2022 | 2023 SUSTAINABILITY IN ACTION

SOCIAL: PEOPLE AND THEIR DEVELOPMENT

We promote the development of our human capital, considered our main asset and a fundamental pillar in our business strategy.

We facilitate the reconciliation of employees’ personal and work life, recognising that this balance is the basis for stable, good-quality employment. Additionally, we constantly ensure the safety and occupational health of our workers, prioritising their well-being in all our operations.

We strive to continually improve our labour practices, driving innovation and promoting open and constructive internal dialogue. We believe that the exchange of ideas and collaboration are key to strengthening our company and the well-being of our employees.

We promote the integral development of our human team, prioritising their well-being, personal-professional life balance and safety to promote a work culture of excellence and collaboration.

2.1. MANAGEMENT OF OUR TALENT

We strive to strengthen our commitment to integrating people at all levels of the organisation, recognising and valuing the diversity of experiences and skills that each individual brings.

Additionally, we have a proactive approach in order to strengthen talent attraction and retention. We strongly believe in the importance of having a diverse and highly qualified team to drive innovation and the sustainable growth of our company.

Through training and professional development programs, we promote our employees’ growth and personal fulfilment. We also implement policies and practices that foster an inclusive, collaborative work environment that values the well-being of each team member.

Our mission is to create an environment where talent can develop, where people feel valued, motivated and committed to contributing to the success and sustainability of our organisation.

We foster an inclusive environment and value the diversity of experiences and skills of each individual, thus strengthening our commitment to the integration and development of talent at all levels of the organisation.

HOURS OF TRAINING

TRAINING COURSES

TRAINING RATING

Every year we offer the option of providing an employee with the opportunity to pursue a master’s degree that contributes to the development of their skills and competencies.

PERFORMANCE REVIEWS

75% of our total workforce receives periodic performance reviews.

NOTEWORTHY ACTIVITIES 2022/2023

We developed a digitised system for assessing training satisfaction.
We carried out two training actions focused on the management of emotions through mindfulness techniques, with participation by workers from all groups.
We executed a project on the office employee experience, thanks to which we identified certain actions that will be implemented during the next period.
We made the decision to extend conflict management training to the customer service staff.
Within our culture of continuous improvement, we made an analysis of training needs, including those focused on innovation, technology and leadership.
We worked on the development of a training management application that includes online training.
We initiated the development of a common performance assessment guide for office staff.
During this period, no joint knowledge management sessions were held.

CHALLENGES FOR THE FUTURE:

Create a common tool for evaluating the professional development of our office staff.
Develop a training itinerary to enhance the soft skills of those who manage teams within the organisation.

2.2 FAMILY WORK BALANCE

At MLO, we recognise that reconciling family and work life is critical to ensuring stable, quality employment for our employees. Therefore, we facilitate this balance, providing support and flexibility to our workers so that they can fulfil their professional and personal responsibilities harmoniously.

In 2023, the Másfamilia Foundation renewed our efr (Family Responsible Company) certificate, maintaining our high level at C+. At MLO, we continue to implement policies and practices that encourage conciliation between our employees’ work, family and personal lives. These measures are designed to promote a balance between work and family responsibilities, allowing our employees to satisfactorily fulfil their professional and personal commitments.

We believe that by facilitating the work-personal life balance, we not only promote the well-being and satisfaction of our employees, but also strengthen the bond of loyalty with the company and contribute to a more productive and positive work environment.

Benefits and conciliation measures can be enjoyed by all workers, regardless of the type of their employment relationship with the company.

In 2022, nine men took parental leave, while no women did. In 2023, no men or women used parental or maternity leave. All employees who have applied for it, regardless of gender, have made use of the available parental leave and their return-to-work rate has been 100%. disponible y su tasa de retorno al puesto de trabajo ha sido del 100%.

At MLO we promote harmony between work and family life, ensuring an environment where our employees can satisfactorily fulfil their professional and personal responsibilities. Maintaining our commitment, we renewed our efr certificate and are continuing to implement policies that strengthen this balance, thus promoting the well-being and loyalty of our employees.

NOTEWORTHY ACTIVITIES 2022/2023

We continued collaborating with schools in initiatives to bring students closer to the world of work, from secondary school to postgraduate students.
In the framework of the negotiation of the new collective working agreement, we implemented several initiatives related to labour reconciliation, among which are:

The option of remote work two afternoons or one day a week for office workers, in those positions that allow it, offering this possibility to almost 100% of the office staff.
After assessing the impact on operations, we determined the feasibility of eliminating the weekend shift for maintenance personnel. This has allowed maintenance personnel not to work on weekends.

During the 2022/2023 period, we conducted a survey in order to evaluate the use of the social benefits available in the company and satisfaction with them.

About 80% of the workforce is aware of the conciliation measures made available by the company and 100% of the people who use them rate them as good or very good.

CHALLENGES FOR THE FUTURE

Improve the score level obtained in the efr certification assessment.
Disseminate our conciliation and co-responsibility measures to the whole workforce.

