The participation of stakeholders is one of the mainstays of ENDESA's strategic response to the goal of building a sustainable, competitive and secure energy model.
ENDESA is a player in a sector of strategic importance for the development and welfare of society. The energy sector is facing serious problems, such as the lack of resources, higher global energy needs, the impact of power production on the environment, treatment of waste, the role of the various agents involved - regulators, shareholders, consumers, companies, etc.
Given the complex sector environment, ENDESA has adopted new ways of relating to and collaborating with stakeholders, as "all are part of the solution".
Given the complex sector environment, ENDESA has adopted new ways of relating to and collaborating with stakeholders, as "all are part of the solution".
Based on this premise, that highlights the importance of dialogue and collaboration to develop a long-term outlook, ENDESA has built into its strategy the reflections and expectations of its major internal and external stakeholders.
Stakeholder groups’ participation in ENDESA’s Sustainability Plan 2008-2012 (PES)
The PES was drawn up following an in-depth analysis of the company's situation, the needs of the communities in which it operates and the expectations of its different stakeholders.
Stakeholders were involved in this process through four types of study:
- ENDESA's positioning on sustainability issues. Analyses and results from the Dow Jones Sustainability Index, Storebrand Investments, EIRIS and SiRi studies, along with general surveys, press coverage and advertising position.
- Expectations of stakeholders and opinion-makers, on the basis of in-depth interviews with key opinion leaders in the field of sustainability - experts in sustainable development and journalists specialising in sustainability issues.
- Internal expectations and opinion, through in-depth interviews with the company's senior management and field work carried out in the five regional units in Spain and other countries where it is present.
- Expectations of the general public, on the basis of public opinion surveys in Spain and Latin America.
This far-reaching process of analysis, strategic reflection and identification of key factors meant that objectives and priorities could be clearly defined in the form of the new thematic and project lines (seven main lines plus two challenges) of the PES.
In general terms, the conclusions and recommendations of the stakeholders consulted signalled some aspects of ENDESA's sustainability model that should be maintained and other areas which needed to be improved:
- ENDESA has a sound sense of sustainability, amply meets its commitments in this area and communicates these commitments to experts and opinion leaders. However, the company does not widely report its achievements in the field, especially via advertising channels, which detracts security and credibility from its messages and does not help to disseminate sustainable development principles to society at large. To address this shortcoming, in 2008 the company carried out a large-scale institutional advertising campaign, based on the principles of sustainable development, which was widely recognised and accepted (the second most spontaneously-remembered advertising campaign during the time it was run, with a top mark and 65% total recognition according to quantitative and qualitative studies carried out by ENDESA to assess the impact of the campaign). Along these lines, the PES contains a wide range of projects designed to strengthen the large-scale dissemination of sustainability issues and report these issues widely to public experts.
It is worth noting that, according to studies performed, public opinion is largely unaware of sustainability issues or associates the concept of sustainability solely with the environment. Therefore, the actions envisaged by the plan to promote widespread awareness will allow ENDESA to increase public knowledge of sustainability in the communities where the group operates. - ENDESA shows a good performance in all areas of sustainability, although it is not leader in any of them. Therefore, the aim of the PES is to foster sustained and consistent action in all areas of sustainable development, with a particular focus on the two challenges which have the largest social repercussions and where the company has the clearest scope for improvement: the fight against climate change and strengthening ties with the local communities where it operates.
ENDESA's operating excellence is underpinned by on-going interaction with the community groups it is involved with in the performance of its activities. Through communications channels and procedures that make up its management model the company acquires a sound knowledge of the needs and expectations of its stakeholders, and their development.
| STAKEHOLDERS | CHANNEL | AREA | SCOPE 2008 |
|---|---|---|---|
| SHAREHOLDERS AND INVESTORS | Shareholders’ Office | ENDESA | 4,500 calls dealt with |
| 1,025 postal or electronic information mailings sent. | |||
| 260 visits | |||
| Investor Relations | ENDESA | Five public presentations to analysts and investors. | |
| Contact with 45 financial institutions that carry out regular research on ENDESA. | |||
| Website channel | ENDESA | ENDESA’s website (www.endesa.es), specifically under the “Information for Shareholders and Investors” section, facilitates access to the company’s main economic/financial documents and reports. | |
| EMPLOYEES | Hotlines | Spain | 700 internal communiqués (hard copy and digital) with information on the company’s activities |
| Latin America | 1,917 communiqués issued by ENDESA’s Latin American subsidiaries. | ||
| Corporate Portal | ENDESA | 13,580 daily visits. | |
