The new challenges that characterize the energy industry and its developments require increasingly diversified and complex capabilities, which are essential for the corporate culture to emphasize excellence of operati ng processes, innovation, and multicultural innovation. In order to respond to the incentives of this new scenario and assess correctly the Group’s resources, while at the same time managing people in a way that is consistent with the corporate objectives, in 2007 Enel established a new leadership model, which lays out the behavior expected of all the Group’s employees. The model describes the characteristics of Group’s organizational culture and has enabled the behavior expected of Enel citizens to be aggregated around 7 points closely connected with the Group’s strategic objectives and corporate life.
The Leadership Model inspires the system of assessing and developing of people, which – in addition to the annual assessment of performance with respect to the MBO system – provides for assessments of capabilities for the different professional families and for the employees’ potential. The characteristics of future leaders constitute the basis of the identification of talented people who will participate in the Group’s talent management program.
Finally, the system of incentives is conceived to reward effectively both excellence in the different functional areas – with opportunities being tied to the assessment of capabilities – and the distinctive performances achieved during the year with respect to the goals assigned with the MBO system.
Last update: 19/07/2011
