Celsia Culture
Talent Development
We promote the talent development of our employees in order to motivate their growth and high individual and collective performance in the Organization.
GRI (103-1) At Celsia, we firmly believe in the power of culture to transform people and move an entire organization forward. The achievements of 2021 were possible, due to the commitment of our employees, who always go the extra mile.
At Celsia we work to empower people with the criteria to overcome uncertainty, have an innovative and agile mentality, and live the pillars of culture to enrich the lives of our customers.
During 2021, we continued our focus on being more disruptive; we developed programs that strengthened the capabilities of our employees in matters of technology for remote work, data analytics with Power BI and skills for process simplification; however, awareness and self-care were also part of that work plan.
For Celsia, leaders play a fundamental role in the continuous promotion of culture, which is why we seek to provide them with fundamental tools and knowledge to take on this challenge with empowerment, trust, communication and empathy. Within the framework of our cultural pillars, we seek to promote and accompany their comprehensive development, in order to motivate their growth and high individual and collective performance within the Organization.
Our Management
GRI (103-2) In order to have personally and professionally outstanding, committed and comprehensive employees, we offer them practices and programs that increase their commitment, motivation, innovation and quality of life.Through a disruptive culture – which is what makes us different from other companies – we drive business to provide the best experience to our clients. Some aspects of our culture are:
- There are no positions, but roles.
- We removed the organizational charts.
- We eliminated office formats and doors.
- We promote interdisciplinary work cells.
- We have close leaders and teams of learning people
- We simplify and robotize processes to be more agile for our clients.
- We maintain a continuous transformation.
DJSI (3.4.1) GRI (404-1) We offer 100% of our employees training programs that promote skill acquisition and help them improve the management of their role and their personal skills.
These training programs are part of the E4 Academy, which is the articulator of human capital development efforts. Additionally, we develop organizational capabilities that leverage our MEGA. These are the programs that we highlight:
Organizational capacity-development program:
Such as using Office productivity tools, data management, process simplification, agility, soft skills and human being. Some of these have been developed within the framework of different training agreements, for example, with SENA and the ICT Ministry of Colombia.
The Knowledge and Take Good Energy Fair:
This is an interactive event where we seek that all employees learn about the Organizations services and businesses, and how – through these – we give added value to our clients as a client-centric company. With the conditions of distancing restrictions in some sites and plants, due to the pandemic, the most recent version of the Fair during 2021 was held virtually, where we had 17 knowledge and service stands with more than 104 hours of presence in the stands and a total of 33,913 visits.
Training
Training Hours
Training hours
Investment in Training
Investment in training
Development Programs
DJSI (3.4.1) GRI (404-2)
Facilitator’s play program
Description of the Purpose of the Program / Benefits for the Business
This program seeks to strengthen the capacities of employees who have technical knowledge and want to learn to plan, design, and carry out an interactive-teaching process through virtual and technological environments with different methodologies and digital applications. Thus they will be able to transfer the content and learning to the group, based on Celsia’s learning methodology.
Quantitative Impact of the Benefits for the Business
This program has generated an impact on our Company’s knowledge management, where knowledge has been transferred through 63 courses given by internal employees; 19,283 hours of internal training have been given, an increase of 12%, in addition to 87% satisfaction of those attending the training, guided by facilitators trained in the program.
42
Number of Employee Participants
1.91
Percentage of Employee Participants
Leadership development program
Description of the Purpose of the Program / Benefits for the Business
This Corporate Leadership program works on two focuses: The first is the Leadership Introduction that addresses our culture of leadership at Celsia and the issues inherent to the management of a leader: Celsia Culture, Introduction to Flow, Influence and Converge (FIC), labor issues, performance management and the YEC (I Choose to Take Care of Myself) Culture; the second is based on the three dimensions of leadership, according to the FIC methodology.
It is aimed at leaders who are responsible for disseminating and applying in their work teams the knowledge tools and experiences lived in the program, which seeks to provide managerial instruments to strengthen the leadership capacity and, thus, reach their maximum potential in the execution of their work, achieving harmony in teamwork and strengthening high-performance leadership and impacting their work teams.
Quantitative Impact of the Benefits for the Business
We found that our employees qualified the experience of the values with a score of 93% for our leaders.
With our leadership program, we managed to strengthen issues of managing people and teams, with a score of 80%; in communication and development skills, our employees reached 87%, allowing them to contribute to the understanding of the fundamental tools and knowledge to take on the challenge of leadership and continue to be agile and reliable.
363
Number of Employee Participants
26.5
Percentage of Employee Participants
Main results
GRI (103-3) Although the COVID19 pandemic had a lesser impact in 2021, the beginning of the year was challenging to define the training and development topics that we could resume, based on the restrictions still in force. However, we managed to implement different development and training programs for employees, adopting the continuity of virtual modalities. Some of these key achievements were framed in:
Strengthening the development of key capacities in the Organization through the Organizational Capacity Development Program in agreement with SEND and the ICT Ministry of Colombia. Through this program and the different agreements, more than 500 Celsia employees were impacted in 2021.
Strengthening the Talent Development Strategy through progress in defining the Knowledge Management Model and the development of Corporate skills within the framework of the E4 Academy.
Developing a space to transfer our learning to our contractors through a virtual platform.
DJSI (3.4.1) Executing 94,616 total hours of training (internal and external), 40.29 hours per employee and 52,000 total virtual hours.
Accompanying more than 360 of our leaders, in terms of communication, empathy, handling of uncertainty and empowerment.
Using a methodology based on the Kirkpatrick Model, Level 4, we quantitatively estimate the return on investment (ROI) made in training programs. We assess learning application and expected behavior and compare them to the cost of training activities. In 2021, we applied part of this methodology to understand the ROI in the training program associated with the Meter Laboratory Program.
New Challenges
GRI (103-2)
These are our short-, medium- and long-term challenges:
(0 to 2 years)
- Ensure the continuity of the development of new Organizational capacities required to leverage the achievement of the MEGA.
- Design an inhouse specialization program in agreement with universities.
- Implement new training programs that involve technologies, such as virtual and augmented reality for training in high-risk jobs.
- Use data analytics to characterize behavior patterns in training, which allows us to have a more-predictive training model.
- Strengthen our registration schemes and training reports to leverage equity and diversity issues in the Organization; and with the design of programs on gender and training so that men and women acquire skills to perform in non-traditional roles for their same sex.
(3 to 5 years)
- Strengthen the Knowledge Management Model with the inclusion of new practice and our Celsia client-focused culture.
- Develop a laboratory cell for creative problem solving, based on a start-up mentality.
- Development training programs with SENA that strengthen the labor-market capacities of the female gender in the energy sector.
(6 or more years)
- Have a Contractor Training Center in alliance with SENA.
- Develop training programs in soft skills with simulators, using virtual reality technology.
Glossary
Academy E4: An Educa-Model Energy School. It is also our Corporate university, where we support and develop all training initiatives through appropriate management of knowledge.
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.