2.3 OCCUPATIONAL HEALTH AND SAFETY

Beyond complying with legal obligations regarding occupational safety and health, we are certified to the requirements of the ISO 45001 international standard and actively promote the comprehensive well-being of our employees.

We recognise the paramount importance of safety and health in the workplace to ensure a safe and healthy environment. This is why we work on constant improvements in order to ensure well-being and strengthen the protection of our staff.

This includes promoting a culture of prevention with participatory awareness talks in which we improve preventive figures, such as the preventive resource. Additionally, we provide repeat theoretical and practical training in specific subjects in all those areas that we consider fundamental in our day-to-day work.

Our ISO 45001 certification and the active promotion of the integral well-being of our employees reflect our priority focus on occupational safety and health, implementing a culture of prevention and continuous improvement in all our activities.

NOTEWORTHY ACTIVITIES 2022/2023

Within our intranet, we enabled the option for each employee to be able access their personal file and consult the documentation associated with the occupational risk prevention area.
We developed a database that allows our internal staff to check information related to their Personal Protective Equipment (PPE) digitally.
In 2023, we reviewed and updated our workplace health promotion plan on the prevention of drug dependency and consumption of psychoactive substances.
We integrated the aspects relating to risk prevention into the procedures and the technical instructions for specific jobs in the maintenance area.
In the context of the analysis and management process for identified risks, we concluded the Smart Job Project, which we successfully implemented throughout the fleet, infrastructure and Central Control Post. Currently, it is controlled from Station Remote-Control (SRC), pending its definitive integration into the Operation Assistance System (OAS), which is undergoing a migration process.
We installed anti-flash vinyls in the driving cabs of the entire fleet to avoid glare in certain light conditions.
We trained all maintenance staff in the safe use of small machinery.
We improved the procedure for designating the preventive resource, including a checklist that clarifies function.

CHALLENGES FOR THE FUTURE

Establish a participatory policy that involves the health and safety committee as well as intermediate management and occupational risk prevention agents, with the aim of raising awareness about hazard prevention in the workplace.
Raise awareness about the prevention of workplace harassment, as well as the effects of alcohol and psychotropic substance consumption in the professional environment.
Develop a tool that makes it possible to improve and facilitate authorisations remotely, whether related to Prevention or the Railway Safety Management System.

2.4. INTERNAL DIALOGUE AND LABOUR PRACTICES

In our on-going commitment to sustainability, we deeply value internal dialogue and the constant improvement of our work practices.

We recognise the importance of open and constructive dialogue with the workers’ legal representatives, as well as with all our employees, as a means to promote a fair, collaborative and productive work environment.

Therefore, we worked to improve the dialogue with the workers’ legal representatives, ensuring fluid, transparent communication that makes it possible to effectively address our employees’ concerns and needs. In addition, we promote a direct and open dialogue with all workers, encouraging participation and continuous feedback.

Managing the work environment is a priority for us, as we recognise its impact on the well-being and satisfaction of our employees. We implement measures to promote a positive work environment that fosters trust, mutual respect and collaboration among all members of the organisation.

We are also committed to the constant improvement of our work practices. We strive to identify areas of opportunity and implement initiatives that promote justice, equity, diversity and inclusion.

Our focus on internal dialogue and work practices reflects our commitment to creating a work environment where all employees feel valued, respected and motivated to contribute to the success and sustainability of our company.

PAY EQUITY

In 2023, the Interprofessional Minimum Wage (SMI) was set at €15,120. On the other hand, our lowest salary per collective agreement corresponds to the category of C operator and is €18,278.25, which represents an increase of 20.88% over the SMI.

The wage-setting policy is based on the tables included in the current collective agreement, which establishes levels of remuneration by categories, regardless of the characteristics of the individual.

Moreover, at MLO we have an Equality Plan and an Equality Commission, made up of company representatives and workers, which ensures equality between men and women in the workplace and, in particular, as regards the pay policy and the promotion of equal opportunities between men and women in access to employment and in the development of their professional career. The Commission does follow-up to ensure that there is no wage gap within the company, for any reason.

It should be noted that there have been no cases of discrimination during this period.

Our wage policy, supported by a collective agreement and a solid Equality Plan, guarantees pay equity and promotes equal opportunities, without wage gaps or discrimination.

NOTEWORTHY ACTIVITIES 2022/2023

We have reassessed needs, and given the return to normal after the pandemic, we believe that the creation of an online knowledge event platform is not a priority.
We published our Equality Plan and the established actions will be implemented in the next period.
On 21 December 2022, MLO’s III Collective Agreement with the workers’ representatives was signed for the following four years.
We finalised the development of version 2.0 of the employee portal, with all the improvements suggested by both employees and administrators.
As mentioned in point 2.2, we initiated the development of a common performance assessment guide for structural office staff.

CHALLENGES FOR THE FUTURE

Implement the actions identified in the “Employee Experience” project carried out with office staff in 2023.
Launch the actions established in the company’s Equality Plan published in 2023.