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Employee development

Employee development

Logista’s staff are a fundamental part of the Group’s Strategic Business Plan. Through its Human Resources Department Logista promotes policies to improve employee development and embrace diversity and inclusion.

These are our core aspects of HR management reflect the Group’s values: Respect, Initiative, Commitment and Professionalism. We promote these values across the entire workforce comprising 5,851 employees of more than 50 nationalities.

Logista’s Human Resources Department’s strategy is based on the Group’s objectives, the objectives of each business area and best market practices. It has developed a Global Human Resources Plan that aims to cover both the short- and long-term needs of the Group’s businesses by providing a clear, practical model for improving business, team and employee performance.

This plan is underpinned by four pillars that define the work model throughout the employee’s professional lifecycle:

  • “The HR Roadmap”: sets out the Human Resources priorities, based on the objectives of the Group and of each of its businesses.
  • “The Balanced Scorecard/BSC”: measures the degree to which the targets set out in the HR Roadmap have been achieved and aids in both decision-making and devising action plans based on key HR management metrics.
  • Centres of Excellence: their purpose is to create an HR hub comprising policies, processes and programmes that represent specialised HR knowledge centres. These specialised processes are adapted to each business area and local characteristics and include the best global practices.
  • Shared Services Centre: designed to boost the efficiency of HR administrative processes to generate time and cost improvements. By developing employee management systems, the Shared Services Centre also becomes the management mechanism for employee data, using descriptive and predictive analysis to identify potential short- and long-term improvement measures.

In 2021, Logista has continued to identify and implement measures to carry on developing talent across the Company, particularly in positions identified as critical, to ensure they are held by people with the best skillset for the post.

It has also identified 166 potential successors within the Group as part of Logista’s Succession Plan which focuses on ensuring the continuity of critical positions and of the business itself.

During 2021, Logista set the goal of achieving 80% of Talent Density (talent index in critical positions, it is the result of the matrix evaluation of the annual performance plus the growth potential), finally achieving an achievement of 86%. This improvement is the result of implementing the action plan established for each business area. As part of these plans, measures have been implemented in relation to employee development, ensuring attractive remuneration and benefits packages and attracting and retaining talent.

During 2021, Logista set the goal of achieving 80% of Talent Density, finally achieving an achievement of 86%.

To demonstrate its commitment to young talent, Logista has introduced the “Youners” programme which is designed to attract, recruit and, above all, develop the technical and managerial skills of young people who have recently joined the Company across its various departments and business areas. Logista wants to ensure that these employees start to grow from the very outset of their career and work their way up to managerial roles or positions with more responsibility, thereby strengthening succession plans and guaranteeing the business’ continuity.

Following on from the last financial year, Logista has continued to optimise the level of service offered in terms of attracting and recruiting new talent – improving the online application process and enhancing the experience of candidates.

Logista’s remuneration system enables us to design an attractive remuneration model in line with market rates, which rewards outstanding performance and/or results through our variable short-term remuneration policy.

In addition to a fixed salary and an annual variable salary, our global remuneration scheme includes a long-term variable salary and a package of social benefits that is aligned with local policies in each business area and country.

Creating long-term value is one of the individual targets set for all the management teams in the Group. The variable remuneration scheme for the current 2021 financial year includes sustainability indicators for both the Group management team and for each business management team.

By participating in market research and using a structured methodology for evaluating positions, we can design measures that are aligned with our global talent management model.

The main risks the Group has identified with regard to HR management are retaining key personnel and finding the right candidate for each role, especially for critical positions. The potential consequence of these risks would be loss of business knowledge and low performance, which may have an impact on meeting targets. To mitigate these risks, the Group is actively working on the Succession Plan by identifying and developing the potential of employees who are part of the Plan – both those holding the positions now and their potential successors – and on the professional development of employees who currently occupy key positions within the Company.

Employment


a) Distribution of employees by gender, age, nationality and professional category

Employees by gender

Total 2021

% 2021

Total 2020

% 2020

Female

2,213

37.82%

2,170

37.16%

Male

3,638

62.18%

3,669

62.84%

Overall total

5,851

100%

5,839

100%

Employees by age

Total 2021

% 2021

Total 2020

% 2020

Aged 29 and below

657

11.23%

638

10.93%

Aged 30-50

3,731

63.77%

3,816

65.35%

Aged 51 and above

1,463

25.00%

1,385

23.72%

Overall total

5,851

100%

5,839

100%

Employees by nationality

Total 2021

% 2021

Total 2020

% 2020

Spain

3,553

60.72%

3,516

60.22%

France

1,228

20.99%

1,258

21.54%

Portugal

526

8.99%

531

9.09%

Italy

458

7.83%

454

7.78%

Poland

86

1.47%

80

1.37%

Overall total

5,851

100%

5,839

100%

Employees by professional category

Total 2021

% 2021

Senior management

43

0.73%

Management

198

3.38%

Professionals

369

6.31%

Technical and administrative staff

2,611

44.62%

Warehouse staff

2,630

44.95%

Overall total

5,851

100%

The revised professional category breakdown allows for better comparability by ensuring greater homogeneity of its members.

