Responsible Management Report 2020
The Company was one of the first companies in Colombia to activate the work from home protocol.
7.4.4.
We reconnect by
motivating the best
human resourcesESG
The year 2020 was unprecedented in recent history. All of society faced unknown challenges and companies were no exception, because they experienced completely new and unexpected situations that they were in no way prepared for and that were not forecast. One of the most disruptive of them was giving up in-person meetings and the physical proximity of teams and colleagues. However, every person who works at Telefónica Movistar demonstrated an outstanding capacity to adapt to the new circumstances and ways of work.
The Company was one of the first companies in Colombia to activate the work from home protocol. Therefore, from March 12, it activated a contingency plan to ensure the safety of its employees and partners, immediately achieving that 95% of
its nationwide staff worked remotely between March and April, and 52% continued to work remotely until December. In the same line, it achieved that more than 450 advisors of its physical stores started telecommuting, migrating 90% of the telesales advisors to remote work and designing a service protocol so that the technical teams could keep operating and providing installation and maintenance services.
Telecommunications and digital transformation have become the backbone of contemporary societies and Telefónica Movistar is convinced that this digital transformation requires the best human resources. To achieve this, the Company works every day to ensure diverse staff profiles and establish an inclusive work culture that highlights the importance of difference and the talent of each one of its employees. Likewise, it has designed initiatives to foster inclusion, attracting and retaining professionals with high potential, and driving innovation and productivity in its processes with the aim to empathize with its customers, understand their needs and innovate to meet them.
Big figures
Composition of staff by
employment contract and gender
(GRI 102-8)
Overall
total
Permanent
39.10%
44.18%
5,197
Temporary
6.86%
4.71%
722
Apprenticeship
2.76%
1.86%
288
Fixed-term
0.30%
0.22%
33
Overall total
49.02%
50.98%
6,240
Composition of staff by
employment contract and region
(GRI 102-8)
Permanent
2,664
537
473
487
467
569
5,197
Temporary
20
213
101
184
110
94
722
Apprenticeship
184
24
16
20
16
28
288
Fixed-term
33
0
0
0
0
0
33
Overall total
2,901
774
590
691
593
691
6,240
New hires by
age groups
Under 30
44.94
44.94
Between 30 and 50
52.61
52.61
Over 50
2.44
2.44
New hires by
gender
Women
46.52%
46.52%
Men
53.48%
53.48%
574
New hires by
region
Headquarters
Bogotá
Caribbean
Northwest
East
South
(161)
(176)
(52)
(74)
(50)
(61)
28.05%
30.66%
9.06%
12.89%
8.71%
10.63%
Total number and rate of new employee hires during 2020 by age group, gender and region
(GRI 401-1)
 |
Under 30 | Between 30 and 50 | Over 50 | TOTAL | ||||
|---|---|---|---|---|---|---|---|---|
| Headquarters | 34 | 21.12% | 28 | 17.39% | 2 | 1.24% | 64 | 39.75% |
| Bogotá | 35 | 19.89% | 50 | 28.41% | 2 | 1.14% | 87 | 49.43% |
| Caribbean | 14 | 26.92% | 11 | 21.15% | 1 | 1.92% | 26 | 50.00% |
| Northwest | 21 | 28.38% | 18 | 24.32% | 0 | 0.00% | 39 | 52.70% |
