Development and enhancement

Giving people opportunities

An innovation and sustainability oriented corporate culture that can enhance its people's skills is the motor of all of Enel's activities.

A careful management, development and promotion policy of human resources – from selection to training, from incentives to safety – is the necessary tool to ensure the Group's competitiveness and leadership in the energy sector. A sector that increasingly requires diversified, complex and flexible skills, which can meet the challenges of climate change, new technologies, multicultural integration.

In order to respond to these challenges, since 2007 Enel has adopted a Leadership Model aimed to identify behaviours expected from all staff members, correctly assessing and managing resources consistently with corporate objectives. Presently seven guidelines have been indicated and are directly connected with corporate life:

  • Safety comes first
  • Be Enel
  • Guide change
  • Take responsibility and risks
  • Dominate contents
  • Make your collaborators grow
  • Produce results

Due to the continuous improvement brought about by training and best practices, the Group has implemented assessment and enhancement systems of management, technical and professional roles. The Management Model and the Global Professional System allow all employees to emphasise their skills, while the company assesses the abilities and potential of its people through Performance Management processes. This way skills and behaviours can be assessed within the organisational context (Behaviours Performance Review system) and the main results of each person can be measured (Objectives Performance Review and Task Management).

Moreover, an enhancement and incentivising system involves Enel employees. The aim is to reward and acknowledge excellences in various areas, involving people in achieving results and objectives assigned through the system of Management by objectives (MBO).

Flexible action, the ability to adjust to environmental and market needs, coordination of specialised tasks, cross-cutting skills, creativity and the ability to innovate are, finally, the characteristics required from young managers who will enter the Talent Management programme to promote the Group's “talents”, aimed to identify and favour the growth of tomorrow's managers.

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