PEOPLE AND INNOVATION
TRUST IN THE FUTURE AND IN THE
TRUST IN THE FUTURE AND IN THE
Assistance for employees, which was already a priority for Algar Telecom, was reinforced in the context of in 2020’s COVID-19 pandemic. In addition to monitoring employees who showed symptoms, keeping a close eye on the evolution of hospitalized employees and a properly structured testing program, we prioritized two critical groups: technicians working in the field and store attendants. Both were given protection equipment together with specific guidance on maximizing safety when attending customers.
Remote work, previously adopted in specific cases through our Talento Flex program, has become a viable and productive option for almost all of our activities. In addition to support in the form laptops/notebooks and office chairs to make remote workplaces more ergonomic, we launched a campaign called “Be Algar Telecom anywhere,” in which we delivered kits containing personalized backpacks, notebooks and mugs.
Based on our own experience of the pandemic and feedback from our employees, we developed a hybrid remote work model and introduced a monthly amount to cover costs such as internet, electricity, etc. This model did not come into effect in 2020 because the second wave of infections began, and we decided to extend remote work until it is safe for everyone to go back to the office.
We did not reduce business hours or suspend contracts as authorized by Brazil’s Provisional Measure 936/2020, which introduced the Emergency Employment and Income Maintenance Program. We have, however, adopted measures authorized by MP 927 to preserve employment and income in the pandemic scenario, such as postponing the constitutionally mandatory vacation bonus (1/3 monthly salary) and asking employees who had accrued vacations to take them immediately, so we did not allow them to swap their vacation for cash nor did we prepay the annual Xmas bonus (‘13th monthly salary’) that we used to do from April to July. Comp time and bringing holidays forward were no longer allowed. These measures helped us steady our cashflow and avoid job losses during the most critical period of the crisis.
Our internal communication was stepped up during this period, with transparent information posted periodically to highlight employee safety while engaging leaders and teams to avoid downtime and ensure continuity for our operation. We launched a campaign (called #Gentedefibra, literally ‘people with fiber’) to highlight the courage, commitment and dedication of our employees in all their activities. Another campaign called ‘People caring for People’ reflects our business purpose and restates our commitment to our employees while encouraging them to take care of each other by taking preventive measures.
Our digital communication channels delivered crucial support during the pandemic. We boosted interaction in existing channels such as our corporate intranet (Algarnet), internal social network via Facebook (Workplace), remote meetings and chat tool for employees (Workplace Chat) – which has a virtual assistant called Ju, to help employees with Human Talent issues. Others were reformulated, such as our talent integration program, which gained an online video track called #SouAlgar, and our Essence program, involving management and employees in a dialogue around our strategy and culture, which migrated to 100% online delivery.
Taking care of our people, remote work and effective communication will continue to be our people-management focus in 2021.