Cam Work Culture

Cam is aware that the business environment is ever more competitive and that there is a growing need for innovative solutions; as a result, new organizational skills and abilities are needed in all departments within the company.

At Cam, we are convinced that one of the key factors for our success is the personal development of our employees. Therefore, human resources, work teams, and individuals in general, are seen as one of the three pillars needed to achieve the goals set out in our Strategic Plan for 2007 – 2010.

Promoting the personal development of our staff in the Latin American Region according to each person’s skills, abilities and know-how, while taking into account the company’s strategy and its three business lines, turns these persons - Cam’s human resources – into strategic business allies. This implies harnessing and coordinating Cam’s organizational capacity and work culture, with the company strategy.

The value package that Cam offers its staff – both current and potential employees – is permanent growth and development of their professional capacities and work experience in a dynamic professional setting; operational excellence; taking advantage of the synergies offered by the various countries in which the company operates; and an orientation towards permanent improvements.

In this context, occupational health and safety at Cam are ever-present concerns in all of the employees’ activities. For Cam as a company, this implies permanent support and training in technical skills related to risk prevention. Moreover, it means permanently strengthening and supporting positive attitudes towards safety, in order to consolidate a company culture of work safety.

A few of the Human Resources projects which are currently under way to ensure coordination of skills and organizational culture with the firm’s strategic challenges are the following: 

Competencies
Talent
Knowledge
Work environment Laboral

Competencies

Consolidating Human Resources Management on the basis of a professional competencies model implies identifying and managing knowledge, skills and attitudes that are essential for creating value in our business.

Managing competencies implies focusing our efforts on developing those competencies that have been identified as being necessary and fundamental for the growth of our company: this model provides Cam’s work teams and individual employees with a full and clear understanding of what is important, what is valued by the company, and what needs to be further developed. 


Talent

Taking a medium and long term view of the company in order to ensure its growth and continuity in the different markets, implies supporting people’s professional development over a longer time-frame, and in a more systems-oriented manner from the professional point of view.

Through talent management, Cam identifies and supports the professional development of persons who consistently show above-average work performance and skills. In other words, attracting, recognizing, promoting, and developing people with superior work performance.

Also, it means fostering the horizontal, vertical and international development of its staff by means of policies and programs aimed at developing the members of this talent pool. In the same way, and as a supplementary measure, it means identifying internal monitors who will facilitate and support the comprehensive development of this talent pool.


Knowledge

Knowledge Management aims at increasing the intellectual capital and know-how in those areas and aspects that are closely related to the company’s core business, its strategy, and those competencies that combine to create value.

Managing Knowledge at Cam’s core business and support departments implies managing information and turning it into understandable, practical meanings for the company’s staff. The challenge is to take the step from the implicit, intuitive knowledge held by persons in the organization, to a formal or explicit knowledge corresponding to any work position, and from there to the generation of new meaningful and strategic knowledge for the organization.

Because Cam has five subsidiaries, Knowledge Management makes it possible to create synergies and economies of scale, which in turn promotes team work and the concept of Cam without Borders.

 Work Environment

The aim of Work Environment Management is to promote a friendly and transparent work environment to foster the satisfaction and motivation of Cam personnel, and good relations among different work teams.

A positive work environment increases feelings of belonging and identification of employees with the company and the Cam name. It is therefore a foundation for personal development and for meeting strategic objectives.