Enel considers employee health, safety and general wellbeing to be its most valuable asset, one to be preserved both at work and at home. We are committed to developing and promoting a strong culture of safety throughout the world in order to ensure a healthy work environment. Quality and safety must go hand in hand. All of us are responsible for our own health and safety and that of the people with whom we interact and, as provided for in the Enel “Stop Work Policy”, they are required to promptly report and halt any situation of risk or unsafe behavior.
The constant commitment of us all, the integration of safety both in our processes and in our training, the reporting and analysis of near misses, rigor in the selection and management of contractors, controls over quality, the sharing of experience throughout the Group and benchmarking against the leading international players are all cornerstones of Enel’s culture of safety.
In 2018, we brought the SHE365 project to full implementation with the aim of focusing on Safety, Health and Environment (SHE) every day of the year.
The project is based on three main lines of action:
- expanding contractor engagement;
- strengthening the safety commitment chain;
- fostering bottom-up involvement in initiatives. Safety is tightly integrated into Enel’s tender process, and we closely monitor our contractors’ performance both upstream with our qualification system and ongoing as the contracts progress through numerous control processes.
In 2018, the qualification process was further strengthened and a new annex has been drawn up to the general contractual terms that clearly defines health, safety and environment obligations that all suppliers must comply with. Furthermore, we have introduced a supplier evaluation process called “Safety Supplier Assessment”, which provides for specific audits on safety issues to be undertaken at the supplier’s premises if certain critical issues emerge.
In 2018, a number of safety innovation projects continued and new projects were introduced to improve health and safety processes, beginning with employee training and the implementation of prevention and protection measures and on through the execution and analysis of corrective actions. We developed and implemented a mobile device that enables the user to detect the voltage on both low- and medium-voltage power lines at a safe distance, thereby avoiding contact.
We launched a global initiative to reduce road accidents for drivers during work hours as well as employees who use cars and motorbikes to commute. The project includes dedicated apps for smartphones, driving simulators, preferential terms for the purchase of personal protective equipment and preferential motor insurance policies that use black box technology. Lastly, new virtual reality scenarios have been developed for operational training, both on maintenance and safety issues.
|Injury frequency rate - Enel (1)||0.943||1.199||(0.256)||-21%|
|Serious and fatal injuries at Enel|
|Serious injuries (2)||6||4||2||50%|
|Serious and fatal injuries at contractors|
|Serious injuries (2)||10||9||1||11%|
|Fatal injuries||7 (3)||11||(4)||-36%|
(1) This indicator is calculated as the ratio between the total number of injuries and hours worked in millions.
(2) Injuries with an initial prognosis, as reported on the medical certificate issued, of greater than 30 days, or with a confidential prognosis until the actual prognosis is released, or with an unknown prognosis that, based on an initial assessment by the company/Business Line concerned, is expected to exceed 30 days. Once the official prognosis is released, the related injury is considered serious only if said prognosis exceeds 30 days. Should a confidential prognosis never be released or an unknown prognosis remain unknown, within 30 days of the event, the injury is to be deemed serious
(3) Considering activities managed in all of the areas in which the Group operates, which include a number of companies accounted for using the equity method for which the Build, Sell and Operate approach has been adopted, the total number of fatal injuries was 8.
Workplace accident statistics
In 2018, the Lost Time Injury Frequency Rate (LTIFR13) for Enel Group employees was 0.19, a decrease from the previous year’s 0.24.
With regard to the employees of contractors, the LTIFR was 0.17, down from the 0.19 of 2017.
In 2018, there was one fatal injury involving employees of the Enel Group and seven14 fatal injuries involving Enel Group contractors.
Policy 106 “Classification, communication, analysis and reporting of incidents” establishes the roles and procedures that ensure the timely reporting of accidents, analysis of their root causes, and definition and monitoring of improvement plans.
The policy also details the procedures for disclosing and analyzing all occurrences, for example near misses, that could have resulted in serious harm. In accordance with these policies, all serious and fatal injuries to Enel personnel and the personnel of Enel contractors and other significant, non-serious events were investigated by a team of experts.
Actions for improvement emerging from this analysis are constantly monitored until their completion, and steps have been taken for contractors found to be in breach of contract (e.g. contract termination, suspension of certification, etc.).
The Enel Group has created a structured health management system based on preventive measures in order to develop a corporate culture centered on promoting physical, emotional and organizational well-being and on establishing work-life balance. To this end, the Group carries out local and global awareness campaigns to promote healthy lifestyles, sponsors screening programs aimed at preventing illness, and ensures the delivery of medical services. Global programs and initiatives are developed in accordance with the calendar of the World Health Organization and with local needs. Furthermore, we have developed a series of measures to support staff travelling abroad on business: a policy has been set up for the prevention of local diseases and emergency assistance in case of illness or accident, a smartphone application with travel information, a guideline on vaccinations and a new global insurance policy has been agreed.
Development of the culture of safety: communication, training, information and sharing of experiences
In 2018, we provided some 726 thousand hours of training, in addition to awareness-raising and training activities in order to increase the specific skills and knowledge of workers throughout the Group. We also used possible scenarios reproduced in virtual reality by the Group’s Business Lines for the training of operations personnel. There were also various training activities on safe driving, as well as safety leadership training for management. There were several communication campaigns concerning health and safety during the year, focusing on areas of particular importance to the organization. In particular this year, global communication efforts focused on issues related to personal health and on the most common disorders, such as: hypertension, hepatitis, smoking, risk factors in cardiovascular diseases, skin cancer, etc.
