Celsia is an inclusive Company, in which employment opportunities and conditions transcend all gaps and equality is the common denominator. With this, we have happy, committed and trained employees, who manage to turn our clients into fans.
GRI (3-3) We believe in our own and different way of connecting, and in the power that culture has to transform people and mobilize towards the same purpose as a team. We know that to achieve this we must be open to change, be agile and reliable, make life easier, have the best talent to always deliver the best and grow together.
At Celsia, we embrace the diversity that enriches our Orange Culture and we value plurality of thought as a possibility to be better and discover our creative energy.
Our Management
GRI (3-3) When attracting and seeking long-term retention of talent, the objective is to ensure that it adapts to our culture, so we implement several strategies within the value proposition, such as its development, agility and flexibility, which allows us to generate memorable moments and adapt to your expectations. We seek to make each employee fall in love to grow as an organization, fulfilling the Strategic Objectives that we have by strengthening the commitment motivation, productivity, innovation and quality of life of our employees.
Some impacts related to the attraction and loyalty of human talent and our Celsia Culture are:
- In diversity, equity and inclusion, through which we generate more transparent, inclusive processes, we have a comprehensive Compensation Policy and a protocol to address and prevent workplace and sexual harassment.
- Contractors-Suppliers: Financial compensation in a timely manner, connection with the pillars of the Celsia culture, our suppliers must also be committed to respect, compliance and care of the environmental and social aspects that surround them, with the good practices aimed at safe, efficient and quality management to work with us.
All of the above in compliance with our Corporate-Governance Policies and those of Human Rights (taking into account their care).
How Do We Manage Our Impacts?
GRI (3-3) (2-23) (2-24) (2-25) (2-29)
- We analyze the life cycle of an employee as a whole: from the interview process, going through the hiring process, their development within the Organization and their withdrawal. We seek that each moment of that cycle be memorable.
- We have an Occupational Health and Safety (OHS) Policy, not only for employees but also for contractors because Occupational Health and Safety at Celsia is a condition of employment; for this, we provides training, follow-up and accompaniment.
- In accordance with existing Attraction Policies and initiatives for diversity, equity and inclusion, we promote gender equity as a fundamental element of the Organizational culture, promoting and practicing equal opportunities at work, promoting the quality of life and the balance between personal and work life with co-responsibility.
- We implement actions that promote equal participation in training, culture and employment activities in roles historically masculinized in the sector; seeking an equitable benefit in the personal and professional development and progress of our Stakeholders.
- We reject any type of discrimination or violence, and we establish mechanisms to prevent and address any form of harassment.
- We promote volunteering that involves our employees and allows them to have a space, according to their interests, to participate in various activities for community benefit.
The Celsia culture is based on four pillars, which are present in our DNA and we live every day:
We dare to be different;
We are agile and reliable;
We give our best to grow together; and
We enjoy making life easier.
Benefits for Our Employees
GRI (401-2) We look for them to have different benefits that fit their needs and which seek to positively impact their quality of life:
Employee Commitment
To ensure that work environments are healthy and safe, as well as understand the reasons why employees are committed to the Organization, we take measurements and pulses of the work environment and commitment. This allows us to ensure that our value proposition to the employee and Action Plans are effective and that their experience is memorable.
Performance Evaluation
GRI (404-3) Committed to constantly improving and growing, at Celsia we evaluate the performance of our employees to enhance and highlight their skills and be aware of the improvement opportunities.
Turnover and Mobility
We present the turnover and mobility figures of our employees during the year, broken down by nationality, geographical area, age groups, gender and employment category:
Voluntary and Total Withdrawals
The following are the data on voluntary and total withdrawals, segmented by each of the geographies where we operate, age groups, gender, job category and nationality, in addition to the respective average and total cost of contracting, destined to the processes of recruitment and selection of new employees.
New Hires
At Celsia, we know that human talent is the heart of our Company: People are a fundamental factor for the fulfillment of our Organizational Objectives. we introduce you to the new Celsians who help us to continue delivering the best energy:
Vacancies Filled by Internal Candidates and Promotions
We seek that promotion and development opportunities are active within the Organization. These are the vacancies that were filled by internal candidates:
Principal Results in 2022
GRI (3-3)
In Colombia, we obtained the Equipares Gold Category Seal with a rating of 87.17% and we recertified in Panama.
We applied affirmative actions to hire people from the region in the development of new processes. An example of this is the new Tesorito Power Plant, in which 40% of the direct employees are from the region (Córdoba).
We designed and executed a pilot in order to improve and optimize the process with SUMMA, the Shared-Services Center.
We implemented the Weighting Matrix and the selection process without biases (rèsumès with information focused on experience and skills), anonymous technical tests. Only the Leader opens the candidate information at the time of the interview with the finalists.
We encouraged and rewarded leadership through the Orange-Leader Contest, seeking with this initiative that the most outstanding employees were nominated for being an example of the Celsia Culture, with key characteristics that reflect our Leadership Style.
