The Enel Group workforce at December 31, 2022 numbered 65,124 (66,279 at December 31, 2021). The contraction of 1,155 in the Group workforce in 2022 reflects the impact of the balance between new hires and terminations during the period (1,998) and is more than offset by the change in the consolidation scope (a total of -3,153), which included:
The following tables analyze the number and variation in employees by gender, age group, job classification and geographical area. An analysis by business line is also provided for the number of employees only
The rapid, ongoing evolution of our business and the support of our strategy for a fair transition have resulted in a need for new technical and professional skills and led to the natural obsolescence of others. Within this landscape, ongoing employee training, along with strategies of upskilling, aimed at developing training and empowerment programs to improve performance within a given role, and reskilling, aimed at learning new skills and capabilities that enable people to fill new positions, are of increasing importance.
In 2022, in support of these strategies, we provided a total of about 3.1 million hours of training, up from the previous year (about 2.9 million hours in 2021), an average of more than 47 hours per employee (more than 44 hours per employee in 2021). This was made possible by the upgrading of digital tools and the E-Ducation platform, which ensured broad access to content and expanded the culture of digitalization for learning, including remotely. In Italy, we signed a remote-work agreement that allows employees in roles that can be performed remotely to work remotely for up to 60% of their total work days, with the option to increase that percentage in certain cases. This capacity for flexibility and resilience has drawn on the flexible working experience gained in Italy since as early as 2016 and then gradually extended throughout the Group and on the digital and technological transformation, which made Enel the world’s first major utility company to fully embrace the cloud model.
In addition to training and awareness initiatives to accompany the adoption of fully digital modes of work, we have continued training programs related to conduct, technical issues, safety, reskilling, and the digital culture. In line with the Group’s commitment, the training budget has been increased compared with the previous year, with total training costs incurred in 2022 coming to about €30 million (about €20 million in 2021).
In 2022, with regard to the development and assessment of Enel’s people, we continued with the program Open Feedback Evaluation (OFE), a mechanism for the constant, 360° gathering of feedback from all employees, thereby creating an ongoing dialogue within the organization. The new OFE model is made up of three interdependent dimensions: “Talent”, which highlights an individual’s skills related to the four Open Power values of Trust, Responsibility, Innovation and Proactivity; “Generosity”, meaning a propensity for interacting with others; and “Action”, i.e., the ability, as assessed by both superiors and peers, to achieve professional objectives.
With a view to promoting and developing individuality, mechanisms such as job shadowing, mentoring and coaching are available to increase awareness of and express one’s talents, while promoting a climate of inclusiveness and active listening. This year, 667 employees worldwide were involved in mentoring initiatives (325 mentees and 342 mentors).
Finally, with regard to acknowledging the value of people, we made the transition in 2022 from a system based on assessments for entering management positions to the development of a program of empowerment that helps people to be more aware of their specific talents, attitudes, preferences and aspirations, while supporting them in more complex roles within the organization.
Within this context, new selection criteria have been introduced into the annual plan of management succession aimed at greater inclusiveness and at valuing diversity. More specifically, we have removed the age limit for eligibility in the succession plan and introduced a parameter than ensures at least 50% of all successors are women, while also incentivizing the inclusion of office staff among the appointments.
At the end of 2022, we issued a new Open Listening survey concerning the organization’s global corporate climate. The 2022 survey was completed by 75.6% of all Group employees, and the overall job-satisfaction rate was 89.6%. The goal of the survey is to measure employee wellness and job satisfaction through active listening in a number of areas of importance to the organization (including worklife balance, networking, training, diversity and inclusion).
In addition, in 2021, Enel worked with employees to create a global wellbeing model founded on eight pillars with an impact on overall satisfaction, namely: emotional, physical, social, ethical, financial and cultural wellbeing, work-life harmony, and sense of protection. To measure wellness and understand what is of greatest importance to people, a global wellbeing survey has been conducted. The results of the 2021 survey, which was repeated in October 2022 with the added dimension of motivation, led to the preparation and launch of the 2022 Global Wellness Program involving a diverse, multicultural team. The program is intended for all Enel employees and features an experience that is both physical and digital. As for results, the surveys measured an overall sense of wellness, worldwide, of 60%, meaning that 60% of all those surveyed reported feeling average to high levels of satisfaction with their own wellness.