Employees by professional category

Total 2021

% 2021

Total 2020

% 2020

Management team

22

0.38%

23

0.39%

Technical and administrative staff

3,177

54.30%

3,126

53.54%

Warehouse staff

2,652

45.33%

2,690

46.07%

Overall total

5,851

100%

5,839

100%


b) Total number and distribution of work contract types

Distribution of work contract types

Total 2021

% 2021

Total 2020

% 2020

Permanent

4,999

85.44%

4,981

85.31%

Temporary

852

14.56%

858

14.69%

TOTAL

5,851

100%

5,839

100%

Full-time

5,446

93.08%

5,443

93.22%

Part-time

405

6.92%

396

6.78%

TOTAL

5,851

100%

5,839

100%


c) Annual average of employees by contract type, gender, age and professional category

Annual average of employees by gender

Distribution by gender 2021

Distribution by gender 2020

 

Male

Female

Male

Female

Permanent

3,217

1,813

3,424

2,025

Temporary

445

368

563

413

TOTAL

3,662

2,181

3,987

2,438

Full-time

3,536

1,890

3,859

2,081

Part-time

126

292

128

357

TOTAL

3,662

2,181

3,987

2,438

* This indicator is quantified considering the annual average of employees at the end of the month. The accounting criteria for the average number of hired personnel has been modified to adjust the information offered with the objective pursued with this indicator.

Annual average of employees by age

Distribution by age 2021

Distribution by age 2020

 

<30

≤30->50

≤50

<30

≤30->50

≤50

Permanent

353

3,280

1,398

361

3,804

1,453

Temporary

262

440

111

304

374

129

TOTAL

616

3,720

1,509

665

4,178

1,582

Full-time

588

3,419

1,419

642

3,804

1,494

Part-time

28

301

89

23

374

88

TOTAL

616

3,720

1,509

665

4,178

1,582

* This indicator is quantified considering the annual average of employees at the end of the month. The accounting criteria for the average number of hired personnel has been modified to adjust the information offered with the objective pursued with this indicator.

Annual average of employees by professional category

2021

 

Senior management

Management

Professionals

Technical and administrative staff

Warehouse staff

Permanent

44

197

384

2,328

2,078

Temporary

0

2

1

281

530

TOTAL

44

199

384

2,609

2,608

Full-time

44

193

362

2,427

2,401

Part-time

0

6

22

182

207

TOTAL

44

199

384

2,609

2,608

* This indicator is quantified considering the annual average of employees at the end of the month. The accounting criteria for the average number of hired personnel has been modified to adjust the information offered with the objective pursued with this indicator. The revised professional category breakdown allows for better comparability by ensuring greater homogeneity of its members.

Annual average of employees by professional category

 

2021

2020

 

Senior management

Technical and administrative staff

Warehouse staff

Senior management

Technical and administrative staff

Warehouse staff

Permanent

24

2,906

2,102

        27

3,119

2,308

Temporary

0

284

530

0

661

2,966

TOTAL

24

3,189

2,632

27

3,780

5,274

Full-time

24

2,979

2,424

27

3,552

5,029

Part-time

0

210

207

 

228

245

TOTAL

24

3,189

2,632

27

3,780

5,274


d) Number of dismissals by gender, age and professional category

Dismissals by gender

Total 2021

Total 2020

Female

64

87

Male

111

152

Overall total

175

239

Dismissals by age

Total 2021

Total 2020

Aged 29 and below

23

21

Aged 30-50

100

126

Aged 51 and above

52

92

Overall total

175

239

Dismissals by professional category

Total 2021

Senior management

1

Management

7

Professionals

14

Technical and administrative staff

75

Warehouse staff

78

Overall total

175

The revised professional category breakdown allows for better comparability by ensuring greater homogeneity of its members.