| East | 15 | 30.00% | 11 | 22.00% | 0 | 0.00% | 26 | 52.00% |
| South | 10 | 16.39% | 15 | 24.59% | 0 | 0.00% | 25 | 40.98% |
| Overall total | 129 | 22.47% | 133 | 23.17% | 5 | 0.87% | 267 | 46.52% |
 |
Under 30 | Between 30 and 50 | Over 50 | TOTAL | ||||
|---|---|---|---|---|---|---|---|---|
| Headquarters | 46 | 28.57% | 49 | 30.43% | 2 | 1.24% | 97 | 60.25% |
| Bogotá | 35 | 19.89% | 50 | 28.41% | 4 | 2.27% | 89 | 50.57% |
| Caribbean | 13 | 25,00% | 12 | 23,08% | 1 | 1,92% | 26 | 50,00% |
| Northwest | 13 | 17.57% | 21 | 28.38% | 1 | 1,35% | 35 | 47.30% |
| East | 11 | 22.00% | 13 | 26.00% | 0 | 0,00% | 2. | 48.00% |
| South | 11 | 18.03% | 24 | 39.34% | 1 | 1.64% | 36 | 59.02% |
| Overall total | 129 | 22.47% | 169 | 29.44% | 9 | 1.57% | 307 | 53.48% |
Turnover rate by
groups
Under 30
29.46
29.46
Between 30 and 50
68,14
68,14
Over 50
2.4
2.4
Turnover rate by
gender
Women
46.04%
46.04%
Men
53.96%
53.96%
543
Total number of
staff turnover
Headquarters
Bogotá
Caribbean
Northwest
East
South
(201)
(82)
(52)
(95)
(50)
(63)
37.02%
15.10%
9.58%
17.50%
9.21%
11.60%
Total number and rate of employee turnover during 2020 by age group, gender and
10,30 %
Total annual turnover rate
(GRI 401-1)
|
Under 30 | Between 30 and 50 | Over 50 | TOTAL | ||||
|---|---|---|---|---|---|---|---|---|
| Headquarters | 23 | 11.44% | 53 | 26.37% | 2 | 1.00% | 787 | 38.81% |
| Bogotá | 21 | 25.61% | 23 | 28.05% | 0 | 0.00% | 44 | 53.66% |
| Caribbean | 10 | 19.23% | 20 | 38.46% | 1 | 1.92% | 31 | 59.62% |
| Northwest | 15 | 15.79% | 30 | 31.58% | 1 | 1.05% | 46 | 48.42% |
| East | 10 | 20.00% | 12 | 24.00% | 0 | 0.00% | 22 | 44.00% |
| South | 6 | 9.52% | 23 | 36.51% | 0 | 0.00% | 29 | 46.03% |
| Overall total | 85 | 15.65% | 161 | 29.65% | 4 | 0.74% | 250 | 46.04% |
|
Under 30 | Between 30 and 50 | Over 50 | TOTAL | ||||
|---|---|---|---|---|---|---|---|---|
| Headquarters | 31 | 15.42% | 89 | 44.28% | 3 | 1.49% | 123 | 61.19% |
| Bogotá | 13 | 15.85% | 24 | 29.27% | 1 | 1.22% | 38 | 46.34% |
| Caribbean | 4 | 7.69% | 17 | 32.69% | 0 | 0.00% | 21 | 40.38% |
| Northwest | 12 | 12.63% | 35 | 36.84% | 2 | 2.11% | 49 | 51.58% |
| East | 6 | 12.00% | 20 | 40.00% | 2 | 4.00% | 28 | 56.00% |
| South | 9 | 14.29% | 24 | 38.10% | 1 | 1.59% | 34 | 53.97% |
| Overall total | 75 | 13.81% | 209 | 38.49% | 9 | 1.66% | 293 | 53.96% |
Percentage of employees broken down by employee category and age
(GRI 405-1)
|
Under 30 |
Between 30 and 50 |
Over 50 | Total |
|---|---|---|---|---|
| Middle management | 0.02% | 2.74% | 0.35% | 3.11% |
| Rest of staff | 14.04% | 29.60% | 2.34% | 45.98% |
| Overall total | 14.06% | 32.34% | 2.69% | 49.09% |
|
Under 30 |
Between 30 and 50 |
Over 50 | Total |
|---|---|---|---|---|
| Middle management | 0.02% | 3.64% | 0.89% | 4.54% |
| Rest of staff | 11.03% | 31.21% | 4.12% | 46.37% |
| Overall total | 11,05% | 34,85% | 5,01% | 50,91% |
Overall
total
Middle management
Rest of staff
Overall total
7.65%
92.35%
100.00%
*Does not include executive managers
Driving
diversity
Diversity and inclusion are an essential part of Telefónica Movistar’s identity and they are considered to be key levers in the transformation process. Therefore, the Company firmly believes that effective diversity management, as well as fulfilling the principles of social justice, offers significant advantages to the business.
