People management

The Corporate Department of People, Organisation and CSR ensures that the organisation has the best human capital, with people who are prepared, motivated, well organised and informed, who are in line with the company’s values and objectives and also at the service of clients and the city.

In the framework of the company's Strategic Plan, the corporate policy that handles B:SM personnel, is based on seven strategic lines, which are evaluated in regular meetings through the pertinent strategic objectives. These lines are worked on and bear in mind talent, internal clients, competitiveness, flexibility and adaptation, innovation, social responsibility and the reduction of absenteeism.

2015 achievements

WE CONSOLIDATED THE PEOPLE PLANS: NEW PP AT CAR PARKS

In 2015 we strengthened the methodology for People Plans (PP) for the joint improvement of the workplace atmosphere, in order to identify topics of interest and to develop improvement issues adapted to each business. First was the Zoo, then Park Güell and this year was Car Parks. We strengthened the methodology via proximity, understanding and participation.

Car Parks was the last business to do PP. Carried out in 2015, it was the result of a participative process of all staff in this unit, in which six subject-based areas were identified, from worst to best rated, which are: detection of talent, teamwork, training, health and wellbeing, customer service, communications and coordination. Working with these, an action plan was created with 28 improvement actions. At year end, 57% were done and implemented, 21% were in progress and the rest were planned for 2016. The closing date for this plan is 31 December 2016.

At the close of 2015, the Zoo PP, focused on five core areas (career promotion, selection and temporary hiring, communications, training and internal organisation) and set out in 28 actions, has started 17 of these actions, more than half of which are incorporated in normal operations and the rest are being developed.

The Park Güell PP detected seven working areas (labour conditions, information and communications, organisation, participation, respect for work, training, works and personnel relations) and a total of 30 actions, which were all done and completed in 2015 with very positive scores.

  • Talent

    To facilitate B:SM having the ideal people from the detection, management and appreciation of talent with no discrimination, we commit to internal talent when seeking the best professionals for many of the vacancies from 2015. Indeed, we have doubled vacancies filled by internal promotions with respect to last year. We also maintain a close relationship with the educational system, which is why we increase collaborations with the company.

    Internal clients

    Following the line of satisfying internal clients’ expectations, so that they will provide the very best service to end clients, work as internal consultants lets us have direct contact and better response to the interests of our clients, which has an impact on their provision of services to these end clients.

Competitiveness

We ensure that salaries are kept at levels that guarantee the company’s competitiveness, as well as ensuring remunerative equality of all company personnel, following the equal opportunities principle.

We recognise and keep an eye on the value generated by our employees in providing the services entrusted to them. In this regard, our remunerative policy maintains salary costs at levels that ensure the company’s competitiveness, basing them on equality and coherence criteria, employing different instruments to achieve this, such as the company’s collective bargaining agreement and monitoring and variable remuneration commissions, in which the company's annual targets are handled, both economic and individual.

The remuneration structure is detailed in the section under this name on the Transparency Portal. There are no differences between the base salaries of men and women. Remunerations are applied to everyone, following the collective bargaining agreement and wage tables. They can be viewed at People/Labour agreements.

Flexibility and adaptation

We have achieved an organisational structure that is flexible and adaptable to changing environments in a safe ambience. We equip ourselves with management tools that facilitate our personnel’s adaptation to the requirements that are made of them. With the aim of our businesses achieving guarantee of future success, we adopt measures that help adaptation and let our working structures and conditions be adapted to the new situations. In 2015, the creation of the career paths project represented a step forward in shaping employees’ career profiles.

CSR

In order to achieve that B:SM is established as a socially responsible and committed company, work was done on employees’ materiality, systematising the attainment of the staff’s interests via the PPs, but also through the different commissions that create a space for dialogue between the company and the workers' representatives them. With the aim of our businesses achieving guarantee of future success, we adopt measures that help adaptation and let our working structures and conditions be adapted to the new situations. In 2015, the creation of the career paths project represented a step forward in shaping employees’ career profiles.

Innovation

We always keep in mind maintaining and making the innovative spirit of B:SM grow as a public company under private management.

Reducing absenteeism

Reducing absenteeism has been progressively established as one of the company’s priorities and it has been integrated into B:SM’s strategic lines as a company objective. For this reason, the indicators are followed in the management systems, especially in the units that have the highest percentages at the organisation.

 

GRI References: G4-27, G4-LA13, G4-DMA

 
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