With regard to working time (working day), Alestis' facilities in Spain have a split working day for technical staff (indirect labour) and a continuous working day for trades staff or direct labour. The split working day includes flexibility in terms of starting time, which is included in each of the work calendars of each facility, as well as an intensive working day regime at certain times of the year.

The effective working day at Alestis' work centres is 1,748 hours per year, with the exception of the Vitoria-Gasteiz facility, with 1,722 hours per year. The daily working day for direct labour personnel is organised around three work shifts (morning, afternoon and night) that the company has stipulated, although they do not necessarily work all three shifts, as this depends on the workload and production needs.

Alestis do Brasil has two work shifts: the administrative shift is from 7:30 am to 5:30 pm, while the production shift is from 5:50 am to 3:40 pm, with no differences between departments or functions. Between the months of October and November 2022, as every year, a study has been carried out in conjunction with the Planning area, analysing the holidays and collective holidays for the coming year so that there is compensation for hours and days of effective shift work, in compliance with the regulation that limits the hours worked at night (between 22:00 and 05:00).

In terms of work-life balance, it should be noted that Alestis is certified in accordance with the efr model, under the efr 1000-1 standard, edition 5, for all its facilities in Spain.

Alestis is committed to harmonising the family and professional lives of the people who make up the organisation, understanding work-life balance as a key to business success and developing actions within the framework of the Family-Responsible Company.

The efr model

It is a management model - audited by Aenor - that includes the design, implementation, evaluation and continuous improvement of practices and policies related to work-life balance. In this certification process, the company defined its strategic guidelines regarding people management with the following objectives:

  • To work on the balance between the personal and professional lives of Alestis employees.
  • Understanding work-life balance as a strategic management and leadership tool, which is aligned with Alestis' values, mission and culture.
  • Considering work-life balance as a compensation strategy that provides added and differentiating value, including a series of extra-legal benefits and a set of intangible benefits.
  • To obtain through work-life balance an improvement in the commitment of employees.

In order to achieve these objectives, Alestis is working on a series of work-life balance solutions which are grouped into the following categories:

Employment quality

Measures designed to improve the quality of work in a particular job possition.

Temporal and spatial flexibility

Measures that enhance both temporal and spatial flexibility in the employment relationship.

Family support

Measures designed to support work-family balance and aimed now at the employee's descendants, ascendants and other family members.

Personal and professional development

Measures leading to the design of professional careers that are respectful of employees' private lives and in particular of life choices such as parenthood, and to the promotion of employability, as well as measures to encourage and support corporate volunteering.

Equal opportunities

Measures designed to promote and support the equal opportunities integration and development of groups that may find themselves in unfavourable social and employment situations in order to avoid discrimination and ensure full and complete equality of opportunities.

The measures portfolio is a range of services to support the work-life balance that Alestis offers its employees, with the aim of promoting a balance between work and personal life. Examples of quality employment measures include flexible remuneration, meal vouchers, the Alestis club (direct discount platform) and the possibility of collecting paychecks in two different banks. In terms of temporal and spatial flexibility, the flexible working day should be highlighted, in terms of the time of arrival and departure at the offices, the hours improvement with respect to the collective agreement, the possibility of enjoying days off for personal matters by hours, the extension of the time for enjoying holidays and teleworking.

With regard to the latter, in May 2022, Alestis published its remote working protocol, with immediate and uninterrupted application, compared to the teleworking protocol previously introduced for office staff due to the pandemic. The remote working protocol provides for a combined distance and on-site working arrangement for employees in jobs that are of a suitable nature and do not necessarily involve the provision of services at the workplace. Workshop staff work in shifts and do not occupy positions that are susceptible to non-face-to-face forms of work.

In addition, during 2022, leadership development programmes have been implemented, such as the "Impulsa" programme offered by the Deusto Business School in Madrid and the internal opportunities policy.

Among the family support measures, the most significant are the study grant per child or the allowance for a child with some kind of functional diversity or the details for new births.

In the year under report, in the Spanish facilities, two people (men) took parental leave, and 51 people (39 women and 12 men) took reduced working hours to care for children and none to care for a family member. In Brazil, 7 people have taken parental leave (4 women and 3 men).

A Protocol for digital disconnection has also been drawn up, communicated to the employees' legal representatives in December 2022, which aims to favour the right balance in the work/rest relationship, in the interests of people's professional development, under healthy and effective criteria, all from an integral perspective. The provisions of this protocol are aimed at establishing measures to ensure that staff can effectively enjoy their rest and holiday time, while at the same time preserving their personal and family privacy, regardless of the working day they have established or whether the working day is carried out in a non-face-to-face working mode. These issues are not applicable in Brazil.

The Remote Working Protocol provides for a combined face-to-face and remote working modality for people in positions where the nature of the job allows it.

The measures portfolio constitutes a range of services to support work-life balance that Alestis offers to its staff, with the aim of promoting a balance between work and personal life.