Attracting, retaining, and developing talent allows CMPC to set up the skills and competencies to implement its strategy. In this way, productivity, knowledge, leadership, and innovation become an asset to attract talent. When we talk about development, we refer to the possibilities of professional and personal growth that we promote as a company.

This is based on six corporate competencies and their associated behaviors. In addition, we have a performance appraisal that includes self-assessment and feedback from management, as well as calibration panels to identify critical positions, internal mobility, and organizational climate measurement, among others.

Role development conversations are used in performance appraisals processes. There are two mandatory stages of the performance evaluation process: mid-year feedback and final evaluation, which, under the Best model, include conversations that should occur at least monthly to provide feedback to the teams.

At CMPC, we have various policies and processes in place to support our commitment to sustainable labor practices. Regarding our commitment to avoiding excessive work hours and managing the use of overtime, we have an Overtime Control Policy to monitor its use. Furthermore, in accordance with current legislation, we comply with the establishment of maximum working hours, equal pay for men and women, and annual leave pay. These commitments include our own operations, contractors, and business partners.

Regarding the operational control of these commitments, we have panels and follow-up meetings to monitor working hours and avoid excessive workloads, in addition to ensuring regulatory compliance for employee overtime pay and annual leave. Regarding interaction with labor representatives regarding labor issues, the Company interacts with 45 unions periodically in meetings that address topics such as health and safety, work hours, work environment, well-being, diversity and inclusion, compensation, and training. Also, in accordance with current legislation, we annually review the gender pay gap. Finally, in cases where there is a change in processes, a change in roles, or changes in the operation or industry, we implement retraining programs through a change management plan to assist people in learning the new way of operating/working and the new skills and knowledge required for the change.

Regarding employee capacity development programs, we have a Mentoring Program, which aims to accelerate the development of our talents through a learning experience structured in five conversations. This experience is delivered by the Company’s executive team in their role as mentors and is consolidated with the redefinition of the Individual Development Plan for the group of participating mentees. We also have a Coaching Program, which aims to support employees with leadership roles in the organization, as well as high-potential employees, through cultural onboarding, development, and the transition to new challenges, in order to boost their internal development.

Quantitative Impacts of Development Programs 

“Operator School” Program: This program provides targeted training for 12 students from Duoc UC’s Dual Training program to enter operational plants. This allows for reduced costs in the onboarding process when a hiring process is needed at the plant, due to the absence of a recruitment process and a 100% reduction in vacancy days. The program included specialized technical training both in the classroom and in process simulation laboratories. These students are scheduled to enter operations during the second semester, which will yield results associated with a reduction in the initial training process in technical, certification, and safety areas. 

Six Sigma Program – Green Belt Certification: This is a process improvement methodology focused on reducing variability, thereby reducing or eliminating defects or failures in the delivery of a product or service to the customer. This training provides teams with the necessary tools to develop projects that allow for deeper analysis and control of processes, as well as the visualization, identification, and management of quantifiable gaps with expected benefits within processes, considering the full scope of the process and available resources. The quantitative impacts of the Lean Six Sigma program include improved energy production efficiency and optimized maintenance costs. By 2024, the certification projects were able to capture $27 million in revenue.