Attention to employees is a key factor, and of strategic importance.
This is why Enel is committed to spreading among its employees the sustainability culture by:
- developing sustainability information and awareness -raising initiatives inside and outside the Group
- integrating sustainability in monitoring and assessment systems;
- promoting sustainability in the relations with trade unions in all the countries where Enel has operations.
Furthermore, the Group constantly works towards the creation of a corporate climate based on shared values by:
1. Enhancing of the instruments for surveying and monitoring the corporate climate
In particular, the Enel Group greatly invests in the climate survey, which is carried out every other year, showing the corporate “temperature”, inspiring future projects and launching, by analysing the results, a path towards improvement in which employees participate with enhanced responsibility. The first months of 2010 were dedicated to monitoring the actions that followed the second global climate survey, which was carried out at the end of 2008. The image provided by this survey was one of a company that was half continuity and half discontinuity, highlighting critical issues such as. change and its management, alignment and understanding of the corporate vision and strategies, relations with heads, recognitions and merit.
In consequence of the results, particular attention was dedicated to improving the feeling of fairness and merit through the introduction of several changes in the performance review system. First of all, the collection instrument of the review was improved in order to clarify the criteria. Also, the Head’s assessment will be visible for the employee, while fairness will be ensured by a balancing process whereby in an ad hoc meeting in each area the assessments expressed and the ways in which they were arrived at will be presented and discussed.
In these new conditions, at the end of 2010 the third Group climate survey was carried out, which involved the entire corporate population (more than 78,000 employees), including those of Endesa and in Russia for the first time. The participation rate was 82%, versus 77% in 2008. The new survey will be crucial to verify if there were the hoped improvement in the critical areas of the previous survey. It will be followed by further concrete actions to improve those areas where they are necessary.
2. Extension of the leadership model and performance review to the entire Group
The Leadership Model is also part of the specific “Enel identity”. In 2010 a total of 46,886 employees throughout the Group were assessed, amounting to about 60% of the entire Enel population. The 2010 Group performance review was the first in which all the white-collar workers of the Italian Divisions participated, in addition to all the management, which had already been involved in past years: a total of 25,535 people assessed.
The latest performance review was accompanied by a multi-faceted communication plan, training initiatives with courses differentiated by employee segment, the improvement of online instruments, and a mechanism of distributed tutoring.
