Diversity and inclusion are two key elements in the company culture and the strategy of Enel, which operates in over 30 countries worldwide. For this very reason a direction has been taken aimed at encouraging an inclusive culture to support people in expressing their potential, each with their own experience and different cultural strength regardless of gender, age and other features representing diversity. The Policy on Diversity and Inclusion, which was published in September 2015, is based on the key principles of non-discrimination, equal opportunities and equal dignity for all forms of diversity, inclusion, work-life balance, and includes specific actions to valorize diversity in terms of gender, age, nationality and disability as well as cross-cutting actions to improve awareness and the impact on behavior.
- Guaranteeing equal representation of genders in internal and external selection processes
- Developing agreements with universities to promote careers for female students in technical subjects
- Disseminating the Parental Program aimed at balancing the needs of new parents with their professional development
- Tutorship programs for expatriates
- Tutorship programs for new recruits
- Tutorship programs for expatriates
- Identification of a focal point
- Training courses on values and behaviors which include the principles and guidelines on diversity and inclusion
- Inclusion of the issues of diversity in the process of assessing performance
In May 2016, in the Human Resources and Organization Division, a Diversity Manager was appointed who is responsible for leading, overseeing and valorizing diversity, by promoting inclusion in the Group. A periodic global reporting process was also started, which has enabled an overall view of the progress of the policy actions in the various countries. The results are shared at the various levels of the organization to guarantee complete awareness of progress on the objectives and to promote the sharing of best practice.
Here below are the main projects which characterized 2016:
As from 2016 the percentage of women in recruitment pools is monitored through a detailed reporting system which is common to all the recruitment units in the various countries. This model envisages that, should it not be possible to reach an equal gender representation, it is necessary to provide a written motivation, in order to identify any support actions. This arrangement has made it possible to raise the awareness of the Line units regarding the importance of fair selection criteria. The result of the first year’s monitoring showed 33% of women in candidate pools for external recruitment and 29% for internal recruitment.
To increase female presence in recruitment pools, awareness-raising initiatives were launched to promote the access of female students to technical faculties (science, engineering, mathematics), both through the direct testimony of Enel managers at schools and universities, and through events in company offices, involving a total of over 2,600 female students.
In particular, in Italy two initiatives were undertaken inviting female students to the company to give them some familiarity with business issues: Girls Go Tech, a challenge among seven teams of girls who competed to identify new hi-tech services to be offered to customers, and Girls in Enel ICT, on the UN day for this theme, to encourage access to jobs which have historically been considered the preserve of men. The two days saw the participation at the company of over 150 girls.
The maternity accompaniment project (Parental Program) continues and has been extended beyond Italy to Spain and Argentina. It consists of a series of structured meetings between the manager, female employee and HR Business Partner, to be held before the obligatory maternity leave starts and then on the mother’s return to work. The program aims to valorize the new skills acquired during maternity (management of complexity, responsibility, leadership) and to build among all those involved a program which never leaves the future mother alone at any time during the pregnancy and subsequently, supporting her also in the decisions linked to reconciling private life and work.
Besides the actions envisaged by the policy, monitoring also regards the presence of women in managerial positions and equal pay. Periodically the data is analyzed to identify support actions.
In addition, Enel’s commitment to the WEP (Women’s Empowerment Principles) continues, the initiative promoted by the UN Global Compact and UN Women aimed at promoting gender equality.
In 2016 Codensa was again included in the classification of the ten Colombian companies which do the most to promote gender equality.
The Enel Orange Day Project also continues, which, drawing on the idea of the United Nations, promotes, on the 25th day of each month, specific information-giving initiatives on internal media with the contribution of internal and external experts. In particular, on November 25, 2016, International Day for the Elimination of Violence against Women an awareness-raising meeting against violence was organized, exploring the issue of the psychology of aggression and setting out, with interactive simulations, some personal protection techniques for dangerous situations. These techniques were made available to all colleagues through the company intranet.
In Spain, in collaboration with the Fundación Integra, a volunteering program was launched to support women who are the victims of violence.