For Movistar, diversity is a source of value and competitiveness. Therefore, it has set the goal of its team having people of different cultures, genders, sexual orientation, races, generations, capacities, profiles, etc., and beyond all this, with diversity of thought, as well as ensuring safe work places for everyone. The importance it gives this is reflected in one of the commitments of the Company’s Responsible Business Plan, which addresses the topic through four lines: Gender Equality, Disability, Youth and the LGBTI+ Community.
Gender equality
In its investment in equality and committed to closing the gender gap, Telefónica Movistar has the priority objective to have increasingly more women in leadership positions in the organization. It is a Company issue, because there is evidence that diversity generates internal value, business opportunities and new perspectives. Additionally, the Company knows that “if you cannot measure it, you cannot improve it”, so it has proposed key indicators for the management of female human resources, especially in decision-making roles.
At the end of 2020, 49% of the total staff was comprised of women, as well as 43.3% of the leadership positions. In the same line, another target for 2020 was for 30% of the executive positions to be filled by women, aiming to break glass ceilings. Thanks to Senior Management’s commitment, we exceeded the figure, achieving 33.3%.
As well as setting goals, it is also key to create programs to achieve them, so they don’t just stay on paper. The following of these stand out:
“Women and Leaders” is a program in which women from all levels of the organization can participate in personal leadership sessions and the creation of their personal brand. In 2020, the program reached 120 women.
“Talentia” is a program that aims to increase the empowerment and self-awareness skills of women with strong leadership potential. The third version of the program was carried out in 2020 and it reached 39 women.
33.3%
Management positions held by women at the end of 2020
These programs made the organization worthy of the acknowledgment of “Best Labor Practices in Colombia” from the Aequales consulting firm.
Unfortunately, the amount of gender violence remains shocking and the pandemic fueled this sad reality. Aware that no sector of society is safe from this problem, Telefónica Movistar joined the #IsolatedNotAlone and “Enciende una luz de esperanza [Turn on a Light of Hope]” campaigns of the AVON Foundation, which were also joined by the Presidential Council for Women’s Equality, reaching more than 12,000 profiles with messages and forums.
In the same line, in 2020, the Telefónica Movistar experience centers in Bogotá were designated as “Safe Places” by the District Women’s Secretariat. Sales advisors received training from the entity on the relevant protocols to receive women victims of violence in three actions:
Provide information about reporting lines, lines to receive psychological support and service lines from the secretariat.
Take information about the victim to send to the secretariat, so that this entity can contact her to manage her case.
Inform the police in the event that the victim’s life is at immediate risk.
This work, which started in 2015 with the effective implementation of the Gender Equality program, has generated a profound transformation of the organizational culture and has helped to close gender gaps inside the organization.
Thanks to all of the above, Telefónica Movistar Colombia was one of the first
Telefonica Movistar Colombia was one of the first two companies of the country –and the first in the telecommunications sector– to be recertified with the Equipares Gold Labor Equality Seal granted by the Ministry of Labor and the Presidential Council for Women’s Equality.
two companies of the country –and the first in the telecommunications sector– to be recertified with the Equipares Gold Labor Equality Seal granted by the Ministry of Labor and the Presidential Council for Women’s Equality with the technical support of the United Nations Development Program (UNDP). Actions especially stand out in this process, such as the Diversity Policy, the Equality Committee, the Action Protocol in the Event of Harassment, the Reporting Channel, workshops to raise awareness throughout the organization, and the indicators and metrics for the management of female human resources.
