8. – Working Environment

  • Develop the roles and talent necessary for transformation.

  • Have a clear organization chart with a description of the roles of each of the organization’s functions.

  • Build rigorous and operational performance management capabilities.

  • Maintain appropriate professional relationships with employee representatives.

Goals and Performance development Review (PDR)
  • Variable remuneration for the maximum possible number of people, and in particular, for those outside the company agreement, based on the fulfillment of SMART goals, an English acronym that means that each of the goals must be:

    • Specific. It must be referred to a specific area and the most limited possible.

    • Measurable. It must be measurable, under the principle that only what is measured is managed.

    • Achievable. They must have a motivating component, under the win-win principle for the company and the employee.

    • Realistic and Relevant. The pyramidal deployment of goals in the organization will ensure that only what matters is within the goals at each level of the organization.

    • Time-based, that is, limited in a space of time (generally, within the current year). There can be no “everlasting” goals.

  • In this way we guarantee that the evaluation is carried out in a correct and goal way.

  • These SMART goals are structured individually and as a group, as follows:

    • Fulfilling the EBITDA budgeted at the company level.

    • Distribution according to the group and individuality:

      • 10% to 20% of company goals. According to the level of responsibility of each one.

      • 20% to 30% of department goals. According to the level of responsibility of each one.

      • 50% individual goals.

      • Review of objectives -> minimum once a year.

  • Performance Development Review -> is where the supervisor and the supervised person work together in a meeting with no time limit, with a document previously prepared between them, based on a standard template, and which is always prior to setting the new goals.

  • In the case of people within the company agreement, logically they are subject to what appears there. However, there are formulas for economic and non-economic motivation for these employees, using discretionary methods that the law grants to the employer -> in this case an adequate pedagogy and explanation is required, and use these tools with great tact and measure. It must be clear that:

    • It is a measure that allows employees that we want to retain in the organization, not to leave it due to the fact that the company agreement equates everything in the remuneration system based on the category of the worker, regardless of the performance of its work in the company.

    • Discretion is a powerful weapon, but it can also work against us, so the argumentative must be as objective and neutral as possible.


Training and multi-skilling

  • Consideration of training as a strategic pillar: definition and deployment of training needs from the management through the departments, indicated in the strategy and executed according to the annual plans.

  • Internal and external training using all FUNDAE credits (or similar, depending on the country).

  • The goal is that each person on the personnel receives at least one course for each exercise.

Culture and behaviours
  • Execution of regular communication actions to make all stakeholders aware of the situation of the company and / or Group.

  • Setting up a team of change agents to embark the entire organization on change.

  • Work environment surveys – Employee Satisfaction Surveys (ESE).

    • In general, the cadence is one every two years.

    • They can be individuals, after some important event or issue that has taken place in the company, and of which it is important to know the opinion of the employees.

  • Employee manual: it is a small manual where aspects of the labor policy appear, which allows the integration of our employees in the company and the knowledge of the most important aspects of said policy, such as:

    • The Vision, Mission and Values.

    • Policies and rules _ who can do what.

    • The qualitative budget -> EED and review of objectives.

    • The commandments of management.

    • The internal communication policy.

    • The information systems security policy.

    • Travel and meeting policy.

    • Personnel recruitment procedure.

    • Functions of departments and employees.

    • The induction program for introducing new employees to the company.

    • Employee satisfaction surveys.

    • The employee company exit interview model.

    • Others.

  • Result: from 3.5 to 5.2 in 3 years in our work environment survey (ESS).

Next strategy (Nr.9) -> it is accessed by clicking on the title.
Introduction -> it is accessed by clicking on the word.

Prevention – Health and Safety (external and internal), Quality and Environment Management (QUA-ENV-SAF)