At Enel, inclusion, wellness, engagement and value creation are fundamental aspects of our approach with our people. Our approach to diversity and inclusion is based on the principles of non-discrimination, equal opportunities, personal dignity, inclusion regardless of any form of diversity, and work-life balance. This approach is embodied in an organic set of actions that promote an attention to and expression of individuality, a culture of inclusiveness without prejudice, and a coherent mix of talents, qualities and experience, all of which creates value for our people and for our business.
The approach has been ratified in our Charter for the Individual, a protocol of intent that Enel signed on March 29, 2022, underscoring the importance of personal wellbeing and integrity to a healthy, safe, motivating and engaging ecosystem able to express its full potential.
This is an innovative protocol, a new model designed in this unprecedented era of uncertainty due to the COVID pandemic, which has transformed working relationships and has presented us with an extraordinary opportunity for change, capping off a cultural transformation at Enel that had already begun some time before. In processes of digital, cultural and energy transition, people are the key to our success – our true competitive advantage. Managing these times of rapid change calls for inclusiveness, especially in the workplace. It is out of this awareness that our Charter of the Person aims to value the individual as a key player in an ecosystem in which the Company and the trade unions work together to create a healthy, safe, motivating and engaging workplace – a workplace in which wellness, productivity, continuous learning, and safety can work in concert towards the complete fulfillment of the individual, with an ever greater role for, and hence accountability of, the person.
The milestones that have brought us to today began back in 2013 with publication of our policy on Human Rights. This was followed, in 2015, by Enel’s adoption of the seven Women’s Empowerment Principles (WEPs) promoted by the UN Global Compact and UN Women and the parallel publication of the policy on Diversity and Inclusion, which defines the principles of non-discrimination, equal opportunities, dignity, work-life balance, and inclusiveness regardless of any form of diversity. In 2019, our Workplace Harassment Policy introduced the issues of individual respect, integrity and dignity in the workplace into the prevention of all types of harassment, and these principles were disseminated in 2020 when we published online Enel’s Statement Against Harassment in the workplace.(43)
In 2021, we issued our global policy on Digital Accessibility to ensure equal opportunities in access to digital systems and information.
In recent years, intensive awareness efforts have led to the dissemination and strengthening of a culture of inclusion at all levels and in all settings within the organization by way of communication campaigns and local and global events focused on a range of issues. Of note among the most important initiatives in 2022 are the actions dedicated to having a systemic impact on various aspects of the gender gap and the inclusion of disabilities, new global initiatives of STEM awareness, projects to support the vulnerable, initiatives related to cultural diversity in various countries, and events to raise awareness of the concept of individuality and uniqueness. In particular, we organized the global event YOUniqueness Makes the Difference aimed at exploring the concept of individual uniqueness in relationships and in the organization, and we completed the provision of training throughout the Group entitled Beyond Bias and Harassment in the Workplace.
Promoting a culture of inclusiveness at Enel also involves target setting and measurement. It is an approach that is encapsulated in an organic plan of actions measured by way of a broad set of KPIs subject to commitments approved by the corporate boards and published in the Sustainability Report and Plan. These commitments include: balancing the percentage of women in hiring processes; increasing the representation of women in senior and middle management and in succession plans; increasing the number of female students involved in STEM-awareness initiatives; and promoting projects for the inclusion of employees with disabilities at all stages of the employee journey.
More specifically, in terms of gender equality, company strategy is organized into various lines of action. We are working to increase the presence of women in hiring processes, reaching 52.2% in 2022 (52.1% in 2021) and continuing the upward trend of the last five years. In terms of women in management positions, we have seen both the number and the percentage of female managers continue to climb, increasing by 1.3 percentage points in 2022 (from 23.6% in 2021 to 24.9% in 2022). Actions to value the contribution of women throughout the organization, and not just in senior positions, have also continued, and the effects of these efforts will be better seen over the medium to long term, due in part to generational dynamics. Among the actions taken globally, the performance target for the percentage of women in top management succession plans has been confirmed for 2024 targets under the Long-Term Incentive Plans, and the weighting has been increased from 5% to 10% of the total in order to lend greater continuity to a policy to establish a suitable platform for management appointments into the near future.
Over the years, we have also increased our commitment to promote the presence of women in Science, Technology, Engineering and Math (STEM) training and careers in collaboration with schools and government, so as to overcome gender stereotypes and promote the importance of STEM and its integration with the humanities. These STEM awareness and orientation initiatives reached nearly 10,000 female secondary-school students in 2022 and more than 30,000 female students over the last six years.(44)
On the issue of disabilities, Enel provides equipment, services, working methods and other initiatives to create an inclusive climate for work and relationships for all that provides full autonomy at work regardless of the disability. Worldwide, we have 2,129 employees with disabilities. The issue is particularly relevant in Italy (with 1,568 employees with disabilities, about 74% of the Group total).
