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 profoundly affect the workplace. Companies must therefore be able to transform themselves to adapt to operating in scenarios of high uncertainty, volatility and complexity. Acting in an inclusive manner, placing the person in his or her social and working dimensions at the center, thus becomes indispensable to cope with this epic transformation.
We are more than 65,000 people in Enel, belonging to 86 nationalities and speaking 24 languages.
The success of our strategy rests precisely on our people and on a model, in place since 2015, of shared values and behavior: the “Open Power” (see “Enel is Open Power”).
We are 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.
We have strengthened our people empowerment processes to support the cultural evolution of our people, focusing on their well-being, motivation, sense of responsibility and active participation.
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.
To ensure that our people are ready to support the Group as it transitions, embracing change and adapting quickly, we promote a continuous learning experience that accompanies them throughout their personal and professional life cycles.
The People and Organization Function 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 policies and procedures that apply to the global and local levels, with 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 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, relevant for the Company.