Codelco�s strategy is to create a competitive advantage through people�s talent and the quality of company assets, to successfully face an increasingly competitive market.
In 2011 the Company took important steps towards creating a high-performance culture; create mobility opportunities; establish programmes to attract young talent and women; a strict selection was applied for available positions; Development Committees were created for career planning and to implement development initiatives for executives, supervisors and professional employees.
As for labour relations, in 2011 seven collective bargaining negotiations were successfully completed at Head Office and at El Teniente, Ministro Hales, Chuquicamata and Radomiro Tomic divisions. Furthermore, Codelco signed important contracts with the Federation of Copper Workers (FTC) and the Codelco Union Federation of Supervisors and Professionals (FESUC).
Workforce
As at 31 December 2011, Codelco�s workforce totalled 18,247 employees, 6% less than the 19,425 employees in August 2010, before launching the retirement plan, and 5.7% less than in December 2010. A total of 2,453 people had subscribed to the retirement plan by December 2011.
7.7% of the workforce are women, versus 7.3% in December 2010. The average age of the the workforce dropped to 45.5 years old in August 2010.
Total absenteeism dropped from 3.84% in 2010 to 3.23% in 2011, a sustained decline from 5.59% in 2005. Supervisor and professional employee absenteeism reached 1.77% in December 2011. Absenteeism among operators, administrative and service employees reached 3.33% in December 2011.
Overtime had constantly dropped from 6.44% in 2005 to 2.97% in 2010, but rose to 3.76% in 2011, as the organisation adjusted to the retirement plan.
Recruitment
In 2011, 4,512 mobility opportunities were created, 61% were covered by the organisation�s employees and 39% by the market. At an executive level, 105 positions were filled, 60% with the organisation�s employees. They were all assessed and underwent a strict selection process.
At a supervisor and professional level, 1,590 jobs were filled, 54% by Codelco employees. In the case of operators, administrative and service positions, 2,817 jobs were filled, 66% by Codelco employees.
Of the total 1,716 employees who entered Codelco, their average age is 32 and 16% are women.
Development
In 2011, Development Committees were created at divisions and vice-presidencies to design course planning and implement development initiatives for executives, supervisors and professional employees. The specific objectives of the Committees is to ensure leadership continuity; validate performance assessment; design management development plans; identify people with leadership potential; establish succession plans for critical positions; promote mobility; review overseas assignments; and validate training plans. Codelco defined the Leadership skills described below.
During this period, the leadership programme was launched across the company and it involved executives, managers and professional employees with potential to assume higher positions.
In line with the goal to create a high performance and feedback culture focused on continuous improvement, a performance management cycle was implemented in all its phases: Planning, Follow-up and Assessment. It covered 99.2% of supervisors, professional, managerial and executive employees, creating consistent assessments that include �what� and �how� to achieve goals.
Succession plans were created for 220 critical positions, with at least two identified successors per position, all with individual development plans.
Codelco gave training to 12,985 employees with indefinite contracts, 74% of its workforce.
Labour Relations
In 2011 collective bargaining negotiations were successfully completed at Head Office and at El Teniente, Ministro Hales, Chuquicamata and Radomiro Tomic divisions.
In 2011, Codelco and the Federation of Copper Workers (FTC) signed a Framework Agreement: Labour Dialogue for the Future and Codelco�s Competitiveness; while, with Codelco Union Federation of Supervisors and Professionals (FESUC), Codelco signed a Base Agreement: the Future of Codelco is a Shared Responsibility. These Documents define the path for conversations and analyses with trade unions.
In 2011, unionisation at Codelco totalled 52.4% among supervisors and professional staff and 99.4% among operators, administrative and service staff.