With Enel’s participation in the global “Valuable 500” initiative in 2019, the issue became one of great interest, leading, in 2020, to the launch of the global project “Value for Disability”, aimed at seizing potential business and promoting inclusion among employees and customers with disabilities by designing specific global and local plans of action. Every country with at least one employee with a disability has a focal point for hearing and responding to specific needs and designing dedicated actions, as stated in the Diversity and Inclusion Policy. Many countries have also organized initiatives focused on intercultural and intergenerational issues and on the LGBTQ+ community.
Finally, to promote care for all people who find themselves in circumstances that have had an impact on work, the MaCro@Work Caring Program for employees with chronic disorders and the Parental Program to support parenting throughout the Group are continuing in the various countries to which they have been extended.
(43) https://www.enel.com/content/dam/enel-com/documenti/investitori/sostenibilita/enel-statement-against-harassment.pdf.
(44) Beginning in 2022, the figure only includes initiatives targeting primary and secondary schools
The table below shows Enel’s commitment to diversity and inclusion, including the percentage of employees with disabilities, the number of women in senior and middle management, and the ratio of the average salaries of women to those of men.
The mental and physical health and safety of our people are the most important thing to protect at Enel in all areas of life. It is precisely in this view that Enel is committed to developing and promoting a strong culture of safety that ensures we provide a healthy workplace that is free from hazards for all who work with and for the Group. The constant commitment of us all, the integration of safety both in our processes and in our training, the reporting and analysis events, rigor in the selection and management of contractors, constant control over quality, the sharing of experience, and benchmarking against the leading international players are all cornerstones to our culture of safety.
Ensuring the health and safety of our people is a responsibility for all who work at Enel. This is why, as established in the Group’s Stop Work Policy, both employees and contractors are required to stop any work immediately that could put the health and safety of themselves or other as risk or, similarly, that could harm the environment or compromise the quality of any of its component parts.
Each of the Group’s business line has its own ISO 45001 compliant Health and Safety Management System. This management system centers around the identification of hazards, the qualitative and quantitative assessment of risks, the planning and implementation of preventive and protective measures and the verification of their efficacy, the implementation of any corrective action, and the preparation of the operating teams.
La tabella di seguito espone i principali indicatori relativamente alla sicurezza sul lavoro.
(1) Total Recordable Injuries (TRI): this includes all incidents that have caused injuries, including lost time injuries, incidents requiring the administration of first aid, or incidents that did not result in lost time.
(2) Total Recordable Injury Frequency Rate (TRI FR): as for all the frequency rates for the various types of incidents, this is calculated as the ratio of number of events to total hours worked (in millions).
(3) Life Changing Accidents (LCAs): injuries whose health consequences caused permanent changes in the life of the individual (e.g., amputation of a limb, paralysis, extensive and visible scarring, etc.). Beginning with the 2021 reporting cycle, the metric Life Changing Accidents replaced High Consequence Injuries following efforts to standardize safety reporting within the organization. Therefore, the figures for 2020 and 2019 have been recalculated in line with this new approach.
(4) Lost Time Injury Rate with days lost is calculated considering accidents in which the worker lost at least three days of work.
(5) Lost Time Injury Frequency Rate (LTI FR): all injuries that have resulted in at least one day of absence from work shown as a ratio to total hours worked (in millions).
(6) High Potential Accidents Frequency Rate (HPO FR): all injuries the characteristics of which have a high potential for causing a life-changing or fatal event, shown as a ratio to total hours worked (in millions).
Compared with the previous year, 2022 shows a significant reduction in all injury indicators, while the total number of hours worked remained nearly constant (+1.1%). In 2022, the Total Recordable Injury Frequency Rate (TRI FR) decreased from 2021 by 21.3% to about 2.2 injuries per million hours worked. This reduction is seen in both Enel employees (-1.6%) and in contractor personnel (-24.4%). In addition, with regard to events of the greatest impact, there were:
In 2022, there were 217 cases of Extra Checking on Site (ECoS), which are internal environment and safety assessments with the goal of verifying the adequacy of organization and processes in a specific area of Group operations. These checks are conducted by specialist HSEQ personnel from outside the units being assessed, assisted by technicians specialized in the specific business.