Dismissals by professional category

Total 2021

Total 2020

Management team

0

2

Technical and administrative staff

96

114

Warehouse staff

79

123

Overall total

175

239


e) Average pay and change in average pay by gender, age and professional category

Average remuneration by gender

Total 2021

Total 2020

Male

39,282.97

37,490.85

Female

32,789.50

30,902.71

Average remuneration by age

Total 2021

Total 2020

Aged 29 and below

23,703.33

21,749.96

Aged 30-50

35,234.14

32,229.02

Aged 51 and above

46,782.62

46,162.02

Average remuneration by professional category

Total 2021

Senior management 

285,238.52

Management

99,556.48

Professionals 

59,485.81

Technical and administrative staff

33,564.18

Warehouse staff

28,102.99

The revised professional category breakdown allows for better comparability by ensuring greater homogeneity of its members.

Average remuneration by professional category

Total 2021

Total 2020

Management team 

374,472.14

372,202.56

Technical and administrative staff

41,448.86

39,211.03

Warehouse staff

28,489.14

27,315.42


Gender pay gap

In line with diversity plans and to ensure better analysis and control of gender pay gap indicators, the number of professional categories to analyse has been has increased from three to five. This enables us to conduct a more accurate comparison of the salary difference for positions involving equal or similar duties and responsibilities.

In line with this new classification, positions have been re-organised within the new professional groups across the Company. The CEO’s position is not included in this calculation. Salary details for this position can be found in the Annual Report on Board Remuneration.

As in previous years, this calculation only takes into account work-related earnings during the financial year, excluding compensatory and severance payments.

Average remuneration of Management Team by gender (€) 2021

Male 

292,373.88

Female 

248,542.38

*Remuneration actually paid during the financial year with the new employee classification

Average remuneration of Management Team by gender (€) 2021

Total 2021

Total 2020

Male 

392,181.55

405,879.00

Female 

294,779.81

212,239.50

*Remuneration actually paid during the financial year with the previous classification

In average salary terms, the global gender pay gap is 16.53%, compared to 17.06% in 2020.

The overall average gender pay gap is 11.25%. This indicator is important as it takes into account the highest and lowest ends of the pay scale.

The Senior Management category includes the following manager groups: managers responsible for different departments, country and business area managing directors and managers in the first reporting line in the Group’s significant business areas.

The Management Committee forms part of the Senior Management and currently comprises nine members, of whom women represent 22%.

Average remuneration of Board Members by gender (€) 2021

Total 2021

Total 2020

Male 

194,664

134,004

Female 

91,256

78,056

Remuneration actually paid during the financial year

On the Board of Directors, five of the 12 members are women, i.e., 42% of the Board.

The average remuneration of Board Members includes remuneration commensurate with their duties and responsibilities as such. The five proprietary directors do not receive any remuneration for their duties and responsibilities as Board Members and are therefore not included in the calculation of the average.

The average remuneration of male Board Members is higher than the average figure for female Board Members, mainly as a result of the inclusion of the Chairman of the Board’s remuneration, which is higher due to his roles and responsibilities as Chairman.

Details of the regulatory framework for Board member remuneration are set out in the Board Remuneration Policy which is available to the public on our website. The 2021 Annual Report on Remuneration of Directors provides greater detail on board member remuneration, including fixed and variable percentages, as well as sustainability indicators.

Organisation of work

Logista’s people management process is based on trust and results. Over the course of this financial year, this strategy has enabled it to implement measures and introduce employment conditions that promote and strengthen this type of management and provide greater flexibility in the organisation of work, for both employees and the business areas.

In this way, and always taking into consideration the needs of the businesses, local laws and good practices, Logista has introduced a number of measures that allow for more flexibility in the way work is organised and make it easier to establish a balance between work and personal life in those businesses and settings where production activity and local good practices make this possible. Some of these measures include compressed hours at certain times of the year, flexible working hours, a shorter working day, extended leaves of absence, etc.

Obviously, as a precautionary measure to prevent the spread of COVID-19, part of the organisation of work during 2021 has included remote working and organising shifts for staff who work on site.

Introduction of policies on the right to disconnect from work (digital disconnection)

Logista is committed to promoting and implementing measures to ensure employees have time off and recognises that the right to disconnect from work is fundamental to achieving better working time management for the purposes of respecting private and family life, improving the balance between personal, work and family life, and contributing towards creating optimal health and safety conditions for all its employees.

Absenteeism

Logista monitors the level of absenteeism on an ongoing basis, considering this as any absence from work due to an accidents or illness that has an impact for social security purposes. During the 2021 financial year, there were 558,223 hours of absenteeism, compared with 623,339 hours in the previous year. Absenteeism therefore decreased by 10.4% during 2021 mainly due to two factors: reduction of the impact generated by the COVID-19, as well as the reduction of accident rates.

