SUSTAINABLE

Transcription

SUSTAINABLE

z
BUILDING
TOGETHER A
SUSTAINABLE
WORLD
Corporate Social Responsability Report 2011
www.atento.com
ATENTO IN THE WORLD
Argentina
El Salvador
USA
México 2051
Piso 1 Martinez
Provincia de Buenos Aires
CP B1640DLY
+ 54 11 5789 12
www. atento.com. ar
63 Avenida Sur y Alameda
Roosevelt
Centro Financiero Gigante
Torre D, 60 Nivel, San Salvador
El Salvador
+ 503 2211 90 0
www. atento.com.sv
5959 Northwest Parkway
San Antonio, TX, 78249
+1 210 390 3920.
Brazil
Av. das Nações Unidas, 14.171
3º andar - Ebony Tower Brooklin Novo
São Paulo - SP - CEP 04794-000
+ 0800 565 565
www. atento.com. br
Mexico
Monterrey N0. 100 Colonia
Roma
Delegación Cuauhtémoc
México, D.F. 06700
+ 52 55 52 33 52 00
www. atento.com. mx
Puerto Rico
PO Box 908 Caguas
Puerto Rico 00726
+ 787 653 20 00
www. atento.com. pr
Peru
Av. La Molina 200, Ate
Lima - Perú
+ 511 311 64 00
www. atento.com. pe
Spain
Santiago de Compostela, 94
28035 Madrid
+ 34 91 740 68 0
Corporate Offices
Calle Quintanavides, N. 17 - 1
Planta
28050 Las Tablas, Madrid Spain
www. atento.es
France
80 avenue de la Grande Armée,
75017 Paris
+331 73 77 13 14
www. atento.fr
Czech Republic
Guatemala
Uruguay
Drahobejlova 36
190 00 Prague 9
+ 420 234 600 111
www. atento.cz
Calzada Aguilar Batres 38-94,
zona 11
Guatemala, Guatemala Ciudad
+ 502 2470 06 02
www. atento.com. gt
Constituyentes 1467
piso 3 cp 112
Venezuela
Apartado 0832-00232
World Trade Center
Panamá, Rep. de Panamá
Colombia
Calle 67 No. 12 - 35 Piso 8
Bogotá
+ 571 594 00 0
www. atento.com. co
Morocco
88 Bd Abdelmounen
Angle Rue Erazi et Charles
Lebrun
Casablanca 20100
+ 00 212 5 22 43 81 96
www. atento.ma
Avda. Rómulo Gallegos con 4ta.
Transversal.
Edif. Atento, Piso 2, Urb.
Horizonte
Caracas, Venezuela
Máster + 58 212 279 90 00
Contacto comercial: +58 212
279 91 35
www.atentovenezuela.com.ve
Panama
Chile
Diagonal Paraguay 386
Santiago de Chile, Chile
+ 56 2 200 90 00
www. atentochile.cl
OUR PERFORMANCE IN 2011
Economic performance
Enviromental performance
Our profile of employee
• 27.4 years old
Net revenue
Energy consumption
(m3/employee)
Water consumption
(m3/employee)
Workforce profile
Other workforce profile
• Has been working at Atento for
1.90 years
• Works full time (77.5% of employees)
• Is on a permanent contract (69.9% )
• Is covered by a collective bargaining
agreement (75.7%)
• Is female (69.1%)
Total workforce
(employees)
Hours of training
per employee
Average age
(years)
% of employees with
performance review
Seniority
(years)
% of women
• Upon joining earns 15% more than
the local minimum salary
• Takes 4.06 days off work each year
due to absenteeism or illness
• Receives 87.7 hours of training
per year
www.atento.com
TABLE OF
CONTENTS
Interview with the Chairman and letter from the CEO
1.
Sustainability at Atento
2.
3.
Customer satisfaction
4.
Our team
5.
Responsible purchasing
6.
Social commitment
7.
Eco-efficiency initiatives
8.
Appendices
4
www.atento.com
Interview with
the Chairman
• What does sustainability mean
to Atento?
In a nutshell, and without wanting
to seem like I’m glossing over it,
it means thinking over the long
term, considering our impacts
on society in the broadest sense.
It shouldn’t just be a theoretical
approach, and there is no one
single vision of sustainability. Each
organization needs to define its
own model and put it into practice
through specific initiatives that
will generate tangible benefits for
all its stakeholders.
• You mention stakeholders.
What would you say is currently
the most-widely demanded aspect
in terms of Atento’s performance?
We are living in difficult times, and
we are seeing changes on a scale
that we have not experienced for
generations. I would say that the
biggest demand is for Atento to be
Javier de Paz, Atento’s chairman
5
able to adapt itself to these changes
and be at the head of the move
back to progress, maintaining our
levels of employment generation.
• What role must Atento play
as a leading company in the BPO/
CRM sector?
The responsibility of being the
world’s second largest company
in our sector in terms of revenue
is enormous. The size and the
relevance we have achieved in our
business mean we also have the
responsibility of taking the lead in
Corporate Social Responsibility. We
not only have the obligation to offer
the highest standards of quality
in the services we provide, but we
must also improve the reputation
of the sector and showcase our
contribution as a major generator
of high-quality employment. As
we do this, we are breaking some
barriers, most clearly reflected in
the fact that we were recognized
last November by the Great Place
To Work Institute as one of the 25
best multinationals to work in both
in the Latin American region and in
the world.
• What are your leading CSR
initiatives?
We group them around three
pillars:
employees,
society
and the environment. In the
area of employees we focus on
the professional and personal
development of the people
who work at Atento, striving to
make ourselves a great place
to work. We contribute to the
employability of people in our
communities through training,
we recruit people from groups
with
particular
difficulties
and we generate responsible
citizenship
by
supporting
humanitarian campaigns. Lastly,
www.atento.com
The relevance we
have achieved
in our business
means we
also have the
responsibility to
taking the lead in
CSR
on the environment front, we are
trying to reduce our consumption
of resources (water, energy) and
minimize and recycle the waste
we generate.
• What does the future hold for
CSR at Atento?
Over the three-year period
between 2009 and 2011 we have
made great progress in the area
of sustainability: we created
an organizational structure to
boost CSR, headed by the CSR
Committee; we were the first
company in the BPO/CRM sector to
publish a Sustainability Report that
meets Global Reporting Initiative
standards, and we joined some
major international initiatives,
such as the United Nations’ Global
Compact. Over the next three
years we will have the opportunity
to take on new CSR challenges,
define the future of the sector and
be at the forefront of sustainable
economic recovery. With this aim
in mind, we are going to approve
a new 2012-14 CSR Master Plan,
which will focus on aspects that
are critical to our stakeholders,
such as the generation of value
for shareholders, job creation,
the quality of our services and
processes, employee satisfaction
and the fostering of responsible
6
practices. We will also strive to build
on our vision and experience in the
area of CSR in order to innovate
and generate new business
opportunities and, in general, to
contribute to our stakeholders’
progress.
www.atento.com
Letter from
the CEO
Dear friends,
Our 2011 Corporate Social Responsibility Report gives an account of
our overall performance, in which
we seek to meet the expectations
of all our various stakeholders.
I would like to highlight the fact
that, despite the adverse socioeconomic climate, our revenue
has grown and we have been able
to increase both the range of services we offer and our client base.
We have deepened our knowledge of our clients’ key business
processes and worked hard to be
able to provide them with high
added value services to improve
their competitiveness.
Our leading position in the sector
means we are well placed to take
advantage of opportunities that
arise in our sector in various geo-
Alejandro Reynal, Atento’s CEO
7
graphical regions and to continue
generating value for all our stakeholders.
In this regard, we started to work
at the end of 2011 on a new Strategic Plan, with the aim of becoming the most admired company
in the sector among our various
stakeholders. To achieve this, we
are implementing a range of initiatives to enable us to achieve a
higher degree of excellence, speed
and customer focus in our operations, ensuring a people-based
approach at all times.
The advanced policies that we
have put in place seek to further
the development and commitment of all our personnel, allowing us to offer services of the
very highest quality, ensuring
the satisfaction of both clients
and users.
Our commitment to people is
clearly reflected in our investment in training and development programs, with each employee receiving an average of
88 hours of training, making us a
sector leader in this field. Another initiative is the Atento Rally,
which embodies all our commitment and motivation initiatives
and has received numerous acknowledgements and awards.
All this has resulted in us being
listed along with Telefónica in
the Great Place to Work Institute’s 2011 league table of the
25 best multinationals to work
for worldwide.
Aside from our contribution to
economic progress, we believe
that the other major way in
which we help society is through
job creation, especially in the
current situation, when employ-
www.atento.com
Despite the
adverse
socioeconomic
climate, we have
been able to
increase both
our revenue and
range of services
and clients
ment generation is becoming one
of the major objectives of public
representatives and institutions.
Last year, for example, we recruited
almost 5,000 people, bringing us
to a figure of practically 157,000
employees worldwide, making us
one of the biggest employers in the
areas where we operate.
Beyond this figure, it should also
be noted that we often offer attractive work opportunities to young
people in regions with limited job
options, as has been the case with
many of the 25,000 employees in
Brazil alone who got their first jobs
at Atento. On other occasions we
help people who experience various problems in finding work, for
example housewives, immigrants
and people with disabilities, thereby improving the economic prospects of many families.
We have complemented our sustainability initiatives with a further
two schemes, in which we provide
our skills on a voluntary basis to
help the community. The first of
these, the Voces que Ayudan (‘Voices that Help’) program involves us
participating in training and job
skills-building programs for young
people, while in the other we offer
our services free of charge to help
the work of humanitarian organizations, for example by taking part
in fund-raising telethons organized
by UNICEF and other NGOs.
I would like to thank each member
of the Atento team for all their hard
work, which has made our progress
possible, and our customers, who
have entrusted us with their most
precious asset, their own clients,
and who expect greater levels of
excellence from us every day, as
8
well as all our partners, collaborators and stakeholders, without
whom we would not have got to
where we are today.
However, I am also sure that Atento’s best page is yet to be written,
and that, by working together, our
team can reach even more milestones. To achieve this, we will have
to carry on giving the best of ourselves, through hard work, humility, willingness to listen, teamwork
and constant enthusiasm. I know
that we have the ideal team in
place to make this a reality. I invite
you to join us in this challenge.
INTEGRATING
SUSTAINABILITY
INTO OUR
BUSINESS
01
Sustainability at Atento
We believe that sustainability begins with excellence in our
core activity, the supply of services with profitability and at the
greatest possible level of user and client satisfaction. We achieve
this by taking on board the expectations of all our stakeholders,
seeking areas of commonality in which we can create value for
everyone.
www.atento.com
01. Sustainability at Atento / Corporate Social Responsabilty Report 2011
01
Sustainability
at Atento
Materiality and stakeholders
engagement
In 2010 we carried out an internal
materiality analysis, which enabled
us to prioritize sustainability aspects in terms of their importance
to our stakeholders. This analysis
was conducted in three stages:
our operations in Argentina, covering employees, clients and suppliers, and also to Brazil, where they
involved employees and clients. In
2012 we plan to launch new panels in Mexico as part of a rotating
scheme that will allow us to cover
most of the Atento business units.
• Firstly, we identified all the economic, social and environmental
issues that are or could be relevant
to the business and our interest
groups.
Representing sustainability issues
on a matrix with these two dimensions (internal and external)
allows us to graphically identify
Atento’s strategic sustainability issues, which have a key impact on
the company’s strategy and management, as well as on stakeholder
satisfaction and expectations.
• Then we prioritized these factors
according to their importance to
Atento (internal criteria) and their
relevance to each of our stakeholder
groups (external criteria).
• Lastly, we shared the results of
this analysis with all our stakeholder groups in Spain and made
the necessary adjustments.
Over the course of 2011, we extended the stakeholder dialog panels to
10
The five key sustainability aspects
at Atento that this report focuses
on particularly are:
• The satisfaction of our clients and
of their customers to whom we provide a service (users).
• Adaptation to our clients’ needs.
www.atento.com
Simplified materiality matrix
Non material
Strategic
Business Principles
Health & Safety
Freedom to
Responsible purchases
join unions
Good working
Data protection
Job creation
Corporate Governance
External criteria
Over the course
of 2011, we
extended our
stakeholder
dialog panels to
Argentina and
Brazil
Material
Labor inclusion
Energy efficiency
Genre equality
Diversity mgmt.
Philanthropic
campaigns
involvement
Target
profitability
growth
environment
Stakeholder
engagement
Integrating CSR
into mgmt.
CSR risks mgmt.
Employee
motivation
User and costumer
satisfaction
Adaptation to
client’s needs
Talent mgmt.
Climate change
Job skill training
Internal criteria
Aspects largely beyond Atento control
Aspects Aspects over which we have some control
• Mechanisms for communicating
with our stakeholders.
• Management of the risks associated
with corporate social responsibility.
• The integration of sustainability
into Atento’s management.
These have all been incorporated
as priority aspects in our manage-
11
Aspects within Atento control
ment and our various policies and
programs, with the results explained over the following pages.
www.atento.com
01. Sustainability at Atento / Corporate social responsabilty report 2011
OUR BUSINESS
PRINCIPLES
These Principles
guide the
behavior of
everyone who
works at the
company
Transparency
and trust
We will be transparent in all our actions. We will promote a climate of trust and collaboration, and fullfill all commitments and responsabilities deriving from our bussines activities and strategic and commercial projects. we will ensure the correct use and sefeguard of all