With regard to incident detection, analysis and management, the Group follows Policy 106 - Classification, communication, analysis and reporting of incidents, which establishes the roles and procedures that ensure the timely reporting of accidents, analysis of their causes, and definition and monitoring of improvement plans based on the type of incident.
Based on the evidence to come out of the monitoring system, we have implemented a data-driven approach based on analytics and other digital tools that enable us to assess the performance of internal units and suppliers, to identify the areas at greatest risk of fatal or life-changing injuries, and to then establish procedures for managing them. This approach is supported by the collection and dissemination of best practices, which are integrated into ongoing training in order to prevent repeat occurrences of the given incident type.
With regard to suppliers,(45) the approach of the Enel Group is to consider each to be a partner with which we share the cardinal environment and safety rules. As such, these issues are integrated into the tender process, and supplier performance is assessed both as part of the qualification process and when carrying out the contract by way of (45) Supplier: any individual or organization (lead contractor, sub-contractor, consortium, business grouping, or independent contractor), other than employees of the Enel Group, that provides a service or performs work under an agreement signed by a company of the Enel Group. numerous controls and other mechanisms, including: the Health, Safety and Environment (HSE) Terms, the Supplier Performance Management (SPM) process, the Contractor Assessment (CA) process, and Evaluation Groups (EGs).
As for safety, health, too, is a fundamental value in our focus on individual growth and wellness. For this reason, the Enel Group has adopted a structured health management system based on preventive and protective measures and is committed to developing a corporate culture that promotes psycho-physical health, organizational wellbeing and a balance between personal and professional life.
To this end, both globally and locally, Enel: promotes initiatives aimed at improving the quality of a typical workday in terms of both physical and emotional wellbeing; designs awareness campaigns to promote a healthy lifestyle; sponsors screening programs aimed at preventing illness; and provides facilitated access to medical and other healthcare services, assistance for people with disabilities, and specific initiatives of preventive medicine.
In order to support the change process and ensure the dissemination of a strong culture of safety throughout the organization, the Enel Group has established a detailed process for the provision and management of training for all employees. In 2022, a total of about 1.245 million hours of health and safety training was provided to Enel employees.
In particular, within the HSEQ unit of the holding company, there is the unit known as SHE Factor, the mission of which is to implement, integrate and harmonize throughout the Group dedicated training programs aimed at promoting a new mentality concerning a better way to work that is safer for people and more sustainable for the environment, such as the courses Safety Leadership, Stop Work Policy, and Buddy Partners.
(45) Supplier: any individual or organization (lead contractor, sub-contractor, consortium, business grouping, or independent contractor), other than employees of the Enel Group, that provides a service or performs work under an agreement signed by a company of the Enel Group.
Establishing solid and lasting relationships with local communities in the countries in which Enel operates is a fundamental pillar of the Group’s strategy, underpinning a model of development and management of the business that leaves no one behind and creates long-term shared value for all stakeholders. This model has been incorporated along the entire value chain and is divided into six main steps such as the analysis of the contexts already in the initial phase of the business projects, the mapping and analysis of stakeholders and their priorities, the development of the materiality matrix to then plan and manage sustainability projects, which are evaluated at different stages of project implementation. Models of sustainable construction sites and plants are also included in the approach. A further evolution has been the extension of this approach to the design, development and supply of energy services and products, as well as in the innovation of processes by using new technologies and helping to build increasingly circular, inclusive and sustainable communities.
In line with the Sustainable Development Goals (SDGs), Enel makes a concrete contribution to the sustainable progress of the territories in which it operates. This commitment is fully integrated into our purpose and corporate values, from the expansion of infrastructure to education and vocational training programs, and projects to support cultural and economic activities. Specific initiatives have been designed to promote access to energy with rural and suburban electrification, addressing energy poverty and promoting social inclusion for the most vulnerable segments of the population, also using new technologies and circular economy approaches and adopting a strategy that fully incorporates sustainability into our business model and activities. Various initiatives have been developed globally for the protection of biodiversity, in line with the Group’s decarbonization strategy.
There are two major challenges in particular: the equitable and sustainable transition and the post-pandemic recovery.
The energy transition represents an important accelerator of growth and modernization of industry, thanks to the potential it offers in terms of economic development, well-being, quality of life and equality. Far-sighted policies are necessary to seize these opportunities, ensuring a just and inclusive transition and taking particular account of the needs of the social categories most exposed to change. Enel is convinced that in order to generate lasting profit, value must be shared with the entire environment in which it operates.
