Enel Group
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Enel People

| 2-7 | 3-3 | 401-1 | 404-1 | 405-1 | 405-2 |

The profound social, economic and cultural transformations that are characterizing the current era, from the transition to a decarbonized economy to the processes of digitalization and technological innovation, also have significant impacts on the workplace. Companies are therefore increasingly required to be adaptable to change in order to operate with greater flexibility in uncertain, unstable and complex geo-political situations.
Enel’s strategy is built on people, the protagonists of change, and on shared values and behavior. An inclusive approach that focuses on the individual in his or her social and professional dimensions is essential to cope with constant change and achieve the Group’s objectives.
There are more than 61,000 people in Enel, belonging to 79 nationalities and speaking 24 languages.
Strengthening people empowerment processes to support the cultural evolution of Enel people, leveraging people’s skills, well-being and motivation, is just as important as developing sustainable and inclusive training and development opportunities and pathways that enhance their set of skills, encourage individuals to take an entrepreneurial approach, and draw on the experience available in the organization. These dimensions are closely interrelated, intertwining and mutually reinforcing, enabling the full expression of each individual’s potential, with a positive impact on the sense of belonging to the corporate community (fostering involvement, attractiveness and loyalty of people) and on the achievement of the Group’s sustainable results.
In order to ensure that the Enel people are prepared to support the energy transition process and fully grasp evolving customer needs by using their ability to understand the context, embracing and adapting quickly to change, the training experience focuses on lifelong learning throughout their personal and professional lives, as well as on upskilling and reskilling strategies. These strategies are essential for developing the specific skills they need to improve their performance in their current role, but also to prepare for taking on new roles or responsibilities. To achieve this, in early 2024 a new unit called the “Workforce Evolution” was established, which reports directly to the People & Organization Director and the Global Services Director. Its main aim is to define and implement strategic insourcing guidelines and coordinate activities related to specific training programs and communication campaigns with both internal and external stakeholders. Enel is committed to promoting and enhancing knowledge, relations and influence between different cultures, as well as respect for human rights. Valuing diversity and individual talents is a fundamental prerequisite for creating an inclusive corporate culture in which everyone can recognize themselves, regardless of race, ethnicity, religion, gender, age, sexual orientation and ability. A distinguishing factor of Enel’s growth is the uniqueness and mix of talents, skills, aptitudes, and the visible and invisible aspects of each person. It is therefore determined to continue breaking down all forms of bias and stereotypes in order to create a respectful environment free of discriminatory behavior, also by implementing initiatives aimed at listening to employees, as well as communication and awareness-raising activities to address specific topics, inspiring campaigns and events.
The Group is seeking to redefine its organizational model in order to improve the effectiveness and efficiency of its processes, making them more resilient and flexible through simplification, streamlining and digitalization. The People & Organization Function (P&O) defines organizational models and the multiannual people management plan in line with the Group’s strategy. The people selection, management and development processes are governed by specific global and local policies and procedures, published in specific sections on the Company intranet. In order to be able to customize the offer of empowerment, facilitate all phases of personnel management (recruiting, development, training, talent management) and thus set up a decision-making process supported by objective data, the Function has equipped itself with an additional analysis tool, “People Analytics” which, based on quantitative metrics and related statistics and operating through platforms, allows for a real-time assessment of the different demographic clusters, and therefore also generational clusters, that make up the Company.

enel people
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