Diversity and inclusion are two fundamental aspects of the corporate culture and strategy of Enel, which operates in over 30 countries worldwide. Giving a voice and a value to different points of view within the Company enables Enel to analyze and manage risk over the long term and create value. Precisely for this reason, Enel works to encourage a culture that helps people to express their potential, each according to their own level of experience and regardless of gender, age and other diversity areas. Differences generate ideas, progress and innovation.

Avanti tuttiEnel has had a global policy on “Diversity and inclusion” since 2015. Its basic principles are: non-discrimination, equal opportunities, inclusion and respect of the work-life balance as an enabling factor for the full involvement of all people in the workplace. The policy identifies tangible actions to be implemented in every country.

Policy on “Diversity and inclusion”


  • Guaranteeing equal representation of genders in internal and external selection processes
  • Developing agreements with universities to promote careers for female students in technical subjects
  • Disseminating the Parental Program aimed at balancing the needs of new parents with their professional development


  • Tutorship programs for expatriates
  • Tutorship programs for new recruits


  • Tutorship programs for expatriates


  • Identification of a focal point


  • Training courses on values and behaviors which include the principles and guidelines on diversity and inclusion
  • Inclusion of the issues of diversity in the process of assessing performance

Diversity as a company asset and source of enrichmentIn May 2016, Enel appointed a “Diversity Manager” within the Human Resources and Organization Function. The Diversity Manager is responsible for leading, overseeing and valorizing diversity, by promoting inclusion in the Group. A periodic global reporting process was also started, which has enabled an overall view of the progress of the policy actions in the various countries. The results are shared at the various levels of the organization to guarantee complete awareness of progress on the objectives and to promote the sharing of best practices.

Diversity as a company asset and source of enrichment

In 2017, Enel carried out a campaign to raise awareness of all the different principles of diversity and inclusion policy, analyzing the different dimensions each month. The campaign was delivered through news and video interviews on the company intranet, printed media, a special issue of the corporate magazine and through an online community where people were able to share and comment on experiences involving diversity. A global event, “Open to Diversity Day”, was organized at the end of the campaign, which involved people working in Italy, Spain, Chile, Argentina, Brazil and Russia in information sessions and activities. The event enabled participants to do an in-depth study of Enel’s approach, to reflect on the main issues related to diversity, to experience what it means to put oneself in another person’s shoes through role-playing activities, and to learn about various methods and skills that are useful for delivering inclusivity.

The main projects carried out in 2017 are described below.

Gender diversity - We make the difference

In December 2017, women made up 21% of the entire Group population (20% in 2016) and the percentage of women hired in the last year was about 30% of the total, compared to 22% in 2016.

Starting in 2016, the percentage of female candidates has been monitored through a detailed system used by all the recruitment units in the various countries. This model says that, if it is not possible to achieve equal gender representation then a written explanation must be provided in order to identify any supporting actions. This approach has made it possible to raise awareness among Line units on the importance of fair selection criteria. The result of the second year of monitoring showed that women accounted for 35%3 of candidates for external recruitment activities – an increase compared to last year (33%) and in line with the objectives set out publicly in Enel Strategic Plan, as presented to the financial community. In particular, Enel has committed to ensuring fair representation of both genders in the initial stages of selection and recruiting processes (about 50% of women in the selection processes in 2020).

In addition, Enel has launched awareness initiatives to promote female students’ access to STEM subjects (Sciences, Technologies, Engineering, Mathematics), both through speeches by Enel representatives in schools and universities and through internal events at company offices. In 2017, around 1,800 female students were involved in total in the STEM initiatives, particularly in Spain, Colombia, Greece, Brazil and Italy.

Specific programs have been created for maternity and paternity aimed at enhancing the experience of parenting for male and female workers and the organization. Enel has always been sensitive to issues of work-life balance and support for parenting.

Over time, particularly in Italy, it has introduced numerous measures that go beyond the legal requirements, aimed at improving people’s well-being and promoting a positive business climate. For example, Enel pays 100% of salary during the compulsory 5 months of maternity leave in Italy (compared to the 80% required by law), fathers receive 6 additional days of leave within 2 months of the birth, mothers can take 2-hour leaves during the child’s first year, etc. In 2017, all Group countries adopted the Parental Program, which aims to promote organizational and personal awareness of the value of parenting and to reconcile personal and professional needs related to this important phase of life, including talks between the person, their direct manager and the HR BP during parental leave. In 2017, 83% of women on maternity were involved in the program with an average of 1.2 interviews with their HR BP and 1 interview with their manager. At the end of 2017, a global flash survey was carried out to assess how much the program was used and the involvement of mothers, as well as its effectiveness.

2017 also saw the launch of the MAAM (Maternity as a Master) project, which supplements the Parental Program with a digital platform and a social community in order to facilitate discussions between peers and experts and enhance the relational, organizational and innovative skills emerging from the experience of parenting. The project now spans Italy, South Africa and India and will be extended gradually to the other Group countries. There were 276 users of the platform in 2017, of whom 30% were fathers.

