IMPACT REPORT
2019
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2019 The generational and digital changes taking place in the global workplace are making talent development and retention top priorities for organizations to maintain growth and success. In countries like Mexico that are transitioning from traditional areas like manufacturing, the quality of its workforce will be a determining factor in the country’s economic development. Collaboration to align the needs of the different players involved in the development of human talent will be key to ensuring that individuals can maximize their capabilities in this changing labor environment.
Although the stakes are high, Mexico appears well-positioned. The Ministry of Labor and Social Prevision has put the country’s population at more than 125 million people, with a demographic bonus from its 93-millionstrong working-age population. In the coming years, the UN expects Mexico to join the Top 10 countries with the highest labor force between 15 and 64 years old. This demographic change imagines great opportunities for Mexico to achieve sustained, inclusive and sustainable economic growth through productive employment and improved labor conditions. However, there are also relevant challenges. One major concern is that only 53 million of the 93 million people in Mexico who are of working age are economically active.
The action and strategies that universities, the government, industry and other key players implement in the near term will determine the success of Mexico’s talent development. Mexico Talent Forum 2019 provides all industry stakeholders an invaluable platform to discuss their perspectives on the future of the Mexican human capital sector through constructive debate on key topics, combined with targeted and effective networking opportunities.
2019
Quick Look:
“I definitely recommend the forum and want to continue participating” Alberto Uribe, Director General of Political Coordinator of the SRE
INCLUDING: ∙∙ Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller ∙∙ Tracey Friend, Vice President of Talent and PRO at Agile One ∙∙ Jorge Becerril, HR Director of Altán Redes ∙∙ Gabriel Pizá, Managing Partner at Pizá Abogados
22 TOP SPEAKERS
∙∙ Francisco Briseño, Human Capital Partner in Consulting at Deloitte Mexico ∙∙ Oscar Harada, Senior Relationship Manager at Linkedin ∙∙ Gustavo Linares, HR Director of UNDP Mexico ∙∙ Claudia Escalante, Head of Human Resources for United States, Mexico & Central America of ROSEN ∙∙ Liliana Méndez , Comunity Director of WeWork México
TICKET PRICES FOR 2020
Super Early Bird Rate MX$10,000 + IVA (until 28/02/2020) Early Bird Rate MX$12,000 + IVA (until 27/03/2020) Conference Rate MX$14,000 + IVA (until 21/04/2020)
Get your 2020 tickets now: www.mexicobusinessevents.com
107 COMPANIES REPRESENTED
“This forum is very important to understand how to develop talent and share best practices” Joao Nunes, Managing Director of Michael Page
149
PARTICIPANTS
“The opportunity to network was great” Gladys Juárez, HR Vice President of Schneider Electric
“I will recommend the event to my peers” Liliana Méndez, Community Director of WeWork México
COMPA N Y AT T E N DA N C E Accendo Banco Aeromexico Aerounion AES AGILENT TECHNOLOGIES MEXICO AgileOne AOSocial APM TERMINALS APOTEX ATCO Atlán Redes AUSTIN POWDER MEXICO Avianca AVS BanCoppel BASF BBVA Bancomer BC&B. Beckman Coulter Bufete Pizá Business Connect CAJA POPULAR MEXICANA Carrizal Mining CD Consultores Centro Médico Puerta de Hierro Chiesi México Coba Events COIN SCR Abogados Conversión 21 COTEMAR Cuatrecasas Daimler Deloitte DEMEK DNV GL ELARA COMUNICACIONES ERM EY FIFOMI Fitch Ratings Groningen universiteit GRUPO ALTAVISTA Grupo Bruluart Grupo Promass GRUPO R Grupo TMM Grupo Vitalmex GYMPASS Hays HermanMiller Hetero Ingeteam
Interjet
México Desarrollo Sustentable
Scotiabank
IOS
Michael Page
SGM
IPS Powerful People
Mitsui
Siemens
ITESM
Multisistemas de Seguridad Industrial
SKF
ITP AERO
Novartis
SORIANA
Kelly Services
ONU
SRE
Korn Ferry
Page executive
SuKarne
KPMG
Psirculo Creativo
T-Systems México
Laboratorio Médico Polanco
Randstad
The Netherlands Embassy
RENGEN
Timken
Lopealfa Consultores
RM PHARMA SPECIALISTS
Uber
ManPower Group
ROSEN
UNDP
Marzam
SACYR
Unifar
Mejores Empleos
SAFRAN
Visa
Mercado Libre
Sandvik
Vitalmex
Merck
Savia
WeWork
Metropolitan
Schlumberger
Zuma
Mexicana MRO
Schneider Electric
ZYDUS PHARMACEUTICALS MEXICO
Profile of Attendees
61% High-level executives 49% Upper management
Satisfaction Level
52% Very satisfied 43% Satisfied 4% Neutral 1% Very dissatisfied
Most Valuable Element
36.4% Content 40.4% Speakers and panelists 13% Networking opportunities
P R O GR A M
07:30 REGISTRATION 08:30
WORKSPACE DESIGN FOR ENHANCED EMPLOYEE ENGAGEMENT AND EXPERIENCE
Speaker:
Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller
09:15
PROPER TALENT MANAGEMENT DURING ECONOMIC DOWNTURNS
