties between those awarding the contract and those
managing it.
Operational management of the contract, including, among other things, final

acceptance of the goods/works/services received and provision of feedback on
vendor performance, come under the responsibility of the Contract Holder and the
user units; whereas, as part of post-award contract management, the
procurement function is involved in contract handover and, subsequently, in
making relevant contributions to the management of any changes to the contract.
The aim of post-award contract management is to ensure that the parties’

contractual commitments are fully and effectively met, by proactive monitoring of
contract execution and careful management of the interface between eni spa and
the contractor.
Effective post-award contract management involves:

 ensuring traceability of events and actions related to the contract;
 prompt identification and implementation of any changes to be made to the
contract during execution;
 verification that goods acceptance, certification of services/works and related
payments comply with the applicable regulations, contract terms and the eni
SpA regulatory system;
 monitoring the awarded contractor's performance level for the activities
covered by the contract and collecting feedback, including HSE aspects.

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POST-AWARD CONTRACT
1. Purpose
MANAGEMENT
 reporting, where required by the contract, on the meeting of contractual
obligations by both parties, in accordance with the times and methods
established in the contract.
The post-award contract management phase can be summarized as follows

(Figure 1)1:
Post-award contract management
 Meeting - Traceability and filing of contract documentation

 Contract handover  Contract management  Contract close-out
ACTIVITY ACTIVITY ACTIVITY
 Contract handover  Checking of general contract  Contract close-out –

requirements (6.2.1) general principles (6.3.1)
 Expediting & Inspection  Performance assessment
(6.2.2) and control (6.3.2)
 Subcontract management  Close-out report (6.3.3)
 Use of Contract (6.2.3)
 Lessons learnt (6.3.4)
 Certification of completed
delivery of goods / execution
of work / provision of service
(6.2.4)
 Invoice checks and payment*
 Dispute management and
prevention (6.2.5)
 Reports (6.2.6)
 Management of contract
changes (6.2.7)
 Management of penalties
(6.2.8)

* Checking and payment of invoices is the responsibility of the relevant administrative function.

1
Where applicable in terms of this procedure, the post-award contract management phase ends with the issue of the contract
close-out report.

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POST-AWARD CONTRACT
2. Area of application
MANAGEMENT
This procedure applies to the "post-award contract management" phase of the
procurement sub-process, as described in the Procurement MSG, for Eni SpA
contracts issued by the Procurement Functions of Eni SpA under a specific
mandate and/or service contract2 (hereafter “APR function”) where the contract
holder belongs to an Eni SpA unit.
With reference to the above area of application, this procedure does not cover the
following, which are regulated by separate procedures:
 contract preparation and award;
 verification and payment of invoices, which comes under the responsibility of
the administration unit;
 issue and certification of orders for goods and services from electronic
catalogues, which are subject to other regulatory documents;3
 cases excluded from the scope of application of the MSG “Procurement”
including, in particular, the urgent award of contracts to protect health, safety,
the environment and public safety in an emergency, directly arranged by the
relevant company managers;
 management of low-value procurement orders;
 subcontract management4.
This procedure constitutes a best practice for eni SpA subsidiaries, in Italy and
overseas.

2
For example: syndial, for environmental sector Contracts, eniservizi, etc.
3
Reference: procedure “Management of office supply requests, consumable computer materials and workcenter printing
services using the Eni e-procurement system”.
4
Ref. Procedure “Management of subcontracts and subcontractors”.

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POST-AWARD CONTRACT
MANAGEMENT
Individual business areas/support functions, using appropriate Operating
Instructions and in accordance with the requirements in this document:
 provide tools for the control and monitoring of post-award contract
management as part of Internal Control over Corporate Reporting (Risk Control
Matrix);
 detail, if necessary, the specific operational activities included in post-award
contract management.

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POST-AWARD CONTRACT
3. Reference documents
MANAGEMENT
3.1 Internal reference documents

 Eni Code of Ethics;
 Eni SpA Model 231;
 Procurement MSG issued by Eni SpA on 23rd December 2015 and related
annexes;
 Finance MSG issued by Eni SpA on 27th March 2015;
 “Management of the Consolidated Document concerning Interference-related
Risk Assessment (DUVRI) and the obligations of Art. 26 of Italian Legislative
Decree No. 81/08” procedure issued by Eni SpA on 19th February
2016_______;
 Procedure “Vendor Performance Evaluation and Vendor Rating” issued by Eni
SpA on 7th January 2016;
 Procedure “Management of subcontracts and subcontractors” issued by Eni
SpA on 7th August 2014;
 Procedure “Contract Preparation and Award” issued by Eni SpA on 7th January
2016;
 Professional Operating Instruction “Contract handover” issued by eni SpA on
23rd November 2012;
 Circular No. 294 of 26th November 2007 “Reference Lists”;
 New eni management and organization system (NEMOS);
 Any regulatory document that updates and/or supplements the above
reference documents.


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MANAGEMENT
3.2 External reference documents
 Italian Legislative Decree No. 81 of 9th April 2008 “Implementation of Art. 1 of

Act No. 123 of 3rd August 2007, regarding the protection of health and safety
in the workplace” and subsequent amendments and additions;
 Italian Legislative Decree No. 50 of 18th April 2016 “New Public Contract Code”
for works, services and supplies in implementation of Directives 2014/23/EU,
2014/24/EU and 2014/25/EU” and subsequent amendments and additions;
 Italian Legislative Decree No. 624 of 25th November 1996, "Implementation of
the 92/91/EEC directive regarding the health and safety of workers in the
mineral extraction industries through drilling and the 92/104/EEC directive on
the health and safety of workers in the surface and underground mineral-
extraction industries" and subsequent amendments and additions;
 Italian Legislative Decree No. 272 of 27th July 1999 "Updating the regulation
on health and safety of workers performing port operations and services, as
well as operations involving the maintenance, repair and transformation of
ships in the port environment in accordance with Act No. 485 of 31th
December 1998" and subsequent amendments and additions;
 Law No. 217 of 17th December 2010 regarding "Conversion into law, with
amendments, of decree law No. 187 of 12nd November 2010, Urgent
measures regarding safety";
 Decree of the President of the Republic (D.P.R) No. 207 of 5th October 2010
“Regulation of execution and implementation of Italian Legislative Decree No.
163 of 12th April 2006 regarding the "Code of public contracts for works,
services and supplies in implementation of Directives 2004/17/EC and
2004/18/EC” and subsequent amendments and additions, insofar as it is still
applicable in accordance with Art. 216 of Italian Legislative Decree No.
50/2016;
 D.P.R. No. 177 of 14th September 2011 “Regulation of vendor qualification and
qualification of self-employed workers in potentially contaminated
environments or confined spaces, as per Article 6, comma 8, letter g), of
Italian Legislative Decree No. 81 (11G0219) 9th April 2008”.

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POST-AWARD CONTRACT
4. Definitions, abbreviations and acronyms
MANAGEMENT

The following definitions will apply for this procedure, in addition to those in the
Procurement MSG:
ANAC: Autorità Nazionale Anticorruzione, Italian administrative authority
entrusted to monitor and prevent corruption within the Italian public
administration;
Beauty contest: competitive procedure used to select a vendor from among
the holders of blanket orders with the same scope, for which a DO/WO must be
issued;
Contract Administration Community of Practice: area within eni spa’s
knowledge management portal dedicated to the sharing of knowledge and
experience on contract administration and post-award contract management.
General accounting ledger: the tool used to record company business data
which allows to record the value of each company activity of the same type.
Contingency: maximum financial allowance, authorized as part of the total
administrative contract value, which may be used to meet any costs or
expenditures incurred due to unforeseen events in the course of the work, in
accordance with the procedures defined in this document (See paragraph 6.2.7.2);
Consumption contract: blanket order that does not provide for a pre-defined
programme of delivery or use, but rather based on actual consumption/need (e.g.
telecommunications services);
Reimbursable contract: blanket or purchase order under which the payment to
the vendor is based on the actual costs incurred by the vendor, with the possible
addition of a fee, for example for the supply of spare parts. Used primarily for
services that cannot be accurately assessed at the start of activities or for work
which is not sufficiently well-defined to allow the issue of a fixed-price contract at
an acceptable level of risk;
Internal delegation of authority: document(s) giving people in specific
organizational positions the power to perform acts which are only valid within the
specific company (e.g. to sign purchase requisitions);
Cost Center/Job: accounting description or code referring to a specific company
unit and/or accounting destination;

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POST-AWARD CONTRACT
MANAGEMENT

Dispute (or “claim”): a dispute or disagreement between eni SpA and a
contractor regarding a specific contract clause or operational activity that has to
be resolved by the parties;
Documento di Trasporto (DDT): transport document introduced following the
elimination of the consignment note;
Documento Unico di Regolarità Contributiva (DURC): document that certifies
that an enterprise has met all its legal and contractual obligations with respect to
INPS (National Social Security Institute), INAIL (Italian Workers' Compensation
Authority) and the Cassa Edile (Construction Industry Board);
Documento Unico di Valutazione dei Rischi da Interferenze (DUVRI):
document, prepared by the Company Employer in accordance with Art. 26 of
Italian Legislative Decree No. 81 of 9th April 2008, which assesses the risks from
interference and indicates the measures adopted to eliminate and, where this is
not possible, reduce them to a minimum. In the cases set out in Art. 26 paragraph
3-ter (that is, in all cases where the Employer does not coincide with the
Company) the DUVRI, prepared by the Company, points out the potential risks
stemming from the execution of the contract based on the type of activity
involved;
Expediting: monitoring of awarded contractor's compliance with the delivery
times defined in the contract;
Feedback: for the purposes of this procedure this term refers to the summary of
the vendor performance evaluations in the evaluation areas identified (technical,
HSE, compliance, business conduct and financial) and any serious breaches or
offences alleged in relation to the vendor.
Performance feedback: for the purposes of this procedure this term refers to
feedback used to record vendor performance, during the contract execution phase
(performance feedback).
Feedback on any serious breaches or alleged offences: for the purposes of
this procedure this term refers to the feedback used to identify particular events
attributable to the vendor that can be construed as serious contractual breaches
or alleged offences.
Guarantee: for the purposes of this document, banking or insurance guarantees
issued in favour of eni SpA and provided by the vendor to cover any advance