With the continuation of the COVID-19 pandemic, our commitment to support communities has also continued, with the activation of specific initiatives to sustain socio-economic recovery through the development of local marketplaces, facilitating access to credit and promoting inclusive business models to support the weaker segments of the population, with particular attention to people in physically, socially and economically vulnerable positions. Many digitalization projects have also been undertaken to support connectivity in rural areas, computer literacy, the participation of women in STEM fields, e-commerce platforms and online or offline solutions with a positive impact on local economies.
In 2022, Enel developed over 2,300 sustainability projects involving more than 6.3 million beneficiaries in the countries in which Enel operates. In line with the SDGs, the projects concern activities such as the expansion of infrastructure, vocational education and training programs, projects to support cultural and economic activities, promotion of access to energy, rural and suburban electrification, addressing energy poverty and the promotion of social inclusion for the most vulnerable categories of the population. A fundamental lever in the realization of these projects is the use of over 1,200 active international partnerships with non-profit organizations, social enterprises, startups and institutions with close ties to the area.
An approach that leads to the implementation of a wide range of projects in different areas, thanks in part to the activation of virtuous ecosystems such as the Open Innovability® platform, which is based on openness and sharing, facilitating and promoting the identification of innovative social ideas and solutions.
The involvement of local communities is essential to develop a constructive dialogue that can actively contribute to facing the challenges posed by the social impacts of the decarbonization of the economy and to identify effective measures to respond to local needs in synergy with corporate objectives.
At Enel, purchasing processes are based on conduct oriented towards reciprocal good faith, transparency and collaboration. Suppliers are asked not only to meet the necessary quality standards but also to commit themselves to adopting best practices in the fields of human rights and the environment.
This is pursued within clear references to codes of conduct, including the Group’s Human Rights Policy, the Code of Ethics, the Zero-Tolerance-of-Corruption Plan and global compliance programs.
In 2022 we signed agreements with a total of more than 6,213 vendors.
Assessments of environmental, social and governance aspects are conducted at all procurement phases, i.e., in the qualification phase, in the tender and contracting process and in the performance monitoring phase. Enel’s global vendor qualification system (with about 31,400 active qualifications at December 31, 2022) enables us to accurately assess businesses that intend to participate in tender processes through the analysis of compliance with technical, financial, legal, environmental, human (including health and safety), ethical rights and integrity requirements. The company must continue to meet these requirements throughout the duration of their qualification. Accordingly, companies already included in Enel’s Register of Qualified Suppliers are constantly monitored for events involving both the company itself and its main officers, mainly through the use of external databases. As regards the tendering and bargaining process, in line with Enel’s commitment to introduce sustainability issues, the Company has adopted a structured process for defining “sustainability requirements and rewarding factors (K)” which can be used by the various purchasing and monitoring units throughout the period of execution of the contract. The process provides for the presence of two “Libraries”, which catalog all the sustainability requirements and Ks grouped into social, environmental and circularity certification macro-categories. Furthermore, specific contractual clauses have been defined, which are included in all works, service and supply contracts and updated periodically, to take account of various regulatory developments and ensure alignment with international best practices.
The General Terms of Contract refer to the current regulations on pay, contributions, insurance and taxation for all workers employed in any capacity in the execution of the contract by the supplier. Furthermore, the principles referred to in the relevant ILO Conventions and provisions of law are explicitly referred to: equal treatment, prohibition of discrimination, abuse and harassment; trade union freedom, association and representation; refusal of forced labor; safety and environmental protection and sanitation conditions. In the event of conflict between regulatory sources, the more restrictive shall prevail. Vendor performance is evaluated and monitored along the entire procurement process. In particular, the monitoring systems employed during execution of the contract include Supplier Performance Management (SPM), whose objective within our collaboration with vendors is not only to undertake any corrective actions in the contract execution phase, but also to encourage a process of improvement using actions that reward the adoption of best practices. The process is based on an objective and systematic collection of data and information relating to the execution of the service covered by the contract. These data are used to produce specific indicators, also called categories (Quality, Punctuality, Health and Safety, Environment, Human Rights & Correctness, Innovation & Collaboration), which, when combined in a weighted average, represent the Supplier Performance Index (SPI).
Through the SPM process, 701 goods categories and 7,666 vendors were monitored in the last year (compared with 698 goods categories and some 6,782 vendors in 2021).
Meetings with suppliers continued in 2022 with a focus on decarbonization issues, circularity and human rights with a view to jointly developing practices and common approaches and to accompany suppliers in along the virtuous path of sustainability.
