Competing in a complex, fast-changing environment such as the energy sector requires the ability to manage a huge amount of information. Digitalization is therefore an essential way to respond effectively and promptly to external circumstances and to make the right decisions throughout the organization. For a company to undergo a digital revolution, there must not only be widespread use of innovative technologies but also a real cultural shift: a rethinking of current processes and services that puts people at their heart, as they are the keys to addressing the main challenges of the future.

Enel mapped its peoples digital skills in 2016 through a project called “6Digital”. To speed up the digital transformation of the entire Company, it then launched a change management program in 2017, which will gradually expand to involve all the people of the Group and began with three events (Rome, Madrid, Bogotá) in order to share the main drivers of digitalization.

The transformation process implies a true cultural transformation, affecting assets, Business Lines and Functions. Accordingly, the Company also set up a working group called “People Digital Transformation” to rethink the experience of people working in the Company at the various stages of the employee journey. The initiative has involved a survey of what Enel’s people need and has led to the development of products and services, exploiting the potential of digital technology.

Employee journey

The “People Digital Transformation” program aims to rethink the experience of employees at the different stages of their journey with the Company, from the moment when the need is perceived up until it is met, following an integrated service logic and making the most of the new opportunities offered by digital technology. In September 2017, Enel carried out a survey of all employees, involving over 25,000 people, which resulted in about 40,000 suggestions, comments and proposals for improvement. The three priorities that emerged were: “Knowing Colleagues Organization and Procedures”, “My Training Path” and “On Boarding”. On these three employee journeys, Enel worked according to an “agile” approach (see the box “Digital transformation and agile organization”) by organizing the work across the various professional areas, with real-time communications and constant interaction between the various company Functions. In particular:

  • On Boarding is about the experience that a newly-hired employee has from the moment he/she accepts a job offer until the first year after he/she joined the organization. New hires need to receive a series of services, which may have to be delivered in different ways and through different interfaces and channels. The solutions conceived as a result of the On Boarding initiative aim to create a single point of contact, which helps to simplify the process, and to bring forward some activities to before the new hire actually joins the Company;
  • Knowing Colleagues Organization and Procedures is an initiative designed to improve the ways in which people in the Company can get to know each other and obtain organizational and contact information. The information will be initially made available to the Human Resources (HR) Function and subsequently the profiles can be made public;
  • My Training Path aims to provide a new experience for accessing available training courses. For example, when a course is assigned it will be possible to know in advance who else is doing it, view their public profile to get to know them better, consult the training materials and ask for feedback from people who have participated at the same kind of course in the past. After the training has been delivered, immediate digital feedback will be requested on the course and it will be possible to quantify the value created by the course over the long term as a result of the new skills acquired.

Enel has also launched a number of other initiatives in parallel, including the use of digital signatures for many authorization processes and distributing digital devices to many people.

Approaches to supporting cultural change

During 2017, Enel launched and consolidated several projects to support people at an important time for the Company’s cultural growth. Below are some examples.

Smart working

The goal of smart working is to use new technologies to increase work flexibility, counting on people’s sense of responsibility and mutual trust between the person and the Company, while also benefiting on environmental sustainability. As a result of the initiative, personnel gain greater freedom and independence in how and where they work, while also gaining greater ownership of results. Launched in Italy in 2016, the project is now also under way in Spain, Colombia, Argentina, Chile, Russia, Mexico and Romania and involves a total of more than 9,000 people of which about 7,000 in Italy alone.

Smart working

Human Lab

Human Lab is a hub for co-creation and innovation within the Human Resources Function. The initiative takes a lean, startup- inspired approach that begins with an exploration phase to gather inputs from universities, research institutes, corporate networks and internal organization. Once the relevant topics have been identified, research activities (workshops, events, business intelligence initiatives) are carried out and then analyzed within the Group. A project is then designed and tested on a group of people in the Company, on a Function or on a Country. If there is a positive feedback, the project can be applied to the rest of the Company or to the target population. Some examples include:

  • “Trip-Cultura in Viaggio”, this project is run in collaboration with Ferrovie dello Stato (the Italian state rail operator), allowing training sessions to be held on a high-speed train in Italy to look at issues related to the Open Power vision and values;
  • “Liquid Organization”, a voluntary project allowing personnel to work 50% of the time in the Function to which they belong and for the other 50% of the time it is possible to choose one or more different Functions. This increases accountability and gives people the opportunity to develop new skills and contribute to different activities;
  • “Job Shadowing”, a project that involves top managers, allowing each of them to “shadow” another manager for a week, observing how they work, manage meetings, exercise leadership, and what cultural activities they pursue in their free time.

Digital transformation and agile organization

During 2017, Enel carried out specific initiatives to instill agile working methods into Enel’s current processes, with a view to increasing the Group’s transformation speed and capacity. “Agile” work implies universal access to information, increasingly flexible environments, inter-functional working groups focused on individual business objectives, shared performance indicators, and so on. Its aim is to move from a traditional organization with codified instructions and rigid roles to systems in which people work together without constraints on specific projects. Its implementation within Enel can take a variety of different forms, not only through a typical inter-functional working group between business areas and the ICT Function, but also by making traditional organizational structures more flexible and further encouraging an open corporate culture.

The Human Resources Function now contains an organizational unit dedicated to increasing the use of this approach across the Group.

