Passion for the team
The strength of our company lies in an outstanding team: a talented, dedicated and passionate group of people who work together to transform roads and lives.
We stand out for having adaptive and transformative talent management. Through our talent strategy, we align with industry demands, national regulations, and our business objectives.
Our Passion for the Team drives our ability to attract, develop, and retain top talent, positioning us as an employer of choice.
Our People and Culture team works to innovate in ways that generate a positive impact on our workforce’s professional and personal development while prioritising well-being.
Our team
2022
2023
2024
One Aleatica culture
One Aleatica aspires to create a common corporate culture that can share values, dreams and motivations.
We are constantly adjusting to make our strategy as efficiently and effectively as possible. This is why the following initiatives were implemented in 2024:
Assessment of the internal communication platform
Whereby the main engagement figures from our platform were investigated to develop strategies that can increase the outreach we intend to share with our team members. As a result, next year a more intuitive platform, with more and better communication tools that can provide a more accessible and streamlined experience will be rolled out.
We Are All Road Safety
In order to strengthen our road safety outreach, the # WeAreAllRoadSafety campaign will be launched this year on our in-house platform. This included posts to reflect on our driving habits, with videos that depicted dangerous “What would you have done?” case scenarios.
Global focus groups
In order to gauge our campaign take-up rates, we work with the global communications teams to get insights and understand how well and efficiently messages get across via our internal networks.
We are One Aleatica podcasts
We introduced our podcast as an effort to strengthen communication about ALEATICA’s activities on innovation, sustainability, diversity, equity and inclusion and, primarily, safety.
One Aleatica Day
As every year, we held our One Aleatica Day, this time focused on customer experience.
High-Performance leadership
This year, we successfully deployed the Leadership Manifesto across 100% of the organisation through internal Champions and training sessions (both theoretical and practical).
We are committed to fostering a high-performance culture which can enhance the leadership skills of our team members. That is why two years ago we kicked off a One Aleatica culture shift from the highest organisational level, the Leadership Manifesto.
The Leadership Manifesto is how ALEATICA do things on five focus areas:
I Speak
Trust is the basis of genuine teamwork.
Humility and learning
An arrogant attitude will lead me to think that reality is the way I see it
Unconditional accountability
I choose to be a player in the story, not a victim.
Impeccable commitments and requests
As a team, we make sure that we all do our part when it comes to the requests and commitments undertaken.
Effective negotiation
We negotiate in the company's best interests, not our own personal ones.
Talent recruitment and retention
We recognise that Aleatica’s success stems from the strength and passion of our people. That’s why we work hard to recruit the best talent for each role. Some of our initiatives include
Talent input at executive levels to strengthen the pool of successors.
Implementing individual career plans.
554 new hires
In 2024, 376 staff left us
26.8 % less vs 2023. This results in a 13.5 % Group-level turnover.
In 2024, saw a 1.80 % absenteeism rate, i.e. 126,459 hours.
Building the best team
Our team training means a cornerstone investment in our human capital. We are confident that their continued development not only enriches their careers but also strengthens our organisational culture and enables us to meet our objectives more effectively.
We will be launching the in-house learning module, a fully digital system that provides learning experience tailored to all staff times and paces. The platform will include over 3,000 e-learning contents by the end of this year.
Training hours
average training hours taken in 2024.
training hours
Average 25.88 training hours
of our workforce were trained in 2024.
training hours
Average: 21.24 training hours
Evaluating our talent
Performance culture is a fundamental tool for our staff professional development. It allows us to recognize individual and team contribution, providing valuable feedback for team growth and development in an increasingly competitive and cutting-edge industry.
To comprehensively assess our personnel, their performance is measured across three components:
- Shared objectives: we measure performance as aligned with our strategic priorities and key initiatives regarding ALEATICA’s business plan.
- Individual objectives: main contributions by each employee are measured according to his or her position.
- Competencies: fulfillment of our behaviours in accordance with the Leadership Manifesto is measured.
Total team members assessed
Providing the best place to work
We uphold team member wellness as the power engine to a more successful company committed to all of their people.