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MANAGEMENT

payments provided for in the contract, the proper performance of contractual
obligations or the correct functioning of the goods supplied;
Inspection: activity aimed at observance by the awarded contractor of the
quality requirements specified in the contract;
Entry Sheet (ES): document generated by the ERP system that records the
receipt and acceptance of works/services, with the related cost;
Systems/information system: ERP and/or equivalent IT system in use;

Ticket/Work Progress Status (WP): document completed and checked as part
of a joint assessment by the contract holder (and/or his/her delegated
representative) and the awarded contractor, certifying goods, works and/or
services received from the awarded contractor in a specific period (ticket) or by a
certain date (WP) under the contract issued.
Please refer to the "Contract preparation and award" procedure for the following
definition:
Public Contract Code (“Code”)

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POST-AWARD CONTRACT
5. Roles and responsibilities
MANAGEMENT

Contract holder (blanket order/purchase order): the manager of the
company function specified in the contract as the “contract management unit”, or
the person specifically indicated as such.
Acceptance of the role of contract holder is inferred from the performance of
functions related to the organizational position assigned by organizational and/or
regulatory documents.
The contract holder i) ensures that the contract is fully complied with, ii) monitors
the awarded contractor's performance and iii) performs the contract close-out
where provided for in this document.
Throughout the execution phase of the contract, the contract holder reports any
discrepancies with respect to contract provisions and interfaces with the relevant
functions.
It is also the Contract Holder's responsibility to:

1. ensure that the cost is kept within the predefined administrative contract value
and, if this needs to be increased, immediately request action from the APR
function;
2. check compliance with and monitor ongoing fulfilment of all contract
requirements (including regulatory and contract HSE requirements), with the
support of the relevant support functions;
3. maintain an effective working relationship with the awarded contractor to
facilitate the efficient execution of the contract in all areas except for those
which are the responsibility of the user unit and the receiving unit;
4. promptly report to the APR function and the other units involved any anomalies
and or disputes arising during the execution of the contract, with particular
reference to compliance with HSE regulatory and contract requirements
(feedback) and ensure that feedback is issued, also in compliance with any
specific provisions set by the function;
5. monitor the awarded contractor’s ability to fulfil the technical-professional
requirements and guarantees for the entire duration of the contract;

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POST-AWARD CONTRACT
MANAGEMENT

6. coordinate the verification of the required documentation and the issue of the
subcontract authorization(s), when applicable, in accordance with the relevant
procedure;
7. provide the contract user unit with instructions regarding activation procedures
for blanket orders;
8. check whether any penalties or volume discounts provided for in the contract
are applicable, with the support of the APR function if necessary, and if so,
inform the relevant administrative function;
9. anticipate and manage any claims, assessing their legitimacy and magnitude,
with the support of other relevant functions (e.g. procurement unit, contract
administration focal point, legal, HSEQ) if necessary;
10. request, when required by the contract, attendance by the relevant support
function at the testing of the goods delivered/ work executed by the awarded
contractor;
11. ensure the management of post award contract risks, in the cases and
according to the provisions of Annex F2 to the Procurement MSG “Post-Award
Contract Risk Management”;
12. file5 all documents related to the management of the contract, for review by
the relevant corporate/external control bodies (e.g. work progress reports,
delivery reports, etc.), with the exception of DO/WO documentation for blanket
orders, which remains the responsibility of the user unit.
If there is a change in the business unit acting as contract holder, the incoming
business unit must communicate this to the APR function in accordance with the
“Contract preparation and award” procedure. The outgoing Contract Holder must
ensure a comprehensive and timely handover to the new Contract Holder,
including precise identification of all situations in which the Contract Holder is
responsible for procedural and/or system authorizations (e.g. authorization for
third party personnel to use company systems etc.)
For some specific types of blanket orders for use across a wide geographical area
(e.g. blanket orders that can be used by different operational facilities/sites), the
Contract Holder can identify “local Contract Holders” to whom all or some of the

5
Also by using the special Document Management Systems, where present.

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POST-AWARD CONTRACT
MANAGEMENT

post-award contract management responsibilities described in points 1-11 can be
assigned for the relevant areas. The local Contract Holder, within the area of
responsibility assigned, must provide the Contract Holder with periodic updates
regarding these activities and maintain the necessary information flow for their
coordination and communication.
If the Contract Holder/local Contract Holder is also the user unit and/or receiving
unit, they fulfil the obligations and assume the responsibilities required by these
roles.
Contract Administrator: professional within the management unit who, when

required, supports the Contract Holder with contract management. In particular
the Contract Administrator:
 ensures the monitoring of the spend against the administrative contract value;
 verifies that the awarded contractor has supplied all the documentation
required under the contract to ensure their compliance with contractual
obligations, continued professional/technical competence, guarantees and
subcontract authorizations, making sure that these requirements continue to
be met for the duration of the contract;
 maintains contact and follows correspondence with the awarded contractor,
ensuring traceability and involving, if necessary, all relevant functions;
 ensures that the user unit is notified of any irregularities identified during the
execution of the contract, also to enable the issue of appropriate feedback;
 analyses any requests for changes to the contract and disputes arising during
the execution phase, in particular verifying their admissibility under the terms
of the contract;
 verifies the admissibility of any claims and the applicability of any penalties or
volume discounts provided for in the contract;
 files the contract management documentation.

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POST-AWARD CONTRACT
MANAGEMENT

User unit: business unit that uses a specific blanket order and has delegated
authority to issue WOs and DOs in the system against the relevant contract. It is
the user unit's responsibility to:
 prepare the DO/WO complete and correct (entering it in the system) and notify
the employee with the required authority to authorize it;
 transmit the duly authorized DO/WO to the awarded contractor, to trigger the
execution of the services/work or the delivery of the requested goods;
 coordinate with the Contract Holder checks on general contract requirements
regarding the "Documento Unico Valutazione Rischi da Interferenze" (DUVRI)
and documentation for activities in temporary or mobile work sites;
 prepare the feedback for the performance evaluation of the awarded
contractor, as required by the relevant procedure;
 file all documents related to the DO/WO, to be made available to
corporate/external control bodies (copy of the DO/WO and any amendments,
work execution requests, “works accounting” documents, etc.).
It is the responsibility of the user unit manager (or another person with the
required powers) to authorize the issuance of the DO/WO.
Receiving unit: business unit which receives the goods or the works/services. It
is the receiving unit's responsibility to:
 conduct the technical/operating check on goods received, materials used and
services/works received;
 verify, in discussion with the awarded contractor, the accuracy of the
information reported on the delivery form (or handover documents) and of the
contract documents issued by the awarded contractor, incompliance with the
frequency provided for in the contract, noting any observations and issuing a
signed copy to the awarded contractor;
 notify the contractually responsible or delegated officer of the Purchase
Requisition (PR) forms requiring authorization (acceptance);
 accept in the system, or with the standard form, the goods, works and services
received, within the contractually agreed timeframe and contract terms and
conditions.

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POST-AWARD CONTRACT
MANAGEMENT

The receiving unit can be the same as the user unit and/or the Contract Holder.
Contract Administration Focal Point: corporate role within the organizational
structure of Eni SpA that, where present:
 contributes, for the relevant business area, to the updating of post-award
contract management procedures, methods and tools, identifying any areas for
improvement;
 provides support, where necessary and in conjunction with the HR functions, for
the definition of contract administration resource requirements, selection,
recruitment and mobility, in line with the relevant corporate processes;
 provides support/assistance to Contract Holders/Contract Administrators for
any problems with post-award contract management (such as procedural
clarifications, disputes, changes, etc.);
 receives, where specifically required by functions/divisions, a periodic report
from the Contract Administrators on the status of contracts managed, and
identifies any improvement actions required;
 promotes, for the relevant business area, the development and maximum
dissemination of lessons learnt and their consolidation at business area level,
supporting the Methodologies and Standards Unit in identifying the necessary
improvements to contractual forms and procurement processes and methods.
Contract Management Support Unit: unit within the Upstream operational
Procurement function of Eni SpA that acts as contract administration focal point for
the upstream sector.
Methodologies and standards unit: unit within the APR function responsible for
procurement methods and process tools that, as part of the post-award contract
management:
 ensures, with the contribution of the relevant Contract Management Support
Unit (APRUP-A) and the business areas, the definition and updating of
procedures, methods and tools for post-award contract management, in line
with existing best practices;
 promotes the development and spread of lessons learnt across business areas,
making improvements to contractual forms, processes and methods for post-
award contract management.

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POST-AWARD CONTRACT
MANAGEMENT

Procurement unit: unit within the APR function that, as part of post-award
contract management:
 carries out the handover of the contract to the contract holder, transferring on
information about its content and any special features;
 where contract changes are involved, carries out the relevant checks on
Variation Order Proposals (VOP) and prepares and approves the relevant
Variation Orders (VO).
Operational assistance for expediting and inspection activities: local units

operating within the structures of Eni SpA that, where present, oversee expediting
and inspection activities.