Moderator:
Gabriel Pizá, Managing Partner at Pizá Abogados
Panelists:
Guido van der Zwet, General Manager Americas iPS – Powerful People
Claudia Escalante, Head of Human Resources at ROSEN for United States, Mexico & Central America
Blanca Conesa, Senior Client Partner at Korn Ferry
María Luisa Rocha, Regional Director of Staffing Operations for Mexico, the Caribbean and Central America of ManpowerGroup
10:15
NETWORKING COFFEE BREAK
11:05
DEVELOPING MILLENNIAL LEADERS
Moderator:
Francisco Briseño, Human Capital Partner in Consulting at Deloitte Mexico
Panelists:
Carola Rosillo, Director of Human Resources of AVON
Jaime Cervantes, President of Grupo Vitalmex
Andrés Sánchez, CEO of Randstad México
Liliana Méndez , Comunity Director of WeWork México
12:15
THE INFLUENCE OF TECHNOLOGICAL AND AI ADVANCEMENTS ON RECRUITMENT, MANAGEMENT AND RETENTION
Speaker:
Tracey Friend, Vice President of Talent and PRO at Agile One
13:00
NETWORKING LUNCH
14:30
RETHINKING THE ROLE OF EDUCATION AND ITS IMPACT ON TALENT
Moderator:
Oscar Harada, Senior Relationship Manager at Linkedin
Panelists:
José Antonio Quesada, Director of Business School at ITESM
Lilia Ana Alfaro, Director General of Lopealfa Consultores
Jaime Zapata, Corporate Training Manager of Interjet
Eduardo Curiel, University Manager of SuKarne
15:20
GOVERNMENT STRATEGIES AND INTERNATIONAL BEST PRACTICES FOR TALENT DEVELOPMENT
Moderator:
Gustavo Linares, HR Director of UNDP Mexico
Panelists:
Margriet Leemhuis, Ambassador of the Netherlands to Mexico
Alberto Uribe, Director General of Political Coordination of the SRE
Joao Nunes, Managing Director of Michael Page
16:10
NETWORKING COFFEE BREAK
16:30
HAPPINESS AT WORK
Speaker:
Jorge Becerril, HR Director of Altán Redes
17:00
NETWORKING COCKTAIL
HIG HL I G HTS 201 9
KEY SPEAKER
OFFICE SPACE AN EXPERIENCE THAT REFLECTS COMPANY PILLARS Office space needs to be understood as an experience and must reflect the organization’s pillars, with an understanding that a company’s workers are internal shoppers, Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller, told Mexico Talent Forum 2019, as she reflected on how office space impacts workers’ efficiency and productivity. “When employees have the necessary tools and an office space truly designed for their activities, productivity can increase up to 25 percent,” said Soria at the
ANDREA SORIA
Hotel Marquis Reforma in Mexico City on Wednesday.
Senior Workplace Knowledge Consultant at HermanMiller
Soria said that there are five key issues related to space that change the user
Andrea Soria oversees the Performance
experience within organizations. The first is attracting and retaining talent, which
Environments Consultation area and is
Soria says is related directly to mobility within the office. “When people are
a Living Office Specialist for Mexico
able to move freely within the office and can choose where to sit, they are more
and Latin America at HermanMiller.
productive.” Innovation is also impacted by an office’s space. “Workers are more
She conducts studies and interacts
creative when the office space is non-traditional.”
with clients to optimize existing work environments to get the best
The implementation of the so-called people can interact around a nice coffee bar
performance from their employees.
or station within offices also has led to an increase in worker efficiency and allows
Prior to HermanMiller, she was Design
the creation of an emotional bond with coworkers, which also lowers employee
Director at KMD Arquitects. Soria has
turnover. “People with strong emotional connections in their workspace can take
more than 12 years of experience
up to two more years to quit their jobs even if they do not like it. More importantly,
in the design industry and has been
a sense of community can lead to a 28 percent increase in productivity.”
involved in projects in the US, Asia, Middle East, Mexico and Latin America.
Soria said that these spaces also foster communication and impact knowledge transfer while also strengthening the connection between employees and the brand or company. However, for these spaces to work, Soria said that there needs to be a change in the way companies measure employees. “We need to start measuring our employees based on results rather than by traditional visual control.” Despite the positive impact on businesses from technology and work mobility, these elements are also leading to an underuse of office space. “In Mexico, on average 25 percent of offices are not used correctly. An efficient management
and use of office space could lead to up to 30 percent of savings in real estate that could be better used for talent development.” Part of the change Soria suggests for traditional office spaces include meeting rooms. She points out that collaboration between workers happens mostly in workstations rather than
are used for better planning.