Aleatica Balance
Our In-spire model, based on five dimensions, guides our well-being priorities for all team members:
Spiritual well-being
We encourage mindfulness and awareness in our actions, sensorial experiences, emotions and thoughts.
Physical well-being
We foster a mind-body connection through healthy habits which may maintain and improve physical health.
Intellectual well-being
We encourage meaningful learning and transformative experiences.
Relational well-being
Collaborative networks and healthy interpersonal relationships are fostered.
Emotional well-being
Emotional awareness is developed, and effective emotional management tools are facilitated.
Some of the most remarkable global actions for this year include the following:
- A hybrid work model to attain work-life balance.
- First wellness circuit, with five stations aligned to the five key Aleatica Balance focus areas.
- New emotional support phone line, for all employees and their families.
- Workshops and webinars to provide tools on comprehensive wellness at the workplace.
- Health programmes and nutrition services with food advice.
- Monthly self-care and wellness schedule.
In addition, Mexico and Peru have broken ground with a couple of projects which have been well received by our team:
- Onsite physical activity and active breaks to encourage employee physical and mental health.
- Cuponera Aleatica, an app with team member benefits and discounts.
Benefits and compensation
We strive to provide competitive salaries, in addition to providing benefits above and beyond baseline benefits by law across all Business Units. These practices help us remain an employer which upholds the work stemming from its team, increasing job satisfaction and drive, and achieving their business and sustainability goals.
To this end, an annual compensation review and update is carried out, which allows us to establish the most equitable and fair compensation packages.
Aleatica also has in place a variable compensation package, which include a short-term, annual, non-guaranteed monetary incentive, subject to the following terms:
Shared goals
Supporting strategic business goals in a given term, with measurable indicators aligned to the Aleatica foundations, whose fulfillment depends on a joint effort. These include, among other things:
- Employee safety performance indicator
- Customer safety performance indicator
- Carbon emissions
- Customer complaints
- Compliance training
- Employee engagement
- Operating budget compliance (OpEx)
- Major maintenance delivery
Individual goals
Role-specific or position-related achievements of team members
Leadership competency model
Expected alignment with the behaviours and attitudes set out in Aleatica’s Leadership Manifesto
Building a great place to work
We pursue being a competitive and innovative employer day in, day out. Every team member should feel motivated, satisfied and aligned with our business objectives. To learn the staff’s main needs and concerns, 2024 was the year where the fourth Organisational Climate Survey, with a 75% participation rate, was implemented.
In 2024 was the year where the fourth Organisational Climate Survey, with a 75% participation rate, was implemented.
Parental leave
All team members have access to parental leave.
In 2024, 44 team members opted for this right, i.e. 32 men and 12 women. We currently maintain an employment relationship with all 44 employees.
Measuring employee satisfaction
employees with top level of engagement, satisfaction, wellbeing, or employee net promoter score.
2021
–
2022
–
2023
94% of employees responded to the survey.
2023
75% of employees responded to the survey.
348 STEM employees:
Equivalent to 85% of all STEM employees.
Equivalent to 15% of all STEM employees.
12% of employees are considered STEM collaborators.
Labour rights
1,282 employees, or 46% of the workforce, are under some collective bargaining agreement.
Medical services
In these services, we include health monitoring, pre-employment and routine medical exams, drug testing, statistical analysis, health campaigns, webinars, and wellness initiatives. It also supports accident investigations, the Aleatica Balance programme, and nutritional and physiotherapy services.
In the case of Mexico, our medical services are centralised in Mexico City and supported by corporate-level professionals who work as (on-site staff) implants within Business Units. We also have a medical manager, four occupational physicians, a nutritionist and three nurses.
In Spain there is a medical manager, and in Peru there are an occupational physician and two nursing assistants.
In the other Business Units where no doctors are available, we use outsourced prevention services, known as mutual insurance companies or Occupational Risk Administrators, Administradoras de Riesgos Laborales – ARL for its acronym in Spanish (in the case of Colombia).