company information as well as that entrusted to us by shareholders, customers and clients, staff and suppliers.
Integrity
We will always act honestly and in keeping with the values of our organization, collaborating in a disinterested manner. Our business
decision will in no way be influenced by motives of individual personal profit and will avoid all forms of conflict of interest which may
put personal priorities above those of the organitation.
Legality
We guarantee that all actions will be conduced in accordance with the principles and stipulations of current legislation.
Human
Rights
We will respect and uphold the United Nations Universal Declaration of Human Rights, as well as the declarations of the international
Employment Organization. We will promote equal opportunities and treat all peoples in a fair and impartial manner regardless of their
race, color, nationatilly, ethnic origin, political affiliations, gender, sexual orientation, marital status, age or family responsabilities.
Sustainability based on Principles
Our Business Principles guide the
behavior of everyone who works at
the company, and form the foundation of our CSR. This can be clearly
seen in our relationship with our clients and users, to whom we provide
top-quality services, always working to ensure their satisfaction.
an ever-growing number of regions
around the world. By the same token, we realize that we depend on
the success of the societies in which
we operate, which is why we try to
find areas of common ground where
we can offer our knowledge and
skills to help build more developed
and cohesive societies.
The success of our business, which
has made us the second largest in
the sector in terms of revenue, allows
us to create high-quality, sustainable
employment while branching out to
In 2011 we continued to implement the guiding principles of our
2010-12 CSR Master Plan. This Plan
sets out the three fundamental pillars underpinning sustainability at
12
Atento, each of which are detailed in
a specific chapter:
• Our employees, including all the
employee satisfaction and development initiatives.
• Society, including all our activities
to develop jobs skills, labor inclusion
of minorities and other responsible
citizenship initiatives.
• Environmental efficiency, fundamentally in terms of natural resource consumption.
www.atento.com
01. Sustainability at Atento / Corporate social responsabilty report 2011
Commitment to the Global Compact
Atento is one
of the leading
multinationals
to have a Board
of Directors
Committee
specifically to deal
with CSR
In February 2011, we signed the Global Compact, an international initiative of the United Nations, which encourages companies to voluntarily agree
to implement its 10 Principles, based on universal declarations and conventions. With more than 8,700 signatories in over 130 countries, it is the most
important voluntary corporate responsibility initiative in the world.
Two of the principles focus on human rights, being based on the Universal Declaration of Human Rights; four are labor-related, inspired by the
ILO Declaration on Fundamental Principles and Rights at Work; three relate to the environment, using the Rio Declaration on Environment and
Development as their reference, while the tenth is based on the United Nations Convention Against Corruption.
In October, we released our first Communication on Progress (COP), in which we described the progress we have made in implementing these
principles. The degree of transparency and implementation led to us being awarded advanced status, putting us in the category of companies that
have submitted the fullest reports.
For more information about the Global Compact please go to http://www.pactomundial.org/index.asp
For more information about Atento’s statements please go to http://www.unglobalcompact.org/participants/advanced/13240-Atento-
In organizational terms, CSR and
Sustainability management at Atento is based around three pillars:
• In 2009 Atento became one of
the leading multinationals to have
a Board of Directors Committee
specifically to deal with CSR and
Sustainability matters.
This Committee focuses on the
general CSR vision and strategy at
Atento and approves the most significant initiatives in this area.
• Integrated within the human
resources function, the corporate
team is responsible for producing
policies and programs, monitoring
them and informing all stakeholder
groups about them.
13
• At local level, Atento’s various
operations around the world
have CSR representatives who are
responsible for adapting and implementing the various programs
and initiatives.
Performance objectives in 2011
We carried out various actions
over the course of the year in order to meet the targets set in our
last Atento’s Report 2010. The
following table shows all these
actions and the degree to of
compliance achieved in each.
In 2012, aside from achieving our
objectives on employee satisfaction (70%) and client satisfaction
(75%), we will again work on three
of the objectives we failed to fulfill
in 2011, bringing the total to five:
www.atento.com
Objective 2011
Comments
For 70% of the people involved in any operation to be happy or very happy to work at Atento.
We exceeded this objective, achieving a Global Climate and Commitment Index (ICC)score
of 73.6%.
For 75% of the clients in any operation to be happy or very happy to work with Atento.
We exceeded this objective, achieving a client satisfaction score of 81%.
Develop a training program on Business Principles that can be extended to the entire workforce.
We have made progress on developing the content, although implementation of the program has been put back to 2012.
Incorporate CSR & Sustainability indicators into the company’s information and management systems.
We have made progress on defining indicators and technologies, and further progress is
expected in 2012.
Develop dialog panels with more stakeholder groups in a larger number of regions.
Dialog panels have been held in Argentina and Mexico.
Strengthen internal and external communication on CSR & Sustainability indicators
We have improved communication internally (mailings, notes, etc.) and externally (Atento
2010 Report, new website, etc.)
Extend the ‘Atentos al Futuro’, ‘Atento Rally’, ‘Atento Impulsa’ and ‘Voces que Ayudan’ programs to a greater number of regions.
Progress has been made in extending these programs and sharing good practices, although
they have not been implemented in all regions.
Carry out an operational energy analysis to serve as the basis for producing and implementing an efficiency plan.
No operational energy analysis has been carried out to serve as the basis for producing and
implementing an efficiency plan.
Share best practices in corporate volunteering and move towards a single management.
Progress has been made in sharing best practices in corporate volunteering, although a
single management has not been put into practice.
• Put into practice a global training
program on Business Principles to
cover the entire workforce.
responsible citizenship (Voces que
Ayudan) programs to a greater
number of operations.
•Extend job skills-building (Atentos al Futuro), labor inclusion and
• Relaunch a labor audits program in our main operations to
14
give us a clear picture of the labor
situation in each and the progress
made in implementing policies.
GROWING
SUSTAINABLY
AND
PROFITABLY
02
We continued to develop our growth and income-diversification
strategy in 2011. In a predominantly adverse environment we
continued to focus our efforts on the business’ profitability.
www.atento.com
02. Economic performance / Corporate Social Responsabilty Report 2011
02
In difficult times such as those we
are experiencing today, we are still
a key link in our clients’ commercial
strategy chains. Our portfolio of
services and solutions has allowed
us to go the extra mile in providing
services with greater added value,
increasing confidence among our
current clients and sustaining
growth in our client portfolio, with
new firms coming on board and
choosing to place their trust in us.
Economic
performance
Over the past year we have continued to take on new clients, increasing our portfolio and improving
the range of services and solutions we offer. We also increased
our sales to clients outside the
Telefónica group, with our income
from multisector clients for the
first time exceeding those from the
Telefónica group, and improved our
competitive position in the BPO/
CRM sector, consolidating ourselves as a major player in terms of
revenue and profitability.
In 2011, our company achieved
sales of €1.8 billion, an increase of
8.4% over the figure for the year
before (+9.4% in organic terms). In
Net revenue figure (figures in billions of €)
2011
1.802
2010
2009
16
1.663
1.321
www.atento.com
02. Economic performance / Corporate Social Responsabilty Report 2011
Despite the adverse
economic situation,
we have increased
our revenues by
8.4%
2011, we once again exhibited solid and sustained growth, despite
the adverse economic situation.
We carried on developing our clientdiversification strategy in 2011. We
increased our revenue from current
clients and also added new firms
to our portfolio. Income from multisector clients, clients external to
Telefónica, increased their relative
weight within Atento’s revenue to
50.1%, rising by 8.8% in year-on-year
terms in 2011.
When broken down by regions,
our Brazilian business was particularly significant in revenue terms in
2011, generating 53.6% of Atento’s
income. The Americas region (ex-
cluding Brazil) accounted for 30.6%,
while the EMEA region (Europe,
Middle East and Africa) accounted
for 15.8%. Our total capitalization
of €992 million is comprised of
€369 million of equity and €623
million of debt.
These positive developments, both
at operational level and in terms of
our economic-financial results for
the year, have helped to improve
living standards in the countries
where we carry out our business,
through our relationships with our
stakeholders, be these contracts
with local suppliers, the recruitment and training of more people
or taxes paid to finance public services in these countries.
WE IMPROVE
LIVING STANDARDS
IN OUR
COMMUNITIES
17
www.atento.com
ECONOMIC
INDICATORS
02. Economic performance / Corporate Social Responsabilty Report 2011.
Thousands of euros (€)
Var
Net revenue (Economic Value Generated)
Other operating income
Costs and taxes (Economic Value Distributed)
Purchases
Labor costs
Amortization and other costs
Net financial result
Profit tax
Profit for the year (Economic Value Retained)
Significant financial assistance received from governments
18
1.345
PUTTING
OUR CLIENTS
AT THE CENTER OF
OUR BUSINESS
03
Client satisfaction
At Atento, we work to provide different kinds of solutions
and services tailored to our clients’ requirements, always in
compliance with our organizational regulations and policies,
regardless of the region in which these services are provided.
www.atento.com
03. Client satisfaction/ Corporate Social Responsability Report 2011
03
Our operations
We design our operations around
our clients, taking four prime aspects into consideration: the optimal location for the operation (rightshoring), efficiency and productivity,
analytical capacity and innovation
and multi-channel capacities.
Client
satisfaction
• Optimal location or rightshoring:
we manage our operations using
the best possible approach for our
clients, offering them the combination of the most suitable infrastructure in the best location for their
business (offshoring).
• Efficiency and productivity: we
manage our operations effectively
20
to make sure our clients enjoy the
maximum profits and best possible
quality of service.
• Analytical capacities and innovation: our clients can obtain highquality information and greater
knowledge about their consumers
thanks to our experience in database analysis and advanced analytical techniques.
Our infrastructure has grown over
the past three years, meanwhile,
in response to the demands of our
clients and the market. At the end
of 2011 we had 75,087 service positions in 165 centers, up from 71,952
the year before.
www.atento.com
Our
infraestructure
has grown over
the past three
years
03. Client satisfaction / Corporate Social Responsability Report 2011
Number of Atento workstations and centers
Pro forma
Number of attention stations installed
Number of centers (1)
31/12/11
31/12/10
31/12/09
Brazil
37.663
36.032
35.133
55
57
58
The Americas
27.965
27.272
27.419
64
64
68
Argentina (2)
3.833
3.512
3.313
18
17
18
Central America (3)
1.601
1.763
1.875
5
6
6
Chile
3.693
3.682
3.683
10
8
7
Colombia
3.208
2.954
3.650
3
3
4
501
444
-
3
2
-
Mexico
7.814
8.149
7.510
16
19
23
Peru
4.375
3.828
4.519
1
1
2
580
580
580
4
3
3
2.360
2.360
2.289
4
5
5
9.459
8.648
5.654
46
49
75
Spain
7.309
6.563
3.577
36
39
65
Morocco
1.694
1.674
1.697
7
7
7
456
411
380
3
3
3
75.087
71.952
68.206
165
170
201
USA
Puerto Rico
Venezuela
EMEAA
The Czech Republic
Total
31/12/11
31/12/10
31/12/09
(1) Including centers in Atento facilities and in clients’ facilities, where our company supplies operating staff and built workstations.
(2) Includes Uruguay.
(3) Includes Panamá, El Salvador and Guatemala.
21
When planning and setting up new
facilities, we use a standardized
process that covers every aspect
that could affect our operations: we
analyze unemployment rates, the
size of local universities, income levels, public transport, access to local
telecommunications infrastructure
and network redundancy.
With respect to telecommunications infrastructure, we work with
the leading local and international
telephony operators. We have also
implemented a network to inter-
www.atento.com
03. Client satisfaction/ Corporate Social Responsability Report 2011
QMS-Quality Management System
TO ACHIEVE
THE HIGHEST-POSSIBLE
LEVELS OF PERFORMANCE
Quality required by the business
WE STRIVE
6σ
We have implemented
a network to
interconnect the main
countries in which we
operate
connect the main countries in which
we operate. This platform offers our
clients new connectivity options
and enables us to provide applications such as telepresence and videoconferencing.
Quality and Processes
We are continuously working to increase the quality of our products
and services and to achieve the
highest-possible levels of performance, in order to boost client satisfaction while also cutting costs
and providing an excellent service.
We base our model on the quality
of our operations, processes and
our clients’ perception, because we
