TALENT ATTRACTION AND RETENTION
GRI 3-3
The Planning and Development area of Corporate Human Resources generates strategies to ensure employee development and to identify suitable external talent, with a special focus on critical positions within the company. In parallel, the Compensation area ensures that salaries remain competitive and aligned with market demands.
All employees receive benefits in accordance with, and even superior to, legal requirements in the various countries where the company operates, as well as a range of fringe benefits and allowances.
Moreover, the company offers retirement schemes, with defined benefits and contributions, for executives and employees, as well as retirement training programs.
During the year, in response to its continuous growth, Grupo Lamosa introduced an internal digital talent platform. This tool will increase the efficiency of many aspects of talent management, including recruitment, training and performance evaluations, as well as compensation and succession planning.
Grupo Lamosa deeply values its workforce and recognizes the individual commitment of every member of the organization, constantly implementing initiatives to strengthen the work culture and foster a sense of belonging. These actions include creating open, safe and diverse collaborative environments, with the aim of providing employees with continuous opportunities for personal and professional development.
EMPLOYEE DEVELOPMENT
GRI 404-2
Grupo Lamosa’s development and training approach focuses on enhancing the professional skills of its employees across all categories.
Its Leadership Model contributes to improving soft skills, principally at the executive level, with the aim of providing leaders with management tools and personal development. Additionally, there is a mentoring program which gives employees the opportunity to learn, through individual sessions, from executives within the organization, and expert consultants in the field provide coaching to develop employees’ managerial skills.
The company also has the Rookies program, which provides a valuable opportunity to develop professionals who have just graduated from institutions of higher education. This program involves the rotation of new talent through different areas of the company for approximately two years, with the aim of identifying and enhancing their strengths, as well as working on areas for improvement. The initiative enables the organization to identify personnel with high potential for key positions within the organization.
Luna Camila López Quintero
(Colombia)
Eurocerámica Industrial Management
“Being a Rookie at Grupo Lamosa has helped me grow personally and professionally in an exciting industry, alongside exceptional people. It has been a learning experience filled with challenging activities and projects.”
Efraín
Mendoza
(Mexico)
Niasa Management
“Participating in the Grupo Lamosa Rookies program gave me the opportunity to get to know very quickly different areas within the organization and understand how they work. It was an enriching process to shape my professional career within the company.”
Stefany Katheryne Torres Paisig
(Peru)
Lurin Production
“Para mí participar como Rookie en Grupo Lamosa ha significado una gran oportunidad de crecimiento profesional. También me ha permitido darme cuenta de que soy una persona capaz de lograr lo que me propongo”.
There are specific training offerings for the company’s operational personnel, such as the High-Level Technical School program for managers and technical personnel of the tile plants. The purpose of this program is to strengthen technical knowledge in areas such as chemical processes and defectology.
Another prominent program is the Mexico Technical School, which provides internal training for employees interested in improving technical skills related to the production process. Specific programs are also provided for the use of equipment and facilities, especially in those plants where products with new types and formats are developed. In 2024, Grupo Lamosa plans to expand the Technical School to Tile Business personnel in other countries.
Finally, Grupo Lamosa has an annual performance evaluation system for all employees and, every two years, 360-degree competency evaluations are conducted to identify areas of opportunity in career development plans.
WORK ENVIRONMENT
GRI 3-3
Grupo Lamosa conducts an annual employee satisfaction survey, addressing crucial aspects such as working conditions, motivation, satisfaction, recognition, training, and organizational structure. The evaluation is carried out comprehensively across the organization, including all three business units. In 2023, the Human Resources team’s efforts to tailor the survey to the needs of the different businesses was particularly noteworthy.
After conducting the survey, the results are carefully analyzed to identify areas of opportunity. Each workplace collaborates with the Human Resources team to create an action plan, which is communicated to the employees and implemented throughout the year, with monthly follow-ups to ensure its effectiveness.
Additionally, every year, the company recognizes employees who have worked for the company for more than ten years for their loyalty. The executive team and the CEO participate in this celebration.
With regard to union personnel, Grupo Lamosa recognizes the freedom of association of everyone working in the company and maintains a relationship based on communication, respect and trust with all union organizations. Each year, with the support of Human Resources, collective agreements are reviewed to ensure fair compensation and other benefits. As of the end of 2023, 57% of the company’s personnel worked under a collective labor contract.
Grupo Lamosa executives with employees with 25 years of seniority
Women Leaders at Grupo Lamosa
Olga de la Garza,
Home Center
Sales Manager
Diversidad en la empresa
GRI 3-3
In 2023, in Mexico, the company implemented significant initiatives in the area of diversity through programs to develop women’s leadership skills and empower them. In parallel, efforts were made to promote good practices for work-life balance. In 2024, the goal is to expand such programs to the operations in other countries.
