Iren’s Board of Directors is composed of 40% women, a significantly higher percentage than the national average of around 30%.

Out of a total of 9055 employees, there are 2269 women, which is 25.1% of total employees, up from 2020 (24.7%) and 2019 (23.9%). This increase can also be attributed to the continuation of the generation turnover plan that has seen the inclusion of many female resources.

The commitment to the implementation of the policies initiated on gender diversity, was also recognised through the confirmation of the Iren Group for the second consecutive year in the Bloomberg Gender-Equality Index (GEI). The index measures gender equality based on five pillars: female leadership and talent pipeline, equal pay and gender pay equity, inclusive culture, anti-harassment policies and advocacy towards women.

Out of a total of 886 hires, there are 169 women, which corresponds to 19% steadily increasing from 2020 (16%) and 2019 (15%). 44% of new hires are under 30.

Out of a total of 449 managers (executives and middle managers), there are 100 women, which corresponds to 22.27%. 

It is highlighted that, also in consideration of the mainly technical characteristics of the managed activities, the situation is not discriminatory for women, who represent around 37% of executives, middle managers and white collars.

The Group’s management policy promotes and supports a proper work-life balance by encouraging forms of flexibility in the organisation that facilitate people in carrying out their work activities in relation to their family, health and personal conditions (flexible working hours, telecommuting, smart working, part time, ultra-daily flexibility). 

Thanks to these experiences of flexibility and the robust digitalisation process in the human resources area, also in 2021, the Group has responded effectively to the needs of the corporate population related to the pandemic, using the various forms of reconciliation.

Iren has a corporate welfare service available to all employees that aims at the mental and physical well-being of people, in the workplace and also in private life.

The health crisis has led to the emergence of new social challenges and needs, with particular regard to the difficulties of access to health care, conditions of social and economic insecurity, new ways of organising work (smart working) and the problem of reconciling work and family. This situation has resulted in changes and new ways to develop the Group welfare plan. An internal survey, aimed at assessing the perception of corporate welfare and the initiatives implemented by the Group, was an opportunity to verify the considerable interest in certain services, particularly those concerning the health of employees and their families, and made it possible to expand information and to carry out further initiatives on this subject.

In the company, 379 employees (4.2% of total employees), have disabilities or special needs.

The policies of selection, recruitment, training, management, development and remuneration are strictly based on criteria of merit and competence, with exclusively professional assessment, without any discrimination.

More than 94.2% of employees have participated in at least one training course, with a per capita average of 23 hours of training.

A target has been included in the 2030 Business Plan regarding Reskilling and Upskilling (30 hours per capita of training).