believe that client-focused excellence is a way of acting that boosts
efficiency and gives satisfaction to
the service provider.
22
6σ
9001
9001
2001
Quality perceived by the
client and final user
Quality in Processes
Quality in Operations
2008
We maintain a continuous commitment to operational excellence, based on standards such
as ISO and COPC, and use continuous improvement methodologies such as Six Sigma to ensure
our evolution is in line with the
business’ expectations.
We have defined a Global Quality
Assurance Process, consolidating
9001
2010
2011
the best practices from each country in line with COPC requirements
and other practices, which is implemented on a crosscutting basis and
in any new businesses generated.
ISO 9001
We have obtained certification
that our management system
meets all the quality requirements set out in the UNE-EN ISO
www.atento.com
We based our model
on the quality of
our operations,
processes and our
client's perception
COPC standard scheme
FACILITATORS
DRIVING FORCES
1. Planning and Leadership
2. Processes
• How do we define the direction of the operation?
• How do we perform
the job?
• What is the direction?
• What can we do to
achieve those goals?
GOALS
4. Desempeño
• What are the metrics
used by the organitation,
departments and staff to
measure whether we are
achieving our goals?
3. Staff
• How do we manage the
people who do the job?
• Are recuitment, training,
management and pay in line
with our goals?
9001:2008 standard. This quality
certification shows that our company’s management system guarantees that our services meet all
the relevant requirements and our
clients’ needs through continuous
process improvement.
COPC® (Customer Operations Performance Center)
The COPC® standard defines a
global and integrated management
model for companies that provide
contact center services, and sets out
a standardized set of best manage-
23
ment practices, key indicators and
training designed to:
• Increase customer satisfaction
and loyalty.
• Provide an excellent service.
• Increase business profitability.
This management model is broken down into three standardized
groups of regulations: drivers, facilitators and targets. This requires
commitment from Upper Manage-
www.atento.com
ment and processes specifically designed to meet the objectives managed by the best-trained personnel,
the results of which are reflected in
the satisfaction targets achieved.
CLIENT-ORIENTED
EXCELLENCE
The COPC® certification obtained
in several countries is assurance to
our clients that we meet very stringent and specific quality standards
that can only be met by the world’s
top companies in the sector.
Six Sigma (6 σ)
Six Sigma is a tool with a very
structured and systematic processimprovement
approach
for
resolving problems. Six Sigma can
be thought of as:
• A work philosophy that enables
continuous, methodology-based
process improvement
• A measuring system, which
gauges
process
performance
and sets achievable targets for
improvement
responsible for achieving this goal
through the services we provide.
• A target, since it sets global
process quality objectives, resulting
in very stable services with very
few faults and low dispersion rates
We carried out several projects.
Our most important management indicators are general satisfaction with our services (TTB)
and the Net Promoter Score
(NPS), which measures client loyalty to Atento.
in 2011 primarily based on the
Six Sigma DMAIC methodology
and Corrective Action Plans
for
improving
operational
indicators: including reduced
average operation time, increased
productivity and conversion rates,
and others relating to the HR area
(reduction of staff rotation and
absenteeism).
Client satisfaction and loyalty
Ensuring
client
satisfaction
and loyalty is the number one
objective for the almost 157,000
people who work at Atento, each
one of whom is committed to and
24
Measurement of satisfaction:
Top Two Box (TTB)
The satisfaction of clients contracting our services is measured
using a survey that asks “In general, how satisfied are you with
Atento’s services?” They are
offered the choice of various possible answers: “Very satisfied”,
“Satisfied”, “Neither satisfied
nor dissatisfied”, “Dissatisfied”
or “Very dissatisfied”. The TTB
satisfaction indicator, which is
extracted from this survey, is the
percentage of the “very satisfied” and “satisfied” answers.
We mantain
a continuos
commitment
to operational
excellence, based
on ISO and COPC
standards
www.atento.com
Client satisfaction
and loyalty are our
main objectives
Loyalty measurement: Net Promoter Score (NPS)
The NPS indicator measures the
qualitative nature of the client relationship, which has been shown
to be closely related to an organization’s financial performance. An
increase in the NPS usually goes
hand-in-hand with an increase in
revenue and profitability.
The question that the indicator is
based on is: “on a scale of 0 to 10,
how likely would you be to recom-
mend the organization’s products/
services to an acquaintance?”. The
answer given to this question divides clients into the following
groups:
• Promoters or fans (9 or 10): these
are clients who are extremely faithful and loyal to the company and
who actively recommend it, true
“ambassadors”.
• Neutral or passive (7 or 8): clients
who may be satisfied with the com-
Measurement of satisfaction: Top Two Box (TTB)
Brazil
Total
Objective
80,0
80,0
80,0
• Detractors (0-6): clients with
low or zero interest in recommending the organization. In extreme cases (0 to 3), they could
even speak negatively about the
company.
The NPS is calculated by subtracting the detractors from the promoters compared with the total
client figures.
Personal data protection
The type of business our company
carries out means we handle our
clients’ personal information, and
we always abide scrupulously by
all applicable regulations in doing
so. All Atento personnel in contact
with clients and users must sign
an information confidentiality
and secrecy agreement, and also
give their express consent to be
monitored and listened to, so we
can evaluate the quality of the
services provided.
ADDING VALUE
Americas
EMEA
pany’s services in general, but are
not particularly enthusiastic.
Note 1: The calculation
methodology was changed
in 2010, so the 2010 and
2011 values are not strictly
comparable.
25
TO THE CLIENT
www.atento.com
Loyalty measurement: Net Promoter Score (NPS).
0
1
2
3
4
Detractors
Net Promoter Score
We comply with all
legislation on data
protection
Data protection in Spain
We comply with all the specific
current legislation in our operations in Spain:
• Spanish legislation in this
area: the Organic Law on Personal Data Protection (LOPD)
15/99, R.D. 1720/2007 and the
Law on Information Society Services (LSSI) and on Electronic
Commerce, 34/2002, of 11 of
July.
5
6
7
2009
20101
2011
%
%
%
Americas
28,8
20,6
7,9
Brazil
22,9
17,6
21,6
Regions
8
Neutrals
9
10
Promoters
= % promoters - % detractors
EMEA
17,6
27,1
28,7
Total
25,0
19,2
15,4
Note 1: Information on client profiles and revenue was included in
the calculation in 2010, meaning the values are not strictly comparable with those from 2009.
• Files are duly registered in the
General Data Protection Register
(RGPD) created for this purpose
by the Spanish Data Protection
Agency (AEPD).
tems, which is done using the
same methods as those employed by hackers, in order to
check for weaknesses in the system.
Atento applies a wide range of
mechanisms to ensure the security of the client information
held in its databases, including:
• Internal inspections and audits
conducted by the Information
Security Department.
• Ethical hacking or controlled
entry into a company’s IT sys-
26
• Analysis of the source code of
databases and applications that
attack them, thereby preventing
attacks published in security bulletins.
• Centralized control of updates
and patches at client and server
level.
• Testing of all existing exploits
that could affect the security of applications and databases.
• An awareness-raising script has
been implemented, which appears
www.atento.com
We have achieved
ISO 2701 security
certification for our
business in the USA
when workstations are started
up, reminding users of their obligations and prohibited activities
with regard to information security.
Robinson lists, updated on a
quarterly basis, are also used.
When cross-referenced with
client databases, these make it
possible to strengthen security
levels or even detect possible
errors that may have occurred
through records having been
wrongly included in them.
form of periodic notifications or
items in the company’s internal
magazine to help ensure the security and confidentiality of personal data and understanding of
the LOPD.
1
Regular training and information
actions are also carried out in the
ISO 27001 (Texas, USA)
In 2011 we obtained operational security certification for our business in the USA. The Contact US team was certified by both our external
provider (AENOR) and IQNet following a two-stage ISMS certification audit (documentary and operational) in line with the requirements
of ISO 27001:2005. This is the first Atento operation to have obtained this certification, serving as an ideal opportunity to extend this
practice to other operations.
ISO 27001 consists of a reference framework in order to implement, maintain and improve the Information Security System to manage
risk, offering sustainable business continuity guarantees through tools such as BCP, DRP, etc. as well as having the necessary controls in
place to ensure the protection and custody of the organization’s physical and information assets and to ensure their integrity, in order to
obtain results that reflect the general security policies and objectives that the company sets and offers to its clients.
27
www.atento.com
CLIENT
INDICATORS
2011
Units
2010
Var (%) 2010-11
Number of incidents stemming from failure to comply with legal regulations or voluntary
codes relating to products’ and services’ health and safety impacts during their life cycle
0
Incidents
0
0
Total number of cases of failure to comply with regulations and voluntary codes regarding products and services information and labeling
0
cases of
non-compliance
0
0
Number of incidents resulting from failure to comply with regulations regarding
marketing and advertising communications
0
incidents
0
0
Total number of complaints relating to personal data protection
0
complaints
1
-100
Amount of significant penalties arising from failure to comply with regulations on
the supply and user of the organization’s products and services.
0
thousands of €
0
0
28
COMMITMENT
TO
PEOPLE
04
Our team
We are a team of 156,734 professionals working in 17 countries
around the world, with the best training and the highest possible
levels of commitment. Our mission is to nurture the relationship
between users and our clients and their brands, foreseeing
changes in the sector and providing the solutions that society
wants.
www.atento.com
04. Our team / Corporate Social Responsability Report 2011
04
In order to ensure maximum satisfaction for our users and clients
and excellence in our service, we
recruit only the best professionals
to work at Atento, providing them
with further development opportunities through our talent management policies and programs.
Our concern for our staff extends
through every stage of their careers from the moment when
Our team
they are hired by Atento through
to skills-building or training, team
work and the drafting of career
plans and salary policies.
We know that people give the best
of themselves when they are happy
in their work and feel that they are
appreciated. This spirit is infectious
and spreads not just to the clients
who contract our services and our
Workforce by country (2011)
Chile 4,819
Czech Rep.
551
Peru 13,114
8,427 Spain
Morocco
2,830
Argentina 9,174
Brazil
81,922
Colombia 7,613
Venezuela 4,704
Puerto Rico 682
Guatemala 2,385
Mexico 18,542
Texas 465
30
El Salvador
1,506
www.atento.com
users, but to everyone that Atento
interacts with, anywhere and at
any time. Our workplace climate
practices have been recognized by
the Great Place to Work® Institute,
which listed us along with Telefónica in 2011 as one of the 25 best
companies to work for in the world.
Some 350 multinatio-nals from 40
countries competed in the first edition of this award, the World’s Best
Multinational Workplaces List.
vation, commitment and loyalty, as
well as on performance.
Talent management
Some of the goals that make Atento different include its desire to develop its employees’ talent, present them with tangible personal
and professional development
opportunities, and constantly support their personal growth. We
believe that helping our workers
to develop is a fundamental pillar in enabling us to tackle bigger
challenges, adapt to change and
increase value. We know from experience that these plans have a
positive impact on employee moti-
• To motivate, develop and ensure
loyalty within the organization’s
management nucleus.
Our talent management process
covers everything from professional career opportunities in the
company to running programs to
boost personal growth. The objectives we work towards are:
• To match professional profiles to
our strategic challenges.
• To provide knowledge and skills in
order to strengthen performance
and boost our future growth.
• To encourage geographical and
functional mobility within Atento.
An Individual Development Plan
(PDI) is drawn up based on the results of our evaluation process, and
this includes experiential actions
31
(70%), relational actions (20%) and
training actions (10%). These actions may be carried out at three
levels:
• At local level, for example courses at universities or academic centers, specific in-company programs,
postgraduate diplomas, coaching
programs, etc.
• At corporate level, as part of
crosscutting programs that aim to
develop the capacity to change and
continuous improvement.
• Participation in the programs run
by the Telefónica University
Evaluation and performance
We appraise our employees’ performance through the Management
Review process. This process measures how well individuals have
managed to attain eight common
skills required of our collaborators:
business vision, market and client
focus, leadership, global perspec-
GPTW has
listed us as one
of the 25 best
companies to
work for in the
world
www.atento.com
We produce a talent
map based on our
Potential Evaluation
Programs
tive, innovation, results and efficiency, participatory management,
and communication and transparent relationships.
This process, which is carried out
once a year, is a key element of our
