End poverty in all its forms everywhere
End hunger, achieve food security and improved nutrition and promote sustainable agriculture
3GOOD HEALTH AND WELL-BEING
Ensure healthy lives and promote well-being for all at all ages
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
Achieve gender equality and empower all women and girls
7AFFORDABLE AND CLEAN ENERGY
Ensure access to affordable, reliable, sustainable and modern energy for all
8DECENT WORK AND ECONOMIC GROWTH
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
9INNOVATION AND INFRASTRUCTURE
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
17PARTNERSHIPS FOR THE GOALS
Strengthen the means of implementation and revitalize the global partnership for sustainable development
The energy industry is going through profound change. Focusing on social and environmental factors, plus an inclusive approach, enables us to create long-term value for the Company and the communities in which it works. This is a model that addresses the entire value chain: analyzing communities’ needs starting from the development of new businesses; taking into account social and environmental factors while setting up sustainable work sites; managing assets and plants to make them platforms for sustainable development in the areas where they are located. A further step forward has been to extend this approach to the design, development and supply of energy services and products, contributing to creating increasingly sustainable cities and leveraging access to new technologies and circular-economy approaches. Enel is committed to respecting the rights of communities and contributing to their economic and social progress, interfacing daily with a wide range of stakeholders.
Searching for shared value for the Company and its stakeholders provides an opportunity to combine competitiveness with the long-term social value creation.
Operating in such a vast geographical area necessarily requires engagement with different businesses and a thorough knowledge of the local area and the needs of the various stakeholders in order to identify targeted solutions. Each infrastructure project is therefore considered in view of observations from the communities, which in some cases (mainly involving relocations) can result in criticism or partial uptake.
In the latter cases, the Group could be exposed to reputational risk, delays in project execution or closure, with repercussions also on the supply chain.
Responsible community relations are a pillar of Enel’s Strategic Plan. Looking constantly and proactively to society’s needs and priorities, it is possible to take up new challenges and redefine an increasingly competitive business model, developing new strategies and bringing innovation to processes, also through scalable solutions.
With approximately 1,600 projects and some 7 million beneficiaries1 in the various countries where it operates, in 2018 Enel concretely contributed to the development and social and economic growth of its regions, including the expansion of infrastructure, education and training programs, initiatives aimed at social inclusion, and projects supporting cultural and economic life in line with the SDGs. Partnerships with organizations operating at the local level that promote regional development through innovative and tailored interventions are a fundamental tool for achieving these projects.
The strategy’s sustainability is also demonstrated through the Group’s contribution to the achievement of the United Nations Sustainable Development Goals (SDGs) regarding community relations, as reported below.
1 Beneficiaries are the persons for whom a project is carried out. Enel considers only the direct beneficiaries for the current year. The number of beneficiaries takes into account the activities and projects carried out in all the areas in which the Group operates (including companies consolidated at equity, the Group’s foundations and non-profit organizations, and companies for which the BSO - Build, Sell and Operate mechanism has been applied).