“When employees have the necessary tools and an office space truly designed for their activities, productivity can increase up to 25 percent”
More importantly, Soria said that implementing IoT
Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller
in meeting rooms. “Meeting rooms in offices tend to be oversized. According to our studies, around 75 percent of meetings tend to include only three people, while most rooms are designed for eight to 10 people.” Soria said that new technologies, such as IoT, can provide important information regarding the way office spaces
solutions in an office can boost wellness. “Having a living office can lead to mobile spaces that generate physical activities and allows workers to mold the office to their preferences.”
ECONOMIC DOWNTURNS, MIGRATING EMPLOYEES FORCE COMPANIES INTO FLEXIBILITY
KEY SPEAKER
Panelists at the fifth edition of Mexico Talent Forum, held Wednesday at Hotel Marquis Reforma, addressed strategies for talent management in Mexico’s fluctuating economy and changing workforce. “We should be prepared for recessions as Mexico is always in recession,” joked Gabriel Pizá, Managing Partner at Pizá Abogados, setting a jovial mood for the discussion on “Proper Talent Management During Economic Downturns.” Economic downturns force businesses to make hard decisions but some sectors can take advantage of slower periods to invest in the future. “The energy sector sees a
GABRIEL PIZÁ
lot of movement but we see slow periods as opportunities to train our people,” said
Founding Partner at Pizá Abogados
Guido van der Zwet, General Manager Americas of IPS – Powerful People. In other
Gabriel Pizá is the Managing Partner
sectors, a recession might lead to layoffs. In that case, companies must prioritize
of law firm Pizá Abogados. He has
morale and retention of top talent. “Frequent talent reviews are essential to identify
over 24 years of experience as a
those employees we want to retain during times of crises,” said Claudia Escalante,
trial lawyer and labor consultant.
Head of Human Resources for the US, Mexico and Central America at ROSEN.
He was a Partner in the labor area
Blanca Conesa, Senior Client Partner at Korn Ferry, highlighted the need to retain
was a litigation area coordinator of
strong leadership during economic downturns. “We surveyed 800 investors and
Sánchez Law Buffet. Pizá’s academic
observed that eight out of 10 point to leadership as a reason for choosing companies
background includes a Bachelor’s in
of Basham, Ringe y Correa. Also, he
in which to invest because those are the people who will lead the organization and
law from UNAM and a professional
help it survive economic downturns. We identified five essential characteristics for
title from the Pan American Institute
leaders who can support companies during economic downturns: Anticipate change,
of Senior Management (IPADE). Pizá
Drive results, Accelerate business, Prefer partnership and generate Trust (ADAPT).”
was recognized in 2017 by Chambers and Partners Latin America.
There is, however, no one one-size-fits-all approach to talent retention. María Luisa Rocha, Regional Director of Staffing Operations for Mexico, the Caribbean and Central America at ManpowerGroup, explained that preferences for work benefits can vary among generations, which is significant considering the breakdown of today’s workforce. “Of today’s workforce, 35 percent of all employees are millennials, 35 percent belong to Generation X, 6 percent are baby boomers and the remaining belong to Generation Z,” said Rocha. The benefits employees want also changes by generation. For instance, Rocha suggested millennials want more than a good salary;
HIG HL I G HTS 201 9 they also prioritize the development of their careers. “Companies look
“Frequent talent reviews are essential to identify those employees we want to retain during times of crises” Claudia Escalante, Head of Human Resources for the US, Mexico and Central America at ROSEN
for long-term employees but modern workers prefer to constantly change companies to advance their careers. This changes the dynamic between employers and employees,” she said. Van der Zwet expanded on talent retention strategies and pointed to flexible hours, medical insurance and home office as work benefits greatly valued by Mexicans and encouraged others to implement them. Conesa also pointed to providing employees a healthy work-life balance. “Companies increasingly want to provide employees with a work-life balance because this increases engagement. Bosses play an
essential role in this by empowering employees and avoiding micromanagement,” said Conesa. Speakers also addressed concerns regarding outsourcing as a solution to personnel needs during economic crises. Van der Zwet pointed out that “there is good outsourcing and bad outsourcing. Sometimes outsourced employees do not get the same work benefits as regular employees. Outsourcing can be a good solution if done properly.” Rocha agreed, explaining that bad outsourcing companies do not pay appropriately into their employees’ healthcare and pension funds and fail to pay taxes properly. “Bad outsourcing hurts employees and companies. Bad outsourcing companies do not care about their employees and they do not care about the company that hires them,” said Rocha. The panel ended by highlighting the importance of companies adapting not just to market needs but to the needs of its top employees. As van der Zwet said: “The company that adapts is the company that will survive.”
