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Work-life balance, people care and company welfare

Work-life balance is one of the general principles of the Policy on Diversity and Inclusion. In this light, Enel promotes solutions to improve the balance between private life and work and to support people’s effective daily needs in order to respect all the situations, including contingent events, which a person may find themselves in during their working life.

Here below are the main instruments used:

While in Italy telecommuting envisages that the work is largely done from home, with one or two days each week in the office, in Spain and in Latin America it is organized with only one or two days a week working at home.

* Argentina (telecommuting); Brazil (flexible schedule, hours bank and telecommuting); Chile (flexible schedule, hours bank and telecommuting); Colombia (flexible schedule, telecommuting, smart working, seasonal schedule and part time) Peru (flexible schedule, telecommuting, smart working and seasonal schedule).

Smart working

Internet and digital communication are leading to a revolution in the management of work: smart working, a new model which permeates the companies which are most innovative and careful about their management of people. The objective of smart working is to use new technologies to increase the flexibility of work, relying on people’s sense of responsibility and on trust in the relationship between the person and the company, and paying attention to environmental sustainability.
It means greater freedom and autonomy in the choice of the organization of space and the instruments to be used at work, accompanied by greater responsibility in achieving results.

In June 2016, a pilot project was launched in Italy which envisaged the involvement of 550 people. At the end of the year a survey was undertaken of all those involved (both managers and staff) to understand their level of satisfaction and to test the effectiveness of the program. The results were very positive and the possibility of extending smart working to a greater number of participants is being assessed, to disseminate a cultural change throughout all the organizational units.

In Brazil the Home Office Program is now in its tenth edition. This project allows the possibility of working from home one day a week. The population involved is around 5% of the total headcount and every 6 months there is a rotation of the participants.
At the end of each cycle, the Human Resources Function carries out a survey to test the program’s effectiveness involving both the participants directly involved in the program and those indirectly involved.
Finally, in Colombia since 2012 there has been a smart working program which allows people to work from home for a maximum of two days a week. Around 200 people are involved.

Italy (with Enel Energia), Spain and Latin America respectively obtained Family Audit and EFR
(Empresa Familiarmente Responsable) certification, which recognizes the company’s commitment to adopting HR policies for the wellbeing of employees and their families.
A company culture which pays attention to people’s family needs is reflected in the union agreement signed in Italy in November 2016, which introduces greater flexibility in the use of parental leave (also on an hourly basis compared to the previous possibility of monthly, daily or half-day leave), includes 8 days paid leave for new fathers, in addition to that envisaged by Italian law (currently 3 days), and extends the contractual provisions envisaged for marriage (for example paid leave) to both of the parties in a civil union between people of the same sex. This agreement also recalls the importance of maintaining a working environment where each person’s dignity is respected and interpersonal relationships are facilitated based on the principles of equality and reciprocal correctness, stigmatizing any kind of harassment or violence in the workplace. Specific initiatives to support the culture of reconciliation are designed and implemented at local level by dedicated HR units in the various countries where Enel is present.

In Italy, 7 meetings were organized dedicated to parents and a plenary conference was held where new parents had the chance to share their personal experience with a specialist on family issues. These meetings addressed issues relating to children growing up, emotional intelligence, respecting rules, use of the Internet and social media, and gender stereotypes in the education of children. In Chile, Colombia and Spain too workshops and events on family issues were organized.

In October 2016 the first in-house nursery was opened at company offices (Rome). It can take around 50 children aged from 3 months to 3 years, has a surface area of 450 m2, has been completely restructured, with a garden, kitchen, and division of space and furnishings in line with an open pedagogical
approach, which brings together the best-known theories and techniques from the Montessori method, to allow children to grow in a context which helps them develop their own independence while respecting their own rate of growth. Among the various activities there is yoga, theater, and psychomotor skills. In addition, alongside the ‘traditional’ spaces, two workshops have been built, one for botanical-scientific activities and one for art, to try out new forms of expression.
The work continued of the play-education centers inside some Italian offices which are open when schools are closed (Christmas, Easter, long holiday weekends, elections) and dedicated to welcoming the children of employees in the 3 to 12 year old age range, with play/educational activities (courses of English, music, group games, socialization activities). Finally, “time-saving” services (laundry, repairs and domestic cleaning services) continued to be operative throughout 2016 in Italy, Greece, Brazil, North America and South Africa and savings services in Italy. In addition, study grants are provided for the children of employees and discounts for nursery schools in Italy, Argentina and Peru.
In many countries, Enel supports its employees also with contributions or incentives for their various needs, both for themselves and their dependent family members. Commercial agreements are available for employees regarding the taking out of insurance, the granting of subsidized loans, as well as forms of support for sport and cultural activities.
For example, in Italy, through the ARCA association, recreational, cultural and sporting activities are promoted for employees and their children; in Argentina there are special commercial agreements for gyms, insurance and the purchase of cars; in Peru there is a program of discounts for the holidays of employees’ children aged 5 to 13, and for all employees for sport, holidays, and artistic and cultural activities.

Initiatives for the children of people who work at Enel

On May 31, 2016 in Italy there was the start of the Millennials Enel Days initiative to support and orient young adults about to finish high school or university in their professional choices. There were six days of orientation, with the participation of the children of people who work at Enel and of other company stakeholders, aged between 18 and 27. Various issues were addressed: personal attitudes and the language of the labor market, the professions sought after in Italy and abroad, masters courses, digital skills and other commonly requested skills, CVs and how to approach a job interview. In total 360 young adults were involved. Push to Open is an educational and professional orientation program for the children of employees attending the final two years of high school, which was launched in Italy in September 2016. The program uses digital instruments and promotes the participation of girls in STEM (Science, Technology, Engineering and Mathematics) faculties. The distinctive features of the program are its inter-company and multimedia nature. The program in fact brings together children from a number of companies, who can thus benefit from the testimony and meetings offered by different organizations. The program is also supplied through a mix of channels, both physical (workshops hosted by the companies) and online (e-learning, webinars, live streaming, Facebook community) that can spark the interest of young generations. 250 children of employees were involved. Among the leading projects in 2016 was the twelfth edition
of the We are Energy Program, the international competition for the children of Enel colleagues, aged 8 to 17. In line with the Open Power strategy, the competition, entitled Open up the Future, asked children to imagine themselves in the world of the future and how they could contribute proactively to making it more
sustainable, inclusive, safe, collaborative, and open. 5,219 children from 23 countries registered for the competition and, of these, 125 winners from 17 countries took part in the international campus in Italy together with 5 youngsters aged over 17 from four countries as part of the We are Tutor Program, the competition which acknowledges the previous winners of the WAE, this time as tutors.
Reference SDGs: 
Main actionsTargets
Performance appraisal for employees who have been working in the company for at least 3 months100% of people* involved in 2020
99% of people* assessed in 2020
94% of people* interviewed (for feedback)
in 2020
Climate survey100% involvement of people* in 2020
84% participation of people* in 2020
Implementation of diversity and inclusion policyThe 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 centers480 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.

Sustainability Plan 2017-2019