staff management, since it makes
it possible to guide each person’s
professional career development
and decide on their participation
in the various training programs,
either local or corporate.
We put various projects into practice in this area over the course of
2011, with the results including:
• Training for mid-level managers
in conducting performance appraisals, feedback and management, strengthening their role as
talent managers.
• Appraisal committees, in which
managers discuss their staff appraisals in order to achieve greater
objectivity and jointly devise people-based and group-based development and training plans.
Regular Potential Evaluation Programs for the various groups. The
feedback that the evaluator gives
to the person being appraised is
regarded as key in these programs,
since the person not only receives
the results of the process at this
stage, but also documents that
will help with their continued development.
Thanks to the Potential Evaluation
Programs, a talent map can be produced, which can be used to establish specific action plans for each
group and to ensure that positions
in the organization can be filled
before any need arises. The methodology used is the assessment
center, which increases objectivity.
Our motto is: “our greatest asset is
to harness people’s strengths and
use them in the right positions”.
32
This system provides us with indepth knowledge about each
employee. Our main objective is
to know the talent in our organization, and use it to put in place
training, succession and development plans that meet the needs of
each group and the company as a
whole.
Training
Staff training is of key importance in
ensuring the quality of the service
we offer to our clients in a highly
competitive and changing environment. For this reason, we gave
approximately 14 million hours of
training to our employees all over
the world in 2011, which works out
at 87.7 hours per person.
Training starts from the first moment an employee joins the company, with general training for all
agents and more specific training
on the skills required by our clients
and segments. We also provide
www.atento.com
The training strategy
is managed by the
Atento Academy
tailored training to help adapt individual talents to the business’
needs, aimed at everyone from
agents to executives, boosting individual development. We are committed to guaranteeing continuous
training and personal growth for
all our employees over the course
of their professional career.
The training strategy is managed
by the Atento Academy, a corporate training program that we run
to ensure that our staff’s skills
properly match up with our business challenges and their responsibilities within the organization.
From 2012 onwards, we are going
to combine this with a global training provision model based on jobrelated knowledge maps.
Corporate Training: The Atento
Academy
The objectives of the Academy are:
• To develop the skills required to
meet strategic challenges.
• To facilitate cultural and organizational change.
• To train teams in new business
models and requirements.
The Academy is divided into
three levels according to employee profile: Executives, Leaders and Business Professionals.
The programs are based on three
pillars of knowledge in all three
cases:
• People management: through
knowledge of the different profiles, skills development, team
work and staff motivation and
development.
• Development of organizational capacity and leadership.
33
ACADEMIA
ATENTO
EDUCACIÓN CORPORATIVA
• Business management: including market knowledge, competition, the regulatory setting and
other areas, in order to extend
employees’ vision and decisionmaking skills.
Executives Academy
The Executives Academy is aimed
at management and pre-management level staff and focuses
on leadership development and
strategy implementation, among
other areas.
Leaders Academy
The Leaders Academy course is
designed to meet the needs of
middle managers in the organization: departmental heads, coordinators and supervisors. Its objective is to develop leadership skills
and train participants for professional growth, bringing individual knowledge and skills into line
with the business strategy.
Business Professionals Academy
This Academy focuses on tech-
www.atento.com
PEOPLE HAPPY
AT WORK
GIVE
THE BEST OF
THEMSELVES
nical, support and operations positions, with a two-pronged approach:
• Structure training resources
based on the best practices identified in the various operations.
• Strategic training and development processes aimed at internal
clients.
• The common corporate training
given to the entire company.
• Reduce the direct and indirect
costs associated with development
and training.
• A knowledge management culture to develop unique skills that
will generate value for the business, our clients and our employees.
• The talent bank, created to train
future leaders and specialists in
specific areas.
Global training distribution model:
‘job-based skills map’
Within our general strategy, our
current challenge is to integrate
knowledge management into
the Academy program using a
global training distribution approach.
This model allows us to:
• Standardize learning processes,
content and methodologies.
• Establish a model to monitor,
control and measure its impact on
the business.
These result in recommended
itineraries that we build for each
profile, setting out the behaviors
required for achieving success in
each post, using the best-suited
methodologies for each group.
This allows us to link our business
strategy to job profiles by means of
the successful behaviors required
in each post. The final objective is
to generate:
34
• Interest communities within
which best practices and learning
can be easily exchanged, creating
networks of experts.
Remuneration
Atento’s salary model is based on a
total compensation system, taking
salary, benefits, performance, recognition, development and career
opportunities into account as key
factors in attracting, retaining and
motivating our present and future
employees.
www.atento.com
Our salary model
is based on a total
compensation
system
• Internal fairness: we track the
salaries of posts with comparable
functions and responsibilities, using salary structures to help analyze and maintain salary intervals
in a fair way.
number of other BPO/contact
center sector and multisector
companies. The information in
the surveys allows us to stay upto-date on market developments
and to plan for situations where
we have identified a lack of personnel or possible losses of human capital.
• External fairness: our salary
structures are aligned to reflect
the circumstances of each of the
countries in which we operate.
We receive and take part in salary
surveys along with a substantial
• Performance and merit-based
differentiation: performance appraisal and skills identification processes are two of the key elements
required to provide significant
information for distinguishing be-
The pillars underpinning this model are:
35
tween people on the basis of their
performance and skills.
• Variable compensation: variable
pay is designed to recognize individual contributions to the generation of value for Atento, with the
importance of the objectives set
varying between posts and responsibilities. Structural area employees receive their variable pay on an
annual basis, with attainment of
this depending on the company’s
results, the results in the region or
country, the department and the
individual’s own objectives. Em-
ployees in the operations area receive a monthly variable payment,
linked to the operating results of
the department or business in
which they work. This ensures that
all employees work in accordance
with the company strategy.
• Mid-term incentives: these are
especially useful for employees in
management positions who display sustained performance, as
well as the potential to develop towards positions of greater responsibility in the company management. These incentives are linked
www.atento.com
Atento, the best place to work
2011
After more than 25 years, Great Place to Work® has become the international leader in analyzing and evaluating workplace environments. To
produce its league tables, the institute carries out workplace climate surveys on employees and analyzes companies’ people management practices and policies.
2010
2009
2008
It is an undoubted privilege to be one of the world’s 25 best companies to
work in, but this is also poses a challenge: it means we have to prove, day
after day, that we truly deserve this award. Atento aspires to become the
most admired company in the sector. We want to be known as a company
of excellence in each of the 17 countries in which we are present and the
many others we will enter in future, and to be regarded as one of the best
places to work.
2007
2006
2005
The true stars in
Atento's story are
its staff
• Benefits: certain centralized
company benefits are adapted to
reflect local circumstances.
the business’ needs: expatriation
is limited to people in upper management posts while rotation/
localization is reserved for other
middle ranking posts (preferably
management posts).
• Mobility: Atento provides employees identified as having high
potential with a variety of international career options according to
Motivation and emotional compensation
The true stars in Atento’s story
are its staff, who are committed
to the generation of value for our
shareholders.
36
people who have helped to make
our company so different and special. Their determination and hard
work has led to us occupying top
positions in the lists of best places
to work produced by the Great
Place to Work Institute (GPTW) in
Spain, Mexico, Argentina, El Salvador, Guatemala, Puerto Rico, Uruguay and Peru.
Atento adds this global recognition
to a long list of national Best Work
Place® awards received in many of
the countries in which it operates.
The first of these was in Peru, with
Atento being named one of the
best companies to work at in the
country in 2005, and has grown
over time, with it winning eight
Best Work Place awards in 2011.
www.atento.com
We have
implemented
motivation
and emotional
compensation
programs to
consolidate our
culture
We strive to ensure our employees can work and develop themselves in a workplace atmosphere
of trust and friendship. To achieve
this, we have implemented motivation and emotional compensation programs to consolidate our
culture and create an environment in which people can give
the best of themselves.
Motivation initiatives: Atento
Rally
Atento believes that leisure activities and friendship play a role
in developing our employees, involving their families and society.
This initiative is all about enjoying your job and the satisfaction
of achieving targets. Participating in these activities encourages
teamwork and the sense of belonging to a large organization,
as well as providing recognition
for employees’ commitment and
hard work. This makes it possible
to attain greater employee satisfaction and motivation, which
translates into a better service
for our clients.
Events held at Atento are largely linked to the Atento Rally
program, which without doubt
distinguishes us from other
contact center companies. Rally
is aimed at all our workers, regardless of their role within the
organization. The aim of this
program is to:
Over the years our organization
has become customer experience-focused, and this has been
key in enabling us to fulfill the
objective of creating emotional
bonds between the brands we
represent and their customers.
The motivation of our employees
has been an essential factor in
this, acting as the best possible
catalyst for our businesses.
• Strengthen our values.
37
• Encourage our workers to participate and come up with ideas
for new activities.
• Continue to develop our workers’ potential, skills and creativity through learning and entertainment.
www.atento.com
Celebration at
Atento is largely
linked to the
Rally program
• Create a feeling of motivation
and enthusiasm about taking
part in company activities.
We enjoy the valuable support of
our staff of motivators: these are
a group of volunteer staff who
offer their free time to come up
with new activities and innovative projects, interview workers
about their preferences and encourage their participation; as
well as supporting human development activities.
Employee satisfaction
We measure employees’ satisfaction in all our operations at Atento
by means of our own workplace climate survey, which we use to analyze 36 parameters grouped into
five large areas: leadership, image/
pride, daily work, development and
clients.
We set annual workplace climate
objectives and set up working
groups to monitor and manage
these, analyze specific areas for
improvement and devise improvement plans. As already mentioned,
Great Place to Work also carries out
an external survey in several operations, comparing us with other
workplace climate leaders in each
region.
This commitment to ensuring a
good workplace climate and employee satisfaction has borne fruit,
with the Global Climate and Commitment Index (ICC) standing at
73.6% in 2011.
38
www.atento.com
LABOR
INDICATORS
Total workforce (excluding interns)
2011
Units
2010
Var
2010-2011(1)
156.734
people
151.896
3,2
Total training expenditure during the year
Training expenditure per employee
122,4
2011
Units
2010
Var
2010-20111
19.183.667,9
€
12.461.941,13
53,9
€/person
82,04
49,2
23,30
30,7
88
-3,4
9.048
5,1
67,70
1,4
91
5,5
24,18
0,8
Full-time employees
77,5
%
74,3
3,2
Employees on indefinite contracts
69,9
%
70,0
- 0,1
Employees included in management review
53,95
%
Employees on telework contracts
0,03
%
0,12
- 0.9
Women included in management review
59,20
%
27,38
years
27,47
- 0,4
Men included in management review
42,18
%
Average length of employee service
1,90
years
1,73
10,1
Number of senior managers
Total employees joining during year
159.725
people
Senior managers from the local community
Total employees leaving during year
155.353
people
115,48
Average employee age
Standard initial wage ratio/local minimum wage
for women
Standard initial wage ratio/local minimum wage
for men
Social benefits for full-time workers
Employees covered by collective bargaining
agreement
114,11
no
distinction
85
people
92,9
%
Middle manager employees
9.507
people
%
Telephone operators/agents
140.193
people
%
Other employees (technicians, administrative
staff, etc.)
6.949
people
Female employees
69,14
%
5,12
%
benefits
75,69
%
Number of employees voting in union elections
38,437
semanas
Employees aged between 35 and 45
12,01
%
Minimum advance notice period(s) for workers