KEY SPEAKER GENERATIONAL INTEGRATION WITHOUT LEAVING ANYONE BEHIND As companies move into a workplace transformation, they must be aware that they are bringing with them members of four different generations, each with their own preferences and motivations. According to Francisco Briseño, Human Capital Partner at Deloitte Mexico, 27 percent of the world population can be classified as millennial. “Millennials represent over 2 billion people and companies must learn how to help these people develop, without neglecting other members of their organization,” said
LILIANA MÉNDEZ
Briseño during Mexico Talent Forum’s panel “Developing Millennial Leaders,” held at
Community Director of
the Marquis Reforma hotel in Mexico City on Wednesday.
WeWork Mexico Liliana Méndez’s career at WeWork
Jaime Cervantes, President of Grupo Vitalmex, said his company has built an approach
started in 2017 when she was
focused on organizational well-being to merge the needs of different generations.
responsible for overseeing a team
“By creating human, social and economic value, companies can lead their workers to
of Account Managers across Latin
prosperity and the company to higher returns,” he said. Implementing this change,
America. In this project, Méndez
however, implies sensitizing companies’ management to the differences and cultural
was responsible for managing the
contrasts between Baby Boomers and members of the X, Y and even Z generations.
relationship with the company’s biggest clients, with over 1,000
Beyond personal differences, the transformation process society is going through
employees worldwide. Méndez is
is fueled by technology, said Andrés Sánchez, CEO of Randstad México. Cervantes
now the Director of Community for
agreed with this premise, saying that new generations have a strong technological
Mexico City. Before joining WeWork,
background that gives millennials new capabilities that can add value to companies.
Méndez worked with companies such
However, Cervantes added that younger generations must reconnect with the human
as Microsoft and Oracle, always with a
side of participating in a company. “We have changed our working environment,
focus on Customer Experience.
our strategies and codes to accommodate millennials but they must also be open
to rediscovering values, to manage their emotions and to be inspired by a project from a human perspective.” Said Sánchez: “Millennials want the best of both worlds: they want the freedom of having their own business with the comfort that the corporate world offers. However, they must understand the reality of the corporate life and the needs and priorities of each project.” For millennials to understand these concepts, companies must make visibility and communication priorities in their management process, said Liliana Méndez, Community Director of WeWork México. “Rather than wanting to know how their work changes the world, millennials want to understand the impact that their work has on the company and on the company’s relationship with its clients,” she said. Unlike older generations that were accustomed to the corporate ladder, millennials seek to move through the ranks faster. Understanding this is also key for companies, according to Carola Rosillo, Director of Human Resources at AVON, who said that building a development plans is essential for companies to support workers in their professional career. Méndez, though, believes there needs to be a distinction between a career plan and a growth plan. “Millennials tend to think that if they are not getting a promotion, their career is stuck,” said Méndez. “By identifying the areas that candidates still need to work on and preparing a development plan, millennials can see their growth according to clear metrics, regardless of the position they occupy.”
KEY SPEAKER AI CAN HAVE POSITIVE IMPACTS ON RECRUITMENT PROCESSES POSITIVELY Technology and AI are forcing people to change how they look at job recruitment and the work organizations, Tracey Friend, Vice President of Talent and PRO at Agile One, told Mexico Talent Forum 2019, as she reflected on how AI is changing HR processes and the way possible candidates and companies engage each other. “When people hear about AI in HR processes, they think that it is about replacing the work that humans do. However, it is not like that; the implementation of AI in
TRACEY FRIEND
HR processes is about looking where in the process it is going to have the greatest
Vice President of Workforce Solutions
impact and allowing people to do people things,” Friend said during the forum at
and Innovation at Agile Onen
the Hotel Marquis Reforma in Mexico City on Wednesday.
Tracey Friend joined Agile One in 2010 and brought with her a wealth of
Friend added that the use of AI in the form of chatbots is helping employers and
knowledge and perspectives that have
recruiters to better engage with the specific population they want to target. “AI
enriched the company’s growth. She
has an important impact on finding the information that is relevant for any specific
began as VP of Solutions Design and
person.” She also said that around 66 percent of job applicants believe that chatbots
helped the company to explore new
are useful tools for a first interaction with any given company.
markets. Her breadth of expertise includes consulting, workflow design,
While AI can be an important tool for engaging with candidates and can even have
management and program and
a deep impact on scheduling meetings with applicants, Friend said that its full
technology design for both direct and
application depends heavily on the level of talent that organizations attract. “AI
contingency workforce solutions. Friend
is reducing the time required to find a candidate but we still need to talk to them
has a broad base of business, recruiting
and the engagement strategy is going to vary depending on the talent level the
and leadership experience that is critical
organization needs.”
in the execution of her role.
