To identify and select the most suitable candidates, who should share corporate values, and to promote the retaining of staff with a high potential who will allow the business to grow.
For Promigas, recruiting the best talents and encouraging them to remain with the company leads to staff understanding the strategic value of their good performance and their growth opportunities, thereby enabling the company to enjoy continuity in its pursuit of its business objectives in an efficient and prompt manner and to generate win-win relations for the parties.
We believe that quality service begins with quality personnel, and this is why we at Promigas are always trying to attract the best talents, so that we can offer our interest groups a better service. We work every day to carry out selection processes to the highest standards, in order to meet the company’s needs and expectations, offer attractive retention plans, and foster internal mobility opportunities that will allow our staff to achieve their goals.
A total of 50 vacancies were filled at Promigas in 2019, 34% of which were through internal promotions while the remaining 66% involved hiring new employees. This in itself is an indicator which shows that Promigas creates jobs and, at the same time, it is a thermometer of talent renewal in the organization.
We continued in 2019 to measure potential, in order to identify suitable candidates to fill posts with greater managerial responsibility. These plans have enabled us to identify people who will be ready in the short, medium and long terms.
100% of the target population were also evaluated during the year. 59% of posts at strategic and tactical levels in all companies in the portfolio have been evaluated to date. We have identified specific development recommendations for current leaders and successors through our Talent Development program, and these are integrated into development plans each year.
We are conscious of the fact that our team is the organization’s principal asset and we are confident that its personal and professional development will help us to achieve the strategic goals we have established, and all companies in the portfolio therefore strengthen the Talent Development program every day, with a view to preparing our team for future challenges or posts with greater responsibility.
One notable feature of 2019 was the structuring and implementation of the skills reinforcement program in the S/4 HANA and Success Factors modules by creating training materials designed to be used in the virtual and non-virtual modalities. A total of 58 courses were built, the contents of which (simulations, tests, scripts) documented knowledge associated with the modules for managing finance, logistics, maintenance, project, commercial and payroll processes at Promigas and its transportation companies. Additionally, the Human Resources’ Employee Central module went live for transportation and distribution companies.
Due to these technological updates, the priority for the training plan was to disseminate new associated knowledge and the development of the respective skills, using the Learning module platform for these subjects and those associated with information security and business continuity.
As part of the corporate skills reinforcement program, work continued on Leadership skills in the form of individualized coaching sessions, the holding of systemic equipment coaching workshops, and the reinduction of primary group leaders, who received training in the use of a material for developing skills in members of their groups.
To maintain a positive work climate for all staff, thus enabling them to improve their competitiveness and their sense of belonging to the company.
Organizational climate management encourages staff to adopt company values and increase their sense of belonging. Similarly, constantly reinforcing the work environment within the organization helps to bring its objectives into line with employee growth and development objectives.
Our aim is to guarantee that the organization has a skilled team to achieve its goals by promoting the team’s health and overall development and providing an organizational climate and culture that are in line with corporate strategy.
Climate action plans were drawn up in 2019 on the basis of measurements made in 2018, in order to respond to concerns detected by staff and with a view to improving their motivation and their commitment to the organization.
These actions focused on disseminating the results at every level of the organization and on working on six teams using focal groups and individual interviews, which enabled in-depth results to be obtained. As a result of this work, areas where there was room for improvement were identified in three groups, which were assisted in constructing and implementing their action plans, and follow-up was carried out on these in order to ensure that they achieved the goals established. Notable among these actions were team strengthening workshops and individual coaching for managers.
We continued with methodology reinduction for primary groups, and 60 team leaders took part. These opportunities enabled internal communications to be strengthened, relations improved, and healthy working environments to be promoted. Teams will be assisted in 2020 in consolidating these opportunities for interaction.
Having adequate, prompt health management practices that are fully in line with the characteristics and needs of the Promigas business results in fewer occupational illnesses and enables trends and patterns that promote the overall wellbeing of staff and their family group to be identified.
We promote health at work and caring for our staff and their family nucleus by designing programs that focus on improving their lifestyle, reducing risks through changes in habits and behavior, preventing occupational and common illnesses, and family integration.
Work Reintegration Program: Work group assistance was strengthened for all companies in the portfolio this year, with a view to ensuring that care processes were carried out in the best way possible by Social Security System entities. In the last quarter of the year, 21 of 35 open cases were able to be closed; in other words, the effectiveness figure was 60%. This reduction is highly significant, not only at internal level in terms of real follow-up on cases but also because it enables entities to reduce their reserves, which results in bigger returns on support activities for adhering to the Health and Safety at Work Management System.