At Grupo Rotoplas, we grow hand in hand with our collaborators, focusing our efforts towards their empowerment and strengthening critical skills that will enable them to make effective decisions in line with the corporate strategy.
In 2017, as a result of our acquisitions in the US and Canada, we added new talents to our great team, totaling 2,898 collaborators—2.4% more than in the previous year.
We seek to offer our collaborators new job opportunities that include stability and growth opportunities, with work plans that adapt to their needs. Although the overall share of women decreased, we are committed to focus on maintaining a talent attraction strategy that favors equal opportunity.
In the context of the evolution of our business model and the emphasis we place on the Water as a Service strategy, we favor young talent. We believe that interaction among different generations fosters innovation, which is a key element in our leadership.
We respect the freedom of association, whereby in 2017, we had 38% of unionized collaborators spread across 10 organizations that represent their interests.
Aware of the challenge implied by the sustained growth of our operations, we strive to attract and retain qualified talent capable of connecting with our mission through training.
In 2017, we hired 1,210 new collaborators. The increase in hiring is partly due to the completion of the integration of Sytesa in Mexico and Talasar in Argentina, as well as to the generation of new positions within this operation, and the incorporation of the staff of our US e-commerce platform. With regard to voluntary severance, our staff turnover totaled 17.5%.
We implemented a segmented compensations system that introduces differentiated benefits based on the profiles that make up our staff. We seek to offer competitive options, considering performance and internal equality criteria. 28% of our staff receive variable compensation. We should note that for executives and middle management, sustainability indicators and initiatives have been included, particularly for Committee members. Likewise, there is no difference between the benefits awarded to our fulltime, part-time, and temporary collaborators, including those benefits that go beyond the legal requirements of the various countries where we have operations.
We are committed to the security and health of our collaborators, strengthening a culture of security by way of sensitization talks focused on joint responsibility. The whole of our plants has an annual training program and the “Do Your Share” campaign. Moreover, the Lerma, Leon, US, and Peru plants have a management system that follows standard OHSAS 18001.
2
We define turnover as: Voluntary and involuntary severance under permanent contract / average staffing in the year.
We foster our collaborators’ communication and feedback through platforms such as the company social network R-Connect, the Roto-Enlace newsletter, and the intranet. Likewise, we implement the Great Place to Work survey to find out the work climate, obtaining the best ratings in: Pride in their Work, Pride in the Company, and Fairness.
3
Accident Rate = (Total incapacitating accidents reported in the year / average number of collaborators in the year) X 100.
Throughout the year, we placed special attention to customer service, leadership, empowerment, adherence to strategy, and joint responsibility. Thus, we implemented various on-site courses together with specialized third parties.
Throughout the year, we provided a total of 28,321.8 hours of training, both on-site and online, which translates into a total average of 9.9 hours per collaborator. We worked on online courses on the Rotoplas Way, management processes, foundations of our strategy, the Balance Scorecard, and the Code of Ethics, as well as workshops focused on design thinking and storytelling.
Likewise, with the help of the “Learning solutions” platform, we have strengthened our training processes, opening up a space so our collaborators can take both compulsory and voluntary courses.
We monitor our performance through annual evaluations, covering all our collaborators. The types of evaluations vary considering criteria such as seniority, contract type, and responsibility.
28,321.8
TOTAL HOURS
OF TRAINING