“AI is reducing the time required to find a candidate but we still need to talk to them and the engagement strategy is going to vary depending on the talent level the organization needs”
The two spheres of talent recruitment where AI can have a significant
Tracey Friend, Vice President of Workforce Solutions and Innovation at Agile Onen
helps recruiters in a number of ways that include re-engagement
impact are the candidate experience and back-office automation. Regarding improved candidate experience, Friend said that AI simplifies job search, notification of the stage of the recruitment process and can even make the on-boarding process for candidates more interactive. “We have found that AI increases candidate flow by almost 40 percent; this means that AI-powered platforms allow candidates to find job vacancies more easily.” In terms of back-office automation, Friend mentioned that AI of applicants who in a particular moment showed interest in the organization, mining candidates from social media platforms,
notifying people interested in the organization about new job openings, as well as marketing and analyzing the benefits and job experience offered by the competition. Friend warned that while AI offers new and interesting possibilities, applying it within organizations involves a change in the mindset of recruiters. “The use of these tools requires a change in how people think and work.” Moreover, she said that different operational levels within a company might resist the change, making it essential to find allies within the organization who can help push technology solutions. “We need to set up influencers inside organizations to become champions of new ways to work,” Friend said.
NO ONE-SIZE-FITS-ALL WHEN TRAINING A WORKFORCE The value of education programs in the workforce was put to the test during Mexico Talent Forum 2019, held at Hotel Marquis Reforma on Wednesday. During the panel “Rethinking the Role of Education and its Impact on Talent,” speakers analyzed the real benefits and costs of providing their employees continuous training programs. “Education has been the most questioned activity in talent management, since companies are supposed to recruit people who already have the capabilities to fill a certain position,” said Lilia Ana Alfaro, Director General of Lopealfa Consultores. While the importance of continuous training is often touted as beneficial for the growth of a company, panelists questioned the real applications of providing general education courses to an entire workforce. “Offering the whole workforce a wide variety of courses is not necessarily good for the company,” said Jaime Zapata, Corporate Training Manager at Interjet.
José Antonio Quesada, Director of the Business School at ITESM, agreed and indicated that sometimes employees request courses that will benefit them
KEY SPEAKER
personally. Businesses must analyze whether providing courses is good for the company. “Companies are evaluating the benefits of providing training courses when they do not directly benefit the company but only provide value for the employee if he wants another job. Companies must evaluate their needs in order to develop tailored program as one-size-fits-all does not exist,” said Quesada. Another problem with company-provided training programs is that they follow an offer model instead of a demand model, explains Alfaro. “Often companies buy many different programs developed by schools and afterward select the individuals who might benefit from them. This often leads only to economic losses and no real
OSCAR HARADA
benefits for the company.”
Senior Relationship Manager for LinkedIn Latin American
However, when done properly, employee training can be a real asset for businesses.
Oscar Harada is a corporate
“Developing specific employees with strong potential by providing them training
entrepreneur who strives to transform
programs tailored to their needs is much better for the company and for the
the Latin American region through
employee,” said Zapata. Alfaro agreed and elaborated that companies must be highly
the use of disruptive technologies
selective regarding what courses they provide their employees. “We must switch to
for connecting people and improving
a demand model where we identify the areas that the company needs to improve
productivity. He is a recruitment
and ask for courses that address these areas,” she said.
consultant at LinkedIn and develops strategic plans for talent attraction
Eduardo Curiel, University Manager of SuKarne, also highlighted the importance of
and the implementation of cloud
investing in the development of good leaders and pointed to a mixture of hard and
technologies in recruitment and
soft skills as a necessary quality. Zapata agreed and said that not every individual
training processes. Harada has
is fit to be a manager. For that reason, companies must identify the strengths of
collaborated with Fortune 500
each employee and invest in training programs that allow them to be better at their
companies, such as 3M, PwC and Intel
current position.
as well as startups from Silicon Valley.
While some businesses might see training as beneficial only to the employee, when done properly it can also result in significant benefits for companies. As Zapata explained: “Training is not a necessary evil, it is fundamental for a company to reach its goals.”
KEY SPEAKER
NATIONAL GROWTH SUBJECT TO ADEQUATE TALENT DEVELOPMENT ROADMAP Although talent development is normally seen as an individual activity and the responsibility of companies or universities, there is also an overall vision that drives a country’s growth strategy, said Gustavo Linares, HR Director of UNDP Mexico and moderator of the last panel at Mexico Talent Forum 2019, held at the Marquis Reforma hotel in Mexico City. Each country has different objectives in terms of growth and talent development, according to Joao Nunes, Executive Director of Michael Page. In the Netherlands, for
MARGRIET LEEMHUIS
example, companies favor contract flexibility and an objective-oriented work strategy.
Ambassador of the
In China, each city has strategic objectives focused on the mass market and the final
Netherlands to Mexico
customer. “In Mexico, there is currently a transition in how we view talent. The country
Margriet Leemhuis was appointed
was ideal for companies to start their industrial operations but it has gradually evolved
to the Dutch Embassy in Mexico in
to offer knowledge and specialization in higher value activities,” said Nunes.