Disability
With the aim to be fully accessible and actively contribute to equal opportunities for the most vulnerable, including disabled people, Telefónica Movistar has implemented different tools and has updated internal processes and procedures, aiming to offer Colombia’s disabled population the possibility of accessing quality employment.
Therefore, Movistar continued to implement the work plan designed with Fundación Arcángeles in 2019,
which aims to integrate disabled people into the workforce. Likewise, the Company participated in the launch of the Inclusion Roundtable of the Global Compact Network Colombia and started its active participation in this area.
In 2020, the Company had 15 disabled employees in its different departments and held six sessions to raise awareness with the aim to provide employees with strategies for integration and interaction with people with any kind of disability in their work teams.
Youth
Telefónica Movistar aims to drive talent and rejuvenate the staff, opening its doors to talented young people under 30 years, giving them the necessary tools and support so that they participate in the construction of this new digital era. The programs for young people give them the possibility to achieve a direct connection to the organization and also enable them to participate in projects that encourage them to develop different ways of thinking and to innovate in the digital ecosystem.
Young Talent – Young Professionals: This initiative aims to drive the employment of young graduates, offering a special program of employment for one year to work on projects in different areas of the Company. It has an environment that enables them to develop professionally, supporting them in a specific plan, with constant support and advice on multiple skills. At the end of the project, according to the performance and learning achieved during the program,
Telefónica Movistar may offer the opportunity to join the Company.
During 2020, more than 30 young people benefited from training activities focused on five dimensions: self-awareness; impact and influence; project management; business vision; and innovation.
Personal branding workshop
Its purpose is to explain what personal branding is and how it works to adequately position itself as a professional in a company and in people’s minds.
Person in charge of ManagementOrganizational Development
(June - December)
Time management workshop
Its purpose is to provide tips and tools that allow to ef ficiently prioritize and organize time..
Person in charge of ManagementOrganizational Development
(February - August)
Serfortel workshop
Considering the importance of developing and strengthening of fice skills, a workshop will be offered by Serfortel which will focus on topics like Excel, Teams, PowerPoint, among others.
Person in charge of Management Organizational Development
(April - October)
Welcome talk
This is a welcoming place where relevant information is provided according to your profile, professional career and career possibilities within the Company.
Person in charge: Selection
(January - July)
Coffee with leaders
This is a space where interns can communicate with leaders from the different departments to talk about topics of interest and those related to their professional career.
Person in charge: Business Partners
(March - September)
Successful interviews workshop
Its purpose is to prepare interns to have successful selection processes, taking into account the tips and advices for every phase.
Person in charge: Selection
(May - November)
Young Talent – Interns and Apprentices (SENA):Movistar supports the young people who fill the SENA intern and apprentice positions with monthly activities, which promote the creation of a personal brand, command of office tools, time management and successful interviews, with the aim to strengthen their profile for their future career.In 2020, more than 120 SENA interns and apprentices benefited from the programs and improved their skills.
Young Talent – Professionals and Analysts : Movistar supports young people who fill professional and analyst positions, with the aim to strengthen their professional skills.During 2020, more than 170 young people were trained on topics of effective presentations and time management.
+120
Youths interns and apprentices SENA is they benefited of the programc Young Talent
+170
Young they were formed on issues of presentations effective and Management of weather
LGBT community
In 2020, the commitment to creating safe, diverse and inclusive workplaces for LGBT people was reinforced with activities carried out with the internal Pride+ group, also comprised of people working for diversity. Thanks to this, the Company came in second place in the Inclusive Businesses Ranking organized by the Colombian LGBT Chamber of Commerce and the National Consultancy Center. Similarly, through its leadership role in Pride Connection Colombia, which it took part in for the third year in a row, Telefónica Movistar keeps confirming that creating initiatives through collective and multi-agent work increases the benefits obtained
Additionally, it launched the Diversity Ambassadors initiative, which aims to
The Company came in second place in the Inclusive Businesses Ranking.
promote knowledge management by taking advantage of the training skills of employees who are experts in different topics, with the aim to give them a platform so that they can transmit their knowledge in the best way possible and recognize their differential contribution.