Health, Safety and Well-being

Logista regards the Health, Safety and Well-being of its employees as one of its fundamental values and is committed to providing a safe and secure working environment. Every one of us in the Group has a part to play in the culture of health, safety and well-being.

The Centre for Excellence in Health, Safety and Well-being has focused on the following priorities for the 2021 financial year:

  • To achieve a gradual reduction in accident rates in the Group’s businesses.
  • To continue improving safety conditions and making workplaces healthier.
  • To promote a culture of excellence in terms of the health, safety and well-being of employees in the Group.

At present, Logista is certified under the ISO 45001 Standard (international reference standard on the matter). Specifically, in Spain Logista, Logista Parcel, Logista Pharma, Nacex and Logista Freight; in Portugal all Alcochete businesses; in Italy, Logista and in Poland Logista.

In 2021, the Group’s Health,Safety and Well-being organisation has continued to focus its efforts on managing the effects of the COVID-19 pandemic, implementing and improving measures needed to reduce the risk of employees, partners and clients contracting the virus, whilst also ensuring business continuity during these extraordinary times.

For ISO 45001-certified Group Companies there is a procedure in place for reporting risks. This procedure can be used by all employees to report a hazardous situation or dangerous conduct. On the other hand, any accidents or incidents that occur on Group premises are investigated in accordance with the local regulations applicable in each country and the procedures set out in the respective management system. Finally, hazard identification and risk assessment are carried out in accordance with applicable regulations in each country and the procedures set out in the respective management system.

Logista asume la Seguridad, Salud y Bienestar de sus empleados como uno de sus valores fundamentales, velando por un entorno de trabajo seguro y saludable. Todas las personas que integramos el Grupo estamos involucrados en la cultura de Seguridad, Salud y Bienestar.

Desde el Centro de Excelencia de esta materia, se han tenido en cuenta las siguientes prioridades para el ejercicio 2021:

  • Lograr una progresiva reducción de los índices de accidentalidad en los negocios de Grupo.
  • Continuar mejorando las condiciones de seguridad en el trabajo y haciendo los centros de trabajo cada vez más saludables.
  • Potenciar una cultura de excelencia en materia de seguridad, salud y bienestar de nuestros empleados en el Grupo.

En la actualidad, Logista dispone de la certificación en la Norma ISO 45001 (estándar internacional de referencia en la materia). Concretamente, en España Logista, Logista Parcel, Logista Pharma, Nacex y Logista Freight; en Portugal todos los negocios de Alcochete; en Italia, Logista y en Polonia, Logista.

Durante 2021, la organización de Seguridad, Salud y Bienestar del Grupo ha seguido focalizando sus esfuerzos en la gestión de la pandemia generada por el COVID-19, implementando y mejorando las medidas necesarias para reducir el riesgo de contagio de empleados, colaboradores y clientes al mismo tiempo que garantizaba la continuidad de su actividad en estas circunstancias extraordinarias.

Para las empresas del Grupo que estén incluidas en la certificación ISO 45001 existe un procedimiento de comunicación de riesgos que permite a todos los trabajadores comunicar una condición peligrosa o una conducta de riesgo. Por otro lado, todos los accidentes e incidentes que se producen en las instalaciones en Logista son investigados atendiendo a la normativa local de cada país y a lo establecido en el procedimiento correspondiente del sistema de gestión. Finalmente, la identificación de peligros y evaluación de riesgos se realiza siguiendo la normativa de cada país y también siguiendo lo establecido en el procedimiento correspondiente del sistema de gestión.

 

Total 2021

Male

Female

Total 2020

Male

Female

Accidents

114

82

32

125

87

38

Frequency index

11.22

13.02

8.29

11.84

13.12

9.69

Severity index

0.2

0.25

0.12

0.34

0.35

0.32

Confirmed occupational illnesses

0 

0 

0 

0

0

0

“Lost Time Accidents Rate”

2.24

2.6

1.66

2.37

2.62

1.94

Fatality

0

0

0

0

0

0

Work accidents with sick leave due to professional contingencies, excluding “in itinere” accidents.

Social relationships

The Centre for Excellence in Labour Relations is tasked with the preventative management of both legal and reputational risks and conflicts in the workplace to enable each business to develop strategically and operationally in the best way possible. Therefore Logista seeks to operate in the market by offering a safe and stimulating environment for our investors and shareholders, as well as for our employees and all other stakeholders.

We achieve this objective by promoting good practices in this area and through our extensive, specialised knowledge of the different regulatory frameworks applicable to labour relations in the locations where the Group has operations and carries out its activities.