2016 and is also the accredited Dutch Ambassador to Belize. Leemhuis
Mexico’s strategy under the López Obrador administration is to establish clear and
has been part of the Dutch Foreign
defined policies to promote the internationalization of all municipalities in the country
Affairs Service since 1989. After a first
and Alberto Uribe, Director General of Political Coordination at the SRE, said the
assignment in Santiago de Chile, she
government must pay attention to city and regional development for the country to
served during the Dutch EU presidency
grow. “Mexico should grow at the same rhythm as the companies that generate the
in 1991 as Second Secretary to
national talent,” he said.
Minister Hans van den Broek. She was also Deputy Chef de Poste in
For this strategy to be successful, the country needs specialists who can address the
London and Bratislava and Head of
needs of the global industry, said Margriet Leemhuis, Ambassador of the Netherlands
the Unity International Culture Policy
to Mexico. “Flexibility and diversity are crucial factors,” she said. The country, however, is
and Ambassador for International
still not ready to meet industry needs, according to Nunes. “The important thing is not to
Cultural Cooperation.
determine if the talent exists in the country, because it does. The real question is whether this talent is adequate for the needs of the country and so far, it is not,” said Nunes. Talent evolves with the country and industry and the private sector plays a key role in identifying and developing the right capabilities for the country. Nevertheless, the government must be more active in establishing relationships with the private sector to make this happen, said Uribe. “The government is also a source of opportunities for talent,” added Leemhuis, who gave the example of an internship program organized by the Netherlands’ Ministry of Foreign Affairs. When looking for talent, though, companies must improve their approach, said Nunes. “Companies are too focused on attracting the best talent but they should learn to
differentiate between a good-looking CV and the best candidate according to the needs of the company and the skills needed to fill a position.” Talent retention depends on defining the role of the company in its industry to then create adequate talent development plans. “If this is not well-defined, companies cannot hire the best person,” said Nunes.
HR ROLE EVOLVES INTO STRATEGIC SPHERE
KEY SPEAKER
The role of human resources has evolved from technical activities to a more strategic arena that is responsible not only for payments or hiring processes but also for intangible values like happiness and commitment, Jorge Becerril, HR Director of Altlán Redes, told Mexico Talent Forum 2019 during his discussion on how to develop happiness in the workplace. “A few years ago, there was no conversation about human development and workers being happy in their workplaces. However, today concepts like love, compassion and appreciation have a space in the conversation within organizations,” Becerril said during the forum at the Hotel Marquis Reforma in Mexico City on Wednesday.
JORGE BECERRIL HR Director of Altán Redes
Becerril said that human resources departments have taken a more important role as
Jorge Becerril is an experienced HR
they have transformed from their technical responsibilities to helping employees feel
Director, currently leading the human
engaged with their work. “Happiness at work has to do with distinction for employees.”
capital team of Altán Redes, the consortium behind the renowned
Moreover, employees’ happiness and satisfaction with their work is related to their
Shared Network project. Becerril has
understanding of what is expected of them. “Employees need to know clearly what their
more than 30 years of experience as
responsibilities are, the rules and policies of the company and that they are receiving a
an ontological coach, with training
fair compensation system,” he said.
in Shamanism, Buddhism, self-
A problem companies usually face is that they ask for creativity from their employees but
Master's in human capital and human
expression and leadership. He has a any idea that is too radical is soon halted, which leads to a paradox in workplaces, Becerril
resources, is a certified mindfulness
said. To generate engagement between employees and the organization, management
guide and has dedicated part of his
needs to provide an outlet for the expression of creativity and sense of community,
career to unconventional technologies
such as family events or internal events that foster engagement. “Employees need to
for unleashing human capital’s
see the management areas excited about these events. There needs to be congruency
potential.
regarding the values that companies express and the way leaders treat their employees.”
2020 MEXICO CITY APRIL 22, 2020
22
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THE TOP
MAURICIO HERRERA
Executive and
Administrativ e Coordinator
Q: How has the FMP’s relationship with authorities regulators evolved and in the last year? A: It has been excellent. The Energy Reform is something that happened very fast as the Fund started operations and we already in 2015 have a full round of oil bidding under our belt. processes CNH is about to launch Round Two. Because of the speed at which this happened some elements in the law were not very clear or only partially defined.
of the Mexican
OF FUNDS
Petroleum Fund
(FMP)
A: From the start of its operation, the Fund established three clear objectives: administer the oil income and the corresponding make transfers, handle the financial of the oil contracts dealings and administer the long-term The latter will reserve. take some time to consolidate because with oil prices at current levels it is difficult to foresee annual revenues arising from hydrocarbons production activities to surpass the 4.7 percent of GDP threshold that has been set before we can begin accumulating a long-term reserve. Therefore, our efforts have focused on the first two.