about operational changes
between
2 and 8
%
Employees aged between 25 and 35
34,85
%
Employees aged under 25
48,03
%
Workers represented on Health and Safety
Committees
25,12
Accident rate
2,17
Occupational illness rate
0,09
Rate of days lost due to occupational accidents or
illnesses
18,90
Absenteeism rate
405,54
Number of deaths
0
13.737.366
Total number of hours of training
79,01
-3,3
Employees aged over 45
accidents/ 100
employees
2,11
2,6
occupational
illnesses/ 100
employees
0,15
-39,1
People on Management Committees
28,29
-33,2
Women on Management Committees
728,19
-44,3
days lost/ 100
employees
days lost/ 100
employees
days lost/ 100
employees
96
people
25,0
%
People on Management Committees aged over 35
84,38
%
15,63
%
1
-100
People on Management Committees aged between
25 and 35
deaths
9.623.665
42,8
People on Management Committees aged under 25
0,00
%
hours
63,36
38,3
Women returning to work after maternity leave
90,7
%
Men returning to work after paternity leave
100
%
Note 1: the variation in absolute amounts is expressed in %s, while the variation in percentages is expressed in
percentage points.
39
SHARING OUR
PRACTICES
WITH OUR
SUPPLIERS
05
We strive to ensure that our suppliers comply with minimum
social and environmental principles, working closely with them
to develop more sustainable processes throughout the entire
supply chain right down to the client.
www.atento.com
05. Responsible purchasing / Corporate Social Responsability Report 2011
05
Responsible
purchasing
For reasons of efficiency and
economies of scale, around 90%
of Atento’s purchases are carried
out through the Telefónica group
purchasing portal, which in 2011
alone processed purchases valued
at €27.295 billion from more than
14,500 suppliers 80 countries.
ponsibility Policy, and must also
assume minimum sustainability
requirements with regard to:
We have made progress in developing our electronic purchasing process, with 91% of all purchases in
2011 being conducted in this way
(18% in auction form). Likewise, electronically-issued orders and contract
award letters totaled €8.5 billion,
while we received electronic invoices
worth more than €7.4 billion.
• Ensuring that labor conditions do
not put worker’s lives at risk, and
prevention of inhumane working
conditions.
Suppliers wishing to register on this
platform must accept the terms
and conditions of the Principles of
Action and the Supply Chain Res-
41
• Ensuring that child labor is not
used.
•Ensuring that forced labor is not
used
• Compliance with all applicable
environmental legislation.
In terms of monitoring suppliers, 1,773 audits were carried out
throughout the entire Telefónica
group, representing an increase
of 70% over the year before (63 of
these audits were external).
www.atento.com
Suppliers
must assume
minimum
sustainability
requirements
05. Responsible purchasing / Corporate social responsability report 2011
Distribution of audits per country
Argentina
Spain
4
Venezuela
Ecuador
Compliance level observed
4
5
Environment
Brazil
4
9
10
47
46
64
67
Occupationa Health & Safefy
Chile
82
80
Human Resources
4
Mexico
15
8
Peru
Business Principles
Colombia
2011
2010
51
44
Payment periods
Lastly, an effort has been made to
make payments within less than
85 days, as required by Spanish Law
15/2010, which sets forth measures
to combat late payment in commercial transactions.
2011
Amount (€)
Payments made on time
Rest of payments
Total payments to commercial creditors
Exceeded average weighted payment term (days)
Overdue payments at the end of the period
42
8,361
%
95.2
425
4.8
8,786
100.0
38
27
www.atento.com
Our supplier's
risk levels are
periodically
evaluated
05. Responsible purchasing / Corporate Social Responsability Report 2011
Telefónica purchasing model
The purchasing function operates using a common management model based on the principles of competition and equal opportunities, transparent processes and decision-making, objectivity and unanimity in contract award decisions, and commitment to providing a service to internal and
external clients and mutual fulfilling commitments with suppliers.
This commitment to responsibility in the supply chain takes place at two levels:
•
Externally, through the Supply Chain Responsibility Policy, which sets out the standards required of suppliers. This is also an awareness-raising
instrument that encourages sustainable behaviors among suppliers.
•
Internally, through regulations such as the Extension of the Business Principles to the Supply Chain, the Purchasing Instructions, Corporate Control Regulations and the Environmental Management Requirements for Suppliers, which itemize the various processes, indicators and tools.
Our suppliers’ risk levels are periodically evaluated, allowing us to draw up adapted plans of action:
Level of
observed
compilance
Audit Distribution Plan
2011
43
Evaluation and
analysis of
keys aspects
Supplier Risk Map
WE ARE
ENGINE
FOR CHANGE
IN OUR
COMMUNITIES
06
Commitment to society
In line with our vision, we have improved job-skills of people,
hired minorities and groups with difficulties in finding work, and
generated a spirit of responsible citizenship in all our operations.
www.atento.com
06. Commitment to society / Corporate Social Responsability Report 2011
06
Atento, a leading employer
Aside from the contribution that
our services make to economic
development, possibly our biggest contribution to society has
been in maintaining jobs and increasing them by an additional
3%, bringing our employee numbers to a total of almost 157,000,
making us the largest employer
in the sector worldwide. Behind
these figures are many families
that are sustained by the work
done by one of their members at
Atento, while many young people
in under-industrialized areas gain
their first job opportunities at
Atento, learning customer service
skills that will stay with them
throughout their entire professional lives.
Commitment
to society
In 2011, we progressed in our
search for opportunities to create
shared value throughout the value
chain, promoting socio-economic
development in the societies in
45
which we operate and improving
the sustainability of our operations.
These initiatives are structured
around three major hubs, aligned
with our vision of sustainability as
“the generation of training, employment and citizenship in the
countries where we are present”:
• Job-skills training, allowing people to achieve their full potential,
becoming active members of their
communities and catalysts for their
future development.
• Labor inclusion, with Atento hiring minority groups with certain
difficulties in finding employment,
for example people with disabilities or those who have been out of
work for some time.
• Responsible citizenship, lending
our best skills to help society, for
example by manning the tele-
www.atento.com
Our three
major hubs are
job-skills training,
labor inclusion
and responsible
citizenship
06. Commitment to society / Corporate social responsability report 2011
Atentos al Futuro with pre-university students
This initiative was launched in 2008 to support training for young people who are finishing their high school studies, providing them with skills
that will help them find jobs in future. Some of the subjects taught have been customer service tools, communication skills, sales techniques, jobseeking and IT skills, among others.
The collaborating institutions in Argentina are public high schools in the regions where our work centers are located, while in Brazil both public
schools and NGOs offer some of the modules.
Corporate volunteering programs
are arranged around these three
hubs, which an ever-growing number of Atento employees are taking
part in.
cial progress and wellbeing. We have
been doing this through Atentos al
Futuro, our own education initiative,
and on occasions by collaborating
with third party initiatives, such as
Unlimited Potential (run by Microsoft) and the Aprendices program
run by the Government of Chile."
wanting to reflect the true diversity
of the societies in which we work,
we realize that the characteristics
of our business lend themselves to
the inclusion of these groups, for example by adapting work stations or
enabling people to work part-time
or limited shifts, etc.
Job-skills training
Given that we have a team of the
best customer service provision
professionals, we are sharing this
knowledge and experience by helping to develop skills in communities,
turning people into catalysts for so-
Labor inclusion
As part of our job creation commitment, we place particular focus on
hiring minority groups or people
with particular difficulties in finding
work, for example people with disabilities, housewives, etc. Aside from
Our labor inclusion initiatives in
Spain started in 2003 with our subsidiary Impulsa, which has hired 153
people with disabilities at five call
centers. Working at adapted work
stations, these people are helping
the Impulsa team to continue pro-
phones in initiatives to channel
humanitarian aid.
46
viding the same top-quality customer care services to both public bodies and leading private companies in
their respective sectors.
This initiative was subsequently extended to take in the long-term unemployed, women who have been
out of work for a long time due to
domestic obligations, and women
at risk of gender violence, who often seek work in a different city.
Numerous partnership agreements
have been signed with associations
in Spain, such as the Association for
Professional Promotion and Integra-
www.atento.com
We share our
knowledge
and experience
by helping
to develop
skills in our
communities
Job-skills training
Argentina
Initiative
Collaborator
Atentos al Futuro
11 public high schools
Brazil
Unlimited
potential
Atentos al Futuro
Unlimited
potential
•9 public schools
Microsoft
• 6 NGO
Microsoft
• 2 city councils
•Customer service
•Constructing a
lifelong plan
• Communication
tools
• Environment
Contents
• Meeting with employees
5 courses in
digital literacy
•Customer service
techniquese
• A+ education
program (office
automation)
Retired people’s
association
•Customer service
techniques
Digital literacy
•Sales techniques
•Contact center
market
•Sales techniques
•Contact center
marketr
• Applying for a job
Atentos a Mejor
Edad
•Communication
•Communication
•Sales techniques
Chile
•Citizenship
•Citizenship
•IT
•IT•
•Employability
Social grants
OTIC Proforma
Young pre-university
students
Adult family
members of
employees
Young people aged
between 18 and 29 in
vulnerable situations
9,360
1,404
Number of volunteers providing the
training
200
14
307
Number of people
trained
234
78
355
Hours of training
47
Adult family
members of
employees
People aged over
45 in vulnerable
situations
Aprendices
National Training
and Employment
Service (SENCE)
Valmy Network
Valmy Network
•Communication
•Handing difficult
customers
• Team work
•Voice training
• Personal effectiveness
•Handling family
budgets
•The client
•45 hours of practical training
•Dealing with
complaints
Customer service
•The art of investigating
•6 months of practical training
•Employability
Recipients
Venezuela
People who are unemployed or looking
for their first job
Young job-seekers
aged under 25
Women aged over 40
60
132
32
56
29
80
307
18
25
www.atento.com
06.Commitment to society / Corporate social responsability report 2011
We place particular
focus on hiring
minority groups
or people with
particular
difficulties in
finding a work
tion (APIP), the Adecco Foundation,
the Manpower Foundation, Acción
Laboral, the Integra Foundation, the
Women, Family and Work Foundation (Link Network) and the Higher
Sports Council (PROAD Program),
which works to get former high-level
sportspeople into jobs.
Some of the most important initiatives in other regions include:
• In Brazil, labor inclusion initiatives
focusing on people with disabilities,
young people in their first jobs, people over the age of 45 and refugees
from other countries in Latin America and Africa.
• In El Salvador, people with disabilities have been trained to work in call
centers as part of the USAID-CARANA Program. We designed the content of the course now being taken
by 17 people. When the program is
completed, a selection process will
be held in which the participants can
apply for jobs with us.
• In Chile, we recruited three of those
taking part in the Social Grants program aimed at unemployed people
on low incomes.
Responsible citizenship
We want to encourage responsible
citizenship, helping to overcome
socio-economic challenges and
enabling societies to develop in a
more inclusive and cohesive way.
We believe we can use our unique
communication
technologies
-based customer service skills to
make our contribution have greater impact and be longer-lasting.
donations. On some occasions we
have also allowed interested clients and suppliers to volunteer
for these initiatives, with parallel activities often also organized,
such as child-minding facilities for
the volunteers' children over the
course of the event.
Another way in which we support
humanitarian organizations is
by running free telephone campaigns to attract members and
seek donations. Some examples of
this are:"
An example of this is the Voces que
Ayudan (‘Voices that Help’) Program, in which Atento volunteers
help non-governmental organizations (NGOs) to raise funds for their
charitable work.
• In Argentina, 50 volunteers helped
to publicize the national reading
marathon organized by the Leer
Foundation, with almost four million people eventually taking part
in the scheme, along with 13,000
collaborating institutions.
One way of doing this is to by taking part in charity galas or television fund-raising events, answering
calls from viewers wishing to make
• In Venezuela, four of our telephone
operation positions were set aside to
raise donations for UNICEF and a further two for Aldeas Infantiles SOS
48
www.atento.com
We take part
in charity galas
and fundraising events,
answering calls
from viewers
wishing to make
donations
06.Commitment to society / Corporate social responsability report 2011
Voces que Ayudan with charity galas
The most significant telethons that we took part in in 2011 were:
•
‘Un Sol para los Chicos’ in Argentina, which has been run since 2002 by UNICEF and Canal Trece. The 1,200 Atento volunteers channeled more than €1 million in donations.
•
This collaboration with UNICEF was mirrored in Peru with ‘Buena Onda’, a gala event in which 180 volunteers took part, helping the initiative to raise more
than €250,000.
•
In Spain, we collaborate every year with the ‘Inocente, Inocente’ gala event broadcast by Antena 3 on 28 December, with the funds raised going to charitable causes. Donations of €250,000 were received in the two-and-a-half hours of this event.
