(103-1) At Celsia we know that human talent is the heart of our Company: people are a fundamental factor in achieving our organizational objectives. Through them we manage each of our businesses and the experience of our clients. Therefore, our talent is an asset that we take great care of. We are proud to impact the quality of life of more than 1,900 people and their families in Colombia and Central America.
At Celsia we are not talking about principles or values, but about pillars. They are simple, concrete and we reflect them in each act:
Unlike traditional companies, we eliminated positions and instead established roles, where what matters are actions, collaborative work and individual and team goals.
We allow easy access and interaction:
- Open-door offices.
- Easy access for visitors.
- Collaborative spaces and work tables where teams interact permanently.
Cell work: We create temporary work teams made up of employees from different areas to define new products, improve them and solve problems with creative perspectives, always focused on the customer experience.
We have a Gender Equity and Diversity Policy, where Occupational Health and Safety (OHS) are a life value.
Employee Turnover Rate (%)
Re-expression of Data:
We have corrected the value published in the 2018 Integrated Report for the concept of voluntary rotation in 2018, because other causes of employee resignation were included. The current value only contains the voluntary resignations.
Employees who have received Performance Evaluation by Methodology
Organizational Culture and Work Environment
In 2019, we managed to position ourselves among the 100 organizations defined as “The Best Places to Work in Latin America,” breaking the barriers of the geographies where we operate. This was established by the ranking of Great Place to Work (GPTW) in the region.
Likewise, and according to the same ranking, Celsia is one of the best 25 companies for women in Colombia; we rank 22. This is the first time that this measurement of gender equality has been carried out in the workplaces in the country.
Additionally, we rank third among 70 companies that participated in the PAR Medellín 2019 Ranking, which measures the progress or closing of gaps in gender equality in labor issues in Colombia.
We connected again with the Take the Good Energy program, with which we visited the company’s headquarters so that our employees had the opportunity to manage their requirements and concerns, in addition to learning about the different tools that support the solution of their needs.
Annually, we encourage and reward leadership through the Orange Leader contest. With this initiative, the most outstanding employees are nominated for being an example of the Celsia culture, with key characteristics that reflect the four pillars of the culture of good energy:
Have influence and influence your team.
Be inspirators and motivators to go further.
Be ambassadors of our culture.
Seeking that our employees can project all their creativity, we also created CelsiaTubers, an initiative for those who – in addition to vibrating with the orange culture – have an interest in audiovisual development and the digital environment. Thus, a group of employees became content creators, for which we provided a series of useful workshops to enhance their narrative and editing skills, and to validate the culture of good energy.
Finally, our Celsia Culture was highlighted among the most exemplary in Colombia to innovate, taking into account three elements:
Thanks to this, we ranked sixth in the Great Culture to Innovate ranking.
We stand out for the increase in the acceptance of employees for the workplace, the commitment to the Organization and the Company’s vision, the benefits that improve the quality of life and the advancement of leaders, who in addition to being accessible, recognize the work of the people.
Benefits for Our Employees
We offer benefits to our full-time employees:
Work – Life Balance
Health and Wellness
We developed processes that allowed us to attract and choose the best talent. In 2019 we hired 154 new employees, primarily for the Commercial, Transmission and Distribution, and Generation business teams. In addition, we promoted 113 people.
We are among the 25 best companies to work for in the MERCO Talent ranking.
We updated our internal recruitment portal in the Success Factors tool.
We invested more than COP 11 billion in improvements to physical facilities for the well-being of our clients and collaborators.
We recognized the results achieved by the different work teams, for which we paid more than COP 24 billion in variable compensation to our employees.
We invested COP 1.260 billion in benefits and well-being for our employees and their families, including 26 housing loans and 768 educational benefits.
Achieve an internal promotion of 8% of the employees.
Strengthen the organizational culture in the new operation in Tolima to guarantee the success of the integration of this new region.
Consolidate the Integral Compensation Model, ensuring that 100% of employees comprehensively understand their compensation, not only taking into account the fixed salary.
Work in our employer brand through an Employee Value Proposition (EVP) that positions us as the Argos Business Group.
Seek innovative practices that provide flexible benefit plans and life-work incorporation experiences.
Achieve a turnover rate better than or equal to the immediately previous year (6.13% consolidated 2018).
Incorporate internal and external client measurements in the team's decision-making process as a strategy to make the client experience a priority.
Update our measurement of commitment to international standards.
Simplify the Organization’s processes through the implementation of Robotic Process Automation (RPA), digitization of physical formats and elimination of electronic formats not necessary in the processes.
Be one of the best companies to work in the energy sector in the countries where we are present, with a focus on the business of electric mobility, retail and the Internet.
The way of doing things in the Company, understanding that it is the best way to establish it as a pioneering, innovative, disruptive, empathetic and value-generating company for all our Stakeholders.
A Big and Ambitious Goal that provides strategic guidelines to the Organization.
Employee Turnover Rate
An indicator that measures the number of employees entering and leaving the Organization in relation to the average total number of employees, in a period of time.
Performance Evaluation by Methodology
An evaluation methodology to know the performance and work performance of an employee. It is a complete and constructive review that measures and accounts for the strengths and weaknesses of the employees.
Perception of the type and quality of relationships and feelings that the Company produces for our employees.