In order to respond to its sustainability challenges, CAP’s major assets are its workers and collaborators.
Amid a scenario of economic and regulatory uncertainty and of low international iron ore and iron product prices, the companies face the challenge of remaining sustainable through innovation and human capital management.
Additionally, the new generations face their working life with great dynamism and speed, expecting to develop professionally in collaborative environments among their peers and by interacting through corporate social networks with clients and suppliers. The big challenge lies in how to attract and retain such talents.
In 2016, CAP’s own workforce was formed by 4,119 workers and 4,417 contractors.
|
Minería |
Acero |
Procesamiento |
Infraestructura |
CAP S.A. |
||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
2014 |
2015 |
2016 |
2014 |
2015 |
2016 |
2014 |
2015 |
2016 |
2014 |
2015 |
2016 |
2014 |
2015 |
2016 |
Own Workers |
2,847 |
2,310 |
2,271 |
1,037 |
972 |
949 |
840 |
842 |
816 |
9 |
13 |
28 |
68 |
56 |
55 |
Workers of contractors |
3,351 |
2,576 |
2,651 |
1,483 |
1,358 |
1,343 |
276 |
238 |
277 |
7 |
368 |
124 |
25 |
22 |
22 |
Total workforce |
6,198 |
4,886 |
4,922 |
2,520 |
2,330 |
2,292 |
1,116 |
1,070 |
1,093 |
16 |
381 |
152 |
93 |
78 |
77 |
1Dates as of December 31. Minería includes CMP, Imopac, Petropac and Masa; Excludes apprentices. Procesamiento includes Cintac, Tupemesa and TASA. Infraestructura includes Aguas CAP and Puerto Las Losas. Total own workers 2015 differs from the 2015 report because it did not include the 4 Puerto Las Losas workers.
In order to build the New CAP, more resilient, diversified and focused on excellence, in 2016, the Group materialized the publication of the new “Corporate polices of human resources and sustaibanility”. These policies govern, among others, the issues of: Recruitment and selection management; Learning management; Recognition management; Performance and recognition management; Development and leadership management; Social relationships management; and, Diversity and quality of life management.
CAP’s recruiting processes favor attracting and selecting candidates with the precise competencies required by each position, within the framework of the Group’s culture and values. Internal candidates are given priority because of the high specialization of our business; one in which technical skills are assets that need to be preserved.
In 2016, the company was ranked number-one in the steel industry sector, in terms of wooing talent, according to a Merco Talento study. This study ponders the opinions of various stakeholder groups with respect to labor quality, employer brand and internal reputation.
With respect to retention, unwanted rotation was 1.9 and unscheduled absenteeism reached 2.6.
In order to motivate its workers and align them with its business goals, the company manages people’s objectives, income and performance. Fixed compensation is linked to development and performance, while variable compensation is linked to the achievement of objectives.
For workers who are within a collective agreement, each work contract establishes a system of performance management. In the case of workers not subject to collective agreements, short and medium-term goals are established via the management by objectives (DPO, in its Spanish acronym).
On the other hand, the Development Dialogues (2D) permit managing how people develop their skills in order to meet the needs of their position and achieve the required results; albeit always fostering a continuous feedback via the respective supervisors.
In 2016, 68% of all company workers were subjected to a performance evaluation, based on quantitative indicators.
With a view toward ensuring the sustainability of the organization and responding to new challenges, progress made during 2016 to systematize the company’s Succession Plan while also strengthening the executive’s leadership skills. All this is handled around the “Leaders 4 the Future” program that covers the selection, follow-up and mentoring of future company leaders.
Additionally, the company implemented the “We are CAP” program, aimed at delivering and developing tools to improve the quality and effectiveness of the work of persons, build trust networks that would promote collaboration and coordinated work, while sealing all this with a leadership stamp common to all CAP Group workers and promoting corporate values.
