Future generations will look for ethical companies with a positive social impact. We foster the personal and professional growth of our team with the aim of creating a safe and cohesive work climate, retaining young talent, and attracting women to a highly masculine field.
Through our Professional Growth programme, ELIX Polymers will continue striving to offer its employees adequate employment conditions, guarantee job stability and reinforce continuous education, training and awareness as a means of attracting young people and talented women.
100 % of our staff is covered by the collective agreement.
Our entire staff operates under the General State Agreement for the Chemical Industry and the improvements as stated in ELIX Polymers’ 2nd Complementary Agreement.
1. Data shown in this graph is for staff in Tarragona (Spain), where the only facilities of the company are located. Included in total employees are those semi-retired; for the rest of the tables in this section these employees are not included, because although they are stillemployed by ELIX, their level of dedication is different from that of the other employees.
2. With the exception of this graph, the rest of the indexes shown do not include external workers as we do not have direct management capacity over them.
OUR TEAM BY CONTRACT TYPE
OUR TEAM BY TIMETABLE
Despite the pandemic, we've increased our staff by 2.4 %.
The majority of our staff -96.6 %- works full-time.
Lean culture is the base of our collaborators’ personal and professional development. It determines the way we resolve the daily challenges of our organization.
Talent attraction is related to the expectations of new generations in terms of how a company works and the positive social and environmental impact it can have, as well as the incorporation of young people into technical degree programmes and training courses. ELIX works to recruit and retain talent internally through training programmes and continuous feedback, and externally through partnerships with research centres, universities and high schools.
ELIX Polymers promotes the personal and professional development of its collaborators through the LEAN philosophy. LEAN is a method of improvement and continuous learning based on a series of values, principles and techniques that help to strengthen our management processes, and at the same time, promote the development of our team of professionals.
With our Focus Manager Project, we strengthen the leadership capacities of specifically-identified team managers and staff, with the aim of improving communication, emotional intelligence and change management
This year, more than ever, the motivation of our team was key in getting through the internal and external situation caused by the COVID-19 pandemic.
It hasn’t been easy managing the changes in how we work and interact, with all the fears and worries that have arisen from experiencing a situation like this. With the aim of tackling the pandemic together and acknowledging the effort and commitment of the people who form part of ELIX, we launched an internal campaign infused with messages of support for our colleagues who went to the factory everyday to maintain operations and ensure production during this exceptional situation.
We work to foster the inclusion of women in a field where women's presence has traditionally been low.
At ELIX we continue to be fully committed to equal opportunities without gender-based discrimination. We have anEquality Commission which is currently updating and improving our Equality Plan and Sexual Harassment Protocol.
Women’s presence in the company and in governing organs is on the rise
THE PRESENCE OF WOMEN BY JOB CATEGORY
ELIX's commitment to the health of it collaborators and the safety of its processes remains intact
We have a Corporate policy for job safety and the prevention of serious accidents (HSE), whose aim is to avoid injury and illness, prevent job and process-related accidents, and minimise exposure to risks posed by job activities.
We have a Health and Safety Committee which meets periodically to deal with health and safety actions that have been carried out, exceptional issues, or proposals presented by colleagues
Through a management system we define the responsibilities, goals and actions related to occupational health and safety. The scope of this system includes all ELIX employees and activities, as well as the service companies who carry out their activities in our facilities.
Our health and safety measures during the COVID-19 pandemic have allowed us to maintain our production facility operations and satisfy customer demand with no infections in the company.
Managing the pandemic has meant defining numerous internal procedures according to the legislation and protocols of the Spanish Ministry of Health, the Catalan government (the Generalitat), the OHS Surveillance Service and sector-specific guides published by FEIQUE for the different areas of the chemical industry. These internal procedures have always adapted to the progression of official announcements, as well as the different stages of the pandemic.
At ELIX, we have a global vision of Occupational Health and Safety where both aspects are closely related and approached with a common strategy. Our healthy company strategy, simultaneously emphasises physical, social and emotional well-being. The six core concepts of its structure encompass all areas related to the health and safety of both the organization and its social environment.
Leadership and commitment of Senior Management
Job safety and excellence in preventive measures
Personal and professional development, mental and emotional wellbeing
Disease prevention and healthy habits
Stakeholders and social environment
ABSENCE / PRESENCE
Process safety incidents
In 2020 we had an increase in accidents and didn’t fulfill our Triple Zero objective. To reduce accidents once again, we've designed a new campaign to be launched in 2021.
HEALTH AND SAFETY INDEX
ACCIDENTS BY TYPE 2020
The majority of accidents were related to blows or flying particles
Based on our accident analysis, the following action plans were defined:
MONITORING OF WORKPLACE CONDITIONS
10 HOUSEKEEPING AUDITS3
443 SAFETY OBSERVATIONS 473 IN 2019
347 VISITS 316 IN 2019
41 UNSAFE SITUATION ALERTS 58 IN 2019
527 ADDITIONAL ACTIVITIES
3.091 HOURS OF TRAINING
3. Audits carried out by a team made up of Operations managers and shift managers.