+d program
Diversity is intrinsic to our DNA and encompasses multiple dimensions of our daily work. One example of this aspect of our culture is that 50% of our directors and managers are from the Young Professionals program. We have long experienced generational diversity, and have always made a special place for family values, something we all share, and the reason why we place special emphasis on the working flexibility so necessary for parents. The central idea is for people’s family lives to be compatible with their career development and vice-versa.
Tecpetrol promotes initiatives designed to foster the growth of all its employees. In addition to flexible workday scheduling policies, including reducing the working day for mothers and special home office options, the company provides maternity coaching to accompany women through pregnancy and childbirth until they return to their jobs. We are also developing other areas of exchange and support, such as the Lean In Circles, and dual-career development, ensuring equal access to career opportunities.
The +d program was born of the conviction that each person brings unique talents and skills to the company, leading to stronger teams.
Diversity
We’re driving initiatives to ensure more women have the opportunity to develop their careers and achieve personal growth. This is a challenge in many traditionally male-dominated industries such as the energy sector. In this axis, we’re taking actions designed to tackle the structural barriers that women face in their efforts to access positions of greater responsibility.
Today, we have four generations living together in Tecpetrol, four generations that can enrich each other mutually through collaboration. In this axis, we’re working with the newest members of each age group with a view to fostering intergenerational dialogue and finding spaces for growth.
We pursue free expression and non-discrimination in the workplace regarding people's sexual identity, so the action plan of this axis addresses issues linked to collective attitudes, helping to break down prejudices and working positively with the differences that make for mutually-satisfying coexistence in the workplace.
This axis is led by a group of self-appointed allies.
In our search to develop empathy, eliminate prejudice and create spaces for inclusion throughout the company, the actions we’re taking for this axis of the +d program reveal an entire universe of work. We’re thinking about how to be inclusive, not only in our workspaces but also in the communities with which we’ve been nurturing long-term relationships.
This axis is led by a group of self-appointed allies.
This axis has been around in Tecpetrol since the company crossed Argentina’s geographical boundaries to start developing energy concerns in other countries. Cultural diversity is inevitably a challenge for integration and development, since over 30% of Tecpetrol's employees are from other countries, representing a solid base of growing talent; however, the action plan of this axis seeks to guarantee representativeness, development and visibility.
In numbers
Respondents in the diagnosis stage
Women participated in workshops to design action plans
Hours at 18 workshops on unconscious bias
Hours of coaching to support dual careers
participants in maternity coaching
participants in the Lean in Together Circles
Alma RiveraOperations Engineer
Perhaps it's still not as common to see women in operating areas or night shifts, but I've seen a big change over the last few years, both at Tecpetrol and at our contractors. We've come a long way, naturally incorporating cultural and generational diversity, including respect for other people's abilities, etc.
Juan José MataDirector of Administration and Finance
Our vision goes beyond these 12 months of work: over the next five years, our idea is for diversity to become intrinsic to Tecpetrol's culture, thus no longer requiring either a committee, special meetings, interviews, or programs.
Julieta VieytesHuman Resources Manager Neuquen Basin
Today, we have young professional women drawing up diagrams out in the field. There is no doubt that we are on the right track, but we must continue working to ensure equal access to opportunities. It’s no longer about appointing more women in managerial or technical roles, but about making them more visible and putting them through their paces to see who should be promoted according to merit.
Esteban GrassiHead of Commercial Planning and Supply Chain, Ecuador
There are fundamental differences when you compare the concerns, motivations, expectations and ambitions of different age groups. Encouraging mutual understanding across the generational divide is a huge challenge for us.