•
In Mexico, we collaborated with the gala event ‘Teletón’, which is broadcast in the United States and raises funds to help improve the quality of life of disabled children and young people. In total, over 2,000 volunteers worked at five call centers.
•
We also participated in the ‘Teletón’ in Colombia, which supports the National Rehabilitation Center to help and treat people with physical disabilities. Our
volunteers worked over the 29 hours of the event, taking calls from people who made donations of more than €20,000.
•
In Puerto Rico, our volunteers took calls leading to donations of €20,000 for the Muscular Dystrophy Association during the ‘Telemaratón Sentimientos’. In
Puerto Rico, our volunteers took calls leading to donations of €20,000 for the Muscular Dystrophy Association during the ‘Telemaratón Sentimientos’.
49
www.atento.com
Our volunteers
make it possible
many donations
and charitable
giving
Other campains and donations
Brazil
Spain
Clothing
• In Chile, we devised a campaign
to attract members for the NGO
América Solidaria, which will continue over the course of 2012.
• In the Czech Republic, we carried
out a reactivation campaign, ma-
Toys
Morocco
Food
School materials
naging to bring 123 former donors
back to UNICEF.
Aside from providing a telephone
service in all these campaigns, our
volunteers have also helped to
bring in other kinds of donations
50
Czech Republic
Furniture and PCs
Blood
and charitable giving for children,
the homeless, elderly people, etc.,
on occasions working with major
NGOs such as Doctors Without
Borders, Cáritas and the International Red Cross.
Money
www.atento.com
SOCIAL
INDICATORS
Units
100.00
%
-
-
47,789.25
hours
-
-
22,729
people
22,957
-1.0
%
15.1
-0.6
none
incidents
967
-100
none
activities
-
-
Operations and significant suppliers identified as having significant risk for incidents
of forced or compulsory labor
none
operations
-
-
Number of human rights incidents received, dealt with and resolved via formal
mechanisms
none
incidents
-
-
Sanctions issued as a result of monopolistic or anti-trust practices, and their outcomes
none
penalties
Monetary value of significant penalties and fines and total number of non-monetary
penalties stemming from failure to comply with laws and regulations
none(2)
penalties
Percentage of significant suppliers with human rights contract clauses or that have
undergone human rights screening
Total hours of training in Principles of Action
Employees trained in Principles of Action
Percentage of employees trained in Principles of Action
14.5
Total number of discrimination incidents and measures taken
Activities identified that entail a significant risk of child exploitation
2010
(1)
2011
Var 2010-2011
Note 1: the variation in absolute amounts is expressed in %s, while the variation in percentages is expressed in percentage points.
Note 2: no significant or relevant sanctions were recorded as a result of failure to comply with laws and regulations aside from labor relations penalties that may be received in the normal course of our
activity.
51
MINIMIZING
OUR IMPACT
ON THE
ENVIRONMENT
07
Eco-efficiency initiatives
Atento is aware of the increasing environmental concerns of its
stakeholders, as well as the need to conserve our natural heritage
for the enjoyment of future generations. We are therefore working to incorporate the best technologies available, to help make
sure our resource consumption is as efficient as possible.
Informe de Responsabilidad Social Corporativa 2011
www.atento.com
07. Eco-efficiency initiatives / Corporate Social Responsability Report 2011
07
Eco-efficiency
initiatives
Awareness of our environmental
footprint
The type of business we are involved in means that we use information technologies (IT) intensively in order to provide services to
our clients at our work centers, and
this essentially has environmental
impacts in three main areas:
combat our impacts on the environment. The objective is to achieve
the most efficient use possible of
natural resources, adopting the
best available technologies and
training our staff and raising their
awareness to ensure that they act
in a way that helps to protect the
environment.
• Consumption of resources, primarily water, electricity and paper.
Reduction in resource consumption
We have made progress on our
resource consumption efficiency
initiatives, primarily in terms of
water, energy and paper use.
• Generation of waste, similar to
that of a services company.
• Indirect emissions of greenhouse
gases, either through use of electricity or work-related travel.
We would take all possible protective measures in line with the
precautionary principle whenever
adopting any new technology with
unknown environmental risks.
Below, we describe the local initiatives that have been put in place to
53
• Our printers are set up to print on
both sides of the paper, and employees have been informed about
the benefits of limiting the amount
of printing done and optimizing
any that is essential (using smaller
fonts and printing on both sides).
• The water pressure in our faucets
has been reduced, or automatic
systems have been put in place to
optimize water use.
www.atento.com
We have made
progress on our
resource consumption
efficiency initiatives
• We have managed to further reduce energy consumption by replacing IT and lighting equipment
with more efficient systems and
optimizing the periods when these
are in use.
In Peru, for example, we have reduced energy consumption by 12%
by installing an ECS control and
monitoring system.
Waste recycling
All our operations have dedicated
garbage containers for selectively
separating waste items:
• Paper and cardboard (use of
which we also try to limit by printing only what is really essential).
Some of our collection figures were
34.8 metric tons in Spain, 2.7 metric tons in Argentina, 1.7 metric
tons in El Salvador and 0.4 metric
tons in Peru.
• Waste with harmful components,
such as used batteries, printer
toner and electric and electronic
waste.
dation in Colombia and Fundades
in Peru.
All the products collected are delivered to recyclers, who return
these materials to the consumption cycle, for example 46 kg of disused cell phones and 59 kg of used
batteries collected in Spain.
Combating climate change
The telephone services we provide allow users to carry out
procedures over the phone
instead of having to travel to our
clients’ offices, and this leads to
savings in terms of time, energy,
and resultant emissions. In this
sense, our activity makes a positive contribution to combating
climate change in terms of reducing unmeasured third party
emissions.
Aside from putting in place physical infrastructure, we have also
run awareness-raising campaigns
to help make our recycling efforts
more successful, for example:
• In Mexico, Central America, Argentina and Spain, employees decorated work areas with Christmas
decorations made from recycled
materials:
• We also have agreements with
NGOs, who benefit from the
funds raised by recycling the materials collected, for example the
Garrahan and Ceos foundations
in Argentina, the Funtesa Foun-
54
Our greenhouse gas emissions
are primarily indirect, being generated through the primary production of the energy we use and
as a result of travel to our work
sites or those of our clients.
recreates natural environments,
bringing meeting participants together as if they were in the same
room, even though they may be
in remote locations far from each
other.
With regard to internal company travel, we started to use the
telepresence system in February
2011. This work solution virtually
We have also got involved in various initiatives to raise awareness about the problem of climate change, for example:
www.atento.com
CO2 savings
• In Argentina, we carried out a
campaign on World Environment
Day to raise awareness about responsible electricity use.
• In Venezuela, 30 volunteers
planted 500 tree species on the
6,000,000
5,000,000
CO2 saved (kg)
Our telepresence
system enabled
us to reduce our
carbon emissions
• In Brazil, we marked World Car
Free Day with a communication
campaign urging employees to
leave their cars at home, at least
for that day.
4,000,000
3,000,000
2,000,000
1,000,000
0
01/01/11
20/02/11
11/04/11
31/05/11
20/07/11
Date
Communication using telepresence
This system is installed in three meeting rooms in the corporate offices in Madrid
(Spain), São Paulo (Brazil) and Houston (United States), which form a network with
a further five advanced videoconferencing rooms in Mexico, Argentina, Chile, Colombia and Peru.
We estimate that this technology enabled us to reduce our emissions by 570 metric
tons of CO2eq in 2011 through reductions in air travel (1)
(1)
Assumptions: without the telepresence rooms, only one in every 10 teleconferences would have
required an air journey, involving two people flying from different places to a third location, with
each person emitting an average of 3.5 metric tonseq of CO2 per return flight.
55
08/09/11
28/10/11
17/12/11
05/02/12
www.atento.com
We have got
involved in
tree-planting
initiatives as a
way to mitigate
climate change
Emissions inventory
We have measured the greenhouse gas emissions of our largest operation, Brazil, for the third year running, using the Carbon Disclosure Project (CDP) model, which uses the
GHG Protocol methodology.
The CDP is an independent, not-for-profit organization that has developed a system for measuring, reporting, managing and sharing information about climate change and
water use. More than 3,700 organizations all over the world measure and report their greenhouse gas emissions using this model, which helps them to set reduction objectives and improve their performance. All this information is then made available to 655 institutional investors, with joint assets of US$78 billion
After a 29% fall in our energy use from 2008 to 2009, this increased again in 2010, which can largely be explained by an increased number of maintenance operations on
cooling equipment over the period (direct emissions) and the increase in emissions from the primary electricity system itself (indirect emissions).
Alcances
2010
2009
2008
Units
Area 1
Direct emission from sources controlled by the organization (boilers, generators, etc.)
2,380
1,320
1,078
tCO2eq
Area 2
Indirect emissions due to consumption of electricity produced by a third party
3,318
1,556
3,130
tCO2eq
Area 3
Other indirect emissions due to transportation of employees or use of company services
5,875
2,100
1,737
tCO2eq
Total emissions from areas 1 and 2
5,698
2,876
4,041
tCO2eq
Energy consumption intensity per employee
21.73
21.73
30.58
kgCO2eq
Ávila mountain in the Waraira
Repano National Park.
• In Guatemala, 62 Atento volunteers
gave up 620 hours to plant 2,500
trees in the Aldea Santa Isabel (Chimaltenango) area.
• In El Salvador, we worked in partnership with SalvaNatura, allowing
employees to symbolically adopt
hectares of forest by making an annual donation to be spent on various conservation projects. This campaign also involved a walk through
56
a natural park, awareness-raising
talks and the symbolic handingover of the sponsored areas.
• Lastly, 20 employees in the Czech
Republic took part in forest cleanup activities in the city of Brno.
www.atento.com
ENVIRONMENTAL
INDICATORS
Direct energy consumption
Indirect energy consumption
Energy savings due to conservation and efficiency improvements
2011
Units
2010
11.4
MJ/employee
77.7
77.7
3,714.3
MJ/employee
3,300.8
12.5
575.1
-58.6
238,0
GJ/year
Var 2010-2011
5.01
m3/employee
5.8
-12.9
Cost of significant penalties and number of non-monetary sanctions due to failure to comply
with environmental regulations.
0
thousands of €
0
0
Total environmental expenditure and investments, broken down by type.
0
thousands of €
15.74
-100
Total water withdrawal
57
17 COUNTRIES
ONE VOICE
08
Appendixes
With a presence in 17 countries, we are the largest supplier of
comprehensive customer attention services in Latin America and
the second largest worldwide. Our mission is to help our clients
build strong and loyal relationships with their own customers.
Informe de Responsabilidad Social Corporativa 2011
www.atento.com
08. Appendixes / Corporate Social Responsability Report 2011
08
We become a part of our clients’
value chains, offering a full portfolio of business process outsourcing
(BPO) services, primarily related to
client relationship management
(CRM). Our knowledge of our clients’ customers (our users) allows
us to manage their long-term experience with the brand, making
us a strategic and reliable partner.
Meanwhile, our efficiency and
speed mean we can lower costs,
enabling our clients to concentrate
on other links in their value chains.
Who we are
Our operations are grouped into
four regions:
• Brazil.
• EMEA, grouping together our
businesses in Spain, France, the
Czech Republic and Morocco.
• North and Central America, taking in our operations in Mexico,
59
the United States (Texas and Puerto Rico), El Salvador, Guatemala,
Panama and Venezuela.
• South America, including Argentina, Colombia, Peru, Chile and
Uruguay.
With almost 157,000 employees,
we are one of the leading generators of employment in the communities we operate in. The training
and commitment of our team has
allowed us to build up a portfolio
of more than 560 satisfied clients,
who are themselves leaders in
various sectors such as telecommunications, finance, insurance,
technology, public administrations, utilities, healthcare, and the
transport and automotive sectors,
among others.
We have reviewed the 2012 corporate strategy, which will allow us to
become the most-admired compa-
www.atento.com
We become part
of pur client's
value chain,
offering a full
portfolio of
BPO services
ny in the sector, working on three
major areas:
in terms of four major trends in
the BPO/CRM market, which are:
We have reviewed the 2012 corporate strategy, which will allow us to
become the most-admired company in the sector, working on three
major areas:
• Our strength in the Latin American region, which has higher macroeconomic growth prospects
than other regions.
• Boosting growth through client- and sector-led actions, adding value through our range of
products and expanding to new
regions.
• Excellence and speed in management, focusing on efficiency
and quality as our unique selling
point.
• Personnel motivation and development, making our company a
great place to work
This approach enables us to make
the most of our privileged position
• Our capacity to provide services in
several regions, adapting ourselves
