Celsia Culture

We have the best energy; that is why we know that culture has a transforming power. Our employees are the talent that differentiates us. We work with them to meet all of our goals.

Integrated Report 2020 / Celsia Culture

This chapter covers the topics:

Labor
practices

Talent
development

Talent attraction and retention

Occupational Health and Safety

Introduction

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We are the company with the best energy. We believe in the power of culture to transform people and move the entire organization forward. To remain over time, we continue to advance thanks to our pillars of culture: we dare to be different, we do our best to grow together, we are agile and reliable, and we enjoy making life easier.

At Celsia, we know that our employees are essential to meet the goals of the MEGA; for this reason, we make available practices and programs to 100% of our talent that strengthen their competencies, their innovative and agile thinking, oriented to the service of our clients. We are proud to impact the quality of their life and that of their families.

We are convinced that – to achieve better results – we must be diverse and equitable:

Thirty percent (30%) of our employees are women.
In 2020, we achieved a growth of 11.7% in the number of women in our workforce and we received important recognitions in terms of diversity.
In Colombia, we achieved the Equipares Silver Seal of Labor Equity, awarded by the Ministry of Labor and by the United Nations Development Programme (UNDP); and in Panama we retained the Gold Seal Gender Equality Management System certification.

Employees by generational ranges

Centennials

2.96%

(63)

Millennials

42.70%

(910)

Generation X

43.27%

(922)

Baby boomers

11.07%

(236)

In 2020, we obtained a result of 1.08% in our voluntary turnover rate and a 3.71% total turnover rate.

Regarding the training and development of our employees, in 2020 we invested more than COP 2.888 billion in training programs, which were taught in more than 95,609 hours.

Some of our main achievements were:

Strengthening the Talent Development Strategy and advancing in the definition of the Knowledge-Management Model and the development of Corporate competencies.
Reaching an average of 44.87 hours of training for each of our 2,131 employees.
Strengthening more than 360 leaders in communication, empathy, uncertainty management and empowerment.

Among our training programs, we can highlight the:

Data-analysis program and new organizational capabilities.
Digital platforms for training and continuing education.
Trainer of Trainers: We provide methodological and didactic tools for our employees from being, knowing and doing.
Take the Baton: An umbrella leadership-training program to develop the awareness of our leaders in Celsia.

We continue to make safety a value and a lifestyle; we take care of our employees and contractors at all times, creating safe, healthy environments to protect their integrity. Our goal is that they return safely to their homes every day, since their safety is vital and non-negotiable.

During 2020, we trained

100%

of our employees
and contractors in
Occupational Health and Safety (OHS)

We executed

48,418

hours of training (15,435
hours to employees and
32,983 to contractors)

The topics were risk management, electrical risk, training in the Occupational Health and Safety Management System tools, I Choose to Take Care of Myself, among others.

In 2020, we managed to meet the goals in the Frequency and Severity Indices: We had reductions of 12.14% and 11.91%, respectively, compared to 2019.

How did we respond to COVID-19?

During 2020, in the pandemic situation, we challenged ourselves with five basic principles of action to make our decisions:

To maintain employment. Proof of this is that we increased our workforce by 11%, compared to 2019.
To take care of our employees, strengthening our I Choose to Take Care of Myself Occupational Health and Safety Management System, where we motivated our employees and contractors to voluntarily decide to stay healthy and safe.
To take care of our clients through innovative, agile and timely actions, always aimed at service.
To continue being responsible to society for the construction and consolidation of relationships of mutual respect and shared benefit with our Stakeholder.
To make the Company sustainable and remain over time.

Labor practices

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Talent development

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Talent attraction and retention

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Occupational Health and Safety

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Glossary

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Academia E4
An Educa Model Energy School. It is also our Corporate university, where we support and develop all the training initiatives through appropriate management of knowledge.
Celsia Culture
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.
Collective Negotiation
A voluntary process conducted between workers' associations grouped in collective pacts or union organizations and employers.
Diversity and Inclusion
A strategy focused on closing the gender-equality gaps and accepting differences.
Employee Engagement
Perception of the type and quality of relationships and feelings that the Company produces in our employees.
Employee Experience
The design and implementation of moments of truth and knowledge of the employee to present proposals and benefits adjusted to their needs, generating attraction, retention and development of talent.
Equipares Seal
A certification program that recognizes companies that effectively implement efforts to achieve gender equality and cultural transformation.
Frequency Index (FI)
An indicator that measures the frequency with which accidents occur during the workday for every million hours worked.
I Choose to Take Care of Myself (Yo Elijo Cuidarme, YEC, in Spanish)
The internal transformation program to turn safety into a life value.
"Independent" Level
Internal motivation that generates a high commitment to self-care, due to the great involvement with procedures that internalize safety and lead it to personal values; the result is to generate safe experiences and healthy habits.
Kirkpatrick Model
The training or indicator measurement model consisting of four levels: Level 1 (Reaction), Level 2 (Learning), Level 3 (Behavior), Level 4 (Results).
MEGA
Large and Ambitious Goal (Meta Grande y Ambiciosa) that provides strategic guidelines to the Organization.
Onboarding
The induction process for our employees, which happens when they enter our Company; its purpose is for them to know in detail our entire Organization and culture.
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.
Personnel Turnover Rate
The indicator that measures the Number of employees entering and leaving the Organization in relation to the total average number of employees in a period of time.
Severity Index (SI)
An indicator that measures the severity of work accidents and represents the number of days lost per million hours worked.

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ENERGY FOR LIFE

Celsia Culture

1,897

234

2,131

3.3%

0%

2.96%

96.7%

100%

97.04%

69.4%

75.21%

70.06%

30.57%

24.79%

29.94%

2.96%

42.70%

43.27%

11.07%

100%

48,418

Academia E4

Celsia Culture

Collective Negotiation

Diversity and Inclusion

Employee Engagement

Employee Experience

Equipares Seal

Frequency Index (FI)

I Choose to Take Care of Myself (Yo Elijo Cuidarme, YEC, in Spanish)

"Independent" Level

Kirkpatrick Model

MEGA

Onboarding

Performance Evaluation by Methodology

Personnel Turnover Rate

Severity Index (SI)