Logista is committed to creating long-term employment and fosters relationships with its employees that are founded on high levels of motivation and job satisfaction. The regulatory framework for these relationships is shaped by internal policies and collective agreements that improve working conditions established in local legislation, and fully upholds the provisions of the United Nations Global Compact on Human Rights, the resolutions and recommendations of the International Labour Organisation and the European Social Charter.

In addition to this, Logista encourages relations with trade unions and workers’ representatives based on responsibility and transparency, ongoing communication, the right to information and the right of consultation, while exercising the fundamental right to union membership.

99% of Logista’s employees are covered by collective bargaining agreements, with the exception of employees in Poland.

Total hours of training by professional category

2021

Senior management 

571

Management

4,381

Professionals 

7,477

Technical and administrative staff

20,673

Warehouse staff

11,639

The revised professional category breakdown allows for better comparability by ensuring greater homogeneity of its members.

Total hours of training by professional category

2021

2020

Management team

170

187

Technical and administrative staff

32,931

27,318

Warehouse staff

11,639

9,590

Training

When creating and introducing the Training Plans for 2021, Logista has prioritised training programmes that are designed to help the business areas meet their objectives and achieve results. In this way the Company can align employee development with the Group’s objectives and those of its business areas.

Logista bases its individual employee development plans on the 3Es model: Experience (70%), Exposure (20%) and Education (10%). The Education training model is provided via training schools. The fundamental components of our training cover the following aspects:

  • Continually improving sales by strengthening sales teams and guaranteeing business growth.
  • Technical Excellence to ensure we maintain a premium service in the operations we provide for our clients, through our know-how and by applying innovative practices in each particular area.
  • Team Leadership and Management to improve performance and ensure our people management is focused on achieving objectives.

In addition to these main areas, training in other areas also helps drive employee performance levels: Project management, technical skills and competencies, etc., together with any training required to ensure we are compliant with governance and sustainability requirements: legal, Code of Conduct, health and safety, etc.

Logista also remains committed to digitalised training. It aims to roll this out to everyone in the Group to be able to offer them a range of online training programmes – providing better access to content and courses for the Group’s entire workforce. This has been particularly important this year due to the COVID-19 pandemic.

With regard to critical positions and employees identified in the succession plans for those positions, Logista has defined and implemented various individual development measures with a view to strengthening Talent in these key positions for the Group.

There have been 44,740 hours of training this year compared to 37,095 hours of training completed in the 2020 financial year, representing an increase of 20.6%. This indicates the Company’s efforts to maintain learning levels despite difficulties caused by the pandemic, particularly related to the capacity restriction.

Universal accessibility and equality

The Group’s Sustainability Policy expressly sets out Logista’s commitment to diversity, equal opportunities and non-discrimination for reasons of any nature.

In 2021 the Financial Times has identified Logista as a Diversity Leader in its annual ranking of European companies thanks to its commitment to diversity and equality. The survey ranks Logista as the leading Company in Spain, 25th in the overall European ranking, and number one in its sector in Europe.

Logista seeks to work proactively with a range of foundations and associations that support and employ people with disabilities who are at risk of exclusion, with the aim of playing a part in integrating them into the labour market. In 2021, 140 people with disabilities were employed by Logista, representing a 30% increase (108 in 2020).

The Company has made any necessary adjustments for accessibility with regard to toilet facilities, car parks, the installation of ramps, etc., both at new premises and at existing premises that are gradually being redeveloped.

In line with Logista’s Sustainability Policy, the Group has promoted the following initiatives this year:

  • Donations for research into diseases such as COVID-19, cancer or rare diseases.
  • Training and employing people with a range of skills to integrate them into the jobs market.
  • Measures to encourage sport.
  • Collecting food and toys for low-income families and families at risk of social exclusion.

All these actions are developed in line with the principles and values set out in the Group’s Code of Conduct which also lays down the general guidelines of conduct for all its employees. It is published on the Group’s Intranet and in the website to ensure that it is as widely available as possible, and as such maximises employee awareness.

In Spain, Logista has had a Parity and Equality Commission since 2011. This establishes principles of equality and lays down the protocols that ensure people are managed in accordance with principles of:

  • Non-discrimination on grounds of gender or sexual orientation, or for any other reason prohibited by law.
  • Respect for people above all other considerations.
  • Professional conduct in relations between employees and with Management.
  • The promotion of a fair work climate that encourages professional development based on professional merit and on training.

The Company is not aware of any incident this year relating to gender discrimination or any other kind of discrimination. Therefore, the measures implemented during the year have been purely preventative.

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