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Annual Report 2013 www.recope.com
The information collection process was restarted on October 25, 2013 and officially
ended on January 23, 2014.
Telework (Decree # 37695-MP-MTSS):
A Pilot Telework Plan was prompted at corporate level, with the participation of 25
employees in various departments. Given that the results of the programwere not as expected
for officially implementing the program at corporate level, legal criteria is pending on this
matter. Also, the current bylaws on this matter are under review by the Legal Department.
Performance evaluation (SEDER):
Progress was made on the implementation of the object oriented management
system, seeking for a way to associate compensation with the application of the instrument.
During this term, work consisted of collection of objectives from various areas and
approximately 80% of the information was collected. The definition of objectives tries to
address the current needs and contribute to strategic planning.
Succession Plan:
According to the data analyzed for three years, from 2014 to 2016, out of a total
of 1854 employees (including full time employees and interim staff, special services, day
workers and temporary substitutions), 168 individuals (permanent staff ) will be applying for
retirement. This number represents 9.1% of the total workers at RECOPE.
For this reason, the Strategic Plan for 2010-2014 determined that, as part the goal to
strengthen long termwork at RECOPE, the development of a succession plan for Management,
Direction, and Head of Department is necessary, urgently addressing the operational scope, as
very specialized tasks are developed in these areas and it is hard to find a replacement in the
national work market and find individuals that fit the profile required therewith.
Human Resources started a process to prepare a succession plan, specifically for
Distribution and Sales Management and for the Refinery Management.
A)
Identification of key positions within the entire company.
B)
Identification of key positions in Management selected for this study.
C)
Determining the officers in risk of disengagement (information to be constantly
updated)
D)
Construction of the ideal profiles for the positions identified (generic knowledge and
skills for the position).