In 2020 E.ON expanded its digital recruitment processes by introducing Talentry, an employee recommendation programme. The aim is to strengthen our employer brand, increase the efficiency of our recruitment, and reward colleagues who recommend E.ON as an employer of choice. If we hire someone recommended by an employee, the employee receives monetary compensation as our thanks. Five more units adopted Talentry in 2021, with more to come in 2022.
To attract increasingly hard-to-find digital and tech talent, we developed a campaign to improve E.ON’s positioning as a digital and innovative employer. The process began in March 2020 with an analysis of what the target audience values in an employer. In the second half of 2020 we contacted digital stakeholders to find flagship projects and role models for the campaign’s creative phase. The campaign’s first phase, which was launched in the second half of 2021, featured five such projects. Phase two began in the fourth quarter of 2021.In consultation with employee representatives, in 2020 we launched a cross-functional project designed to ensure that all employees are on board for E.ON’s digital journey. The project, which we trialled in 2019, has four main areas: transparency about future skill requirements, update of people strategy and processes, a digital culture and future leadership framework, and leadership development activities. In 2021 it had 21 sub-projects at the corporate and unit level. They encompass issues such as digital workplace skills, a digital mindset, future leadership, new ways of working, and IT specialist knowledge. In both 2020 and 2021 we increasingly focused on providing digital upskilling for the home office experience, online communications and collaboration, as well as hybrid and flexible work arrangements. The aim is to help our employees to adjust to new, pandemic-related work conditions. Digital upskilling was also a key topic of the corporate strategy review we conducted in 2021.
Sustainability guides the management of our pension assets as well. This happens explicitly. For example, we draw on the Norwegian State Pension Fund’s research and certain embargo lists to avoid some investments. It also happens implicitly when we select asset managers whose investment decisions systematically factor in ESG aspects. In addition, we’re currently adjusting and harmonising our investment approach in line with the latest corporate and market ESG developments.
In 2020 and 2021 we evaluated our two employee surveys (Pulse Check and Voice.ON) as well as the related processes and technology. We drew on the findings to take steps, which we began implementing in the second half 2021, to enhance data quality, improve survey efficiency, increase survey frequency, and to support all this by introducing new and better technology, which is being piloted with 4,000 employees. We plan to make more improvements in the first half of 2022.Masterplan, a new platform we developed in 2020 to make eLearning more engaging and effective, went live in the first half of 2021. Masterplan, whose user interface resembles a video-on-demand streaming service, offers innovative and motivating eLearning content covering all business topics relevant for E.ON. As of year-end 2021 it was being used by more than 6.000 employees. GetAbstract, our other eLearning platform, provides book summaries, TED talks, webinars, and other reading and audio formats on a wide range of business topics. Thanks to Masterplan and GetAbstract, more employees use eLearning than ever before, and we’ll take steps to increase this number going forward.