In 2020, 44 workshops were implemented with 571 participants, achieving 150 hours of training.
Diversity Ambassadors
44
Workshops held
571
Participants
150
Hours of training
Detail
Sessions by topic
Generational Diversity
6
Sexual Diversity
7
Women and Leaders
11
New Masculinity
5
Raising Awareness on Disability
6
Unconscious Biases
8
Workshop for Facilitators: The Importance of Communication
1
Overall total
44
Our ambassadors
Well-being
and work-life balance
Movistar works for a work-life balance as a key part of attracting and retaining human resources, so it works on new flexible models for the organization of work time that increase its teams’ commitment, satisfaction and productivity.
Support during the COVID-19 emergency
As part of the response to COVID-19, Telefónica Movistar Colombia adopted a series of measures with the aim to support the team members directly affected by contagion of the virus.
- It delivered 49 grocery packages, bought with donations by the Company’s employees.
- It made the 1DOC3 platform available to employees for online medical orientation.
- It activated a support channel with expert psychologists.
- It sent a total of 44 reports to the leaders so that they were aware of the health of their subordinates as quickly as possible and the best way to manage each specific situation.
-
Taking into account the current situation and the new way of working, different areas of interest have been reinforced through communications, such as:
- Screen-free time and time management
- Shared family responsibility
- Children and senior citizens
Personal, family
laboral, familiar y personal
Through the Movistar Moments program and UNO, Telefónica Movistar aims to contribute to effective equality of men and women, seeking balance and compatibility in different areas of life: employment, family, leisure and personal time. The shared responsibility
concept takes a step further, because it involves men and women taking responsibility for housework, care of their children or parents, or other dependents. Additionally, it assumes that both men and women can balance their time between paid work, their personal life and housework, and also have their own free time.
UNO benefits
In 2020, 82% of the staff members redeemed their points in the UNO Quality of Life Benefits Plan.
General schedule
of our employees have scheduled at least one benefit
81.9%
Of women have scheduled at least one benefit
82%
Of men have scheduled at least one benefit
Additionally, the indicators reflect that these benefits are also enjoyed in the regions and experience centers.
Schedule of regional offices
of our employees in regional of fices have scheduled at least one benefit
Schedule of experience centers
of our employees have scheduled at least one benefit
Movistar Moments
In 2020, as a result of the isolation, the Movistar Moments program had to be reformulated and renewed, including courses or classes on the platform that people could enjoy individually or with their families from their homes.
Likewise, with the aim to remain close to employees, different online activities were held on special days, such as solidarity vacations for children, celebration of Love and Friendship Day and Halloween, integration sessions for interns and apprentices, and the end-of-year celebration.
Similarly, the “Escape Room” initiative was launched to work on team bonding and disconnection from daily work, holding around 84 sessions with more than 740 participants from the different areas.
Indicators of the Movistar Moments program at the end of 2020
General participation
Of our employees have enjoyed at least one experience
64%
of women have redeemed at least one experience
60%
of men have redeemed at least one experience
“Valuable People” acknowledgment program
The awarding of the teams that won in 2019 was held in 2020. In total, 32 employees enjoyed a trip to Santa Marta, where they celebrated their achievements as a team. This program wants to keep the acknowledgment culture alive in the organization.
Other acknowledgments:
- 1,377 employees were acknowledged, who obtained 4 or 5 in their performance evaluation.
- The HEROES campaign was launched as a new badge to acknowledge all those who have made an additional effort to keep customers connected despite the emergency.
- All employees who are part of the technical service and CRO were acknowledged, who had to keep working continuously outside their homes to maintain the service quality.
