About us

We offer stable, quality employment as well as a solid, structured and attractive professional career

Characteristics of our professionals include thoroughness and professionalism, an interest in life-long learning and self-improvement, an innovative spirit

We believe promoting a safe, quality working environment is essential, prioritising the personal and professional development of our employees. We also promote a work environment based on respect, dialogue, an appreciation of diversity and, naturally, responsible behaviour.

We have a standard global recruitment process for all our businesses and the countries where we operate, through which we guarantee best practice in the identification, recruitment and retention of talent.

Compliance with our Code of Ethics is obligatory and it establishes the guidelines that govern the ethical conduct of our employees during their daily work, in particular regarding their relationships and interactions with stakeholders.

Our commitments to people

Best practice

We apply in the identification, attraction and retention of the talent necessary for developing our businesses while ensuring the principles of equality and non-discrimination on any grounds.

Development

Fostering the professional development of people within the talent management model, ensuring the availability, for all professionals, of the resources, programmes and tools necessary to enhance their skills and abilities.

Motivation

Promoting a motivating work environment that ensures internal recognition of the effort culture, the necessary independence to enable creation, development and innovation, and a suitable framework of compensation.

Flexibility

Promoting the effective implementation of flexibility mechanisms that facilitate a balance between work and personal life while fostering the human and social development of our people.

Diversity and equal

Fostering diversity and equal opportunities within an environment of respect, constant listening and dialogue, while paying special attention to the inclusion of disability and extending this commitment to suppliers and partner companies

Communication

Promoting constant communication between the company and social representatives to enable feedback on decision-making processes.

Our value proposal

Creating sustainable value and transformation have continued to be the pillars of our strategic plan, evolving the organisational model towards a new, simpler and more level structure with the aim of reducing the scope of control and the model’s complexity, giving the business units full responsibility and optimising the support they receive from the corporate functions.

One of the most significant pillars of the talent strategy has been development and training, both focused on defining and implementing the digital profile of professionals as the key to the future. The first step towards this transformation was finding out the starting point of the workforce’s digital skills through the voluntary participation of over 6,000 professionals across all businesses and regions, which enabled us to create an objective map of existing digital skills and skills to be developed. The overall results indicate that our professionals are prepared to incorporate and use technology (70%) in their work, while showing an interest in learning, factors that have led to the smooth launch of our Digital Academy.

We believe it is essential to foster diversity and equal opportunities and to create an environment based on respect, and constant listening and dialogue, paying special attention to achieving objectives in issues related to gender and the inclusion of people with disabilities, extending this commitment to suppliers and partner companies.

We promote an inclusive culture of awareness and actions that integrate and bring together diversity. This perspective of interest in people guides the company’s way of working and achieving its objectives, and it shares this vision with the entire value chain in the different businesses in which it operates.

This all-encompassing commitment is upheld in the Sustainability and People Strategy, the Corporate Responsibility Policy, the Code of Ethics, the Gender Equality Policy and the Workplace Harassment Prevention Protocol.

Our Equality Plan identifies the strengths that should be maintained and highlights the weaknesses that need to be corrected, as identified by an external expert. These points determine the path that should be followed, indicating actions in the areas of communication and awareness, culture and leadership, development and promotion, payment, flexibility and work/life balance, recruitment, harassment prevention, measurement and monitoring.

Our commitment to equality was awarded the “Business Equality Label” (DIE) by the Ministry of the Presidency, Relationships with Parliament and Equality in November 2018, which is still valid, for our implementation of equal opportunities policies through comprehensive, measurable equality plans with specific results. This certification is granted after an exhaustive process to verify activities related to equality with the aim of establishing the level of excellence and mainstreaming in management.

Diversity management is part of our commitment to a sustainable business project and it is being validated through initiatives implemented within three action lines: gender, disability and age.

• Gender: progress is being made in boosting the active role of women in different spaces in the company, consolidating the prioritisation of female management talent within the new organisational model, with the aim of moving forward in our commitment to finding a gender balance in the company.

• Disability: various actions are being with the aim of standardising the management of functional diversity namely, the Family Plan, the Capacitas Plan and the Aflora Plan.

• Age: working towards generational diversity through young talent acceleration actions, monitoring mobility and promotion.

The creation and activation of a specific protocol to combat harassment, the protocol on best practice in recruitment processes and the communication guidelines for business professionals needing to get involved in a recruitment process for any reason are just some of the measures put in place that have led to major advances in terms of diversity and equality.

Specifically, the Harassment Prevention Protocol establishes preventative actions to avoid situations of harassment that include informing all employees of the existence of the protocol, training the entire workforce in this area, particularly employees with staff under their responsibility, the obligation and responsibility of every employee to establish relationships from a position of respect and dignity, and every employee’s obligation to inform his or her line manager of any case of harassment.

In another area of activity, the recruitment processes good practices protocol aims to avoid discrimination in recruitment processes, thereby expanding employability options.

Knowing the level of employee satisfaction and how they value the actions, services and products the company offers them is a key aspect of our commitment to improving their experience.

In order to provide continuous follow-up to the employee experience, we measure, analyse and act on the different factors included in the climate survey, such as the company mood.

We use multi-channel tools to obtain people’s opinions and perceptions that are 100% online, transparent and anonymous.

Metrics are analysed monthly by a streamlined, cross-departmental working group who take on a proactive role in designing and implementing specific actions to improve employee experience.

We are committed to driving forward and promoting a balance between work and family life, as well as joint responsibility, as permanent objectives.

These measures, which go beyond the legally established requirements, ensure employees have a greater and better work/life balance and highlight the company’s commitment to achieving this balance. As an example, some of the measures currently in force in Spain include:

Flexitime as regards starting and finishing work and lunch breaks.
Continuous working day – no lunch break to finish earlier – from June to September (4 months) and every Friday throughout the year.
Longer paid leave for marriage, illness and death of family members.
Paid leave in situations not established by legislation such as separation or divorce, children’s marriage and leave for mothers-to-be from the 38th week of pregnancy.
Option to take paid leave on non-consecutive days.
Shorter working day for personal reasons in circumstances different to those established by law.
Option of accumulating breastfeeding leave.
Reduction of weekly working hours by an hour as a measure to encourage a work/life balance.
Working from home