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POST-AWARD CONTRACT
6. Operational activities and procedures
MANAGEMENT

6.1 Contract handover

Contract handover6 takes place when the procurement unit transfers to the
Contract Holder their knowledge of the special features and content of the
contract, in particular with the purpose of:
 ensuring that all the information about the contract is correctly transferred to
the Contract Holder;
 verifying the completeness of the documentation and information transferred.
In some cases, the handover takes place through a dedicated meeting (“handover
meeting”), attended by the procurement unit which has overseen the contract
award, the Contract Holder and the Contract Administrator (where applicable), and
any other relevant functions (e.g. the Contract Administration Focal Point,
administrative and legal functions etc.) that the contract holder deems
appropriate.
The procurement unit transfers on to the Contract Holder all the essential
information required to enable optimal management of the subsequent stages of
the contract, including any information not included in the text of the contract,
such as, but not limited to:
 subcontractors proposed by the supplier but not inserted in the contract,
 evidence of any risks arising from deviations from the standard contract
clauses,
 recommendations on the use of the vendor identified during vendor
qualification or updating or while assessing counterparty risk (due diligence),
including information on whether the vendor is identified as a Covered
Business Partner.
The procurement unit sends to the Contract Holder a copy of all the contract
documents, including annexes (technical and operating specifications, prices, HSE,
drawings, etc.).

6
The operational procedures for management of the handover by the procurement unit are regulated by a specific Operating
Instruction

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POST-AWARD CONTRACT
MANAGEMENT

In cases envisaged by Annex F2 “Post-Award Contract Risk Management”, the
handover meeting is supplemented by the so-called “induction meeting” to identify
and assess the contract risks by filling in the Contract Risk Register (CRRe). Where
several contracts with the same scope have been awarded under a single tender,
the handover documentation must include the procedure for making use of such
contracts, according to the contract strategy.
6.2 Contract management
6.2.1 Verification of general contract requirements

In the “post-award contract management” phase, the Contract Holder, in
cooperation with the relevant units, checks that contract requirements, for
personnel and relevant activities, are satisfied by the awarded contractor. The
procedures to be followed for the verification of each general requirement are set
out below. For especially complex activities, the standard checklist may, where
necessary, be expanded in terms of content and minimum requirements.
6.2.1.1 Verification of insurance coverage

Where the contract requires the awarded contractor to obtain insurance policies,
the Contract Holder receives from the contractor the documentation required
under the contract, such as certification or declarations signed by the insurance
company, and checks7, using appropriate operational tools8, compliance with the
contract provisions, reserving the right to request copies of the policies if required.
Verification of insurance coverage is optional in the case of contracts for
purchasing services that are carried out at the vendor’s premises and that are
related to product categories with low HSE and business criticalities9, without
prejudice to the Contract Holder’s right to request insurance certificates or copies
of the policies.
6.2.1.2 Verification of social security contributions

7
Where necessary, with the support of the relevant functions (i.e. relevant industrial risk management unit, focal point
contract administration).
8
For example, the relevant checklist available within the Contract Administration Community of Practice
9
Eni SpA’s product tree is available on the e‐procurement portal. The HSE and business criticalities are indicated for each
product category.

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POST-AWARD CONTRACT
MANAGEMENT

The regularity of social security contributions made by the awarded contractor will
be certified by the DURC or, if the awarded contractor is registered abroad,
equivalent documentation.
The purposes for which the DURC is obtained are: the acquisition of goods, works
and services and related payments, payment of the final balance or, when
required, other activities such as the issuance of the inspection certificate, the
compliance certificate and, if the activities are still underway, progress certificate.
The Contract Holder or user unit, if appointed by the former, obtains the awarded
contractor’s DURC directly from the same contractor, or through the offices
responsible for its issuance.10
The DURC is valid for 120 days from the date of issue and can be used for
contracts different from that for which it was expressly acquired.
If the DURC shows any irregularity, it is the responsibility of the Contract

Holder/user unit to:
 order the immediate suspension of payments;
 instruct the relevant administrative function to withhold the corresponding
amount and organize the necessary measures such as direct payment to the
responsible social security and insurance agencies;
 promptly notify the procurement unit of the relevant APR function of the
situation, with the aim of jointly defining subsequent actions with the support
of the relevant functions (e.g. formal notice requiring immediate correction of
the situation and possible termination of the contract if this is not done).
6.2.1.3 Verification of regularity of wage and salary payments

As the contracting entity, eni SpA is jointly and severally liable for any non
payment of employee wages/salaries by the awarded contractor. When risk factors
are present11, the Contract Holder therefore evaluates the need to periodically

10
The INPS, INAIL and Casse Edile system from which it is possible to obtain the awarded Contractor's DURC, after obtaining
the necessary credentials, is available at the following Internet address www.sportellounicoprevidenziale.it
11 For example for contracts requiring continuous use of numerous awarded contractor resources and when there are also
specific notifications regarding its financial situation.

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MANAGEMENT

check the regularity of wage and salary payments made by the awarded
contractor.
In order to do so, the Contract Holder or the user unit, if so requested by the
Contract Holder, receives from the awarded contractor the list of workers –
employees and independent contractors - who have worked on the contract and
the documentation proving the payment of their wages for the contract period (for
example, the payroll ledger for these workers with the corresponding bank
transfer codes attached).
Where further information is required, additional documentation can be requested

from the contractor (e.g. declaration on the use of severance funds (TFR), payslips
of personnel employed on the execution of the contract or electronic form DM10
extracted from Uniemens, F24 forms, etc.) with the support of the corporate
functions responsible for employment law.
6.2.1.4 Verification of guarantee certificates (bank/insurance)

If the contract requires guarantees in favour of eni SpA to be obtained at the
expense of the awarded contractor, these must be requested and obtained in
accordance with the contract, normally prior to the start of the activity or, if
required, in line with the progress of the activity.
The Contract Holder checks that the guarantees issued by the awarded contractor
comply with the contractual requirements and if they do not, the Contract Holder
makes use of the support of the relevant legal function. Where necessary, the
Contract Holder requests compliance by the awarded contractor, stopping any
payments to them connected with the guarantee.
Upon receipt of the original guarantee from the awarded contractor, the Contract
Holder forwards it to the relevant administrative function and files one copy.
If the obligations for which the guarantee was requested have been fulfilled by the
awarded contractor within the contractual deadline or as provided for in the
Contract, the Contract Holder confirms this to the relevant administrative function
so that the guarantees can be returned/released upon their expiry. Otherwise, the

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Contract Holder instructs the relevant administrative function to call on the
guarantee for the relevant amount.
6.2.1.5 Verification of Health, Safety and Environment documentation

The Contract Holder, based on the activities and the area where these will be
executed (e.g. work activity subject to Italian Legislative Decree No. 81 of 9th
April 2008, work activity subject to Italian Legislative Decree No. 624/1996,
activities in temporary and mobile work sites, etc.), receives from the awarded
contractor, prior to the start of activities, the documentation guaranteeing
observance of the legal requirements with regard to health, safety and the
environment in addition to any further documentation defined in the contract
terms and/or required by the HSE management systems, as well as any relevant
procedures issued. The Contract Holder requests the involvement of the relevant
HSE function to carry out the relevant checks, as required by the specific company
regulations in force.
For example, the Contract Holder must pay particular attention to the checks that
must be carried out where work activities are subject to:
 Italian Legislative Decree No. 81 of 9th April 2008 and subsequent
amendments and additions, including the provisions relating to temporary or
mobile work sites (as defined in Title IV of Italian Legislative Decree 81/08);
 Italian Legislative Decree No. 624 of 25th November 1996 and subsequent
amendments and additions (the “mining law”);
 Italian Legislative Decree No. 272 of 27th July 1999 and subsequent
amendments and additions (for maintenance activities on piers and/or
shipyards);
 Italian Legislative Decree No. 152 of 3rd April 2006 and subsequent
amendments and additions (so-called “Environmental Consolidated Act”);
 legislative provisions in force for the periodic maintenance of vehicles and
other equipment used for the specific activity.
6.2.1.6 Documento Unico Valutazione Rischi da Interferenza (DUVRI)

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For activities covered by Art. 26 of Italian Legislative Decree No. 81 of 9th April
2008, the user unit/Contract Holder, in cooperation with the relative HSE function
and in compliance with the specific company regulatory documents in force:
 prior to the start of work, organizes and minutes a preliminary meeting with
the awarded contractor attended by the relevant technical functions (with the
support of the Protection and Prevention Service - SPP) and if necessary
communicates any additional information, also for its potential
integration/update to the DUVRI;
 integrates/updates, upon the issuance of the WO, the DUVRI for the specific
activity, for areas within their responsibility, with the support of the Protection
and Prevention Service (PPS) and the responsible Security function if
necessary;
 ensures continuous control and coordination between Company and Employer,
in cases covered by Art. 26, paragraph 3-ter;
 if the work procedures and the circumstances change, organizes meetings to
review the conditions for analysis and verification of the interference, to
determine new measures to eliminate/minimize risks, involving the relevant
technical functions;
 ensures that in case of updates/supplements as described above, the DUVRI is
signed in compliance with the relevant procedures and, when covered by Art.
26, paragraph 3-ter, is supplemented/updated with the specific additional
documentation that must be signed (as an integral part of the Contract) by the
awarded contractor and the persons identified by the relevant procedures,
ensuring that the new documents also detail any additional interference-
related costs.
6.2.1.7 Safety and Health Document12 (DSS) and Coordinated Health and
Safety Document13 (DSSC)

12
Document required for mineral extraction activities under Art. 6 of Legislative Decree 624/96
13
Document required for mineral extraction activities where work is awarded within the contracting entity’s workplace or to
self-employed workers (see Articles 9 and 10 of Legislative Decree 624/96)

