Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
Ensure access to affordable, reliable, sustainable and modern energy for all
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
Looking constantly and proactively to the needs and priorities of society makes it possible to take up new challenges and to redefine an increasingly competitive business model, developing new strategies and innovating in processes such as in commercial offers to customers. The search for “shared value” for the company and all its stakeholders represents an opportunity to combine competitiveness with the creation of social value in the long term, and it is in this field that Enel has focused its activities in recent years. Its presence in such a vast geographical area, which involves both mature and emerging markets, necessarily implies a comparison among differing situations and a deep knowledge of the local area and of the needs of the various interlocutors so as to identify targeted business solutions. Access to energy as the driver for local development is now taking on a wide and innovative variety of forms that can be applied to any context: alongside the traditional power plant there are also smart, off and on grid solutions, new formulae have been identified to combat energy poverty alongside a market offer which is increasingly challenging and technologically advanced for more demanding customers. Such variety is possible only through an inclusive approach right from the first stages of development, identifying the key stakeholders involved in a project and mapping their requirements both as needs and as new growth opportunities. By launching a constant and constructive dialogue, it is thus possible to prevent any negative impacts and to identify solutions which create shared value in the long term. Local needs are connected with the corporate objectives through a materiality matrix which is specific by location, in order to identify those projects and initiatives which respond to the shared priorities. The key word is increasingly “co-creation”: projects are defined and realized together with the communities so that they are calibrated to the specific characteristics of the local territory.
An inclusive approach towards stakeholders also takes the form of circular economy solutions: for example, waste material such as pallets from construction sites can be transformed into commodities for woodworking or for local crafts, thanks to a targeted capacity-building program. Likewise, infrastructure of plants which are being closed down can be reconverted to other purposes to the benefit of the local territory involving various stakeholders.
Enel has embraced the Open Innovability model, activating a growing number of partnerships worldwide (over 400) with local organizations, social enterprises, universities, international associations and NGOs. Sustainability, innovation and openness to dialogue have always been at the heart of relations with partners who operate internationally (strategic partners) and locally (operational partners). In particular, in 2016 Enel signed a strategic partnership with the Shared Value Initiative, the international network led by Mark Kramer, founder together with Professor Michael Porter of the CSV (Creating Shared Value) model on which Enel’s approach is based.
The Creating Shared Value model
CSV Model (Creating Shared Value)
Through specific context analysis tools, the mapping of stakeholders and the definition of materiality matrices and action plans, the development of a business project is accompanied from the initial exploratory approaches to its final definition. These analyses, and in particular the materiality matrix of the site, enable the identification of short-, medium- and long-term actions which combine the corporate perspective with the needs of the local communities through concrete and acknowledged initiatives. This is all done while guaranteeing particular attention to identifying and protecting ancestral communities which are affected by projects, in compliance not only with Convention 169 of the International Labor Organization and local laws, but above all the respective traditions and cultures.
In 2016, 320 applications5 of the CSV (Creating Shared Value) model were used in the various stages of the value chain: Business Development – BD, Engineering & Construction – E&C, Operation & Maintenance – O&M.
Here below are some examples of CSV projects across the various business areas:
|Access to energy||3 million beneciaries, mainly in Africa, Asia and Latin America by 2020|
|Social and economic development||1.5 million beneciaries* by 2020|
|Quality education||0.4 million beneciaries by 2020|
|Implementation of new projects for the support of the communities in which Enel operates in order to create shared value and to foster the energy culture|
|Diffusion of the Creating Shared Value (CSV) model in the operational activities (Business Development – BD, Engineering & Construction – E&C, Operation & Maintenance – O&M)|
|Strengthening of strategic partnership and promotion of operational partnership|
* Target updated compared to 500 thousand initial beneficiaries.