Enel prepared a detailed action plan in 2017 in response to the needs that arose from the latest corporate climate survey, conducted in 2016. The survey involved the entire population of the Group (with a participation rate of 84%2) and overall showed a high level of satisfaction within the Company on the various aspects analyzed. The Group-wide action plan called for about 1,500 specific actions to be taken in the priority areas identified, spread across the various themes: Work-Life Balance; Lifestyle Diversity and Work Environment; Open Power Culture; Working Relationships and Organization; Health and Safety; and Meritocracy.
Meritocracy – means more
The global intranet system now has a section on meritocracy that was created in response to the latest climate and safety survey, which showed that clarity and knowledge of meritocracy-related information is a priority for everyone at the Company, in line with Enel’s values. The goal is to explain the drivers of Enel’s meritocracy policy: compensation policy, career policy and the actions that everyone at Enel must take to ensure that meritocracy is transparent. In particular, the section clearly expresses the fundamental role of managers, as they are capable of inspiring and not just directing, and of giving feedback while explaining their decisions frankly and transparently. The project also involved an internal awareness campaign in 7 languages, as part of which over 63,000 emails were sent.
Of course, another important way for Enel to listen to and engage with people are interviews with HR Business Partner, who are responsible for listening to people and identifying their needs, so that they can be integrated with the needs of the organization. In line with this vision, during 2017 Enel continued the interviews and collected colleagues’ feedback, with more than 24,000 interviews carried out across the Group. This listening process enables Enel to map colleagues’ level of motivation, priorities, skills profiles, expectations and workload in a structured way, so as to ensure optimal management of people in the Company.
HR Support Points support the work of the HR BP, offering real-life meeting points where people can go to solve administrative and operational issues surrounding their work.
Enel considers internal communication an important support to the creation of the company culture and to the growth of people and of the organization, by encouraging and promoting the exchange of information, knowhow and experience. The Company carried out several global campaigns in 2017, focusing in particular on cyber risk, meritocracy, diversity and inclusion.
Internal communication is also the main vehicle for disseminating Enel’s strategy and short-term objectives. The key moment is the “Cascade Process”, which starts from the company convention and in 2017 saw over 200 Group top managers share the results achieved in 2016 and the challenges ahead in 2017. Comprising 174 events around the world, the “Cascade Pro cess” involved 17 countries and almost 44,000 people. There is also a section of the company intranet dedicated to the project and available in three languages.
In 2017 Enel’s internal media platforms were further developed to ensure that the contents reach the entire corporate population in all countries, as well as being accessible from mobile devices and from outside the company network.
(1) There is also Enel Chile, which broadcasts for 3 hours a day. (2) Of which 4 online. (3) In 2017 the traditional Enel TV channel was closed in favor of the full-adoption of the on-demand vision (video on the intranet and video from other media, i.e. DEM), and the video delivery platform was changed, from Enel TV to Media Factory. In 2018 the new eChannel will be launched. (4) There is also Enel Chile, with an average of 230 visits per day.
2 Compared to eligible and reachable people: people who were part of the workforce and have been active for at least 3 months during 2016.