Results of the acknowledgment
program in 2020:
General acknowledger
Of our employees have been acknowledged at least once
26.5%
of women have been acknowledged at least once
28.7%
of men have been acknowledged at least once
General acknowledgment
Of our employees have been acknowledged at least once
97.8%
of women have been acknowledged at least once
98.4%
of men have been acknowledged at least once
Employees as the main promoters
A new motivation survey was carried out in November 2020, which invited 5.165 employees to participate. A total of 87 % (4.506) employees answered the survey. which had an overall result In the eNPS of 86. the second best of Telefónica Movistar’s operations in Hispanic America, which also meant an Increase of three points from 2019.
Results of eNPS 2019-2020
(by gender, seniority, age, and level)
eNps 2020 - Homeworker
Promoting development of the
best talent
Telefónica Movistar firmly believes that training and raising awareness are the necessary path to become a more diverse and inclusive Company every day. The value of difference; unconscious prejudices and biases; as well as the importance of inclusive leadership are some of the topics addressed in the different MOOC workshops and online courses. It is important to highlight the online “Diversity Management” course, which is available for all staff and is completed with specific training in the different operations, such as “We Choose Diversity” in Spain and “We Choose Diversity and Inclusive Leadership” designed for team managers. Additionally, we developed a variety of in-person workshops prior to the pandemic for employees and executives, with a special focus on evaluation teams and staff selection committees, which addressed specific topics. The LGBTI+ diversity, gender and disability workshops are an example of them. Similarly, we have given mandatory diversity workshops to the Board members.
Online training at all levels
Taking into account the situation of the pandemic, training from home for staff at all levels was promoted in 2020.
Average training
hours by gender:
Average training hours by
employment category:
Development on Demand
This is an open course for all of the Company’s employees, which through a “subsidy” supports the possibility of attending an external training course for employees who have stood out for their performance, their interest in self-learning, and their interest in training their colleagues. The program awards with “development” the people who show a strong interest in enriching their profile and the profiles of others. Indicators of the Development on Demand program in 2020:
UNIVERSITAS Telefónica
Universitas Telefónica is the Group’s university training campus, where the organization’s executives and leaders appropriate the Company’s culture. Year after year, Telefónica Movistar Colombia has some limited places for its leaders to attend the training programs at the corporate university.
Universitas Telefónica’s mission is to work for the continuous development
of the Company’s professionals, to drive its own leadership style and to spread the business strategy through teamwork, the exchange of knowledge and best practices in the markets where the Company operates.
In 2020, due to COVID-19, the LEADING SELF MAX program was taught online, with the participation of 789 people from Telefónica Movistar Colombia.
Agile Academy
The Agile Academy is a training program that provides tools to all employees to effectively work in the agile world, which together constitutes the onboarding of the agile teams focused on Product Owner and Scrum Master. The training program is focused on developing skills for change and for the business. In 2020, 897 people passed through the academy.
Responsible for employee health and safety
As mentioned above, companies were no exception to the new realities resulting from the COVID-19 pandemic, and their management systems were also affected. Movistar’s OHSMS was no exception to this condition, as it required the availability of financial and human resources to respond to the public health situation, without excluding the other activities that through the system work for the well-being, health and safety of its employees.
A significant challenge of 2020 was the assurance of compliance with all the rules and measures established to respond to the health emergency, generating
biosafety protocols to minimize exposure to the biological risk and to take care of employees’ health (including screening to authorize their return to in-person work, monitoring of symptoms, COVID-19 tests and medical assessments of employees), positively contributing to the continuity of operations.
Through the activities of the OHSMS, Occupational and Preventive Medicine focused its efforts on providing the necessary support to the population affected by the virus. As was to be expected, the changes in the forms of work had an impact on the risks of the tasks involved in each role of the organization, so it was necessary to reestablish and implement the activities of the risk management programs in
a different way, adapted to this new reality and focused on virtual work with the support of communication technology tools that the Company provided for its employees.