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For activities regulated by Italian Legislative Decree No. 624 of 1996, the user
unit/contract holder, in cooperation with the relevant HSE function and in
compliance with the specific company regulatory documents in force:
 prior to the start of work, organizes and minutes a preliminary meeting with
the awarded contractor attended by the relevant technical functions (with the
support of the Protection and Prevention Service - SPP), and if necessary
communicates any additional information, including any supplements/updates
to the Safety and Health Document (DSS) and the DSSC;
 ensures, upon the issuance of the WO and within the limits of their
responsibilities, the consolidation and updating of the contractors’ and
subcontractors’ DSS for the specific activity, if necessary with the support of
the Protection and Prevention Service (PPS) and the relevant Security function;
 ensures adequate coordination has taken place in the verification that the
Coordinated DSS for the various work sites have been updated and integrated
by inserting the sheets for all contractors for the specific activity;
 should the work procedures and the circumstances change, organizes meetings
to review the conditions for analysis and checks on interference and determine
new measures to minimize/eliminate risks, which the contractors, the
Prevention and Protection Service and the relevant technical functions must
attend, thus enabling the individual DSS and Coordinated DSS for the work site
in question to be updated;
 ensures that in case of updates/supplements as described above, the DSS is
signed in compliance with the relevant procedures and the Coordinated DSS is
integrated and updated, making sure that any new documents prepared by the
Contractor clearly detail any additional safety costs.
6.2.1.8 Verification of the documentation for activities performed on

temporary or mobile sites
For activities regulated by Title IV of Italian Legislative Decree No. 81 of 9th April
2008, it is the user unit/contract holder's responsibility, with the support of the
relevant HSE function and in compliance with the company regulatory documents
in force, to:

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 ensure any updates/supplements of the “Piano di Sicurezza e Coordinamento"
or "Safety and Coordination Plan" (PSC) are communicated to the awarded
contractor and, if these entail a change in the safety costs, that this is
acknowledged in the contract documents;
 in the case of blanket orders, ensure upon issuance of the WO for specific
activities that the PSC is attached and that the related safety costs are
detailed.
6.2.1.9 Further verifications in the case of Vendors that are Covered Business
Partners
In the case of Covered Business Partner Vendors (V-CBP), at least once a year the
Contract Holder acquires the vendor’s declaration that it always acts in a manner
compliant with the criteria of maximum diligence, honesty, transparency, integrity
and in accordance with Anti-Corruption Laws, the principles of the Code of Ethics
and the Anti-Corruption MSG and the contract provisions on compliance.
The Contract Holder must evaluate the presence of any Red Flags14 in the
activities performed by the vendor, immediately alerting the Anti-Corruption
function of any inadequacy, gap or suspected violation.
6.2.2 Expediting and inspection activities

The aim of expediting and inspection is to ensure that the awarded contractor
delivers the goods, works and services within the required timeframe (expediting)
and in compliance with the quality requirements (inspection).

14
In accordance with the Anti-Corruption MSG, in cases where the Contract Holder becomes aware that the vendor does not
act in a manner compliant with the criteria of maximum diligence, honesty, transparency, integrity and in accordance with
Anti-Corruption Laws, the Code of Ethics, Model 231, the Anti-Corruption MSG and the contract provisions, or where the
Contact Holder becomes aware of any relevant investigations or offences involving the vendor, including those learned about
through the press.

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The units responsible for operational assistance for expediting, where required,
support the contract holder in identifying potential delays to the schedule and
initiating the necessary mitigating actions. They also ensure the preparation of
periodic status reports on the progress of goods, works and services and check
that planned deliveries are carried out in accordance with the contract.
Operational assistance for inspection, where required, involves monitoring of

activities at the awarded contractor's facilities during the goods manufacturing
phase, attendance to tests executed by the awarded contractor and verification of
the final preparation of the materials is in compliance with contractual
requirements.
The operational procedures for these activities are governed by specific regulatory
documents of the business area.
6.2.3 Issue of DO/WO on blanket orders

For blanket orders, the awarded contractor cannot carry out any activities without
the prior issuance of a specific DO/WO by the user unit, in particular:
 Delivery Order (DO) for goods;
 Work Order (WO) for works or services.
The user unit issues the DO/WO exclusively when there is a specific blanket order
awarded for that purpose and for the goods, works or services provided for in the
blanket order.
The DO/WOs are authorized by company managers with the necessary powers,
who will check the timeliness, completeness and accuracy of the information
contained in them.

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The user unit enters the DO/WO in the system15, in accordance with the
instructions received from the contract holder or the DO/WO user unit manager
and the following rules:
 the DO/WO must be issued before the start of activities and its value contained
within the administrative contract value and timeframe16 of the relevant
blanket order. The system does not allow the issuance of DOs/WOs which
would result in this value being exceeded or after the contract’s expiry;
 the DO/WO must normally include a breakdown of the goods, works and
services to be supplied under the contract;
 the DO/WO must show, as single line items, goods, works and services, and
the quantities requested. If it is not possible to exactly define the works and
services, the WO can be issued with a “generic line item” provided that it is
accompanied by an exhaustive description of the works/services requested and
indicating the total estimated value set as the “value limit”. Moreover, if the
contract is not broken down in line items in the system, the person who issues
the DO/WO will attach a description of the activities/supplies, quantities and
related prices, taking them from the price lists attached to the contract;
 the DO/WO must show the Commodity Class and the Cost/Job Center. If it is
not possible to indicate the Cost/Job Center when the DO/WO is issued, it must
be indicated in the Entry Sheet (ES) when the works/services are
accepted/received;
 WOs must comply with contract provisions and must not interfere with the
autonomy of contractors in the exercise of their organizational and managerial
powers for the performance of the requested activities. Therefore, unless
otherwise specified by the contract, they must not include the names of
contractor personnel involved in the requested work or service or the names of
the subcontractors to be used by the contractor.

15
The DO/WO is issued by entering it in the system, except in cases covered by specific, duly authorized instructions.
16
Usually DOs/WOs cannot be issued for activities whose completion exceeds the contract expiry by more than 60 days,
except for specific cases covered by the contract.

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The DO/WO entered in the system is authorized 17 by the user unit manager or
another person with duly delegated authority, who checks and guarantees
compliance with the above rules; in particular, for the DO, they ensure the
correctness of the general accounting ledger and cost/job centre.
Once approved, the DO/WO will be sent by the user unit to the awarded contractor
using the authorized communication method defined in the contract.
Some specific types of contracts also require that DO/WOs are managed in a
specific way:
 “consumption contracts”, where the issue of the DO/WO and subsequent
certification of the supplies and services, given their specific nature, is
postponed in accordance with the provisions of detailed operating procedures
within the specific Contracts (e.g. for use of telephone services, computer
equipment maintenance service, routine/extraordinary maintenance on
technological platforms). The user units for the specific DO/WO indicate to the
contract holder and, where necessary, the procurement unit of the APR
function when the DO/WO is defined and issued, the list of persons authorized
to use (“draw down”) the contract, and any limitations on the amount;
 “reimbursement contracts”, which do not require activation of the service by
the issuance of a WO for transmission to the awarded contractor; an internal
WO must nevertheless be issued in the system, as described above, before the
service is provided to enable effective planning of the works, cost control and
monitoring of the administrative contract value.
6.2.3.1 Issue of DO/WO for multiple blanket orders with the same scope
In some cases the tender procedure carried out in the “contract preparation and award”
phase can result in the award of several blanket orders with the same scope. The choice
of the contract to activate through the issuance of a specific DO/WO must therefore be
made in accordance with the criteria defined by the procurement unit of the APR function,
in cooperation with the requesting unit, and included in the handover documentation for
the contract (in accordance with the provisions of the tender document).

17
Authorization of the call‐off order in the system can be preceded by the Contract Holder’s approval.

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Selection criteria may include, but are not limited to, the following examples:
 lowest or most economically advantageous price;
 use in proportion to the allocated administrative contract value;
 saturation level of the administrative contract value;
 contractor rotation;
 beauty contest (see paragraph below).
It is possible to combine criteria and use them according to special circumstances (e.g.
lowest price where items have different prices or contractor rotation where items have
the same price). It is also possible to define bands, based on the order value or number
of man-hours for individual call-off orders, within which different criteria can be applied18.
For example, an outline can be adopted that provides for the identification of three bands
as follows:
 a minimum band within which the user unit can identify the blanket order to be used
on the basis of criteria included in the contract (e.g. based on lowest or most
economically advantageous price, also following a direct request by fax or email to the
suppliers for an estimate to be obtained by applying the rates and contract prices);
 an intermediate band in which the user unit can identify the blanket order to be used
by contractor rotation or a beauty contest;
 a maximum band in which the user unit contacts the procurement unit of the APR
function in advance so that they can jointly evaluate whether to meet the
requirements by using a beauty contest or by calling for competitive tenders to award
a new contract.19
In applying the chosen criteria, the user unit may not renegotiate financial aspects (for
example, rates and prices already defined in the contract20).

18
Splitting requirements to deliberately favour the application of one of the established bands is not permitted.
In this case the requesting unit must issue a PR and the process is consequently managed according to the procedure “Contract
19
preparation and award”.

If a renegotiation of these elements is requested, the APR function must be involved, and will evaluate whether to directly
20
manage the process for identifying the blanket order to be used.

