Since its founding, QGEP has assembled a team of highly qualified and experienced workers to develop oil and gas sector projects. The specialists working at the Company represent a significant competitive advantage in the market and are an important asset to guarantee the success of the medium and long term developmental projects. Management of this team of professionals is, therefore, one of the priorities in the Company’s corporate strategy and is based on transparency, appreciation and development of talent.
To support its growth, QGEP has expanded its staff. From 2012 to 2013, the number of professionals employed by the Company rose by over 53%, with new hires planned for the upcoming years, especially of specialists with specific knowledge and experience in the sector. Men account for 59% of the staff and women, 41%. At QGEP’s highest executive level, one of the four Divisions is led by a woman.
GRI G4-10 G4-12 Global Compact 6
NUMBER OF PROFESSIONALS BY JOB LEVEL AND GENDER |
2013 |
2012 |
2011 |
|
Men |
Women |
Men |
Women |
Men |
Women |
Executive Board |
3 |
1 |
3 |
1 |
3 |
1 |
Management |
12 |
5 |
8 |
5 |
6 |
5 |
Coordination |
7 |
5 |
8 |
4 |
9 |
3 |
Technical/Supervision |
25 |
8 |
10 |
3 |
5 |
4 |
Administrative |
19 |
26 |
12 |
20 |
9 |
18 |
Third parties |
25 |
4 |
9 |
4 |
8 |
3 |
Apprentices |
1 |
0 |
0 |
0 |
0 |
0 |
Interns |
2 |
2 |
2 |
2 |
0 |
0 |
Total |
94 |
51 |
52 |
39 |
40 |
34 |
NUMBER OF EMPLOYEES BY REGION AND GENDER* |
2013 |
2012 |
2011 |
|
Men |
Women |
Men |
Women |
Men |
Women |
Southeast region |
91 |
50 |
49 |
38 |
38 |
33 |
Northeast region |
3 |
1 |
3 |
1 |
2 |
1 |
Total |
94 |
51 |
52 |
39 |
40 |
34 |
NUMBER OF EMPLOYEES BY CONTRACT TYPE AND GENDER* |
2013 |
2012 |
2011 |
|
Men |
Women |
Men |
Women |
Men |
Women |
Fixed term |
1 |
0 |
0 |
0 |
0 |
2 |
Indefinite term |
64 |
45 |
39 |
33 |
29 |
29 |
Total |
65 |
45 |
39 |
33 |
29 |
31 |
* Directors with contracts not governed by the Consolidated Labor Laws (CLT) regime are not included.
NUMBER OF EMPLOYEES BY CONTRACT TYPE AND GENDER* |
2013 |
2012 |
2012 |
|
Men |
Women |
Men |
Women |
Men |
Women |
Full time |
64 |
45 |
39 |
33 |
29 |
31 |
Part time |
1 |
0 |
0 |
0 |
0 |
0 |
Total |
65 |
45 |
39 |
33 |
29 |
31 |
* Directors with contracts not governed by the CLT regime are not included.
DISTRIBUTION OF EMPLOYEES BY JOB LEVEL AND GENDER IN 2013
GRI G4-LA12 Global Compact 6
Men |
Women* |
|
|
|
* Percentage of Apprentices = 0 |
DISTRIBUTION OF EMPLOYEES BY JOB LEVEL
AND AGE GROUP IN 2013
One important point for QGEP in 2013 was development of the strategic plan, where goals and targets were set forth in detail for the company, establishing guidelines for 2020. With this trajectory outlined, the requirements for the goals established in planning could be mapped in terms of human and financial resources, which would then be deployed as the projects and operations matured. Each area could therefore measure their demands for new professionals, allowing the Company to develop a plan to promote employees that are already on staff and highlight positions that will need to be filled by new hires, where necessary.
