Our people and their value

The energy, know-how and common vision of Enel’s people to manage the constantly evolving complexities

21 %

women in the workforce


new hires


average training hours per employee

83.7 %

ERR manager
(Equal Remuneration Ratio)


The energy and competence of people, and a shared vision make it possible to manage ever increasing levels of complexity while maintaining commitments assumed with the market. Progress springs from ideas and co-creation, and is fuelled by values such as trust, responsibility, proactivity and innovation.

At the end of 2019 Enel people in the various Group countries totalled 68,253 (down by 1,019 vs 2018), of which 44% in Italy, 15% in Iberia, 30% in Latin America, 21% women, 12% under 30 years of age, 55% from 30 to 50 and 34% over 50. People with disabilities or persons in protected categories totalled 2,254. The inclusion of this diversity makes it possible to adopt innovative solutions, enhance the contribution of multiple perspectives and have different risk perceptions, effectively generating social and economic value.

In a scenario of transformation, characterised by a high level of automation, ever more advanced technological evolution and new technical and professional profiles, Enel has developed upskilling and reskilling programmes that promote the evolution of talents and skills. In particular, the upskilling programmes are focused on the development of existing professional competences and adding new skills. Conversely, reskilling is aimed at creating new professional profiles, replacing skills that have become obsolete or are no longer required and allowing people to work on new areas of specialisation.

Training is increasingly a partner in the growth of all individuals, stimulating personal initiative, self-learning and a pro-active spirit. In 2019, around 39 training hours per capita were supplied on average, for a total or more than 2.6 million hours. Specifically, 46% of people were involved in activities aimed at strengthening digital skills. Technical-specialist training programmes in different business areas were also promoted through the vehicle of schools and academies. Enel however also focuses on more experientially based training, such as job shadowing, which arises from interaction between individuals with different roles and responsibilities, who open up to new inputs in a scenario of training and reciprocal sharing of skills and aptitudes.

Openness and listening are core aspects of the Open Power culture and they constitute the engine of the climate survey conducted by Enel at two-yearly intervals. The 2018 survey focused on topics such as well-being, engagement, and safety. In 2019, action plans were defined and developed for the identified areas of improvement.

The recruitment, hiring, development and performance appraisal processes form the foundation of relations with people within the Company. Enel has made a commitment to guarantee equal representation of both genders in the initial stages of its recruitment and hiring processes within 2021. At the end of 2019, the number of women in recruitment pools totalled 42% (39% in 2018). The quantitative and qualitative performance appraisal process of the past year involved 100% of eligible and reachable people(1), of whom a total of 99%(2) were appraised. Conversely, the quantitative assessment was carried out exclusively for the population with variable remuneration. Finally, the equal remuneration rating (ERR(3)) related to the managerial population was equal to approximately 84% in 2019.

(1) Eligible and reachable: those with an open term contract who were in the workforce and active for at least three months in 2019.
(2) Forecast data, since the closure of the assessment process has been postponed to May 2, 2020 due to the Covid-19 crisis.
(3) Manager ERR (Equal Remuneration Ratio) = fixed + variable female managers/fixed + variable male managers.