| Actualidad ENDESA | Spain | Internal monthly magazine for distribution to ENDESAemployees in Spain. | |
| A copy of Actualidad Endesa is issued to each one of the company’s 13,561 employees in Spain. | |||
| América Endesa | Latin America | Internal bi-monthly magazine for distribution to ENDESAemployees in Latin America. | |
| A copy of América Endesa is issued to each one of the company’s 12,896 employees in Latin America. | |||
| Canal ENDESA | ENDESA | Audiovisual network with TFT panels at workplaces with a high number of workers who do not use a PC for their everyday tasks | |
| Canal Endesa TV is watched daily by 10% of the company’s workforce in Spain, approximately 1,358 employees, although this is a pilot scheme and there are only screens in 25 work centres. | |||
| Notices | Spain | 95 notices (hard copy and digital) of internal communications | |
| Latin America | 600 internal notices in all the group’s companies in Latin America. | ||
| Meetings with senior management | Spain | 25 meetings for the company management to learn about employees’ interests, concerns and aspirations. | |
| Latin America | A total of 217 meetings in Brazil, Chile and Colombia. | ||
| SUPPLIERS & CONTRACTORS | CIDE | ENDESA Group | ENDESA’s Innovation Circles (CIDE) are an initiative bringing together over 40 of its global suppliers that stand out for their innovative approach. The CIDE helps identify technological opportunities and targets, express expectations, and transmit these to suppliers. |
| In 2008, ENDESA’s CIDE projects, which take the form of forum events in which the company participates with its key suppliers, continued to work under the coordination of the Endesa Network Factory (ENF). There are seven forums, in which 29 innovation initiatives have been developed to date. These are the following: High-Voltage Lines and Cables Forum, Electric Substations Forum, Medium and Low Voltage Forum, Network Automation Forum, Telecommunications Forum, Sales Forum and Thermal and Hydroelectric Plant Forum. |
| STAKEHOLDERS | CHANNEL | AREA | SCOPE 2008 |
|---|---|---|---|
| CUSTOMERS | Sales offices | Spain | 43 offices, four of these outside the distribution area. 1.1 million operations on the regulated market. |
| 436 service points, 55 of these outside the distribution area. 3.9 million operations on the regulated market. | |||
| Argentina (Edesur) | 21 offices, 20 of these equipped with self-help models. | ||
| 95 service points. | |||
| 5 million contacts. | |||
| 212,844 million queries via self-help models. | |||
| Peru (Edelnor) | 11 offices, 44 of these equipped with self-help models. | ||
| 55 service points. | |||
| 130,311 contacts. | |||
| 2,053,418 million queries via self-help models. | |||
| Brazil (Coelce and Ampla) | 274 offices, 27 of these equipped with self-help models. | ||
| 4.8 million contacts. | |||
| Colombia (Codensa) | 20 offices, 18 of these equipped with self-help models. | ||
| 19 service points. | |||
| 1,401,420 contacts and 955,933 queries dealt with via self-help models. | |||
| Chile (Chilectra) | 14 offices, 20 of these equipped with self-help models. | ||
| 1,399,401 contacts and 2,460,134 queries dealt with via self-help models. | |||
| Call Centres (CAT) 24/7 service | Spain | 3 physical platform, under single management. | |
| 11.8 million calls dealt with in Spain relating to commercial management and grid incidents. | |||
| 9.26 million calls on the regulated market (1.2%). | |||
| 2.59 million calls on the deregulated market (1.2%). | |||
| Peru (Edelnor) | One call centre. | ||
| 2.08 million calls processed. | |||
| Brazil (Coelce and Ampla) | 181 call centres. | ||
| 9.97 million calls processed. | |||
| Colombia (Codensa) | 1 call centre | ||
| 5.97 million calls processed. | |||
| Argentina (Edesur) | One call centre. | ||
| 2.3 million calls processed. | |||
| Chile (Chilectra) | Two call centres. | ||
| 2.45 million calls processed. | |||
| Customers Internet Channel (ENDESA Online) | Spain | More than 300,000 registered customers. | |
| More than 3 million queries. | |||
| Perú (Edelnor) | 116 queries. | ||
| Brazil (Coelce y Ampla) | 132,803 registered customers (Coelce only, no data are avaiable for Ampla). | ||
| 1.6 million queries managed. | |||
| Colombia (Codensa) | 133,151 registered customers. | ||
| 23,641 queries managed. | |||
| Argentina (Edesur) | 195,300 registered customers. | ||
| 24,188 queries managed. | |||
| Chile (Chilectra) | 292,966 registered customers. | ||
| 49,150 queries managed and an average of 121,116 individual visits per month. | |||
| Personalised attention from commercial managers | Spain | 352 managers divided by segments: large customers (86), SMEs (149), new building (54), small businesses (38) and general public (25) | |
| 56,271 visits. | |||
| Ombudsman | Spain | 919 complaints. | |
| 78% successfully resolved through mediation, the remaining 22% resolved by the Ombudsman. 54% of these upheld the customer’s claim either fully or in part. |
| STAKEHOLDERS | CHANNEL | AREA | SCOPE 2008 |
|---|---|---|---|
| SOCIETY | Advisory councils | Spain | In regional markets (Catalonia, Andalusia and Badajoz, Balearic Islands, Canary Islands and Aragon), these councils comprise company directors and representatives of the social and economic fabric. |
| Ethics Channel | ENDESA | 73 complaints submitted. | |
| MEDIA | Press releases | Spain | 944 press releases. |
| 73 press conferences. | |||
| Latin America | 1,166 press releases. | ||
| 40 press conferences. | |||
| Contact with the media1 1 | Spain | 1,242 contacts in person and interviews. | |
| 13,280 contacts by telephone and e-mail. | |||
| Latin America | 998 contacts in person and interviews. | ||
| 13,260 contacts by telephone and e-mail. | |||
| 1 Estimated figures for contacts by telephone, e-mail and in person. | |||