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While the Contract Holder remains responsible for the management and monitoring of
several blanket orders with the same scope, the procurement unit, with the aid of the
reporting system, can monitor the use of the administrative contract value in order to
notify the Contract Holder of any anomalies (for example cases where practically only one
contract is used to the disadvantage of the others) and agree any corrective actions
required (such as a temporary ban on the use of contracts with a high level of usage in
relation to the administrative contract value, thus encouraging the use of alternative
contracts).
6.2.3.1.1 Beauty contest

The following are the operating procedures to be used to choose the contract to be
activated by the issuance of a specific WO where a beauty contest has been established
as the selection criterion.
Definition of beauty contest vendor list
The beauty contest vendor list consists of all the awarded contractors for blanket orders
originating from the same tender process.
Preparation and transmission of “request for quotation”

The user unit prepares the “request for quotation” using any of the standard forms21
available and sends them to the vendors on the beauty contest vendor list, observing the
following general principles:
 the request for quotation must specify that the contractor will make exclusive
reference to quantitative aspects (e.g. allocation of man-hours for various professional
roles). The relevant prices and rates must in fact be those already provided for in the
blanket order;
 the request for quotation must include:
 the details of the relevant blanket order;
 the deadline by which quotes must be received, specifying that this deadline is fixed
under penalty of exclusion;

21
Standard request for quotation forms available within the Contract Administration Community of Practice

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 the instructions for submitting the quotation, clearly stating that a hard copy
enclosed in a sealed envelope must be received and that quotations not compliant
with the above procedure will be excluded;
 the subject of the request with any supporting technical documentation.
 The request for quotation must be prepared in a complete, clear manner and sent,
following authorization by the user unit manager, simultaneously and individually by
email or fax to all the suppliers in vendor list, in line with the principles of
transparency, non-discrimination and equal opportunity.
Receipt and evaluation of quotations

The user unit will ensure that the received quotations are registered, kept and filed, even
after the completion of the beauty contest.
The user unit will:
 open the quotations received at the same time, at the deadline set for their
submission. The opening of the quotations must take place in the presence of at least
two people and be duly recorded;
 identify the best offer by applying the unit prices in the relevant blanket order to the
quotations submitted;
 issue a DO/WO to the contractor who presented the best offer, according to the rules
set forth in paragraph 6.2.3 of this procedure, specifying in the DO/WO’s notes that
the award resulted from a beauty contest.
6.2.4 Certification of completed delivery of the goods / execution of the

work / provision of the service
The completed delivery of goods, execution of works and provision of services is
certified by specific documents issued by the awarded contractor, in compliance
with contractual requirements, indicating the activities performed/goods delivered
against the contract.
The receiving unit, within the deadlines set in the contract, ensures that:

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 the goods, works and services indicated by the awarded contractors in the
supporting documents have been delivered on the basis of authorized
contracts/WOs and any amendments;
 the activities indicated by the awarded contractor correspond, in terms of
quality, quantity and HSE performance, to those provided for in the contract
and that, for each of them, the relevant contractual arrangement is indicated;
 the delivery and/or contractually required documents are checked, in
consultation with the awarded contractor, noting any observations and giving
them a signed copy where required by the contract. Any differences between
the items/activities received and those required must be appropriately
managed in order to guarantee the accuracy of the certification.
The signature placed by the receiving unit on the documents issued by the
awarded contractor, where required, certifies that the activities indicated are
consistent with the contract and operational needs in terms of quality and
quantity, without prejudice to further inspections/checks provided for in the
contract, including those taking place after the signature date and, for contracts
subject to the Code, checks on the regularity of the contractor's contributions22.
Goods delivery must be certified when the goods are accepted by the receiving
unit. The certification of works execution and service provision must be carried out
promptly and in any case on a monthly basis, or in line with the company calendar
for the closing of the accounts.
Certification is carried out using the system and with the support, if required, of
specific individuals/units identified within the function to which the receiving/user
unit belongs.
The receiving unit manager, or other delegated or contractually responsible
person, guarantees the accuracy and timeliness of accounting for the services
and/or supplies received. The contract holder checks the accuracy and timeliness
of the accounts on, at least, a quarterly basis, before the closing of the relevant
accounting period.
6.2.4.1 Acceptance of goods

22
See procedure “Contract preparation and award”, chapter “legal regimes”.

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Goods can be delivered at warehouses, user units or at places where the goods
will be used. Goods certification is formally recorded in the system in a single step
of acceptance by the receiving unit.
Delivery is confirmed in the DDT or equivalent transport document, issued by the
awarded contractor/carrier, which must contain a description of the supply,
quantity delivered, contract/DO reference (including, if possible, a copy of the DO)
and indicate whether it is an “on account” or “final” supply in respect of the
contract quantity.
When receiving disks or other media containing computer programs, databases,
sound or video recordings of musical, cinematographic or audio-visual works
and/or moving images, the receiving unit checks for the presence, where required,
of the SIAE mark of endorsement23 or that of other authorized collection agencies.
If, following a visual check, the receiving unit finds that the SIAE mark is lacking
or suspects it may be counterfeit or altered in some way, it informs the contract
holder in order to make the necessary checks.
If, following the above checks, the problem remains, the contract holder promptly
informs the procurement unit and involves the responsible legal function in order
to evaluate appropriate actions, such as rejection and possible return of the goods
received.
For specific activities related to the purchase of goods, please see, in addition to
the following paragraph, the specific operating procedures/instructions regarding
materials management.
6.2.4.1.1 Acceptance of goods received at warehouses or places of use
The receiving unit will accept the goods in the system based on the awarded
contractor's documents certifying complete delivery of the goods.

23
Italian law No. 633 of 22nd April 1941: “Under Article 181 and for the purposes of Articles 171-bis and 171-tee, SIAE
(Società italiana degli Autori ed Editori) affixes a countermark on all media containing computer or multimedia programs, as
well as on all media containing sounds, voices or images in motion, identifying them as works or parts of works protected
under Italian copyright law (Art. 1, Para. 1), destined to be sold or licensed for use”. (...). Article 1, paragraph 1 (not a
comprehensive list) provides that “Italian copyright law protects any type of creative work belonging to literature, music, the
visual arts, architecture, theatre and cinematography, whatever the mode or form of expression may be”.


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It is the responsibility of the person accepting the goods to correctly record in the
system the goods received, the quantity and the supplier delivery document
reference (DDT or equivalent document).
The prices used to calculate the value of the goods received are those provided for
in the contract and are normally present in the system.
In order to ensure accurate accounting for costs in the relevant period, goods
acceptance must be recorded promptly in the system.
A person within the receiving unit, different from the person who accepted the
goods in the system, will check that the type and quantity of the goods actually
received matches the purchase order or, for blanket orders, the specific DO.
Acceptance of the supplied goods in the system automatically generates the
relevant cost accounting entries in the relevant Cost/Job Center) and the account
payable to the contractor for “invoices to be received” and allows the relevant
administrative unit, in the absence of any differences and/or discrepancies, to
confirm and pay the invoices.
If there are differences/discrepancies between the goods acceptance and the
relevant invoice, the relevant administrative unit will report these to the receiving
unit, which will resolve these using the system for discrepancy management.
6.2.4.1.2 Management of returns and/or missing quantities
If, for any reason, on delivery to the receiving unit, the goods are not accepted in
whole or in part, the receiving unit will note the total/partial returns on the copies
of the “Transport or Delivery Document” (Documenti di Trasporto DDT) submitted
by the carrier/awarded contractor, with indication of the date.
Goods are entered in the system by the receiving unit in the quantities physically
retained (not including those returned to the awarded contractor) or received
(quantities received lower than those indicated in the DDT).
6.2.4.2 Receipt and acceptance of works and services

The certification of the execution of works/services is formally recorded in the
system in two steps – a first step confirming the acquisition by the receiving unit
and a second step of acceptance by the receiving unit manager or another
contractually responsible or delegated person.

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6.2.4.2.1 Receipt of works and services based on supporting documents
Certification of the execution of the works and services is formally recorded in the
supporting documents specified in the contract (e.g. work reports, tickets/work
progress, etc.) and prepared by the awarded contractor, indicating the quality and
quantity of the works and services provided and accompanied by the DURC, where
required by the contract and if it was not acquired previously or no longer valid.
System acquisition of completed works and services takes place when the
receiving unit enters the Entry Sheet (ES). Receipt of works and services is
performed on an item by item basis as required by the line breakdown of the
contract, except where, due to the impossibility to break down the items in the
purchase order or, in the case of blanket orders, the WO, an overall "value” is
given.
For blanket orders single line items for requested works and services are, when
possible, shown in the WO. If the WO is not broken down into individual line items
but rather has been issued under a “generic” item, this must be broken down at
the time of confirmation of the receipt into the individual works and service items
provided for in the contract.
During receipt of the works and services, it is mandatory to indicate the period of
service execution in the Entry Sheet (ES) and, whenever possible, the relevant
supporting document reference number. For each individual contract item it is also
necessary to indicate the quantities of works/services received; these are
calculated in the system based on the prices included in the purchase
order/blanket order and/or indicated in the WO breakdown. During this phase, in
addition to guaranteeing the timeliness of entry into the system, it is also
necessary to ensure verification/amendment of the general ledger.24 If the ES is
the last one for a “WO position” or a “purchase order position” for works/services,
the receiving unit must indicate that it is a final receipt.
Lastly, in the case of contracts subject to the Code, where direct payment to the
subcontractor25 that carried out part of the activities is permitted, the receiving
unit acquires evidence of the services performed by the subcontractor from the

24
The general ledger cannot be modified for the Commodity Class relating to consulting or professional services.
25
Ref. Procedure “Management of subcontracts and subcontractors”

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awarded contractor, specifying the amount and proposed payment, and promptly
activates the relevant administrative function for the activities needed for direct
payment, including, if necessary, the creation/change of the subcontractor’s
record. Where the system permits it, the receiving unit reports, in the appropriate
field, that the payment of the works/services under the ES must be made entirely
or in part to the subcontractor.
6.2.4.2.2 Receipt of works and services based on estimates
Where invoices expected for the contract do not arrive before the month-end
closing of the accounting system, the receiving unit must make an estimate of the
quantity/amount of the services/supplies received, based on available supporting
documentation, including formally approved calculations.
The receipt of works and services in the system based on estimates is performed
by the receiving unit by creating the relevant estimated Entry Sheet (estimated
ES) or using the system for estimates/accruals management.
Where the system is not available, the estimate is prepared using the relevant
manual accruals system.
All supporting documentation for evidence of the receipt of works and services
based on estimates is filed at the receiving unit.
As soon as the final documents certifying the completed supply are available, the
estimated ES (accepted) are updated/rectified by the receiving unit prior to
changing their status to ”final”.
6.2.4.2.3 Acceptance in the system of works and services
Certification of the execution of the works and services, whether for blanket orders
(WO) or purchase orders, is entered in the system by the receiving unit manager
or other contractually responsible or delegated person, who is responsible for
verification:
 that the works and services provided are included in the contract or relevant
amendments;
 that the quantities used as a basis for determining the value of the supply are
those actually provided;