In addition to the actions set out in the policy, Enel also periodically monitors female presence in managerial positions and wage fairness. In 2017, the equal remuneration index was at 92%, slightly lower than in 2016. The policy of enhancing diversity and creating a pipeline of future women in top positions involves specific management actions whose results will be seen in full in the medium to long term. In the last year the number of female managers and middle managers has increased by about 11% and, with regard to new appointments as managers in Italy and Spain, the most representative countries in terms of the Group’s population, the equal remuneration index is approximately 98%, demonstrating wage fairness in the new managerial class.

Enel has also launched a global mentoring path for female managers, with the aim of increasing the formal and informal network and facilitating the exchange of experiences within the Group. The course involved a group of female managers of the Group as mentees and a group of senior managers as worldwide mentors. The latter have received specific training to acquire the skills to act as mentors.

Enel remains committed to the Women’s Empowerment Principles (WEP) – the initiative promoted by the UN Global Compact and UN Women to promote gender equality. The commitments and results achieved by Enel are summarized in the Communication on Progress (COP) which the Company sends to the Global Compact each year (https://www.unglobalcompact.org/participation/ report/cop).

Age diversity - Enthusiasm is ageless

Tutorship initiatives continued in 2017, inspired by the 4 Enel values (TRIP – Trust, Responsibility, Innovation. Proactivity), to support and guide new graduate recruits and to encourage inclusion and networking. The program includes: regular feedback interviews conducted on a quarterly basis with the manager and the HR BP; classroom training and on-the-job training; meetings with people relevant to the job of the new employee; a welcome kit and a TRIP book that acts as a diary of the whole experience. In 2017, about 70% of new recruits were assigned a tutor. At the end of 2017 a global flash survey was carried out to verify the correct assignment of the tutors to the new recruits and to monitor the usefulness and effectiveness of the initiative. The results will be available in 2018.

Knowledge transfer schemes have been set up involving both senior and junior people working in the Company, in order to promote the exchange of knowledge and encourage collaboration between colleagues from different age groups. In 2017, over 800 seniors held training sessions attended by more than 4,500 people. Vice-versa, about 500 juniors held training sessions for more than 1,100 people. Italy and Argentina are the countries that have seen the largest number of these initiatives.

European Pact for YouthIn 2015, Enel signed the European Pact for Youth (P4Y), the European initiative launched in the same year by CSR Europe and the European Commission and signed by the 28 EU countries to promote, develop and consolidate partnerships between the worlds of school and work, to support the employment of young Europeans and their inclusion in the workforce. During 2017, the results of the two years of P4Y were presented as part of the first European Business-Education Summit hosted by the European Commission. P4Y involves companies, governments and the world of education at European level in order to achieve the following objectives: to set up 10,000 business-school partnerships for the creation of at least 100,000 new work opportunities for young Europeans, through apprenticeship contracts and traineeships, to be supported by the Member States through the development and adoption of National Action Plans for Competitiveness and Employment in the European Union. These objectives have been reached and surpassed, thanks to around 23,000 business-school partnerships and over 160,000 job opportunities created, involving 5.2 million students in just two years.

Nationality diversity - Energy from all over the world

Enel has launched several tutorship programs to encourage integration between different nationalities and cultures within the Group. In particular, to support internal mobility, 2017 saw the continuation of the International Mobility Program launched in 2016, involving expatriate colleagues in Italy, Spain, Brazil, Chile and South Africa.

Disabilities - Beyond barriers

For Enel, managing diversity also means providing people with the tools, services and processes that allow them to carry out their work in full autonomy. In line with the policy, disability focal points were identified in Enel’s main countries in 2017. There are 1,982 disabled persons in the Enel Group, of which 1,666 are in Italy.

All going forward

Below are some examples of the initiatives launched in Italy in 2017 to guarantee access to systems, improve mobility and promote knowledge and inclusion:

  • accessibility of IT systems: a cross-cutting working group has been set up to identify the specific needs and requirements of people with disabilities and to design accessible IT systems. In September 2017, Enel launched a specific “Course for IT accessibility experts” for people involved in IT systems, with the aim of training them on legislation on the accessibility of systems, the organizational disability culture and international best practices. Furthermore, a project is underway to verify the accessibility of internal and external company systems and to define any action plans;
  • mobility services: this project takes an integrated approach based on the concept of “independent living” with self-determination, namely the freedom to personally conduct one’s own working life. To increase autonomy, a support service has been set up at Enel’s offices, made up of the staff of the supervisory teams in some Italian offices, and an internal travel booking system has been set up for business travel;
  • initiatives for inclusion: in 2017, various initiatives aimed at promoting group integration and awareness and diversity-related opportunities were held at the Naples office; these included an LIS course (Italian Sign Language) that was organized to improve Group spirit.


3 Selection processes involving blue collars are not included.