Redeia Corporacion S A : Report (talent and culture report 2023)

2 0 2 3

Talent & Culture Report

Valuing the essentials

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3				C o n t e n t s

•		1		2		3
Introduction/ 2		Cultural		Talent		Key
		Transformation/ 3		at Redeia / 18		Indicators / 53
		Leadership Model		Commitment to quality
		Skills Model		employment: a stable,
			committed, and highly
		Redeia Campus		qualified team
				Diverse Talent
				Talent acquisition, selection,
				and integration: new hires
				Talent Development
				Talent differentiation: linkage
				and recognition
				Knowledge management
				Compensation and
				Remuneration
				Social Climate and Internal
				Communication

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3

• Introduction	1 Cultural	2 Talent
	Transformation	at Redeia

C o n t e n t s

2

One of the strategic pillars that enable Redeia's mission, vision, and purpose is People. It aims to achieve cultural transformation, sustainable management,

• • • and to position the organisation as a benchmark for a healthy company. Besides, it pursues to develop an innovative, agile, and collaborative culture by fostering talent, anticipating needs, and

achieving an organisation capable of facing the challenges

of the Strategic Plan in a changing environment. The 2021-2025 Operational Plan of People and Culture management develops and facilitates the deployment of Redeia's strategy through different initiatives described

in this report.

I n t r o d u c t io n

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3					C o n t e n t s	3
• Introduction	1 Cultural		2 Talent	3 Key
	Transformation		at Redeia	Indicators

Cultural

Transformation

1_

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3					C o n t e n t s	4
• Introduction	1 Cultural		2 Talent	3 Key
	Transformation		at Redeia	Indicators

Redeia aims to become the backbone

of the energy transition, bringing energy and telecommunications to a national and international level.

Redeia aims to become the backbone of the energy transition, bringing energy and telecommunications to a national and international level.

Supported by our values and leadership principles, we strive to achieve the desired culture: an agile, flexible, innovative, disruptive, diverse, efficient, and sustainable organisation that allows us to realise the future of the company and its people.

The transformation model, deployed through talent, leadership, and a new organisational culture, drives us to achieve our goals outlined in the Strategic Plan.

Redeia aspires to be a reference in our sector, involving society in the company's challenges and promoting actions that engage, motivate, and inspire.

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3				C o n t e n t s	5
• Introduction	1 Cultural		2 Talent
	Transformation		at Redeia

Leadership at Redeia seeks to transform the organisation by relying on

a set of values and attributes to achieve the desired culture

1 . 1 that will realise its future and that of its people.

Thanks to

this leadership, the company becomes an agile, flexible, innovative, disruptive, efficient, and sustainable organisation by achieving commitment to the culture and purpose of the organisation.

1 . 1

Leadersh ip Model

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3					C o n t e n t s	6
• Introduction	1 Cultural		2 Talent	3 Key
	Transformation		at Redeia	Indicators

Leadership Model

The Leadership Model describes the manager's expectations as a leader in terms of principles, values, and behaviours. Therefore, the

The climate pulse is key to directing efforts to the areas where leaders need to focus.

						e	or
					h
		s	t
	d
a
e
L
							s o
						d
					a
			e
		L

g
a
n
i
s
	a
	t
	i
	o
t	n
h
e
r
s

leader's contribution is understood as the application of the attributes of the Model, to mobilise their teams and achieve the company's results.

In the last exercise carried out at the end of 2023, a satisfaction score of 86% was obtained. See more information in the Social Climate section.

		d	s	s	e
	a
e				l
			f
L

Acts and

takes

decisions

based

on values

The sources for assessing the manager's fit with the Leadership Model are:

• 360-degree feedback: aimed

at the entire management

team. It includes the levels of

presidency and CEO, with the aim

of consolidating their strengths and

areas for improvement to continue

• Achievement of leadership objectives, which in 2023 focused on the attributes outlined in
  the 'Lead Others' and 'Lead the
  Organisation' axes.

Additionally, the model has a range of resources to assist and support leaders:

Leads the organisation

Thinks in terms of global contribution, always placing the general interest before personal interests and organising internal resources with generosity and flexibility to ensure that goals are met.

Leads others

Motivates through a positive influence, using their role to inspire and contribute to the growth and development of their colleagues, increasing both their commitment and their contributions.

Leads self

Maintains a continuous and proactive commitment to self-development, seeking to improve and adapt their leadership skills to different circumstances. Pursues personal and professional growth as a starting point for adding value to others.

growing as leaders of reference

in the organisation.

• Climate pulse: We have evolved

the climate survey into a pulse

system that is more dynamic

and focused. It allows much

more targeted information

to be obtained on aspects

relevant to the organisation.

• Leader's portal: an exclusive leadership space on the corporate internal web, OurNET. It serves as a communication channel to share news and general interest content for leaders.
• Communication guide:
  a document that develops the role of the manager as a key 'communication channel' within the organisation.

