Simplify, share and encourage team work:as an international energy player, Enel needs to move quickly and efficiently if it's to meet the challenges of innovation and sustainability and find the right balance between acquired skills, development and the needs of both local environments and stakeholders. In order to achieve this goal, the reorganisation of the business has begun that will be completed by the end of the year. The objective of this reorganisation is to make the most of its experience in mature markets like Italy and Spain, make the benefits of this experience available to growing markets like Latin America and take advantage of the potential of the business' portfolio.
The new organisational structure is based on a matrix, in which five Global Divisions – Infrastructure and Networks, Generation, Trading, Renewable Energy and Upstream Gas – intersect with the Group's four geographical areas – Italy, Iberia, Latin America and Eastern Europe in a flexible and two-way structure that is suited to the Group's business needs. The Divisions will be in charge of managing investments and maximising the return on the capital invested. They will also be responsible for the operational management of assets in the different geographical areas, in order to improve the efficiency of facilities and procedures and to share best practices, creating a global industrial vision. Countries and Regions will instead be responsible for managing local relationships with customers, shareholders, institutions and regulatory authorities.
'It is an exciting challenge and a great responsibility,' stated Carlo Tamburi, who was appointed as head of Italy. 'We come from a complex structure and the most difficult task will be to create a positive environment through the pooling of common skills and resources. The goal of the matrix is to enable the sharing of experience and skills, technical and human capital, time and inclinations. This is also the key to the new relationship between Global and Country Divisions: we must work together, eliminate conflicts and borders, help create a team culture and achieve common goals.'
Tamburi also explained that tasks such as optimising revenues, cash flows and creating an environment conducive to Enel's sustainable economic, social and relations initiatives with colleagues and customers are objectives that depend on the integration between Business Lines and Countries.
'The new model aims to bring order to an organisational structure that became layered over the years and was no longer responding to the current needs of the business', added Enel CEO Francesco Starace.
The matrix also includes Global Service and Holding Company Functions. The two service functions are Group-level ICT and Procurement. Holding functions will continue to manage the Group's governance procedures, although they have been simplified in that certain functions, such as Institutional or Regulatory Relations, will be directly entrusted to countries.
The new organisation also sees changes to the structure of reporting and analysis of the Group's financial and economic performance. The reporting of consolidated data based on the new organisational model will begin in 2015.