Human Resource Management

In 2018, Enaex continued working toward its vision of becoming the mining industry’s most prestigious company, delivering high-value solutions to the world’s most important mining regions. This year, the strategic challenge of taking on the multinational environment was particularly important.

As part of the transformation, the following main initiatives were implemented in 2018.

ORGANIZATIONAL CULTURE

CULTURE CAMPAIGN: “WE ARE ONE”

Operating in a global context implies a cultural challenge of respecting the differences between the countries while belonging to a single company. This year, as multinational integration efforts continued, the “Our Priority: Life” values campaign was a focal point. A group of 25 athletes represented Enaex in the 2018 Santiago Marathon. In keeping with the WE ARE ONE slogan, employees from subsidiaries in Argentina, Brazil, Chile and France participated.

In the second half of the year, the Company launched its “Our vocation: Our Clientes” value campaign with 4 focal points: communication, milestones and recognition, intervention of leaders and human resources subsystems. This value supports the service area as it intervenes in the customer experience to ensure the best service experience in a way that is substantial and sustainable over time.

ORGANIZATIONAL CLIMATE

For the third straight year, an organizational climate survey was conducted throughout the Company, including employees from Enaex subsidiaries in a total of 9 countries. This enabled the group to continue learning about employee perceptions regarding important issues like leadership, benefits, development opportunities, among others.

The results were excellent, with 77% satisfaction in Chile and the Company as a whole, representing 5- and 6-point increases, respectively, over 2017.

RECOGNITION PROGRAM

The Company is convinced that people perform their best in a positive working environment.

The Recognition Program continued in 2018, aiming to establish a culture of gratitude and focus on good performance. At the beginning of the year, a new, easier-to-use mobile and web application with improved functionalities was launched, thereby improving the program’s usage rates and achieving a 54% increase in recognitions relative to 2017.

As of December, there were more than 40,000 recognitions, averaging 12.84 recognitions per person throughout the Company. Each year, the recognition process culminates with the Enaex Spirit award.

FLEXIBLE BENEFIT PROGRAM

Flexibility is the new, fundamental ingredient that has emerged as new generations join the workforce.

The flexible benefits program allows employees to select benefits according to their individual needs.

Available benefits include time off, holiday bonuses, retirement, athletics, recreation and other bonuses. Launched in 2014, the current program participation rate is 97%.

TALENT DEVELOPMENT AND SUCCESSION PLANS

The Company uses a performance-potential matrix to map and monitor its professional teams. Executives meet periodically to identify critical positions, succession plans and relevant facets. This year, we performed skill assessments at all Enaex subsidiaries.

THE INTEGRATION PROCESS

The professional exchange between all Enaex subsidiaries is one of the Company’s top integration initiatives. It seeks to create collaborative networks between the subsidiaries, share best practices, identify potential synergies and align cultures.

INTERNAL MOBILITY

This year, approximately 66% of vacancies were filled from within the Company, including both international and domestic placements.

TRAINING

The Company provided more than 90,000 training hours, reaching 79% of the workforce with an average of 43 hours per person. This is an increase from the 2017 figures of 61,000 hours reaching 71% of the workforce. The Company ensures that training covers technical specialization, certifications and retraining for critical positions.

One of the major production plant programs was “Career Development at the Prillex Plant”. Offered in partnership with the Universidad Católica del Norte’s Technical Training Center, the program aims to help the plant’s maintenance and production operators expand their knowledge and certify their skills. This year, 51 employees participated in the 21 courses offered as part of basic and technical programs. As in 2017, the service plant training program sought to continue standardizing drivers roles with Recertification of Skills and Preparation of MMU Driver Operators. Today, the Company has 70 operators with certified technical skills.

The Company also implemented development programs for all new contracts awarded in 2018. The 95 training courses and more than 190 individuals trained made it possible to provide excellent service at these new mines.

TRAINING SCHOLARSHIP PROGRAM

Forty-three employees had their studies funded by the scholarship program. The initiative gives preference to programs leading to technical and professional degrees over graduate degrees.

LEADERSHIP PROGRAM

The “Leadership Pipeline” project stands out among efforts toward cultural integration and standardizing leadership at the different Enaex subsidiaries. The program’s four leadership levels are: leader of self, leader of others, leader of leaders and senior leader. This year’s training focused on the ability to inspire.

The courses provided leaders with tools to inspire and motivate their teams while improving their credibility and approachability. All 283 leaders in attendance said they would recommend the program. Around 68% of the Company’s leaders also participated in an online training program in which Enaex makes explicit its expectations of leaders at each development level.

At the operational level, a total of 200 operational leaders voluntarily registered for the learning certificate program on Leading Work Teams offered by Duoc-UC.

The supervisor assessment program was another leadership innovation. Via a mobile application, teams quickly and easily assess their leaders on 4 key leadership practices: feedback, communication, consistency, care and commitment. Results were obtained within a 15-day period and the participation rate was 91%.

LABOR RELATIONS

This year, four collective bargaining processes were conducted with service plant unions. These negotiations took place within the framework of the 2017 labor reform. Customers placed great value on the fact that all negotiations were conducted ahead of schedule. Open, transparent communication with the unions was noteworthy and enabled the Company to further its corporate development plans.

The unionization rate was 51%, down from the 53% recorded the previous year.

INCLUSIVENESS AND DIVERSITY

In 2018, Enaex addressed compliance with Law No. 21,015, conducting an internal survey on employee disability status. Qualifying employees were then invited to participate voluntarily in the accreditation process set forth under the Workplace Inclusion Law. Following this process, four differently-abled people were hired at different plants and offices. The Company sought to go beyond in terms of compliance and to generate spaces necessary for workplace inclusion throughout the entire organization.

...................................... Board of Directors Senior Management Organization
By Gender
Male
9
43
3,300
Female
0
6
700
By Nationality
Chilean
9
26
1,921
Brazilian
0
8
1,058
Franch
0
8
495
Other
0
7
526
By Age
Under 30
0
0
892
30 - 40
0
9
1,588
41 - 50
2
22
863
51 - 60
2
14
546
61 - 70
2
4
108
Over 70
3
0
3
By Years of Seniority
Between 0 - 3 years
4
5
1,550
Between 3 - 6 years
2
20
1,077
Between 7 - 8 years
0
10
307
Between 9 - 12 years
0
5
310
More than 12 years
3
9
756

SALARY GAP

Gender equity is essential at Enaex. As such, there is salary parity, in other words, men and women in similar positions earn the same. As of 2018, the salary gap was 1%, down from 3.4% in 2017 and 4.7% in 2016, all in favor of men.

WORKFORCE

By Company
Enaex Servicios
1,500
Enaex S.A.
407
Britanite
1,063
Davey Bickford
655
Other Subsidiaries
375
Total
4,000
By Role
Senior Management
49
Management
122
Supervisory
951
Middle-Management
48
General
2,830
Total
4,000

SOCIAL INDICATORS

The following shows the percentage of the total workforce under 30 years of age, women and women with strategic positions at the Company.

Year 2016 2017 2018 Target Regulatory
Total Workforce
3,309
3,436
4,000
-
-
Under 30 years
16%
22%
22%
22%
100%
Women
17%
18%
18%
12%
100%
Women with Strategic Positions*
3%
2%
3%
3%
100%

Women in Strategic Positions* = Women in Strategic Positions / Total Women