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3

• Introduction	1 Cultural	2 Talent	3 Key
	Transformation	at Redeia	Indicators

C o n t e n t s

7

The 'Lidera' programme for department leaders incorporates a cross-cutting module on Positive Communication that enables the team to enhance this skill in their professional performance.

• Digital content library: gives the manager access to a micro- learning resource platform (over 27,000 book summaries, videos, and reports), which constitutes a self-learning ecosystem with the latest trends.

• It is based on a 100% flexible model, without time constraints. In this digital environment, a set of resources and masterclasses by internationally renowned experts in people management and team leadership have been made available to all Redeia leaders.

We have defined 4 training itineraries whose content is aimed at enhancing the skills expected of Redeia managers as leaders:

• Innovation and Digital Transformation.
• Leadership.
• Strategy and Change Management.
• Talent Management and Development.

Outstanding actions related to transformative leadership in 2023

'Lidera' Programme

In 2023, we launched the new 'Lidera' programme, aimed at the department heads and based on the Redeia Leadership Model.

This programme addresses the axes that define the model: Leading my Development, Leading Others, and Leading the Organisation. Moreover, it incorporates a transversal module on positive communication that allows the group to enhance this skill in their professional performance

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3					C o n t e n t s	8
• Introduction	1 Cultural		2 Talent	3 Key
	Transformation		at Redeia	Indicators

to add value to the company from their own role, as well as integrating Redeia's values.

Cross-mentoring

A programme based on learning through experience and aimed at the department heads (mentees), who are mentored by the Director's group.

Its purpose is to contribute to the development of their capabilities, with benefits including professional and personal development, the acquisition of new skills and knowledge, and the creation of networks. Furthermore, mentoring helps identify areas for improvement to continue working on.

Senior Team Days During 2023, the annual

face-to-face meetings were held. Their fundamental objective

is, in addition to sharing and working together on strategic issues related to Redeia's business development, to promote and continue to drive cohesion among the members of the executive

team, developing activities in a relaxed atmosphere.

Communication Workshops: 'How to hold valuable conversations' Our Leadership Model includes, as one of the fundamental attributes of our leaders' management, their ability to be involved in the development of their teams, facilitating an environment conducive to employees giving their best.

Within the key people management processes, one of the most relevant milestones is the contribution conversation, which is a critical point in the employee lifecycle. Moreover, it is considered an essential moment to reflect

on the outcome of the past year and focus on the challenges to be addressed during the new year, identifying improvement actions or support to achieve the defined objectives.

To support our leaders in this process, specific workshops have been developed with the following objectives:

• Strengthen and consolidate the idea about the importance and purpose of these types of conversations.
• Training basic skills to hold value conversations.
• Building messages consistent with our contribution assessment model.

Digital Coaching

A programme designed as a development tool where participants have the opportunity to work on aspects of their leadership style over six individual sessions (approximately 3 months).

This is based on the information provided by each participant, and the platform's algorithm proposes the three coaches that best suit their needs.

www.redeia.com/en

Ta l e n t & C u l t u r e R e p o r t 2 0 2 3					C o n t e n t s	9
• Introduction	1 Cultural		2 Talent	3 Key
	Transformation		at Redeia	Indicators

Talentia

We continue with Talentia

as a development programme aimed at the group of employees identified as potential managers after the talent differentiation process.

The programme consists of different learning resources and actions. Besides, it has provided 5,805 training hours (3.43 FTE) and involved 62 non-managerial employees with high potential to hold future executive or people management positions.

It is flexible, with different development paths adapted to the features and profile of each participant.

Summary of key actions in 2023

Initiative	Objective	Participants and
target group
'Lidera' Programme	Review behaviour and leadership styles to identify areas for	33 department heads.
	improvement to continue working on.
Cross-mentoring	Progress in their professional careers by accelerating their learning,	25 mentor-mentee pairs of
Programme	facilitating the creation of connections based on trust and respect.	directors and middle managers.

Its main objective is to continue to invest in professional development and career opportunities within Redeia

by supporting this group in developing their leadership skills and promoting collaboration and cohesion among participants, favouring the removal of silos and functional barriers.

Senior Team Days	Communicate and disseminate strategic issues related to business	161 members of the senior
	development and foster collective cohesion.	team.
Workshops: how to hold	Consolidate the importance of these conversations through messages	42 members of the senior
valuable conversations	consistent with our model of valuing contribution.	team.
Digital Coaching	Contribute to improving leadership style by using AI to provide the	11 members of the senior
	most suitable coach.	team.
Talentia	A new programme designed as a development tool and space for	62 non-managerial employees
	cohesion and the removal of functional barriers.	with high potential to hold
		future executive or people
		management positions.

www.redeia.com/en