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 that the calculation based on actual quantities exactly matches the “value”
acquired in the system;
 that the Cost/Job Center is correct, as well as the description of the
works/services received (general ledger account) and the timeliness of
insertion.
If the ES for acceptance is not broken down into individual contract items but
rather has a generic “value”, the receiving unit manager also checks:
 that the related prices are included in the contract or relevant amendments.
Evidence of this check must be clearly evidenced in cases where it is not
supported/guaranteed by the system used.
The acceptance of works and services in the system generates the relevant cost
entries and the account payable to the Contractor for “invoices to be received”.
Excluding acceptances based on estimates, this allows the responsible
administrative unit, in the absence of differences/discrepancies, to confirm and
pay invoices, subject to any further checks required by the supply contract.
If there are differences/discrepancies between the works/services accepted and
the related invoice, the relevant administrative unit will report the discrepancy to
the receiving unit, which will take steps to resolve it in cooperation with the
contract holder and/or user unit, unless it is clearly an error on the part of the
awarded contractor, in which case the relevant administrative unit will take direct
action.
6.2.5 Dispute (claim) management and prevention

A dispute can arise when one of the following situations, for example, occurs:
 unforeseen costs or damage resulting from different interpretations of the
contract terms and conditions;
 lack of agreement with the contractor regarding which activities are included in
the contract;
 breach of contract, by the contractor or eni SpA, which entails damage for the
counterparty which cannot be dealt with by applying contract penalties or by
using the bank/insurance guarantees provided for in the contract.

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The aim of dispute prevention and management is above all to reduce the risk of
disputes arising with the awarded contractor during the contract execution phase
and, in case they do arise, to ensure that they are effectively justified and
documented, ensuring that they are promptly managed to reduce the risks for eni
SpA and the impact on the performance of the contract.
The dispute (claim) may be initiated either by the awarded contractor, or by the
contract holder.
In the first case, upon receipt of notification of the claim, the contract holder
performs a preliminary analysis to evaluate its validity and scale, with the support
of the contract administrator, where present, and making use, if necessary, of the
support of the other relevant functions (e.g. procurement function, contract
management support for upstream, contract administration focal point, legal
function, HSEQ), in compliance with any applicable company regulations.
If the request is unfounded, the contract holder will formally notify the awarded
contractor of its rejection, specifying the reasons. If instead the request is even
partially founded, or requires further investigation, the contract holder will
prepare, with the contribution of the other functions involved, a summary
document containing the results of the relevant analysis and the strategy for
management of the claim.
This strategy can include:
 notification of rejection of the claim/request;
 initiation of a joint consultation with the awarded contractor, following which
changes to the contract may be necessary, which must be managed in
accordance with paragraph 6.2.7.
In the absence of agreement between the parties, any dispute or litigation will be
managed in cooperation with the legal function, based on the provisions set forth
in the contract.
If it is the contract holder who initiates a dispute then, after evaluating (with the
possible contribution of the other relevant functions) whether there is sufficient
grounds for a claim against the contractor, the contract holder will notify the

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awarded contractor following the same formalities described above. In addition,
any guarantees provided for in the contract can be blocked so that they can be
used, if necessary, to cover all or part of the amount due from the awarded
contractor.
6.2.6 Contract Reports

The Contract Holder, with the assistance of the Contract Administrator where
applicable, will periodically monitor the progress of the contract based on the
complexity and/or critical nature of the contract.
The essential data that the Contract Holder must keep track of are:
 the administrative contract value or contract value;
 the amount committed during the execution phase of the contract for purchase
orders;
 cumulative value of WO/DOs issued against a blanket order;
 in the case where the awarded contractor is a Temporary Business Grouping
(RTI or ATI), the actual division26 of activities between the mandate holder and
mandating company, in accordance with its Memorandum of Association and
with that provided for by the contract;
 contract variations recorded (ref. section 6.2.7.2);
 the amount spent during the execution phase of the contract;
 the residual administrative contract value;
 the contract expiry date.
The Contract Holder or, where applicable, the Contract Administrator, can use the
reporting tools available in the systems to prepare periodic summary sheets for
contract reports.
6.2.7 Contract Changes Management

26
Also using a periodic declaration by the mandate holder.

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Three types of changes can be made to the contract in the course of its validity:
1. Contract Amendments;
2. Contract Variations;
3. Variations to contract price lists.
Contract changes, of any nature, must be managed so as to:
 ensure their prompt and accurate definition, in accordance with relevant
existing regulations;
 proactively encourage prompt resolution;
 guarantee traceability;
 ensure monitoring of financial guarantees;
 ensure that they are authorized by signatories with the necessary
authority/power of attorney.
The Contract Holder must closely monitor all requests for contract changes in
order to:
 verify their technical-contractual admissibility;
 control the number and assess their impact on the Contract;
 enable easy, certain and transparent reconstruction for audit purposes;
 identify general points for future lessons learnt.
6.2.7.1 Contract Amendments

A contract amendment is a change to the contract conditions resulting, for
example, from one or more of the following requiring a change to a contract
during the course of its validity:
 extension/reduction of the duration of the contract;
 change in the contract amount;
 inclusion of new prices that occur at intervals;
 change of contractual deadline;
 change of legal entity of the awarded contractor;
 insertion of new items;

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 excluding cases of price list updates covered by the following paragraph;
 other needs for changes described in the procedure “Contract Preparation and
Award”.
If it is necessary to make a change to a contract, the Contract Holder, assisted by

the user units and/or Contract Administrator, if available, must involve the APR
function in accordance with the relevant procedure.27
For blanket orders, if it is necessary to guarantee the continuity of goods, works or
services provided by the awarded contractor to meet company requirements, the
Contract Holder evaluates, before the threshold of 80% of the administrative
contract value is reached, the need to issue an amendment PR to increase the
administrative contract value, if the residual value is insufficient to cover
requirements before the expiry of the contract.
Lastly, for changes to contracts awarded under the so-called public sector system,
the specific provisions governed by the procedure “Contract preparation and
award” apply.
6.2.7.2 Contract Variations

A contract variation (hereafter “variation”) is a change of an ancillary/collateral
nature to the initial scope of the work, with limited economic impact on the
original contract and usually connected to changes to the original schedule and/or
quantities28 indicated in the contract.
This procedure, usually applicable to purchase orders, must be expressly provided
for in the contract as a management tool and is regulated by a specific annex to
the contract.29
Contract variation entails the following steps:
 issue of a Company Instruction (CI) by the Contract Holder;

27
See procedure “Contract preparation and award”.
28
Activities included within the scope of the work for which the contract defines remuneration either according to a price list
or rate are not considered contract variations.
29
Contract annex “Variation procedure”.

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 issue of a Variation Order Proposal (VOP) by the awarded contractor;
 issue of a Contract Variation Order (VO).
The IT system envisages that the contract is structured with a contractual position
to manage the variations (so-called contingency position) the value of which,
approved by the procurement unit of the relevant APR function during contract
award, is not disclosed to the vendor.30
With regard to this contingency two different types of variations can be identified:
 Type “A” variations: these are variations to contracts for the supply of
goods, works or services present on the contract price lists. Authorization
of this type of variation involves the relevant APR function, if the value of
the variation exceeds certain thresholds, described in section 6.2.7.2.3
below.
 Type “B” variations: these are variations to contracts that include the
supply of goods, works or services not present on the contract price lists.
In these cases, authorization of the variation always requires the
involvement of the relevant APR function.
Management of a contract variation includes the following steps:

 issue of a Company Instruction (CI)31 by the Contract Holder;
 issue of a Variation Order Proposal (VOP) by the awarded contractor;
 authorization of the variation and issue of a Contract Variation Order (VO).
Before performing any activity, the awarded contractor must obtain the necessary
approval for the variation within the time limits and according to the procedures
established in the contract.

30
The total amount of the contract, including the contingency, approved by the procurement unit of the relevant APR
function, is not recorded on the contract sent to the vendor. Contracts for public works above EU procurement thresholds are
the exception; for these contracts the contingency is made known to the vendor during contract preparation and award.
31
Only in the case where the activities subject to variation are requested by the Company.