We constantly identified and monitored the roles that are currently segregated and implemented actions to encourage the training of women, so that they occupy leadership positions and traditionally masculinized roles.
We included some diversity fields in our Human-Talent Platform (Personal Information) that will allow us to get to know our employees better.
We generated memorable moments by constantly living our Good Energy Culture, for the employee and their families.
We accompanied Celsians in identifying and closing their development gaps, both for their role and for their projections and career plan.
Since the simplification of 214 initiatives registered and 79 completed, we saved 72,142 working hours a year, as a result achieving an 86% reduction in average time for each initiative.
We decreased the Occupational-Segregation Index and the Salary-Segregation Index.
Within the development of culture activities, we launched the Internal-Recognition Platform, obtaining 1,077 recognitions associated with culture and five for individual processes and projects.
Lessons Learned
Raising awareness of the biases that people have through multiplier employees or thematic ambassadors has a positive impact on the Organizational Culture.
Working hand in hand with the education sector to train the professionals we need in our Company and breaking paradigms strengthens the training of women so that they are prepared.
The support of the Management Team for these initiatives is essential for them to be carried out and to be successful.
by the Ministry of Labor and UNDP.
in Panama.
(Position 44, overall, and 3, in the energy, gas and water sector).
MERCO Talento, Celsia ranked 35th out of 100 companies in Colombia recognized in this ranking.
GRI (3-3) Short-, Medium- and Long-Term Objectives:
Short Term(0 to 2 years)
From the Organizational Development Team, we work on several projects that, directly or indirectly, help attract the best talent. On our various fronts, we have goals and projects such as:
- Continuing with the development of the 2.0 Culture Plan with a view to empowerment, agility and flexibility.
- Improving the moments of the employee’s life cycle: Onboarding, cultural fit and apprentice and trainee experience.
- Continuing to work on closing gender-equality gaps and on other issues of diversity, equity and inclusion in order to be an increasingly diverse Company.
- Designing strategies for the other Diversity and Inclusion (D&I) fronts: Sexual diversity and disabilities (cognitive, under review due to infrastructure issues) and analysis of the design of initiatives such as “First Job” among others, focusing on the inclusion of new generations in the work environment.
- Defining focus topics: Development and Leadership, Diversity and Inclusion, and Culture for Employer Branding.
- Strengthening the attraction process with the SUMMA Team to ensure the experience of the Celsians.
Medium Term(3 to 5 years)
- Maintaining the culture and work environment at Celsia, ensuring employee engagement and, thus, continue to be a great place to work!
- Designing moments for the employee’s life cycle, which take our Good Energy Culture into action, in order to generate memorable experiences.
- Implementing actions to close diversity gaps in our processes, especially gender, as well as carrying out activities focused on other fronts of diversity: sexual, functional, ethnic, generational, among others.
- Implementing an attraction process in which our Good Energy Culture is lived effectively, which allows us to attract and retain the best talent, by activating the best practices and market trends in order to develop experiences and moments memorable in future employees.
- Implementing actions that allow us to position Celsia as an aspirational place to work among students who are close to starting their internships.
- Empowering Celsia employees in their own development, providing them with tools that allow them to achieve their career plan and life project in an agile, efficient manner.
Long Term(6 or more years)
- Reaching a high level of maturity that allows us to ensure that the feedback processes, which today are anonymous, are carried out constantly and with active conversations.
- Being one of the best companies to work for in the energy sector in the countries where we are present, with a focus on the business of Electric Mobility, Retail and Internet and Digital Energy Marketing.
- Advancing the Diversity and Inclusion Strategy focused on closing gender-equity gaps.
- Deploying and sustaining the employee experience through the moments that matter in their work-life cycle, putting our Good Energy Culture into action, in order to create memorable experiences
- Maintaining favorability, building trust and commitment within our work environment.
- Developing training programs in soft skills with simulators, using virtual-reality technology.
Celsia Culture: It is the way of doing things in the Company, understanding that it is the best way to establish it as a pioneering, innovative, disruptive, empathetic Organization that generates value for all its Stakeholders.
Employee Commitment: A perception of the type and quality of relationships and the feelings that the Company produces in our employees.
Equipares Seal: This is a certification program that recognizes companies and organizations that correctly implement the Gender-Equality Management System. This certification is granted by the Ministry of Labor and the Presidential Council for Women’s Equality, with the technical support of the United Nations Development Programme (UNDP).
Cultural Fit: A test to identify the characteristics of the Celsia culture and,, thus evaluate it in new recruits during the selection process.
Employee Commitment: A perception of the type and quality of relationships and the 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 tailored to their needs, generating attraction, retention and development of talent.
Diversity and Inclusion: A Strategy focused on closing gender-equality gaps and accepting differences.
Onboarding: An induction process for our employees, which happens when a person joins our Company in order for them to know our entire Organization and Culture in detail.
OHS: Occupational Health and Safety.
Lineman: The employees who perform work roles in the electrical networks.
