Annual Report 2010 - Enel.com

which is needed in order to rationalize and coordinate
the various process needs (integrating processes, risks,
controls and information systems). In particular:
- the organizational setup process was completed,
which entailed identifying the organizational units
responsible for these activities and related staffing;
- the process-modeling infrastructure has been completed,
and the related information assets (risks,
controls and information systems) have been added.
During the 1st Half of 2011, the infrastructure for accessing
the content and the portal for employees are
to be completed;
- work is under way to map the processes of the Italian
companies, with completion scheduled for the end
of June 2011;
- process mapping has begun for Slovakia, and is expected
to be completed by the end of December
2011;
- activities for Romania, Russia and France are to begin
in the first four months of 2011;
- analysis has begun for the implementation of this
project within the Endesa Group, and the related
business case is to be completed by the end of June
2011;
> Project Overhead has begun with the goal of increasing
the efficiency and effectiveness of staff functions
within the Group.
Development and training
Development efforts focused on three main areas: evaluation
processes, the talent management system, and the
“climate” study.
With regard to evaluation processes, starting this year all
employees of the Italian Divisions took part in the performance
review in addition to all the Group managers who
were involved in past reviews, for a total of about 28,000
persons reviewed.
This is a progression of the performance review system, anticipated
in 2008 with the pilot review conducted on office
staff in the Sales Division. It is in line with the feedback received
from the 2008 climate study, as well as with the recommendations
made by analysts representing ethical funds.
The new performance review was accompanied by a multipronged
communications campaign, training programs tailored
for target populations, improvements in online tools
and a distributed tutoring mechanism.
As in 2009, in early 2010 the Group’s first and second-line
managers and the level-one talent pool (TP1) took part in
Feedback 360°, which was extended this year to the top
management of Endesa and, on an experimental basis, to
new management segments (the entire expatriate population
of the International Division, the first-line managers of
Enel North America, the management of the Energy Management
professional family and the first-line HR managers
of Endesa) for a total of 250 persons evaluated and 1,815
evaluators.
With regard to the evaluation of technical skills, the 1st Half
of the year was dedicated to bringing the knowledge of the
Administration, Finance and Control (AFC), Information &
Communication Technology and Safety (ICT and Safety) professional
families up to date. In particular, the skills refreshment
provided to the AFC professional family marked the
conclusion of the pilot evaluation begun in 2009 of the all
workers in the area for all the countries in which the Group
operates (with the sole exception of Endesa at this stage),
totaling 1,500 people. In addition, in the fourth quarter, a
pilot mapping and assessment project began for ICT and
Safety, which involved some 260 ICT people in Italy and Romania,
as well as a number of Endesa employees in Spain
and Colombia. For Safety, some 150 people from the International
Division and Enel Green Power were involved. In
2011, beginning with the analysis of the results from the pilot
phase, efforts will begin to review the model and identify
actions that focus on these professional families.
As concerns the talent management system, the focus for
the 1st Half of the year was on revising the system introduced
in 2008 by introducing greater structure and fostering
mobility, particularly through developing closer connections
with the succession management process, integrated
in the annual performance review.
Finally, with regard to the climate study, the first part of
the year was dedicated to monitoring actions taken after
the second global study conducted at the end of 2008. The
third survey was then designed and conducted in December
on an even wider international scale, which involved about
80,000 people in 22 countries. The first few months of 2011
will be crucial for the sharing of results and the identification
of improvement measures.
With regard to training, the three main areas of focus for
Enel University concerned the systematizing and revision of
a number of key initiatives to complete the leadership curriculum,
the support of integration of the countries in the
International Division, and the development of new technical
and functional academies.
The leadership curriculum is the set of training initiatives
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