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
8DECENT WORK AND ECONOMIC GROWTH
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
17PARTNERSHIPS FOR THE GOALS
Strengthen the means of implementation and revitalize the global partnership for sustainable development
Paying attention to its people, to their ambitions and aspirations is at the heart of the Open Power model adopted by Enel. This model is based on a strategy that is open to listening and dialogue, both inside and outside, to increase involvement and participation and to support the organization itself in the transformation process. The management of human capital, together with the other purely industrial pillars, underpins the 2019-2021 Strategic Plan and contributes to the creation of longterm value for all stakeholders. Curiosity, collaboration, interaction and diversity combining to unleash all the existing potential and to govern processes more effectively. Since 2014 a matrix organization has been adopted, which represents a responsibility structure which encourages the transversality of tasks and the exchange of best practices, but also of failures.
Curiosity, collaboration, interaction and diversity combining to unleash all the existing potential and to govern processes more effectively.
Through the My Best Failure project raising of awareness of the culture of failure resulting from moments of individual and/or group experimentation is encouraged, to be understood not as a defeat, but as a phase, sometimes necessary, in the process of growth, learning and attainment of an individual and team result.
The two concepts of agile and people digital transformation were introduced to support people and the business model: the first is aimed at introducing a new approach to work that facilitates interaction throughout the entire value chain; the second is aimed not only at the transformation of digital processes and tools, but also at fostering the cultural and professional development of people in order to improve the efficiency and effectiveness of work activities.
People are increasingly the key elements and they participate with an approach marked by personal and entrepreneurial initiative.
The Company becomes an incubator of the ideas of those who work there, with the aim of being sustainable in the long term, finding solutions to new problems. It is an approach that involves the whole person, placing him/her at the center of the change.
To continue to be a leader in technology, and support the ongoing growth and transformation process, Enel has chosen to adopt an agile approach, to enable a quicker and stronger response to the challenges in the energy market and the digital revolution. This journey involves an important cultural change for people and a new approach to work dynamics, in line with the Open Power values.
The agile approach provides greater flexibility to achieve objectives: team work in small groups, autonomous and cross-functional, with a clear vision and a common goal, focusing on times and sharing information and responsibilities. Following the introduction in the Global Digital Solutions Function, through the creation of the Digital Hub, and in the Market area, benefits were seen in terms of process acceleration and value generation. As such, the transformation was extended more widely and on a global level, covering the entire value chain and involving around 290 initiatives and 2,000 people.
This approach makes it possible to enhance the value of people who have the opportunity to adopt new ways of working, generate ideas regardless of hierarchy and experience cross working, sharing and openness. In this way, the team takes on real importance and the leader becomes a catalyst for the rest of the group, working alongside all members and promoting inclusion and a sense of responsibility.
The Agile Competence Center was set up in 2017, in the Group’s People and Organization Function, to spread the agile culture within the Group. With the support of the Agile Transformation Offices (ATOs) set up for the different Global Business Lines and Staff Functions, it has the aim of ensuring that the agile approach is implemented correctly.