Year 2020 was very challenging for the entire Amarilo family. Within the framework of the health emergency caused by the COVID-19 pandemic, one of the primary fronts of the company was to protect and to look after the wellbeing of all of its workers.
In this way, to implement the measures decreed by the National Government, on the 18th of March it was decided to send home all workers and to allow the remote work from home of those people whose physical presence at the company’s facilities was not indispensable. Regarding the sales rooms and the work sites, the same remained closed from that date until the 29th of April, moment in which the National Government authorized the gradual opening of several economic sectors that were critical for the reactivation of the economy, which included the construction sector.
Our commitment, from that moment, was to proceed with an organized reopening, guaranteeing the implementation of the biosafety protocols with the strictest rigor in our 60 projects nationwide, fully complying with the measures of social distancing, disinfection, personnel protection, working hours, among other. Also, we were able to open the showrooms on the 1st of June, with all the protocols in place. It is worth mentioning that most of the workers of the corporate headquarters continued working from home for the whole year, and all the resources needed to do so were given to them.
GRI 102-8 A primary objective of the company is to hire, improve and retain high-potential employees. To do so, there are talent processes in place in which we endeavor to identify the groups or workers who have the greater projection in the company, defining potential development plans and ensuring a fair and competitive compensation. GRI 103-1, 103-2, 103-3
During year 2020, the company was able to maintain the same employment conditions of the workers, always abiding by the principles of equality, inclusion, respect and diversity.
However, after a rigorous review of the structure of the business enterprise, considering the new circumstances that we were facing, associated to the pandemic and the effects thereof on our operation, in May of 2020 we implemented a voluntary retirement plan for a group of people (31 in total) that represented 1.76 % of the total of employees of the company at that time.
Composition of the human talent by age range
Talent according to location
The people who come to work for the company undergo an exhaustive selection process in which the technical and human competencies are assessed, as well as the adjustment of the candidates to the values and the culture of the business enterprise. We select people that are passionate about their work, with a vocation of service, capacity to learn, leadership skills and adaptation to change; conditions that are important to reach the strategic objectives of the company, particularly in a year so atypical as 2020.
We prioritize the retention of the key talent, implementing training and development actions that allow us to make the most of the talent, at the same time that we see to the maintenance of a good labor climate and a fair and competitive compensation. GRI 103-1, 103-2
Workers who worked at
job sites or sales rooms
613
DIRECTS
950
TEMPS
Direct workers who worked
from home or in alternation
346
DIRECTS
Workers with permanent paid leave (article 140, CST)
3
DIRECTS
9
TEMPS
In spite of the challenges brought by the COVID-19 pandemic, we at Amarilo celebrate the growth of several workers through professional promotions.
MEN
2019
2020
WOMEN
2019
2020
Turnover rate
2019
2020
The direct hiring by Amarilo was reduced this year for two reason: first, because the process of mass hiring that the company was carrying out for the personnel that had initially been hired through temporary services’ companies concluded, and, second, due to the completion of some of the projects. In addition, due to the global conjuncture derived from the pandemic, the company froze the new hires until the second half of the year, moment in which a reactivation of the sales was evidenced. The vacancies caused by the retirement of personnel were not filled in an immediate manner, awaiting the evolution of the situation. The foregoing, of course, had an impact on the turnover of personnel, which closed, in December of year 2020 in -0.56 %. GRI 401-1
During the year the priority was the hiring of the operational personnel for the job sites to boost the reactivation of the construction of the projects as soon as the National Government and the local authorities allowed us to reopen them.
New Hires
New Direct Hires
Amarilo
New Temporary
and Direct Hires
| NEW HIRES BY POSITION | 2020 | |
|---|---|---|
| MEN | WOMEN | |
| Managers and directors | 5 | 3 |
| Coordinators / residents | 29 | 16 |
| Analysts | 11 | 18 |
| Room Managers | 0 | 1 |
| Consultants and commercial executives | 5 | 20 |
| Auxiliaries: office, administrative and engineering auxiliaries | 13 | 18 |
| Building Masters and Warehousemen | 13 | 0 |
| Operational Personnel | 47 | 0 |
A relevant factor for the company is to provide for the workers a safe and harmonious work environment, in which we look after the equality, the respect for the diversity and the inclusion. In all of our processes we assess the experience, the knowledge and the skills of the person, without distinction of gender, identity or race.