to the needs of major multinational
clients.
• Related to the previous point,
our ability to operate from any
location at optimal costs (rightshoring), maintaining required
quality levels.
• Our knowledge of new technologies means we can communicate
quickly and accurately through
several channels in a way that is
adapted and tailored to our clients’ needs, anywhere, at any
time, and in any language.
60
Our services
Atento offers tailored, high-quality solutions for clients’ business
areas requiring interaction with
end users. We also work closely
with the companies that contract
our services, and devote substantial time to ensuring we have a
clear understanding of their business, in order to ensure full inte-
gration with their products and
internal processes.
The result is complete solutions that
offer greater value, not just for our
clients but also for their end consumers. These solutions are based
on the following range of products:
• Customer Service and Support
(CSS). This service is the main
www.atento.com
OUR
SERVICES
YOUR COMPANY
Costumer Service
Service Desk
+
Sales
Collection
Back Office
Help desk
WE HAVE THE KNOW-HOW TO DELIVER THE
BEST EXPERIENCE TO YOUR CUSTOMER
Value added
services
+
Automatization
+
Infrastructure
+
Multiple
channels
SOLUTION TAILORED TO YOUR BUSINESS
Our solutions
add value both
to our clients and
their consumers
point of contact between clients
and their end users. Through Customer Service and Support (CSS),
we provide all the information that
consumers may request, and listen
to their requirements and suggestions, and also their complaints
about products and services. The
purpose of CSS is to ensure that
end consumers have a consistent
experience across all the many
communication channels.
CSS assures communication and
the relationship between companies and their customers, be
this B2C (Business to Consumer)
or B2B (Business to Business). We
also carry out customer retention
activities, up-selling and cross-se-
61
lling strategies, which are regarded as important means of ensuring profitability. CSS is therefore
a valuable source of information
and consumer knowledge for our
clients, which is a help to them in
taking strategic decisions.
• Sales. We market products and
services to potential customers,
both in consumer-focused markets (B2C) and inter-company ones
(B2B). We are involved through our
Sales tool in all the phases of the
sale and purchase process, covering everything from knowledge of
the end consumer through to service structuring, meaning we can
offer lower costs per sale. We take
care of scheduling visits, genera-
www.atento.com
ting leads, activation, up-selling
and cross-selling, sales audits,
welcome calls, after-sales and delivery monitoring, among other
services.
• Back office. Rearguard service for
high-volume processes, such as
routine and repetitive activities.
We have the capacity to manage
data and documents with high
automation and control levels,
bringing about productivity gains
and cost reductions. This involves
very little or no interaction with
consumers.
• Debt collection. We provide payment management services, retaining end user loyalty, to ensure
they carry on generating revenue
for our clients.
Our debt collection services cover
everything from credit recovery
through a range of channels
through to automation and data
intelligence tools, as well as latepayer user profile analysis services, enabling our clients to reduce
their costs.
• Technical support. We know that
100% of our clients expect technical problems to be resolved immediately as soon as an incident
occurs. Most companies are also
keen to minimize losses, retain
their customers and ensure their
loyalty.
Technical support also includes
management of field technicians and technical assistance
centers, with all the processes in
a relationship being covered by a
central contact point to oversee
complaints and service levels. This
makes it possible to deal with a
large number of incidents at an
62
early stage by means of different
channels, reducing costs for our
clients.
• Service desk. Our solution serves
as a single point of contact for our
clients, by using a multi-channel
service desk to manage and resolve all possible incidents and
requests received from employees
and suppliers. This service provides
support with problems relating to
information technologies (IT), human resources, maintenance, acquisitions and other administrative or infrastructure issues.
Multiple channels
The multi-channel platform allows
the best possible form of communication to be chosen according to
customer type, generating closer
relationships and greater convenience. All of our services can be
offered via telephone, email, SMS,
All of our services
can be offered via
telephone, email,
SMS, chat, social
networks, video
calls, etc.
www.atento.com
We work to develop
the rightshore
approach that our
clients need
Website
Chat
Email
Instant messaging
HABITS AND
PREFERENCES
Call Center
Telephone number
Fax
Correspondence
EXPERIMENTATION
COMPLAINTS AND
SUGGESTIONS
Personally
Sales
Sales agent
Stores
D2D
Social networks
QUESTIONS AND
QUERIES
PURCHASES
CLIENT
Mobile
SMS
IphoneApp
VPS
CLIENT
KNOWLEDGE
PROXIMITY
interactive chat, social networks,
video calls (APV Quiosco and APV
Web), personal contact, etc.
Other Services
• Added-value services: these are
services that complement our
products, generating the perception of value for clients, providing
relevant information about their
users’ experiences that increases
business intelligence and helps in
decision-making.
• Automation: automation tools
support the services offered by generating greater productivity, economies of scale and resultant cost
63
CONVENIENCE
reductions for clients by means of
services such as SMS, telemessages,
interactive voice response (IVR) integrated into the voice recognition
platform and predictive markers.
Rightshore approach
Aside from our products and addedvalue services, we also work to deve-
lop the rightshore approach that our
clients need. In other words, we create
an optimal combination of services in
the best location, or rightshoring, to
support our clients and achieve the
best possible performance.
• Onshore, solutions situated in the
same country as the client, with the
www.atento.com
Whatever the
type of solution,
we guarantee
our clients of
certain critical and
essential factors
aim of meeting the needs of those
that want to be close to the operation and provide end consumers
with a distinctive service.
Whatever the type of solution
chosen, we guarantee our clients
of certain critical and essential
factors:
• Nearshore, international solutions in neighboring countries to
meet the needs of those who need
to reduce costs while also maintaining proximity in their services.
- Consistent operating processes,
with fast and flexible implementation.
• Offshore, international solutions
in far-off countries to meet the
needs of clients who need to reduce their costs while maintaining
quality.
• Solutions for global clients. Since
we operate in 17 countries, we
have the capacity to offer largescale offshoring solutions in five
languages for all of the sectors and
services we deal with. This enables
our clients to reduce their operating costs while benefiting from
the high performance levels in the
destination countries.
- A specialized and experienced
management team and personnel.
Contractual security and flexibility, with a range of alternatives offering the best possible options to each company contracting
our services.
Technological infrastructure
and capacity
In-depth knowledge of legislation: the general requirements
in the country of origin and the
destination country, labor legislation, data protection regulations,
taxes, etc.
64
Corporate Governance
The Corporate Governance area
underwent great consolidation in
2011:
• Internal regulations for the General Meeting and the Board of
Directors were approved, with particular focus on fulfilling all related
obligations.
• The Delegate Committee and the
three internal Board committees
are still working at full capacity.
Board of Directors
The Atento Board of Directors
is made up of 13 directors, of
whom 12 are external (and seven
of whom are independent). They
serve a term of five years, with
the possibility of being re-elected
for periods of the same duration.
All the directors must respect the
general duties of due diligence,
fidelity, secrecy and loyalty, and
they must sign a letter each year
on any conflicts of interests (as required by Article 229 of the Law of
Capital Companies).
www.atento.com
CORPORATE
GOVERNANCE
To encourage good governance in
the company, the Board of Directors has set up a Delegate Committee and three internal committees,
which operate as consultative support bodies. The Board is notified
of all developments in the committees, and must ratify and give
final approval on all decisions. This
committee bases its actions on the
good governance recommendations assumed by the company in
force at the time.
Board diversity data
Total number of directors
13
Total number of female directors
2
Number of directors over the age of 50
9
Number of directors aged between 30 and 50
4
Number of directors from ethnic minorities
0
Disabilities
0
In line with current legislation, the
ordinary general meeting of shareholders approves the actions of
the company’s Board of Directors
once a year.
Delegate Committee
Current legal provisions give the
Board of Directors the right to delegate all or some of its powers to
one or several of its members. At
Atento, the Board has done both of
these things:
65
• Executive Management powers
have been delegated to the CEO,
who holds a position separate from
that of the Chairman.
• A Delegate Committee, which
has been expressly delegated the
powers of the Board of Directors,
and which can work more quickly
and decisively due to its smaller
size. It has seven members (most of
whom are external directors), and
its agreements are adopted by a
majority of the directors attending
the meeting.
Internal Committees
There are three such committees, all
of which have five members (most
of whom are external directors):
• The Audit and Control Committee: supervises the effectiveness
of internal control and the systems
used to manage risk, financial information, and all related matters.
www.atento.com
• The Appointments, Remuneration
and Good Governance Committee:
informs on any issue relating to the
committees and the appointments
of directors and senior managers, as
well as remuneration policies.
• The Corporate Reputation and Labor Relations Committee (currently
the CSR, Sustainability and HR Committee): this is primarily responsible
for managing the company’s corporate reputation and responsibility,
as well as ensuring smooth labor
relations.
Significant changes during the
period
The main changes that took place
in 2011 were:
• On 13 May 2011, the Board of
Directors of Atento Inversiones
y Teleservicios, S.A.U. (Telefónica
S.A.), approved the Regulations of
the General Meeting and the Regulations of the Board of Directors of
the company.
S.A.), made changes to the members of the Board of Directors.
In addition, on the same date,
the General Meeting of Atento
Inversiones y Teleservicios, S.A.U.
(Telefónica S.A.), approved a new
composition of the Board of Directors of the company.
• On 29 September 2011, the Board
of Directors of Atento Inversiones y
Teleservicios, S.A.U. (Telefónica S.A.),
made changes to the members of
the Delegate Committee and the
Appointments, Remuneration and
Good Governance Committee.
Also on 13 May 2011, the Board
of Directors of Atento Inversiones
S.A.), approved the constitution
and new composition, if any, of
the Delegate Committee, the Audit and Control Committee, the
Appointments, Remuneration and
Good Governance Committee and
the Corporate Reputation and Labor Relations Committee.
• On 22 September 2011, the General Meeting of Atento Inversiones
66
Both CSR and
HR matters are
supervised by one
of the Internal
Committeees
• On 24 October 2011, the General
Meeting of Atento Inversiones y
Teleservicios, S.A.U. (Telefónica
S.A.), approved the appointment of
a new Chief Executive Officer.
Also on 24 October 2011, the Board
of Directors of Atento Inversiones
S.A.), made changes to the Delegate
Committee and the Appointments,
Remuneration and Good Governance Committee.
HQ
www.atento.com
MAJOR
AWARDS
Some of the external awards we
received in 2011 are listed below.
These successes would not have
been possible without the contribution of each and every person
who works at Atento.
• Socially Responsible Company
Award (ESR), granted to our operations in Mexico, El Salvador,
Guatemala and Venezuela by the
Mexican Center for Philanthropy
(CEMEFI) and the Alliance for Social
Responsibility (AliaRSE).
• Atento was recognized by the
Great Place To Work (GPTW)
Institute as one of the 25 Best
Workplaces in the world, with
recognition at country level for
its operations in Spain, Mexico,
Argentina, El Salvador, Guate-
67
mala, Puerto Rico, Uruguay and
Peru.
• Frost & Sullivan award for Market Share Leadership in Latin
America in the contact center outsourcing sector.
• 5 Amauta awards, granted by
the Latin American Association
of Direct and Interactive Marke-
ting (ALMADI) in the categories of
“Sales campaigns and programs”
and “Customer Service”, for the
services offered by our operations
in Argentina, Brazil, Colombia,
Mexico and Uruguay.
• Winner of the AIAREC Award 2011
, given by the Ibero-American Association of Customer Relations, as the
best Ibero-American BPO in 2011.
www.atento.com
Our operations in
Mexico, El Salvador,
Guatemala and
Venezuela have
been granted with
the ESR distinction
• CRC Gold Award for Best Outsourcer of the year given by the
Spanish Association of Client Contact Center Experts (AEECCC).
• Top Employer in Spain award,
given by the Corporate Research
Foundation. We are the first company in the sector to have received
this award.
• Cegos Prize for Best Practices in
the Category of Organization and
Consultancy Management for the
Atento Academy, awarded by the
Spanish magazine Equipos & Talento. We were the first company in the
sector to receive this award too.
• Leader in the contact center
category in the ”Most Admired
Companies in Brazil 2011”, league
table, published by the magazine
Carta Capital.
• We also appeared in other ranking in Brazil, including being
listed at number 208 for our sales
figures in the Mayores y Mejores
list in Exame magazine, 176th biggest company in the country by the
Valor 1000 list, 24th largest technology company in the Info200 list
and 259th best company in Brazil
