2010-2019 Sustainability Plan

2010-2019 Sustainability Plan, Main Results of 2009, and Stakeholder Engagement

In line with the sustainability plans of past years, the strategic priorities for the sustainability of the Enel Group are integrated in the long-term 2010-2019 Business Plan, which lays out the the Company’s path of economic growth within a strategic framework of environmental protection and social development.
Enel has completed its international growth and is now one of the most important energy companies in the world. The 2010-2019 Business Plan focuses on four strategic priorities:

• maintaining our leading position in the markets where we are already present;
• continuing to integrate and consolidate the companies acquired;
• pursuing operating excellence;
• developing renewable and nuclear energy, as well as promoting technological innovation.

In order to ensure that the strategic objectives are fully shared, every year the Chief Executive Officer sends heads of Enel SpA’s operating divisions a “Plan Letter”, which contains the guidelines of corporate social responsibility they should follow to identify the objectives and specify the issues requiring action in each of the Company’s operating areas. The sustainability plans prepared by the operating units, which derive from the Plan Letter, are then included in Enel’s sustainability control system, which is described in the “Management Approach and Performance Indicators” chapter of this Report. As with the guidelines on the specific objectives and issues requiring action, several common premises to follow connected with the corporate climate, individuals, and health and safety are also announced.

During 2009 Enel initiated a series of initiatives aimed at achieving strategic objectives in terms not only of economic, but also social and environmental sustainability. First of all, the Company reviewed the new Code of Ethics and extended it to the entire Group. We also carried out initiatives on monitoring and prevention with regard to supplier health and safety issues and, in general, ones on informing and training employees about safety culture and getting them to accept their responsibilities in this regard, such as the introduction of related objectives (MBO). The promotion of energy efficiency in end use through the introduction of differentiated rates and the use of online Alternative Dispute Resolution for all electricity and gas customers constituted elements of support for our customers at this time of economic crisis. Enel’s commitment to engaging, listening to, and discussing with all the local communities affected by the Company’s infrastructure works was fulfilled in 2009 in a series of community-level meetings and technical workshops and in a broader community engagement strategy.
Our Sustainability Plan is a “stakeholder-oriented” presentation of the objectives of the Business Plan. The new structure of the Plan replaces the one by divisions published last year and aims to report in a clearer and more transparent way the objectives and their impact on our stakeholders and thus, in the last analysis, to construct a reporting model that is adjusted to the requirements of the various interest groups and is easy to share with the Group companies.
In drawing up this Plan, we applied the three principles of the AA1000APS (Accountability Principles Standard) issued in 2008 by AccountAbility, an international research institute dedicated to sustainability issues:

• Inclusivity means facilitating stakeholder participation in the development and achievement of a responsible and strategic response to sustainability;
• Materiality means determining the importance and significance of an issue for an organization and its stakeholders;
• Responsiveness is an organization’s response to the legitimate expectations of its stakeholders regarding its performance.

Stakeholder engagement, or inclusiveness, was one of the fundamental elements in the definition of our Sustainability Plan. For some time Enel has been using a number of instruments and initiatives to collect and analyze the requests of stakeholders in order to integrate them with its strategic choices, which has led to the definition of material macro areas of engagement for every stakeholder category, as shown in the table below.
On the instruments of engaging stakeholders, see the section on stakeholder engagement on page 61 of this Report.
For each objective and the related lines of action presented in the Sustainability Plan, in 2009 Enel initiated a series of projects and initiatives, which are reported in the related sections of this Report and summarized as lines of action in the following table.