Finally, 2020 ended with the external audit for monitoring of the OHSMS certification under the international ISO 45001 standard, which also assumed many changes, including the challenge to carry out these exercises largely through virtual sessions. Additionally, a joint verification process was carried out with the Environmental Management System –ISO 14001– for the first time, which greatly enriched the audit exercise, ratifying that in many processes, the management covers both systems with a mutual contribution.
Work-related injuries and ill health
(GRI 403-2)
| Work-related injuries | |
|
Total |
|---|---|---|---|
| No. of injuries with leave | 21 | 10 | 31 |
| No. of lost days due to work-related injuries | 251 | 64 | 315 |
| Injury frequency rate | 0,79 | 0.35 | 0.56 |
| Lost days due to injury | 9.40 | 2.21 | 5.66 |
| No. of fatalities due to work-related injuries | 0 | 0 | 0 |
| Work-related ill health information | |
|
Total |
|---|---|---|---|
| No. of reported cases of work-related ill health 2019 | 1 | 1 | 2 |
| Work-related ill health incidence rate | 0.04 | 0.03 | 0.04 |
| No. of fatalities due to work-related ill health | 0 | 0 | 0 |
Work-related injuries: Specifying type of accident, region and gender
(GRI 403-2)
| TYPE OF INJURY | NO. OF INCIDENTS | LOST DAYS | |||||
|---|---|---|---|---|---|---|---|
| HEADQUARTERS | |
|
total | |
|
total | |
| Work-related | 3 | 0 | 3 | 9 | |||
| Transit | 0 | ||||||
| Violence | 0 | ||||||
| Total headquarters | 3 | 0 | 3 | 9 | 0 | 9 | |
| BOGOTÁ | Work-related | 2 | 1 | 3 | 9 | 1 | 10 |
| Transit | 0 | 0 | |||||
| Violence | 0 | 0 | |||||
| Total Bogotá | 2 | 1 | 3 | 9 | 1 | 10 | |
| CARIBBEAN | Work-related | 3 | 3 | 6 | 11 | 11 | 22 |
| Transit | 0 | 0 | |||||
| Violence | 2 | 0 | 2 | 108 | 108 | ||
| Total Caribbean | 5 | 3 | 8 | 119 | 11 | 130 | |
| NORTHWEST | Work-related | 3 | 1 | 4 | 58 | 18 | 76 |
| Transit | 0 | 0 | |||||
| Violence | 1 | 1 | 2 | 2 | |||
| Total Northwest | 3 | 2 | 5 | 58 | 20 | 78 | |
| EAST | Work-related | 3 | 3 | 6 | 18 | 27 | 45 |
| Transit | 0 | 0 | |||||
| Violence | 1 | 2 | |||||
| Total East | 4 | 3 | 7 | 20 | 27 | 47 | |
| SOUTH | Work-related | 3 | 1 | 4 | 6 | 5 | 11 |
| Transit | 0 | 0 | |||||
| Violence | 1 | 0 | 1 | 30 | 30 | ||
| Total South | 4 | 1 | 5 | 36 | 5 | 41 | |
| Total | 21 | 10 | 31 | 251 | 64 | 315 | |
Work absenteeism
(GRI 403-2)
| Summary of absenteeism indicators | |
|
TOTAL 2020 |
|---|---|---|---|
| Average in-house employees | 2,670 | 2,893 | 5,563 |
| Business days worked | 243 | 243 | 243 |
|
No. of incidents (General Illness - GI, Work-Related Ill Health - WIH and Work-Related Injury - WI) |
1,136 | 712 | 1,848 |
| Lost days due to health (GI + WIH + WI) | 10,150 | 7,324 | 17,474 |
| Global absenteeism rate | 1.56 | 1.04 | 1.29 |
| Average lost days per incident | 9 | 10 | 9 |