according to the magazine IstoÉ
Dinero.
• 8 Excellence in Contact Center
Awards, granted by the Mexican
Teleservices Institute (IMT). Atento
received a silver award in the Best
Contribution to Social Responsibility category for its Voces que
Ayudan program.
• 2 awards from the Mexican
Association of Communicators
(AMC), for Voces que Ayudan and
Atento Rally.
68
• Award from the Peruvian University of Applied Sciences (UPC), as
one of the four companies in this
Andean country offering most support to employees for their professional and university training.
• Top Company award for the happiest companies in Mexico, Central America and the Caribbean,
taking second place in the first
league table.
www.atento.com
In 2011 our CSR
Report constitutes
again a separate
publication
About the report
Basic parameters
This Atento 2011 CSR Report
covers Atento's CSR and sustainability performance over the
course of 2011 (coinciding with
the company's financial year).
In scope, the report covers all the
countries where Atento operates
through subsidiary companies in
which it holds a majority interest.
Initiatives relating to clients, employees, suppliers, society and the
environment apply to the subsidiaries or countries stated in each case.
69
Through our commitment to
transparency and continuous improvement, we are continuously
striving to improve the quality of
our annual sustainability reporting. External verification of our
performance and underlying processes by an independent auditor
provides us with opportunities to
improve. Some of the main differences with respect to the Atento
2010 report include:
• The return to two publications:
the Corporate Report, focusing on
a description of the company, its
www.atento.com
We have adapted
to the new 3.1
version of GRI,
while mantaining
both B+ and
AA1000 compliance
Stakeholder engagement
Communication Channels
Priority Interest Group
Specific
General
Satisfaction Surveys
Complaints / Claims
Clients
Employees
Workplace climate surveys
Suggestion box
Whistleblower channel
Shareholders
Board of Directors meeting
Social agents
Periodic meetings
Joint negotiation bodies
Media
products and markets, and this
CSR Report. The reason for this
is to increase flexibility and the
extent to which each publication can be tailored for its target
readership.
• Updates in order to comply with
the latest G3.1 version of the
• Webpage (www.atento.com)
• Specific email address
[email protected]
• Sucessives CSR reports
Press releases
Others (forums, presentations, etc.)
Global Reporting Initiative (GRI),
achieving a “B+” rating.
The principles taken into account
in defining the content were:
the assessments and decisions of
stakeholders.
Principles applied
The GRI G3.1. guidelines were followed in preparing this report,
both in terms of defining the content and in ensuring the quality of
the information.
Materiality: The information in a
report should cover topics and Indicators that reflect the organization's significant economic, environmental, and social impacts or
that would substantively influence
The content of the Atento report
includes the economic, social and
environmental impacts determined
as material, based on the internal
analysis of relevance carried out
and then checked in dialog panels
70
www.atento.com
Clients, employees,
shareholders, social
agents and media
are our priority
stakeholder groups
with various stakeholders. Other
ongoing dialog processes with
stakeholders, consultations with
sustainability experts and relevant
reports and publications were also
used in determining relevance.
Stakeholder engagement: The reporting organization should identify its stakeholders and explain in
the report how it has responded to
their reasonable expectations and
interests.
An analysis of our stakeholders was
conducted in 2010, and they were
then prioritized according to two
general criteria: their impact on
Atento's strategic objectives and
the particular characteristics of
each stakeholder (based on criteria
such as legitimacy or urgency).
This analysis identified five priority stakeholder groups (clients,
employees, shareholders, social
agents and the media) and a further five of lesser priority (public
administrations, the third sector,
suppliers, society in general and
competitors).
There is a range of specific and
general channels for communication with these stakeholders, with
this report being an example of
one of these.
In order to make the report easier to
read and the information in it more
accessible, its content has been
structured into actions primarily
aimed at three stakeholder groups
(clients, employees and suppliers),
with a further two chapters on so-
71
cial and environmental initiatives
aimed at all the groups.
Sustainability context: The report
should present the organization's
performance in the wider context
of sustainability.
Atento is sensitive to its stakeholders' demands, and in this report we
have described our work to achieve
sustainability in the wider context,
always using the available objective
information to evaluate actions in
the countries where we operate.
Completeness: Coverage of the
material topics and indicators and
definition of the report boundary
should be sufficient to reflect significant economic, environmental, and social impacts and enable
stakeholders to assess the reporting organization's performance in
the reporting period.
In its scope, this report includes
the economic, social and environmental impacts that Atento has
identified through management
and consultation processes with its
stakeholders, reflecting the company's full performance in an exercise of transparency.
Where performance indicators are
given, we have tried, wherever possible, to include the figures from
the year before in order to facilitate
comparison between the two and
highlight trends.
www.atento.com
GRI tables
GRI
section
Description
Report
chapter
Page
1
Strategy and analysis
1.1
Statement from the most senior decision maker of the organization
about the relevance of sustainability to the organization and its strategy
0
5
1.2
Description of key impacts, risks, and opportunities
0
5
2
Organizational profile
2.1
Name of the organization
8
58
2.2
Primary brands, products, and/or services
8
58
2.3
Operational structure
8
58
2.4
Location of organization’s headquarters
8
back cover
2.5
Number of countries where the organization operates
8
58
2.6
Nature of ownership and legal form
8
back cover
2.7
Markets served
8
58
2.8
Scale of the reporting organization
2.9
Significant changes during the reporting period
8
58
2.10
Awards received in the reporting period
8
58
3
Report parameters
3.1
Reporting period for information provided
8
58
3.2
Date of most recent previous report
8
58
3.3
Reporting cycle
8
58
3.4
Contact point for questions regarding the report or its contents
8
back cover
3.5
Process for defining report content
3.6
Boundary of the report
8
58
3.7
State any specific limitations on the scope or boundary of the report
8
58
3.8
Basis for reporting on joint ventures
8
3.9
Data measurement techniques and the bases of calculations
3.10
Effect of any re-statements of information provided in earlier reports
3.11
3.12
2, 8
1, 8
17, 58
10, 58
GRI
section
Description
3.13
Policy and current practice with regard to seeking external assurance for the report
4
Governance, commitments, and engagement
4.1
Governance structure of the organization
8
8
Page
58
58
4.2
Indicate whether the chair of the highest governance body is also
an executive officer
8
4.3
Members of the highest governance body that are independent
and/or non-executive members
8
58
4.4
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body
8
58
4.5
Linkage between compensation for members of the highest governance body and the organization’s performance
8
4.6
Processes in place for the highest governance body to ensure conflicts of interest are avoided
8
4.7
Process for determining the composition, qualifications, and expertise of the members of the highest governance body
1
4.8
Statements of mission or values, codes of conduct, and principles
relevant to economic, environmental, and social performance
8
4.9
Procedures of the highest governance body for overseeing the organization’s management of economic, environmental, and social performance
8
4.10
Processes for evaluating the highest governance body’s own performance, particularly economic, environmental, and social performance
7
4.11
Explanation of whether and how the precautionary approach or
principle is addressed by the organization
1
4.12
Externally developed economic, environmental, and social charters, principles, or other initiatives
1
4.13
Memberships in associations and/or national/international advocacy organizations
58
4.14
List of stakeholder groups engaged by the organization
8
58
4.15
Basis for identification and selection of stakeholders with whom to engage
8
58
4.16
Significant changes from previous reporting periods
8
58
Approaches to stakeholder engagement, including frequency of
engagement
Table identifying the location of the Standard Disclosures in the report
8
58
4.17
Key topics and concerns that have been raised through stakeholder
engagement
72
Report
chapter
8
8
58
58
58
58
9
58
58
52
9
9
58
1
1
58
9
9
www.atento.com
Indicator
Description
Report
chapter
Page
Economic dimension
Indicator
Description
Report
champer
Page
LA6
Percentage of total workforce represented in formal joint
management–worker health and safety committees
4
39
EC1
Direct economic value generated and distributed, including
revenues, operating costs, employee compensation, donations
and other community investments, retained earnings, and
payments to capital providers and governments
2
18
LA7
Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities,
by region
4
39
EC4
Significant financial assistance received from government
2
18
LA10
Average hours of training per year per employee by gender,
and by employee category
4
39
EC5
Range of ratios of standard entry-level wage by gender
compared to local minimum wage at significant locations
of operation
4
39
LA11
4
39
EC7
Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation
Programs for skills management and lifelong learning that
support the continued employability of employees and assist
them in managing career endings
4
39
LA12
Percentage of employees receiving regular performance and
career development reviews
4
39
LA13
Composition of governance bodies and breakdown of employees according to gender, age group, minority group membership, and other indicators of diversity
4
39
LA15
Return to work and retention rates after parental leave
4
39
Environmental dimension
EN3
Direct energy consumption by primary energy source
7
57
EN4
Indirect energy consumption by primary source
7
57
EN5
Energy saved due to conservation and efficiency improvements
7
57
EN8
Total water withdrawal by source
7
57
EN28
Monetary value of significant fines and total number of
non-monetary sanctions for noncompliance with environmental laws and regulations
7
57
EN30
Total environmental protection expenditures and investments by type
7
57
Social dimension – Human Rights
HR2
Percentage of significant suppliers that have undergone human rights screening
6
51
HR3
Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained
6
51
HR4
Total number of incidents of discrimination and corrective actions taken
6
51
HR6
Operations and significant suppliers identified as having significant risk for incidents of child labor
6
51
HR7
Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor
6
51
HR11
Number of grievances related to human rights filed, addressed
and resolved through formal grievance mechanisms
6
51
Social dimension - Labor Practices and Decent Work Performance Indicators
LA1
Total workforce by employment type, employment contract
and region
4
39
LA2
Total number and rate of new employee hires and employee
turnover by age group, gender and region
4
39
LA3
Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant
locations of operation
4
39
LA4
Percentage of employees covered by collective bargaining
agreements
4
39
LA5
Minimum notice period(s) regarding operational changes
4
39
73
www.atento.com
Report
chapter
Page
Percentage of employees trained in organization’s anti-corruption policies and procedures
6
51
Total number of legal actions for anticompetitive behavior, anti-trust and monopoly practices and their outcomes
6
51
Monetary value of significant fines and total number of
non-monetary sanctions for noncompliance with laws and
regulations
6
51
Indicator
Description
Social dimension – Society
SO3
SO7
SO8
Social dimension – Product Responsibility Performance Indicators
PR2
Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety
impacts of products and services during their life cycle, by
type of outcomes
3
28
PR4
Total number of incidents of non-compliance with regulations
and voluntary codes concerning product and service information and labeling
3
28
PR5
Practices related to customer satisfaction, including results of
surveys measuring customer satisfaction
3
19
PR7
Total number of incidents of non-compliance with regulations
and voluntary codes concerning marketing communications,
including advertising, promotion, and sponsorship by type of
outcomes
3
28
PR8
Total number of substantiated complaints regarding breaches
of customer privacy and losses of customer data
3
28
PR9
Monetary value of significant fines for noncompliance with
laws and regulations concerning the provision and use of products and services
3
28
74
www.atento.com
External assurance
statement
75
www.atento.com
Application level
check by GRI
76
ATENTO INVERSIONES Y TELESERVICIOS S.A.U.
is the parent company of Atento,
whose registered office is at Parque Empresarial Vía Norte,
c/Quintanavides 17, Las Tablas 28050 Madrid (Spain)
and VATIN A-85308930.
Annual Corporate Social Responsibility Report 2011.
Coordination and edition: Commitment and CSR Area, HR Department.
For comments on this report, please contact: [email protected]
Design and layout: Azul Comunicación, S.L.
www.atento.com

SUSTAINABLE

Transcription

Similar documents

CEO Letter to Shareholders

Atento Recognized as One of the Best Places to Work in Latin

designed by redvil.com Project: CKX TRÖJA Date

Service Agreement Performed by Atento Puerto Rico

Lori Asmus, RN, Director of Operations, Primary Care, Pacific

Zeeda Fatimah Mohamad - The International Conference on

go green. think blue.

Sustainability Journey: from the Classroom to the Living Room

the Strategic plan - Avon Maitland District School Board

DLK09 D1 Presentation Barbarino VFm

Integrating CR/Sustainability into business strategy