GRI G4-LA1
ADMISSIONS |
2013 |
2012 |
2011 |
By gender |
|
|
|
Male |
27 |
10 |
19 |
Female |
13 |
6 |
16 |
By age group |
|
|
|
Under 30 |
14 |
5 |
9 |
Between 30 and 50 |
19 |
4 |
16 |
Over 50 |
7 |
7 |
10 |
By region |
|
|
|
Southeast region |
40 |
16 |
35 |
Total |
40 |
16 |
35 |
GRI G4-LA1 Global Compact 6
TERMINATIONS |
2013 |
2012 |
2011 |
By gender |
|
|
|
Male |
3 |
0 |
3 |
Female |
1 |
4 |
0 |
By age group |
|
|
|
Under 30 |
0 |
2 |
2 |
Between 30 and 50 |
2 |
2 |
1 |
Over 50 |
2 |
0 |
0 |
By region |
|
|
|
Southeast region |
4 |
4 |
3 |
Total |
4 |
4 |
3 |
TURNOVER RATE (%)* |
2013 |
2012 |
2011 |
Total |
5.56 |
4.17 |
10 |
By gender |
|
|
|
Male |
5.13 |
0.00 |
20 |
Female |
6.06 |
8.06 |
3.33 |
By age group |
|
|
|
Under 30 |
0.00 |
12.5 |
16.67 |
Between 30 and 50 |
7.14 |
2.78 |
7.14 |
Over 50 |
5.26 |
0.00 |
0.00 |
By region |
|
|
|
Southeast region |
5.71 |
4.31 |
10.87 |
* Admissions to fill new positions were not considered. There was one case of a substitution in 2013.
Compensation and benefits
GRI G4-LA2
In 2013, QGEP began a wide-ranging process of mapping the positions and duties of all of its employees. The goal was to enhance recruitment and selection processes and the fixed and variable compensation plan, in addition to training and leadership development programs. The Company will release the result of this work to all of its professionals during 2014, maintaining the principles of transparency and ethics that govern its relations with internal stakeholders.
Salaries paid by QGEP are comparable with market salaries and differ according to the responsibilities, duties and competencies of each employee. With support from a third party expert, the Company has drafted a table of positions and salaries, in line with the oil and gas market, which is updated annually through a salary survey that covers other companies in the industry. GRI G4-52 G4-53
The compensation policy includes Profit Sharing (Participação nos Lucros e Resultados – PLR), based on financial performance and achievement of individual and team goals. Every year, employee performance is assessed and professional development plans are established through training and educational courses. In 2013, 100% of QGEP professionals underwent assessment. GRI G4-LA11 Global Compact 6
GRI G4-LA13 Global Compact 6
RATIO OF COMPENSATION BETWEEN
MEN AND WOMEN |
Executive Board |
0.81 |
Management/Coordination |
0.60 |
Professionals |
0.53 |
In addition to fixed and variable pay, employees have a benefits package that contains a health plan, dental plan, meal vouchers, food vouchers, transportation vouchers, life insurance, childcare assistance and educational assistance, in addition to a birthday present voucher. QGEP also offers an optional private pension plan (PGBL type) to all employees. The Company matches up to 6.5% of what the directors pays into the plan and matches up to 4% of the salary for other employees. By paying in, the employee has the right to the proportional investment made by QGEP, according to time of contribution. GRI G4-EC3
RECEIPT OF COMPANY INVESTMENT IN THE PRIVATE PENSION PLAN |
Time of contribution |
Investment receivable (%) |
0 to 3 years |
0 |
3 to 5 years |
25 |
5 to 8 years |
50 |
8 to 10 years |
75 |
Over 11 years |
100 |
Knowledge management
GRI G4-LA10
QGEP employees have a high level of professional seniority, which gives the Company a competitive edge. These professionals have recognized market experience and competency to develop their jobs. QGEP actively seeks to develop systems to manage their employees’ expertise and to promote, in a collaborative manner, the transfer of this expertise to professionals with less experience. Also in 2013, the Company began to map technical knowledge applied to its business, with the goal of developing mechanisms that allow for an exchange of experiences between teams in 2014.
QGEP also promotes employee development through training and education courses. In 2013, the Company provided a total of 6,122 hours of training (2.39% training hours in relation to total hours worked) and invested BRL374,000 in subsidies for workshops and technical classes for professional enhancement. Employees are entitled to a grant covering up to 100% of costs if they meet established requirements. Employee involvement in the 11th Round of ANP Bids and other activities related to drilling operations helped the Company to be able to achieve its target of investing BRL1 million and surpassing the milestone of 2.77% training hours in relation to total hours worked.
GRI G4-LA9 Global Compact 6
AVERAGE TRAINING HOURS BY JOB LEVEL |
TOTAL |
PER EMPLOYEE |
Executive Board |
0 |
0 |
Management/Coordination |
2,162 |
74.55 |
Professionals |
3,960 |
50.77 |
Total |
6,122 |
52.78 |
TRAINING HOURS BY GENDER |
TOTAL |
PER EMPLOYEE |
Men |
2,907 |
42.13 |
Women |
3,215 |
68.40 |
Total |
6,122 |
52.78 |