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The contract variation management documents issued (IC, VOP and VO) are listed
in a special Change Log that holds all the information necessary to guarantee
control of variations to the contract.
Lastly, for contracts awarded under the so-called public sector system above EU
procurement thresholds, without prejudice to the contingency being reported to
the vendor during contract preparation and award, the following additional
provision applies:
 for works contracts, the contract holder, with the support of the relevant
procurement function, ensures that the obligation to notify ANAC of any
contract variations that exceed 10% of the original contract amount is met.
6.2.7.2.1 Company Instructions (CI)
Activating a contract variation is usually carried out by issuing a specific Company

Instruction (CI).
The CI is prepared by the relevant technical function which clearly, unambiguously
and fully describes the subject of the requested variation.
The CI is approved by the contract holder, subject to verification by the contract
administrator (or other person responsible for verification) of its admissibility as
provided for by the contract terms and conditions.
6.2.7.2.2 Variation Order Proposal (VOP)
Upon receiving the CI the awarded contractor prepares the Variation Order
Proposal (VOP) and sends it to the Contract Holder within the established deadline
and following the procedures provided for in the contract. The VOP will detail the
activities that must be executed with regard to the CI (where applicable), their
duration, the resources to be used, and the financial and technical impact on the
schedule included in the original contract.
The awarded contractor, in accordance with the provisions of the contract, can
issue a VOP even if a specific CI has not been received, where, during the
execution of the contract, an unforeseen event occurs which is not attributable to

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the contractor and which requires changes in timing and/or financial terms. In this
case, the Variation Order Proposal must contain the same set of information
indicated in the case where VOP is issued after a CI and follow the same
information flow.
The Contract Holder, having received the VOP, sends it to the relevant technical
functions
for the proposal’s technical evaluation (e.g. the activity to be performed, its
duration and the resources to be used) and to check its completeness in relation
to the original CI, where applicable.
The Contract Holder, also submits the VOP for verification by the contract
administrator (or other person responsible for verification), to:
 check the admissibility of the request under the terms and conditions
contained in the contract and, if not admissible, prepares the rejection,
explaining the reasons for it.
 check the correct application of the line items and the relevant contract prices,
where relevant, as well as the rules in relation to market enquiries for supplies
on a reimbursable basis.
If the above checks are positive, the Contract Holder continues with the next step
for authorizing the contract variation, as described in the paragraph below,
depending on the type of variation.
6.2.7.2.3 Authorization of contract variations - Contract Variation Orders (VO)
There are different procedures for authorizing a contract variation depending on

the type of variation. In particular:

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MANAGEMENT

 Type “A” variations whose value is below €1,000,000 and 1%32 of the
contract’s economic value are authorized by the person with appropriate
powers belonging to the line of business/function that supports the contract
user.33
 Type “A” variations whose value is higher than the thresholds defined in the
previous point and type “B” variations are authorized by the person from the
relevant procurement function with suitable powers with regard to the
variation amount, after obtaining the Contract Holder’s positive opinion.
It is understood that, if the previously authorized variations have already used up
all the contingency available on the contract, authorizing the contract variation
must be managed using a contract amendment, as provided for in the specific
regulations on the subject.
Authorization of a contract variation is formalized by issuing the appropriate
Contract Variation Order (VO – see Annex A) that is sent to the awarded
contractor for acceptance (Acceptance of the Contract Variation Order – see Annex
A).
Acceptance of the VO by the awarded contractor will allow the Contract Holder to
activate the awarded contractor for the execution of the activities covered by the
VO, as provided for in the contract and using the lines available in the system
within the limit of the approved amount.
6.2.7.3 Variations to contract price lists

Variations to contract price lists, as a rule, apply to blanket orders for the supply
of goods that, by their very nature, are subject to frequent updates or
technological innovation. In this case, the possibility for the user units to request
goods of the same type, even though they are not on the price list, but within
certain defined thresholds can be included in the contract. These limits are:

32
The 1% threshold does not apply in the case of variations with a value equal to or lower than €5,000, without prejudice to
the available contingency.
33
Person other than the Contract Holder.

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MANAGEMENT

- €5,000 per item;
- €10,000 per item, in the case of supply of original spare parts.
In these cases, the blanket order has a special clause allowing for simplified
procurement as described below.
When the user unit identifies the need to request a good that does not appear on
the price list, it first checks that the good is not on the price lists of existing
contracts. If the good does appear, the unit sends a bid request to the awarded
contractor of the blanket order, and informs the relevant procurement function.34
If several blanket orders are available for the same type of good, the user unit
must send a bid request to each vendor and then choose the bid with the lowest
price, provided that the requirements are met (e.g. delivery schedule, etc.).
After obtaining the bid(s), if the threshold limits given above are met, the user
unit can issue a (call-off) delivery order on the available blanket order. The call-off
order will be issued by the person with the appropriate powers.35
Every six months, the relevant procurement function will check the list of goods
purchased, using a special report containing the changes made in accordance with
the procedures described above, to ensure that the price of the purchased goods
is consistent, that the set threshold limits have been observed, and the incidence
of awarded contract value for this type of procurement on the total administrative
validity. The function will then update the contract price list accordingly.
6.2.8 Management of penalties

Where the Contract includes penalty clauses for delayed execution of activities by
the awarded contractor, or for non fulfilment of contract requirements, the
Contract Holder - or the user unit for blanket orders - must check whether the
necessary conditions for the application of these penalties are present, carrying
out a preliminary analysis of aspects such as:
 the delivery of the goods;

34
The relevant procurement function can indicate a specific mailbox.
35
Appropriate powers means a non‐notarized power of attorney, similarly to that required for low value procurement.

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MANAGEMENT

 delivery of technical documentation subject to penalties;
 the positive outcome of technical-qualitative tests conducted with the awarded
contractor;
 fulfilment of all the essential elements identified at the time of contract
activation, including HSE requirements.
For blanket orders, the user unit manager is responsible for these activities and for
the transmittal to the Contract Holder of any documentation to perform for the
checks on the applicability of penalty clauses.
In the event that the necessary conditions for the application of the penalty are
confirmed, the Contract Holder will notify the awarded Contractor, inviting them to
send any relevant comments within a fixed time period (normally 30 days), which
must however be in accordance with any time limits set in the contract.
If the awarded contractor replies to the notice within the time limit, providing
objective justifications and/or references to events which need to be verified, the
Contract Holder initiates joint discussions with the contractor, analyses any
additional justifications provided and collects further information from all the
relevant functions with the aim of identifying the liability of the awarded
contractor.
The Contract Holder, based on the checks carried out, determines the definitive
amount of the penalty and applies it in full or in part, or cancels the application of
penalties provided for in the Contract, informing the relevant administrative unit
and procurement unit. The Contract Holder formally communicates to the awarded
contractor the confirmation, reduction or cancellation of the penalty, and asks the
relevant administrative function to issue an invoice for the amount of the penalty
determined.
In order to complete the feedback form, the Contract Holder also takes into
account the outcome of the penalty management process.
6.3 Contract Close-Out
6.3.1 Contract close-out – general principles

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The aim of the close-out phase is to close the contract upon termination of the
activities provided for therein.
It is the Contract Holder's responsibility to ensure that all aspects of the contract
are completed in accordance with the contract terms and relevant procedures.
In particular, the key actions during the close-out phase are:
 verify whether the contract has been effectively terminated, that is, if the
scope of the contract has been completed;
 ensure that all financial and commercial aspects of the contract have been duly
completed.
More particularly, in the case of works, the contract holder (or user unit) ensures
the preparation of documents that certify the conclusion of the works (works
completion report or other equivalent document), as provided for by the contract,
including after any observation period associated with the release of guarantees.
6.3.2 Performance assessment and monitoring

The feedback process, governed by the specific procedure in force on the subject
matter and by any specific OPI of the function involved, is based on key criteria for
evaluating the performance of the awarded contractor with the aim to:
 collect information on the awarded contractor's performance during the
contract execution phase;
 evaluate the performance level of the awarded contractor, including meeting of
HSE requirements;
 obtain information on the behaviour of all individuals who, on behalf of the
awarded contractor, worked on the Contract;
 identify useful lessons learnt, to ensure continuous improvement in the various
phases of the procurement process.
The Contract Holder ensures that the activities involved in preparing the feedback
are properly carried out, approves the feedback and manages notification of the
same to the vendor in the cases specified by the regulations.
6.3.3 Close-out report

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MANAGEMENT

For contracts exceeding €10,000,000.00, the Contract Holder is responsible for the
issuance of the Contract Close-Out Report.
In such case, the Contract Holder or, where applicable, the user unit must (if
applicable given the type of contract):
 confirm that the awarded contractor has completed all the activities for which
it is responsible for under the contract;
 highlight, for blanket orders, the line items that have used up more than 15%
of the administrative contract value, indicating, for each of them, the
percentage used and the amount spent;
 record the expiry of any guarantees, in accordance with the contract;
 notify the date for the final technical-administrative inspection of the works;
 describe the status of any disputes arising during contract execution
(indicating those resolved and those to be defined during the final technical-
commercial inspection);
 confirm the availability of the necessary authorizations for the use of the works
performed;
 check that any penalties provided for have been applied;
 send the works completion certificate to the awarded contractor;
 include feedback issued on the awarded contractor's performance in the
report;
 consolidate the supporting documentation for contract close-out;
 sign and send the contract close-out letter to the awarded contractor.
The administrative unit is responsible for:
 releasing any guarantees on receipt of the works completion certificate issued
by the Contract Holder or equivalent document (e.g. release notice for lack of
pending items in the contract);
 processing the final payments, after confirmation by the Contract Holder/user
unit of the contractor’s compliance with social contributions during certification
of the services/works.

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6.3.4 Lessons learnt
Lessons learnt is a tool that enables positive or negative experience gained during
the post-award contract management phase to be used to build a database that
becomes an integral part of the company's assets.
Compiling and dissemination internal knowledge is of paramount importance and
must be developed in the form of a lessons learnt report according to the
principles described below.
The Contract Holder ensures the issuance and dissemination of the lessons learnt
report, with the support of the responsible functions and the Contract
Administrator (where present).
A lessons learnt report must contain as a minimum the following information:

 a brief description of the Contract and its main characteristics;
 a clear, concise and accurate description of the problem (or success, in the
event of a positive experience);
 a diagnosis of the possible causes of the problem (or for the success);
 remedies applied and their effect (if known);
 recommendations for the future.
In addition, the following principles are to be applied:

 where possible, a lessons learnt report should be produced for each well-
defined problem (or success);
 under no circumstances may the lessons learnt report be used to highlight the
failings of a specific unit/function.
The Contract Administration Focal Points promote the development and

dissemination of lessons learnt and their consolidation at the appropriate company
level.
The Methodologies and Standards Unit promotes the development and
dissemination of lessons learnt reports across functional areas, implementing
improvements to contract forms, processes and methods for post-award contract
management.

