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“Respect for people and the
environment is a part of the corporate
policies in our operations”.
Corporate Center
Our People
As part of the challenge to improve the organization’s
work atmosphere with each passing day and contribute
to the achievement of operational results, the company
carried out different actions to strengthen the knowledge
and development of human talent, and improve
quality of life in terms of health and welfare, in addition
to strengthening communication processes, optimizing
the staff, providing organizational clarity, acknowledgement
and performance-based compensation.
The corporate plan has been carried out since 2005, after
the identification of a series of factors to be worked on in
the short, medium and long term, to generate an organizational
culture aimed at preparing world-class talent.
Likewise, the Department of Labor Relations and Development
defined the new human resource model for
Ecopetrol, which it began to implement through the
human resource and payroll project on the SAP system
platform, to be extended into 2007.
In 2006, the Collective Bargaining process was carried
out with union organizations existing in the company
(USO, Adeco and Sindispetrol), leading to the signing
of the Collective Bargaining Agreement with the USO
and Sindispetrol.
The agreement was reached during the direct arrangement
stage and extended its effect to a 3-year term of
3 years as of June 9, 2006, based on the principles of
dialog, consensus, adherence to the law and respect for
the parties’ rights.
As part of the actions to improve quality of life, 584
home loans were granted for a total of $19.79 billion
and 1,168 loans for computers were granted at an average
of $5.2 million per beneficiary.
In addition, the Excellence Award Program was carried
out, in which 30 exemplary employees and 65 initiatives
of high impact for the company were awarded.
The well-being plan had a total coverage of 6,371 workers
and their relatives with an activity satisfaction level
of 4.4 on a scale of 1 to 5, where events such as the
tribute to workers for their years of company service,
the national sports Olympics, the family-company integration
program and the children’s painting and Christmas
contest, played a key role.
In the area of strengthening training and development,
there were an accumulated total of 394 thousand manhours,
representing an average of 69.4 hours per official. There were 14,700 training activities, that is to say,
2.5 activities on average per worker. Positive leadership,
executive management, supervisor training in management
competencies, strategic purchasing and the masters
program in refining and production were some of
the most important programs.
Another initiative that Ecopetrol is involved in is Knowledge
Management. As part of this work, in 2006, 439
key posts were identified in the organization, and the
organizational competencies of 82% of the people
holding these posts were evaluated, in order to determine
their plans for individual development. 322 of the
holders of these posts defined their knowledge transfer
plans, including actions to document practices or procedures,
provide tutoring and instruction, and participate
in networks, with a progress rate of 69%.
In order to do so, 6 workshops were developed on
knowledge transfer plans, with the participation of 110
people from all areas, providing knowledge mana |