Digital transformation has also led to the emergence of new skills and jobs within the Company, including roles such as data scientists (a graduate in mathematics, statistics or computer science, who specializes in predictive mathematical models made using highly advanced programming languages) and data architects or data engineers (who not only know how to extract information from applications, but also have the technical tools to collect, analyze and store the data.

Against this background, the recruitment process has focused in the last year on the search for specialists with extensive digital skills, who can assist the Group in its transformation process. Recruitment has been focused around ICT, marketing, communications, infrastructures and networks.

To attract, influence and evaluate potential candidates entering the labor market, during 2017 Enel launched a pilot project in Italy, Spain and Mexico as part of its Global Internship Program. The 6-month program is aimed at university students and recent graduates and is divided into 3 main phases: an initial training session on Enel’s strategy and values, a period working at one of the Company’s Divisions, combining a direct experience of the company business with on-thejob training, and a final presentation and project evaluation session. This project adds to the various initiatives that Enel already has in place with universities across the various Group countries, such as “Recruiting Days” and the various events and fairs that they organize to introduce young people to the world of work.

La valutazione delle performance qualitative delle persone del Gruppo Enel viene effettuata attraverso il processo globale di performance appraisal, che ha l’obiettivo di valutare i comportamenti rispetto alla strategia aziendale e al modello Open Power. Il processo prevede 4 fasi: l’auto-valutazione e la valutazione, in cui valutato e valutatore assegnano un punteggio ai dieci comportamenti del modello di riferimento, la calibrazione delle valutazioni erogate e il feedback, in cui la persona e il responsabile si incontrano per commentare la valutazione e identificare le conseguenti azioni di sviluppo per l’anno successivo. In particolare nel 2017 è stato coinvolto nella campagna globale il 100% delItale persone eleggibili e raggiungibili1, il 90% ha partecipato alla fase di autovalutazione, il 99% alla fase di valutazione e più del 94% ha realizzato il colloquio di feedback con il proprio responsabile. In continuità con l’anno precedente, la valutazione quantitativa è stata effettuata, per la popolazione con remunerazione variabile, tramite il processo di MBO per i manager e di Annual Bonus per gli assegnatari non-manager. In entrambi i casi sono previste due fasi: l’assegnazione di obiettivi e la loro valutazione.

The Enel Group carries out qualitative performance assessments of its people through a global performance appraisal process, which aims to assess how people work in view of company strategy and the Open Power model. The process involves 4 phases: self-assessment and evaluation, in which the assessed employee and the evaluator assign a score to the ten behaviors from the reference model; calibration of the assessments provided and feedback, in which the employee and their manager meet to discuss the assessment and identify how to improve in the coming year. In 2017, 100% of eligible and reachable persons took part in the global campaign1, 90% participated in the self-assessment phase, 99% in the proassessment phase and more than 94% had the feedback interview with their own manager. Following on from the previous year, Enel carried out quantitative assessments for people receiving variable remuneration, through the MBO process for managers and the Annual Bonus process for non-managers. Both processes comprise two phases: assignment of objectives and assessment.

To ensure appropriate recognition of merit and effective managerial continuity, the Enel Group has also adopted a development plan for identifying and marking out successors for managerial positions. The aim of the process is to ensure appropriate organizational safeguards, identifying key positions and drawing up for each of these a list of potential successors and what actions need to be taken to support managerial growth, also taking into account the Enel Group’s commitments on diversity and inclusion. To ensure that this process is effective, the Group analyzes all its managerial positions using the main analysis variables according to international best practices. For each of them, it then identifies “ready” (short-term) and “pipeline” (medium- term) successors, with a particular focus on young people, women and leveraging inter-functional and international experience. This process runs alongside the “talent management” process, which aims to identify development projects for individuals and professional profiles and for positions where successors have been identified. The Enel Group delivered more than 2 million hours of training in 2017, an increase of about 12% over the previous year, with major increases in Argentina, Italy, Peru and South Africa. The initiatives reflect the core importance of technical training for Group’s operational people, as well as training on health and safety and on general sustainability issues.

The “From Leader to Coach” project, launched in October 2016 and ending in July 2017, continued with the aim of introducing managers to the “coaching” approach. The “Open Leadership” model used in the project is geared towards ensuring listening, feedback and mutual growth in the relationship between managers and their staff. Starting in July 2017, the project expanded with the “C2C - Coach to Colleagues” initiative for Group supervisors – managers who are not in a managerial position and coordinate 1 to 10 people – with a pool of top managers certified to carry out in-classroom training as part of an internal training approach. The HR Business Partners (HR BP) in Spain and Italy also underwent a specific training program called “Jump on the Coach”, which aimed at enhancing HR listening and support skills. This multi-level approach to spreading “Open Leadership” enables a culture of coaching to permeate the whole of the organization, in the pursuit of constant active listening and improvements in people engagement, including through positive relationships between managers and their staff.

To enhance, increase and develop the technical and specialist skills of Enel people who belong to an area and/or professional family, the Enel Group is setting up specific Academies and Schools based on an integrated knowledge system. Academy contents can be developed through three different levels: general area skills, general Function skills and specialist Function skills. The Academy consists of courses in these three areas, available at different levels of study that are chosen according to the target group.

As such, the pathway of an individual participant is personalized and chosen according to their needs and their current level of knowledge. The Schools, on the other hand, have fixed modules and the course is attended by all participants, sometimes in collaboration with academic partners enabling the obtainment of certificates.

 

1 Eligible and reachable: people who were part of the workforce and have been active for at least 3 months during 2017.