Today, the responsibilitie s have been assigned to authority and each coordination is good. This year one of the main elements of the reform is the creation of the new market agent Immediately for the state and after we started this is bringing operations back the Ministry of Finance, Ministry in January 2015, we concentrated of Energy, CNH and FMP together our efforts to make this on preparing a reality. Before, infrastructure the required to PEMEX’s PEP receive the oil unit handled crude oil marketing income from PEMEX and transfer duties in Mexico it to the different and its PMI Comercio Internacional stabilization and the Ministry unit did it abroad. funds of Finance. Now the law allows for one or several companies taking over these duties hydrocarbons for all Another project and that is a challenge that that was fundamental demands great coordination. at the beginning the design and was implementatio n of our IT system, the System for the Payments of Assignments Q: What will and Contracts be FMP’s role which had to (SIPAC), in this new state be ready before marketer? the contracts A: Legally FMP came force is responsible in August and into for requesting allows us to receive that CNH hire the market agent all the information in the contract. from 2018 through In this sense, a bidding process. we have been PMI will act as able to set effective short-term the market agent throughout 2017. objectives to 2018 onward comply with From main functions. the market agent our two In the near term, will be the winner we will also be bidding process of the of receiving the in charge that CNH will funds of the state launch. The most market agent, important area where the the VAT, which including Fund and its has to be transferred technical committee participating will be to the Mexican Authorities (SAT). is in establishing Tax the maximum market agent price the can charge for its services. It has to send an opinion for CNH Q: How are you to consider, including ensuring your pricing schemes stakeholders a fixed quota like that operations are transparent? or a percentage of the sale. This is a work in progress right A: By law, the now. Fund has to observe strict transparency obligations regarding the information Q: What has about production of the new E&P been the Fund’s contracts. In particular, strategy to consolidate operations in the Fund is obliged its to publish the such a short time? volumes produced in each contractual as well as the area, costs, expenses and investments by the contractor incurred as part of its The Mexican operations. The receives and Petroleum Fund Fund processes this receives, manages information distributes revenues and through SIPAC and later publishes derived from it on its website. oil exploration production assignments In this way, even and a third party and contracts. if would like to The Fund reproduce also the financial aspects manages the Fund’s figures and calculations of such contracts it could do so through the information we make available.
Transparency is not an end in itself because a large part of making this information and costs publicly available has do with another to important objective of the reform, generating increased which is competitivity in the Mexican With more operators market. and participants there is a need everyone to guarantee for they are operating to the highest most efficient and industry standards. The public has that companies to know are not generating inefficiencies or incurring costs for the state above the international standards. Specialist will be able to see the cost of drilling Mexico and compare a well in it to similar operations in other parts of the world. Q: How is the FMP structuring its collections mechanisms? A: Ninety percent of the Fund’s income is generated PEMEX assignments, from with the remaining 10 percent coming from the new E&P contracts. Although the share of income from contracts is still small they represent the largest share of workload for the Fund because we are responsible the administration for of the financial aspect of each while for PEMEX’s contract, assignments this is not the complexity arises case. The because the contracts from a particular bidding process contain a specific economic model, differs for each which bid.
Resources received in 2016 by the FMP
MX$308 billion equivalent to 1.6 percent* of GDP
Stabilization Transferred to
SHAPING THE CONVERSATION
Funds
Sectorial Funds Resources for the oversight of oil income Federal Budget
The majority of the resourc es came from PEMEX In 2017** accumulate d transfers to the Treasury reached
MX$122.2 billion This was from
465
contributions
from
There has been a steep learning curve for both the Mexican Petroleum Fund and the contractors PEMEX assignments and with time has been an contracts with there improved understanding private companies of the calculation mechanics and the different economic models. been complex This has *Not enough because each to accumulate of CNH’s bidding a long term savings **From Jan. 1 has introduced to Mar. 31, 2017 reserve rounds tweaks to the contract model. adjustment mechanisms, There are for example, to change royalty payments in view Q: How will the of the price of recent recovery oil and these terms of oil prices from contract change impact the eventual creation to contract. On our side, we of the long-term have to make sure that after savings fund? A: The 4.7 percent every round and with every of GDP figure contract we incorporate these was based on numbers. In new economic 2013 that year, PEMEX models into our contributed The contractors system. 4.7 percent of GDP to the themselves are government's in charge of accounts, with making the calculations for a production level of around their own payments, 2.4 million b/d our system acts at a price of verification tool as a US$100/b. If production in case of discrepancies. levels had remained stable, which did not, we would they have to see a price around Q: What effect US$100/b before or above does the higher payments to relevance of the long-term payments over royalty fund would savings the additional be made because investment factor the country’s the Fund’s operation? have on increased. GDP has A: The operation of the Fund has not been impacted recent changes by It is important on bidding design. to remember For instance, that this is a long-term Trion bidding in the and the idea the upfront payment project is that the Fund played an important becomes a reality role in determining industry develops as the the winning and consolidates. bid but once resources reached Deepwater projects those will start production the Fund they basically followed eight years from same treatment the now and as country’s production as those received the from royalties level increases, distributed to and were it will eventually allow us to accumulate the stabilization funds and the funds. This is Treasury. Upfront Federal a project to Mexico a stabilization payments or give royalties only fund for its budget affect the timing of the so government expenses can resources’ entry be covered into the FMP, in a responsible projects like Trion since for actual investment way. The royalty payments decisions regarding will not start until to 10 years from eight the reserve are our responsibility now. following the technical committee’s guidelines.