The company vision is to retain and develop its leaders and workers so that they can perform professionally in an optimum manner, not just in their current jobs, but also anticipating their future challenges, contributing to their personal development and promoting the transfer of knowledge within the Group.
During the period 2016, a total of US$ 747,861 dollars and 101,265 man/hours were invested in training. All this was focused on the needs of each company in terms of the development of their technical and management skills, the environment, occupational safety and in strengthening their respective working environment. Additionally, innovation tools were delivered and opportunities afforded to complete certifications, professional diplomas and master’s degrees. The company understands training not merely as a way to invest in its workers, but also as a way of compensation and recognition.
Innovation is a broad spectrum that ranges from continuous improvements through incremental enhancements to radical innovations and technological breakthroughs. The continuous improvement process has resulted in very relevant achievements for the Group. For example, at CAP Acero, between 2015 and 2016, productivity increased by 359 tons of liquid steel/year/person to an all-time high of 410 tons, and the annual return per person (US$ / year) increased by 300% in the past five years thanks to a reduction in the total consumption of energy per ton of steel.
Another example of innovation in CAP’s organization is the so-called Communities of Practice (CoP; which, since 2015, are working to generate cross-cutting synergies between the Group’s companies.
The new corporate policy, approved in 2016, reaffirmed the Policy of Diversity and Quality of Working Life posted in 2015. It establishes an affirmative stance against non-discrimination, recognizing richness in the diversity of people, and innovation in the marketplace.
Within the framework of this declaration of principles, CAP supports programs of research, training and dissemination, both inside and outside the organization, and incorporates a system of diversity management that allows all Group companies to move forward on this issue.
There are numerous international studies that highlight the advantages of a greater presence of women at all levels in organizations. They evidence the contribution that diversity makes to the business, as well as to the productivity and competitiveness of the country. In Chile, the participation of women in the labor market has been slow and in positions of greater responsibility their participation is almost non-existent.
CAP is convinced that it is possible to improve this situation in various ways, including through public-private partnerships. For this reason, the company has been furthering the + Mujeres Network; which, in partnership with the Inter-American Development Bank (IDB) and Chile’s Undersecretary’s Office of the Ministry of the Economy, has invited key stakeholders to encourage the participation of women in the private world.
At CAP, 8.4% of its staff is comprised of women and 7.5% of women occupy senior executive positions. Thus, the company’s wage gap by gender (monthly gross income of women as compared to that of men) improved from 70% in 2015 to 91% in 2016.
| 2014 | 2015 | 2016 | |
|---|---|---|---|
| Nº de mujeres trabajadoras propias | 322 | 293 | xx |
| % de la fuerza laboral propia | 7,9% | 8,6% | xx |
| Brecha salarial promedio | xx | 70% | xx |
In order to continue to manage the workers’ commitment toward the company, perception studies are carried out. The “Committed” survey, for example, measures every two years the commitment and quality of labor life in all the companies of the Group. This survey was carried out in 2015 and will be carried out again in 2017.
The ESG Compass Survey was carried out in 2016 aimed at measuring workers’ perception with respect to Critical Sustainability Factors of the company. The survey covered professionals, chiefs and executives and established that at least 70% of all workers “agree” or “very much agree” with the general management of the company regarding the environment, internal and external social issues and sustainability governance, ranking the Group’s performance on a “medium-to-high” level.
CAP and its companies have a number of means of communication and information. Noteworthy among them are the Corporate Intranet, www.portal.cap.cl and the publications: Visión XXI of CAP Mineria and Metalito of CAP Acero that periodically inform, educate and promote the Group’s corporate values. In 2016, CAP decided to further rely on the use of technology in order to achieve greater transparency and thus reduce information asymmetries. In line with the foregoing, it transmitted live the proceedings of the company’s Annual Shareholders’ Meeting as well as the year-end submission of results of CAP’s General Manager through the website and the corporate intranet.
Moreover, there are official channels that enable workers to denounce questionable practices or activities that violate the Group’s Code of Ethics and Good Practices.