Grupo Lamosa reaffirms its commitment to inclusion and equal opportunities by partnering with civil society organizations such as “Movimiento Congruencia” and “Éntrale”, as a first step to integrating personnel with disabilities into the workforce.
Respect for different types of diversity in the workforce is a fundamental part of Grupo Lamosa’s organizational culture. Throughout the organization, equality and inclusion in job opportunities are assured: from the hiring processes, to internal promotions. Discrimination-free behavior is promoted through the institutionalization of the values that characterize the company, as expressed in the company’s Code of Ethics and Diversity Policy.
HEALTH, SAFETY AND WELLBEING
GRI 3-3, 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7; SASB RT-CH-320A.2
Ensuring the safety of everyone at operational sites is a priority for Grupo Lamosa. To this end, the company has its own safety model based on the recommendations of the Occupational Safety and Health Administration (OSHA) international standards for preventing accidents.
The methodology of the safety model involves a four-stage adoption process, with committees at the plant, business and corporate levels responsible for its adoption and implementation. Depending on its maturity, each of the company’s production plants is assigned a performance level.
| Stages of Grupo Lamosa’s Safety Model | |||
|---|---|---|---|
| Stage 0 Safety Model Implementation |
Stage 1 Safety Model Establishment and Development |
Stage 2 Safety Model Implementation and Continuous Improvement |
Stage 3 Safety Model Institutionalization and Optimization |
| Adopting and recognizing the Safety Model vision. | Laying the groundwork for the model by defining roles and responsibilities, and promoting a safety culture throughout the organization. | Implementing and continuously improving the model, from defining specific programs for each area, to identifying and complying with legal requirements, and implementing training programs, measurement systems and internal communication. | Consolidating and optimizing the model, including the formation and operation of a Crisis Committee, establishment of indicator systems and certifications for personnel, and the implementation of preventive programs and risk management. |
In Stage 0, awareness of the importance of personnel health and safety is raised through the promotion of a culture of prevention within the organization.
The process of identifying security risks in operations is carried out in Stage 1, through task analyses and the prioritization of risk levels. Specific training is conducted beforehand to ensure qualified personnel handle the process. Procedures are also implemented for executing activities considered high-risk, and an investigation and analysis of accidents is carried out.
In Stage 2, internal communication schemes are established by workplace, enabling plant managers and operational staff to provide feedback and improvement suggestions. Positions with a higher risk of the development of an occupational disease are also evaluated. The detection of specific training needs, such as establishing internal audit programs, is part of this phase.
Finally, in Stage 3, the model is consolidated by implementing operational discipline procedures, with tracking indicators, consequence procedures and compliance.
It is important to note that every Grupo Lamosa workplace provides its employees with medical services.
Additionally, to ensure compliance with occupational and environmental safety regulations across all countries, an internal digital process was initiated to develop a platform with regulations, standards and permits. This tool improves processes and enables rigorous tracking to ensure compliance with all regulations.
In parallel, for employee well-being, mental health care is promoted through diagnostics based on NOM-035-STPS-2018 to identify any psychosocial risks affecting the team.
During the year, a well-being pilot program was launched in the states of Querétaro and Nuevo León, featuring a 24-hour helpline. Supported by professionals in the health, psychology, legal and veterinary fields, this resource aims to help employees in need. During 2024, efforts will be made to expand the program to other production plants in Mexico.
COMMUNITY CONTRIBUTION
SASB RT-CH-210A.1
As part of its social investment activities and contribution to local communities, in 2015 Grupo Lamosa established the Escuela Digna (Dignified School) program with the aim of supporting local educational institutions.
The program began in Tlaxcala, a state where the company has a large number of employees. Escuela Digna’s success and acceptance led to its redesign and the expanding of its coverage with pilot tests in other states, such as the State of Mexico and Nuevo León.
Through this initiative, Grupo Lamosa partners with local schools to ensure that students are committed to improving or maintaining their academic level, with training and evaluations that keep them focused on this goal, and also contributes to school maintenance and remodeling. Since its inception, the program has provided support to preschools, and primary, secondary and high schools.
In 2023, Fenalco Solidario Colombia recognized Cerámica San Lorenzo and Eurocerámica for their social responsibility in contributing to local communities through volunteer programs involving social and environmental activities.
Finally, the company constantly monitors its potential impact on the communities where its production plants are located, ensuring the prevention and immediate mitigation of any negative event. It is important to note that it is in constant communication with representatives of the local communities to identify their needs and interests.
Cerámica San Lorenzo and Eurocerámica certified in Social Responsibility by Fenalco Solidario Colombia