In order to guarantee a favorable working environment, periodically we carry out surveys to measure the organizational climate and, based on the results, we define action plans that promote the motivation, the commitment and the wellbeing of all of our workers. The Organizational Climate Survey is made every two years. In year 2020, it was carried out during the months of February and March.
We generate different spaces for the people to take part in activities related to healthy lifestyles (sports, nutrition, health, integration, among other). As part of the Amarilo Vital program, which seeks to promote the physical activity and the healthy eating habits, the wellbeing spaces were adjusted so the people were able to take advantage of them in the new virtual reality: classes of yoga, zumba, stretching, active pauses, activities of integration and leisure (contests to play as a family, bingo).
*The frequency indicates that one single worker took part in several activities.
Total, licenses 37
20 Men
17 Women
No. of employees who returned to work after the leave
37
No. of employees who came back and stayed
34
The retention rate for the licenses
ended in 2020 was
affected by:
Expiration
of contract
Voluntary
retirement
Mutual
consent
Among the strategies for the retention of the human talent, the training and the development play a crucial role; that is why we focus on implementing programs that strengthen the skills needed for the integral growth of our workers. We promote the professional development within the business enterprise in order to prepare the workers to be able to have access to new opportunities in the company. GRI 103-1 GRI 103-2
However, we do not necessarily conceive the growth with hierarchic promotions in order to have a low turnover rate in the company, but also to give the possibility to increase the responsibilities regarding scope in the position itself or in other areas.
To prepare the people to assume new challenges, we developed an annual training plan that seeks to strengthen the technical competences and the skills that are relevant for the business enterprise. The training programs were adapted and focused on the needs that arose according to the new reality, in particular reinforcing issues of leadership and communication, as well as to provide to the people the tools to work from home in an adequate and correct manner. GRI 103-2, GRI 103-3
Within the framework of the conjuncture, the training in biosafety was carried out jointly with the area managers and the support of the Occupational Risk Manager (ARL by its Spanish acronym), and it was defined to cover several different topics and to reach all the direct and temporary workers, as well as the contractors in the work centers:
Permanent training in biosafety protocols and cares to be taken inside and outside of the work sites, implementing several strategies, including digital channels that ensure the coverage of the entire population.
Every day, the OSH team reinforces, in all the projects the concepts of the biosafety protocols and their application in the day to day, as well as the communication and the training in the changes that may be required.
Simultaneously, the company has furnished its workers with tools for the adequate management of the emotions in the current situation, through virtual talks and conferences.
GRI 404-2, 205-2
Total training hours
Amarilo
Total training hours
for unskilled labor
Total training hours
for skilled labor
Total training hours
for top management
GRI 404-1
Amarilo seeks to have high standards of effectiveness and quality in its processes. To ensure their compliance, we measure, in a periodic manner, the individual performance, propitiating support spaces in which the bosses can boost and motivate the workers to generate a greater value for the company. This year we evaluated 431 workers. GRI 404-3 GRI 103-1
We assessed all the people who complied with the conditions defined in the performance evaluation policy. This tool allows us to identify the level of compliance in respect to the management indicators and the gaps in terms of competencies, to give focus, in this way, to the training and instruction programs. In addition, it allows us to make decisions regarding promotions and opportunities of development.
Performance
evaluation by gender
The performance evaluation applies to all the workers who have started to work with the company before the 30th of April of year 2020. All the workers from the position of analyst I, at the main office; of resident, at the site, and room manager, at the showroom, are evaluated on an annual basis, provided the conditions defined in the policy are met.GRI 103-2, 103-3