These communication campaigns were based both on the publication of news on the company’s intranet and on specific segments on Enel TV and Enel Radio. As part of the Group’s strategic objective to share experiences, Enel has organized and actively participated in exchange of views with large European utilities on health and safety issues, with a view to creating a synergistic effort towards improving the prevention of injuries and accidents.
Human resource management, development and motivation
As at December 31, 2018, the total workforce of the Enel Group numbered 69,272 employees, 44% of whom working in companies based in Italy. This is a net increase of about 6,400 employees during the year, due mainly to acquisitions in Brazil, Italy and Spain. Of the total of 3,414 new hires, 23% were in Italy while the remaining 77% were distributed across the various countries abroad.
In a rapidly-changing global environment, there is the need for lean and agile organizational structures, with clear understanding of goals and priorities, and in which corporate relationships are based on trust, rapid problem solving, flexibility and innovation.
In line with this context, the selection and recruitment process plays a key role. In order to identify the most suitable employee profiles, we have strengthened partnerships with universities, including organizing academic events to promote knowledge exchanges or university class sessions on specific topics. We have also enhanced the internal selection program, known as “Job Posting”, which represents an important opportunity to balance company needs and employee aspirations.
This system makes it possible to encourage internal mobility, develop cross-sector skills, integrate cultures and professional skills in the various countries in which the Group operates. In 2018, we also launched globally a new information technology platform to manage the selection process, both for internal and external candidates.
The digitalization of the various business areas plays a key role in our corporate strategy. Enel therefore launched a program for the dissemination of digital skills in 2018, with the aim of involving the entire company population by 2020 and keeping this percentage constant in 2021. In particular, several training programs were launched, including “Digital Pills”, which are available on the company online platform, divided into 18 short videos with a total duration of one hour on the following issues: digital transformation, agile methodology, data, innovation methodologies and digital revolution.
In the last year 35% of the population was involved in initiatives to develop digital skills.
The qualitative and quantitative performance-evaluation process in 2018 involved the Group’s workforce at various levels. The process in 2018 was strongly innovated in terms of rationale, mechanisms and frequency. It moved from an annual evaluation to a continuous process of discussion and dialogue and turned from a dual relationship (supervisor/employee) to an all-round exchange of feedback (supervisor/employee/colleagues/team members) so as to shift the focus on the organizational network, moving away from the hierarchical model. As the company increasingly adopts an approach geared towards openness and the sharing of information, the feedback philosophy is in line with the Group’s vision. In 2018, the qualitative assessment, which focused on the four values of Enel detailed in the 10 Open Power principles involved 100% of the eligible workforce,15 of whom 99% were assessed. Quantitative appraisals, in turn, were conducted for employees with variable remuneration plans, which involved the assignment of targets and the assessment of those targets.
In order to ensure merit is managed and leveraged appropriately, for some years now the Enel Group has also adopted a talent management process, which enables the effective governance of management positions, facilitating generation15 Eligible employees: employees who have an open-ended contract and were employed for at least three months in 2018. Report on operations 179 al turnover by identifying young talents in development. The objective is to leverage differences in gender and age and to stimulate functional osmosis to foster the development of our employees and, consequently, the Group. The pool of developing talents is the primary source of new managers, who are nominated following an evaluation of aptitude and motivation designed to ensure a match between the level of responsibility to be assigned to the employee and the management model that Enel considers necessary for today and tomorrow, in line with the Open Power approach.
The corporate-climate survey plays an important role within the company as it enables the identification of areas of improvement and the gathering of suggestions on working life issues and aspects. In 2018, the content of the survey was revised, with the preparation of 20 questions divided into three key domains: Well-being, Engagement and Safety. More than 86% of Enel’s entire workforce16 participated, evaluating aspects such as courtesy, respect, cooperation, work-life balance, motivation, meritocracy and working relationships. The analysis of the information will allow us to draw up global and local action plans.
Diversity and inclusion
Enel’s commitment to promoting diversity and inclusion is a process that started in 2013 with the adoption of our policy on human rights, followed by our global “Diversity and Inclusion” policy, which was approved in 2015.
Enel’s approach is based on the fundamental principles of nondiscrimination, equal opportunities and human dignity in all its forms, inclusion and promoting work-life balance.
The application of our policy has enabled us to develop global and local projects to promote diversity in terms of gender, age, nationality and disability, and to advance the culture of inclusion at all levels of the Group and in every situation that may be encountered in the workplace.
The impact of this policy is being monitored on the basis of a detailed set of internal indicators associated with the various actions and contexts. More specifically, Enel has set the public objective of ensuring equal gender representation in the initial stages of the selection and recruiting process (about 50% by 2020). In 2018, in line with the established trajectory, women accounted for 39% of participants in selection processes.
13 The Lost Time Injury Frequency Rate (LTIFR) is calculated by as the ratio between the number of injuries and the number of hours worked/200,000
14 Considering activities managed in all of the areas in which the Group operates, which include a number of companies accounted for using the equity method for which the Build, Sell and Operate approach has been adopted, the total number of fatal injuries was 8.
15 Eligible employees: employees who have an open-ended contract and were employed for at least three months in 2018.