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The lessons learnt are available within the Contract Administration Community of
Practice.
6.4 Meetings
It is the Contract Holder's responsibility, except in the case of low-complexity

contracts, to organize the “kick-off meeting” and also, at the request of the user
units, “progress meetings” with the awarded contractor, ensuring that all functions
involved are timely notified and participate.
Detailed minutes of the meetings are an integral part of an effective contact
management.
All minutes containing issues addressed and decisions taken must be reviewed,
commented and agreed upon by the relevant participants.
The original, signed copies of the minutes are kept in the contract file by the
Contract Holder or delegated authority (user unit, Contract Administrator etc.),
where present.
A record of all meetings between the Contract Holder and the awarded contractor
is maintained, to keep track of the current status, intentions and actions taken in
relation to technical issues and the duration and costs of the Contract.
The minutes of the meetings, prepared on the basis of the standard documents in
use, are compiled by the Contract Administrator or the Contract Holder (or his/her
representative).
The Contract Administrator, where present, assists the Contract Holder in verifying
implementation of the actions agreed upon during the meeting within the agreed
deadlines.
6.5 Release of performance certificates
Contractors may request the issuance of a performance certificate in relation to

activities carried out during the execution of one or more completed contracts.36

36
In the case of contracts that are still open, the performance certificate can only be issued in relation to specific WOs, issued
under that contract, that have been completed.

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MANAGEMENT

The contractor sends the request to the Contract Holder in writing, clearly
specifying what will be the purpose/use of this certificate.
More specifically, in contracts subject to the Code, performance certificates (also

known as Certificati di Esecuzione
Lavori - hereafter CEL) are issued in accordance with the related regulations so
that the contractor can obtain the qualification granted by the “Società Organismi
di Attestazione” (hereafter SOA) in order to participate in public
tenders. The SOA and ANAC may require, even after the issuance of the
certificates, documentation that certifies the correctness of what has been
declared.
It is the responsibility of the Contract Holder37 to provide feedback to the SOA or

ANAC within the deadlines specified in such communications to avoid the risk of
incurring sanctions, with the support of the relevant APR function for the issuance
of CELs.
6.5.1 Performance certificates for contracts not subject to the Code

The Contract Holder verifies that the performance certificates requested by the
contractor have been duly completed, in particular with reference to the contract
number, year when signed, duration, scope and the accounted amount and
prepares the certificate on Eni letterhead, emphasizing that the contract does not
fall within the area of application of the regulations on public contracts.38
The Contract Holder signs the certificate and sends it to the relevant vendor
management unit for feedback together with evidence of the performance
feedback on the activities carried out by the contractor under the contract
(feedback duly recorded in the system). The latter checks that there is no negative

37
The activities described are the responsibility of the Contract Holder and alternatively can be performed by a unit manager
of the same company area covered by the contract (e.g. in cases where contracts are long expired and the Contract Holder
has taken on another role).
38
When expressly requested by the contractor, it is possible to indicate the categories of the works performed (categories of
general works “opere generali” - OG - and specialized works “opere specializzate” - OS), in accordance with applicable
regulations, provided that this is consistent with and falls under the subject of the contract.

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feedback on the contractor or any reasons that would prohibit the release of the
certificate and then forwards the certificate to the contractor, together with a
cover letter signed by the Manager, and informs the contract holder that the
certificate has been sent.
6.5.2 Performance certificates for contracts subject to the Code (Special

Sectors)
The Contract Holder fills out the standard form available on the e-procurement
portal and sends it to the APR unit responsible for the management of the CEL39,
ensuring in particular that the categories of works performed (categories of
general works "opere generali" – OG – and of specialized works "opere
specializzate" – OS) are correctly indicated and correspond with the descriptions in
Annex A of the Regulations.
If there are inconsistencies in the standard form received, the APR unit responsible
for managing the CEL will request the necessary clarifications/supplementary
information before entering the data in the ANAC's electronic transmission system.
The APR function unit responsible for managing the CEL completes their activity
with the issuance of the CEL in the ANAC's electronic system, previously
transmitting a preview of the information entered to the Contract Holder to obtain
final approval.
A copy of the digital document issued by the electronic system is then transmitted
to the Contract Holder for his/her signature in two originals. These must then be
sent to the APR function’s Vendor Management Unit that is responsible for
feedback, which then forwards it to the contractor, accompanied by a cover letter
that is prepared and registered and then signed by the unit’s manager.
The units involved in this process will file, each according to its own
responsibilities, copies of the documents submitted, retaining the documents for at
least 10 years.

39
This activity is managed by the unit of the APR function exclusively for contracts relating to Eni SpA.

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MANAGEMENT

6.7 Requests for assignment of credit
If, during execution phase of the contract, the awarded contractor intends to
assign its credit, it must notify the contract holder as provided for under the
contract terms and conditions.
The Contract Holder:
- checks that the request contains all the data related to the assignee and
the assigned credit (e.g. contract details, start date of credit assignment or
invoice number);
- checks that there are no claims pending or other irregularities discovered
with regard to compliance with the contract clauses;
- notifies, where the assignee is not Serfactoring, the relevant operational
finance function using the special email address
([email protected]), so that the latter can check that there
are no situations prohibiting the assignee from assigning the credit.
Where there are serious prohibiting circumstances, the Contract Holder must
inform the contractor within 10 days. In all cases where there is nothing
prohibiting the assignment of credit, the Contract Holder informs the relevant
administrative function and, if it has been identified as the assignee, Serfactoring.
If, instead, the administrative function or the Contract Holder receives

communication of a credit assignment from the awarded contractor without having
received the prior notification, the administrative function makes the payments
due to the assignee and promptly sends an information report to the Contract
Holder, if the latter has not already been notified. The Contract Holder then issues
negative feedback on the Contractor.

55

POST-AWARD CONTRACT
7. Responsibility for updates
MANAGEMENT

7. Responsibility for updates
The units and positions involved in the activities regulated by this document are
responsible for operational developments within the company which entail the
need for updating this document. These are brought to the attention of the
competent procurement function which is responsible for ensuring the coordination
of updates to this document.

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POST-AWARD CONTRACT
8. Filing, storage and traceability
MANAGEMENT

The units and positions involved in the activities covered by this document must
ensure, for their relevant area of responsibility and using the information systems
available, the traceability of data and information, and must ensure that any
printed and/or electronic documentation produced is kept and filed so that the
different stages of the process can be reconstructed.
In particular, all the documentation related with the history of the post-award
contract management phases is kept by the Contract Holder or the user unit if
delegated to do so, to enable accurate reconstruction.
The documentation includes, but is not limited to, correspondence, minutes of
meetings, technical data, daily logs and changes to the contract that have taken
place during its execution, bank and insurance guarantees.
An ordered chronology of the contract, and thus easy access to all documentation,
is essential for eni SpA to ensure efficient and effective traceability of contract
management.
A copy of the authorized DO/WO sent to the awarded contractor, must be filed by
the user unit.
The receiving unit that enters the goods into the system is responsible for filing
and storing the documents evidencing shipment/delivery of goods by the
contractor.
The Contact Holder or manager of the DO/WO user unit (in the case of blanket
orders used by more than one unit) is responsible for filing and storing all
documents related with contract management for which he/she is responsible,
including those used for the acquisition and acceptance of the “final” and
“estimated” services (e.g. WP/Tickets, supporting documentation for estimates),
to be made available for any audits by internal control bodies (Internal Audit) or
external auditors.
In particular, Tickets/WP are filed using procedures (e.g. sorted by awarded
contractor/contract/WO/ES) which allow for easy access and matching with the
corresponding contractor invoices.
In the event of organizational changes or general changes in activities/duties, the
handover to the incoming position must be guaranteed by the Contract

57

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MANAGEMENT

Holder/user unit manager responsible for the filing of contract management
documents.
The administrative unit is responsible for the collection and storage of “awarded
contractor supporting documents” (invoices and customs documents,
communications of completed tests and the application/non application of
penalties, sureties for release of a guarantee tenth and related release approval,
manual certification documents for the supply of goods/services, etc.) to be made
available for any audit by internal control bodies (Internal Audit) or by a third
party (financial administration, joint venture partners, external auditors etc.).
Upon completion of the contract, the relevant documentation must be stored in
the company archives in accordance with the company procedures in force for the
duration required by l

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Annexes
MANAGEMENT

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PROCEDURE TITLE OF PROCEDURE

TITLE OF PROCEDURE TITLE OF

Post-award contract management

The procedure supersedes and replaces the following documents:

DATE ISSUED: EFFECTIVE DATE:

December 22nd 2016 December 23nd 2016

PREPARED BY: CHECKED BY: APPROVED BY:

APR/PCOM-A APR/PCOM APR

pro pr 001 eni spa r04

This document is the property of Eni spa. All rights reserved

pro pr 001 eni spa r04

This document is the property of Eni spa. All rights reserved

As part of the wider procurement process, the post-award contract management

Operational management of the contract, including, among other things, final

The aim of post-award contract management is to ensure that the parties’

Effective post-award contract management involves:

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The post-award contract management phase can be summarized as follows

Post-award contract management

 Meeting - Traceability and filing of contract documentation

ACTIVITY ACTIVITY ACTIVITY

 Contract handover  Checking of general contract  Contract close-out –

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This document is the property of Eni spa. All rights reserved

pro pr 001 eni spa r04

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pro pr 001 eni spa r04

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3.1 Internal reference documents

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 Italian Legislative Decree No. 81 of 9th April 2008 “Implementation of Art. 1 of

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pro pr 001 eni spa r04

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pro pr 001 eni spa r04

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Systems/information system: ERP and/or equivalent IT system in use;

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It is also the Contract Holder's responsibility to:

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pro pr 001 eni spa r04

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Contract Administrator: professional within the management unit who, when

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pro pr 001 eni spa r04

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pro pr 001 eni spa r04

This document is the property of Eni spa. All rights reserved

Operational assistance for expediting and inspection activities: local units

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6.1 Contract handover

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