During 2016 over 250 people were identified, with a senior profile, to be involved as internal trainers to ensure a transfer of information to more junior people in the company, and various projects were launched in the individual countries
to support the sharing of knowhow. In particular, Argentina started a Train the Trainers project thanks to which 40 senior technical staff who are close to pension age were trained and transferred their knowhow to over 5 thousand junior staff, covering both internal employees and external suppliers. Colombia, Italy and Romania launched similar programs. Spain and Russia instead launched mentoring programs for senior employees, who thus became reference points for younger colleagues (Spain) or teachers at secondary schools (Russia). As for the transfer of knowhow from junior to senior staff, following the 6Digital Project, young digital experts were identified and appointed “digital ambassadors” within the organization, with the aim of disseminating the use of digital technologies and supporting the identification of solutions and innovative IT instruments.
As for young new recruits, in line with the provisions of the policy, Brazil, Italy, Spain, Romania and Russia started a tutorship program to support the entry of young colleagues into the company, while Colombia planned a structured program of meetings with key people that the young recruit must proactively take forward.
To facilitate integration among different nationalities and cultures within the Group, tutorship programs have been launched. In particular, in order to support internal mobility, every high potential employee aged under 35 (Young Mobility Program) has been assigned a tutor, who facilitates their start in their destination country. In particular, Chile also envisages an online course on Chilean culture. As for expatriates aged over 35 (technical internal mobility), tutors have been arranged in Argentina, Brazil, Chile, Spain, Italy and Romania.
Managing diversity also means guaranteeing people with disabilities the instruments, services and working methods to let them work completely independently. In line with the provisions of the policy, in 2016 focal points for disability were identified in Brazil, Chile, Colombia, Peru, Spain, Italy, Romania and Russia.
In particular, in Brazil since 2014 there has been a project for the inclusion of disabled athletes, which envisages 12 months’ training in the company, allowing them to continue their sports preparation; this project won the global award for best practice, recognized by the UN, on the 10th anniversary of the approval of the convention on the rights of disabled people.
In Italy a global analysis has been started of the needs of disabled employees as well as specific related initiatives. Guidelines have been established on the usability of canteens and refreshment points which address both the structure and the internal support available; in addition, an accompaniment service inside offices has been finalized which will be launched in 2017. Finally, a procedure has been created to reimburse the expenses of those accompanying disabled people who are on work-related travel, and the mapping of the accessibility of the hotels used by the company for work-related travel has started.
Enel leader in respecting diversity
In November 2016 Thomson Reuters included Enel among the leading 100 companies globally in terms of respecting diversity and in terms of the inclusion of its employees. Enel in particular is the first of the 5 Italian companies included in the top 100 and is one of only 2 electricity utilities in the top 50. Its inclusion in the index is witness to how non-discrimination, equal opportunities and inclusion underpin an industrial strategy based on innovation and sustainability.
The European Pact 4 Youth
In 2016 the Enel Group continued its commitment to the European Pact 4 Youth (P4Y), which was signed by Enel in November and is designed to promote the culture of business-education partnerships to increase the opportunities for young Europeans to enter the world of work, also thanks to the support of the member States which are engaged in the development and implementation of national action plans. A year on from the launch of P4Y over 15 thousand business-education partnerships have been created, involving around 2.9 million students. Under Italy’s National Plan, Enel is active in the coordination and orientation of the initiatives and in promoting and strengthening partnerships among companies. In addition, it chairs the working group dedicated to developing apprenticeships and professional training, which involves around 35 stakeholders such as companies, employment agencies, training bodies, and employer associations. Enel’s apprenticeship program, which was signed in 2014 with the Ministry of Education, University and Research and with the Ministry of Labor and in collaboration with seven technical institutes, continued in 2016 with the recruitment of 140 students on first level apprenticeship contracts and the activation of around 500 internal and external training courses.
|Performance appraisal for employees who have been working in the company for at least 3 months||100% of people* involved in 2020|
99% of people* assessed in 2020
94% of people* interviewed (for feedback)
|Climate survey||100% involvement of people* in 2020|
84% participation of people* in 2020
|Implementation of diversity and inclusion policy||The selection process must guarantee a|
fair gender representation in the pool of
candidates (50% by 2020)
Appointment of focal points for disability
in the main countries by 2017
Assignment of tutors to 100% of expats
as part of mobility projects for the
youngest staff by 2020
|Training – Scholarships program for employees in cooperation with strategic partners, universities and research centers||480 study grants in the 2017-2020 period|
|Promotion of a “safe travel” culture (Extension to all countries of the Group of the model used in Italy, creation of a dashboard)||100% of countries where present by 2020|
* Eligible and reachable: those who are part of the workforce and have been working for at least 3 months in the year of assessment and those who can access the online or printed questionnaire.