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The success of
INSIGHT
Here, the business opportunities popping up for exploration companies in and drilling the wake of past and future licensing rounds are examined, as the needs as well of developers and the technologi cal advances that are changing hydrocarbons industry.
Maintenance
ANO
JAVIER ZAMBR Director
of Jaguar
which he
E&P
hopes will
71
gas licensing
the face of the
LEAP’ IN ‘QUANTUM NEEDED ORATION Executive
EXPLORATIO N & DRILLING
rounds since 2016 points to truth: the Latin a simple American country is soon going to need a lot of rigs to explore, drill and turn the promise of the nation’s reserves both on and offshore flow of real and into a profitable oil production. The resulting challenges underestimated, are not to be as the recovery in oil prices and profitability-related are expected concerns to press the country’s industry regarding both human resources equipment and availability. Thus, national industry will have to come and bridge the together learning gap faster to deliver quality results in a pinch.
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COSL
65
result in fewer
” “irrational
next tenders, forward the process. CNH moves bids hindering gas regulator learning ncy of new oil and transpare round and As Mexico’s CNH for the , of each bidding credit to ncy, I Zambrano the terms transpare does give es, Javier to optimize Zambrano process on tion and experienc to rate the not center collabora successes “If I had protests do from past E&P, believes Round 1.3. he says. His of Jaguar efforts specific Director ensure its them a 10/10,” d but on Executive s is vital to would give was conducte calls ng E&P companie the process where he with participati contracts, on the way ive in the bidding l. s set out more collaborat are successfu regulation have to be n and n. “We all exploratio he says. cooperatio to CNH,” for more ent Mexican with feedback bids for the , an independ proactive His company that submitted and more one of 40 r 2015. s are moving n firm, was in Decembe 1.3 authoritie productio in Round that the learned up for grabs and modifying remains positive lessons were onshore blocks to players Zambrano a block, many by listening process.” “Instead to secure direction Despite failing s, albeit slowly. as “an insightful in the right describes ent to their comment a quantum improvem based on , we need areas of in what Zambrano the terms to highlight are observing es that Jaguar he is keen steps we Although he emphasiz of the baby success, oil and the rounds’ Mexican says. in the maximize leap,” he to growth point for dedicated be “the tipping E&P remains 2017 will predicting gas market, ent.” developm the industry’s
“
to be We all have orative more collab with proactive and more to CNH” feedback
royalty is the high points out target issue Zambrano 1.3. “Jaguar’s The first in Round market but for the blocks the Mexican rates offered player in percent royalty a long-term is to be paying 80 for if you are no room possible it leaves that is not nt because s to on focused obligation the governme remains rates to Jaguar E&P’s , the company ity and t,” he says. Jaguar E&P, problems the profitabil industry. future investmen Despite the it must take oil and gas this s ers mean he adds. For g in the Mexican nt and universitie its stakehold succeedin very seriously, governme venture with the ons for explore and lity of any is working forced to and certificati sustainabi he says, has been The despite provide training the company Leon to gas industry. very reason and the Caribbean in Nuevo the oil and to enter in Latin America duate and on the promising wishing deploy capital students offer undergra ly to capitalize actively of the specifical UNAM, which a reminder of its staff s such as being created majority t Energy Reform, in institution investmen of Mexico’s the country. level courses in in attracting gap potential play graduate terms about a talent that bidding worry less central role makes him market. oil and gas here for the and we are into the country’s ground up, who new the players Jaguar from different E&P is a relatively “We built bids from fund assures. Jaguar costs and saw ultra-high Zambrano walk-away private equity “Round 1.3 long run,” of the low belongs to in 2013. It promise about bidding taking advantage founded secure. The were likely to learn more company, financially ents just of the Zambrano and is therefore t commitm that, in terms investmen in 2017 makes Grupo Topaz says. He worries industry for to the work ,” Zambrano E&P looks oil and gas processes weight given As Jaguar of Mexico’s the limited new Energy year ahead. variables, about the y, talent and to derail the awarding optimistic technolog blocks threatens values of the potential reflect its of awarded to come. to maximize programs partners who best is yet the ultimately is that is pleased goal, which is convinced . The company Reform’s ideas, he on resources for the hydrocarb CNH set of Mexico’s cation standards pre-qualifi to see higher
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