Development and training

In 2009, training and development efforts focused on three important areas: the climate study; evaluation processes; and the talent management system. 
Throughout 2009, efforts concerning the climate study conducted in December 2008 included the analysis of results, the dissemination of these results, and identifying and implementing actions for improvement. A highly detailed communication plan was prepared, which used a variety of means (brochures, videos, articles in the house organ, meetings, and so on) to provide the 53,000 participants with a report on the main issues of the organization as seen in the 2008 composite corporate image. In particular, the presentation of the results for the Group and the Divisions – which took place in conjunction with the convention and subsequent cascaded to the various regions – involved all levels of the organization and generated expectations for action.
In the 1st Half of the year, a database was prepared related to the over 600 units in which the study was conducted, as well as an online reporting tool to be used by the heads of those units. This enabled a number of managers in the 14 countries in which the survey was conducted to work on their own organizational climate, to contextualize the diagnoses, and to identify the priorities in improving their respective units. To help achieve this objective, 40 workshops were held, which enables all local managers to formulate a precise diagnosis based on the results for their respective units and to define targeted action plans. These plans comprise a total of more than 900 actions, which range from communication to the revision of working methods, from management styles to the system of meritocracy.
The Group’s next climate study is scheduled for November 2010.

With regard to the evaluation process, in the first part of 2009, upon completion of the 2008 performance review for all executives and managers in Italy and abroad and the “360°” evaluation for the Group’s first and second-line managers, the related feedback phase took place.In the 2nd Half of the year, with a view towards the 2009 performance evaluation scheduled for the 1st Quarter of 2010 and the extension of this program to new target populations (in Italy, all office staff will be evaluated for the first time), efforts were made to verify the 2008 experience, which led to updating the organization’s leadership model and tuning the IT infrastructure supporting the evaluation process. The process of revising the organization’s Professional System was also begun in 2009.This revision, which began in 2009 with the Administration, Finance & Control area, will be progressively extended to all professional families, beginning with Nuclear, Transmission, and Information & Communication Technology. Following this revision process, the people within the families concerned will be involved in a process of updating the mapping of their professional skills and evaluating such skills. In that regard, in September 2009, in order to verify the status of the revision model, a pilot evaluation was conducted of the technical/professional skills of the Administration, Finance & Control area, which involved some 360 people in Italy and Romania.  

As concerns the talent management system, in 2009:

• the level-two talent pool (TP2) was defined for the first time, and the level-one pool (TP1) was updated;
• development efforts for TP1 for 2008 were also completed. This particularly involved coaching, provided by outside professionals, and mentoring, directly involving the first-line managers (which was a voluntary activity that concerned 60% of the population involved);
• finally, training efforts began for the new members of both the level-one and level-two talent pools.

With regard to training, on the other hand, the two main areas of focus concerned the systematizing and revision of a number of key initiatives of the leadership curriculum and the support of integration of the countries in the International Division.

The leadership curriculum is the set of training initiatives within the Group designed to disseminate and implement Enel’s leadership model. Each training path has a specific target population (office staff, middle management, or senior management). More specifically, the leadership curriculum includes three types of initiative:

• programs related to changes in role or assignment: the Junior Enel Training International induction program for recent university graduates and the LINK program for new middle managers are already active; in 2010, these will be joined by the Welcome in Enel program for new hires that are not university graduates and the program for new senior managers;
• programs related to the results of performance reviews: 12 training modules for middle management have begun, each of which is designed to cover specific areas of improvement for the various targets (management, resource managers, professionals); in 2010, the post-performance-review modules for office staff and senior management will also be designed;
• programs for the talent pools: the two key initiatives have been systematized, namely the Leadership for Energy Executives Program (in partnership with Harvard Business School) for TP1 and the Leadership for Energy Management Program (in partnership with IESE and Bocconi) for TP2.

In 2009, a training campaign for all Enel senior management, i.e. the 5-day program Enel Business & Leadership in partnership with LUISS and Alma Mater, was also launched.
As concerns support for the integration of the countries of the International Division, in addition to the international leadership curriculum programs (i.e. JET International, Enel Business & Leadership, and the talent pool programs), specific technical training initiatives were also launched for each country aimed at disseminating best practices and creating local skills in training in order to be able to develop and maintain technical skills on their own.