Leadership structure
In 2021, we created the current leadership model that defines our identity as leaders of the Ecopetrol Group, gives us coherence and differentiates us from the leaders of other companies, expressed in the following 5 levels:
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Realizing that in order to lead others we must first begin by leading ourselves, we take responsibility for changing ourselves. Every day leadership practice begins with “looking in the mirror,” recognizing our strengths, and taking ownership of opportunities for growth.
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We differentiate ourselves by using our leadership to transform our colleagues to help them in their quest to become better people and professionals, thus achieving the desired result.
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We adapt the organization to collaborative work and the changing environment by making decisions with agility, quality and time that drive the company’s progress.
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We lead and accept our responsibility to the communities in which we operate and transform our environment by being an effective reference for improving and strengthening society.
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We are committed to promoting actions that allow our planet to make significant and positive changes to its sustainability.
In 2022 and 2023, initiatives were taken to obtain a leadership model throughout the Ecopetrol Group, as well as the implementation of leadership certification as a means of strengthening leadership through the application of desired behaviors. In this, certified leaders meet requirements related to credentials and knowledge, application, and outcomes of leadership training.
We have a leadership school that combines development and learning experiences for all company leaders to strengthen their executive and team management skills. We stand out for the development of future talent through our new generation programs: semilleros and high potentials.
In 2023, we strengthened multidimensional performance appraisal based on the practice of continuous feedback at all levels of the organization, enabling continuity in the feedback people give and/or receive about their performance not only from their direct bosses, but also from peers and subordinates. , customers and other partners. In this way, the practice of providing feedback on employee performance is done at any time of the year as an input to performance management.
Validated Multidimensional Performance Assessment for Leaders in Implementation of Leadership Certification for 2023. In addition, we used 360 assessments for all Ecopetrol leaders in 2024. Leadership model. Based on the results of this assessment, we plan development activities with each individual and leader.
Active dialogue practice is measured in terms of the leader’s management with each member of his team under the 1:1 method. This information is measured, including leaders and professionals who use personal computers in their regular work. In functional areas, 1:1 is more common, and there is a tendency to have informal 1:1 conversations.
Team performance evaluation is evidenced by measuring collective objectives in various business areas and assessing cultural competence: „Collaboration: We are a team” has been applied to all employees of the company since 2020.
Some results in this section:
* 180 degree feedback (direct supervisor and other employees): 54.5% employees.
* 360 degree feedback: 1.18% of employees.
* Active conversations: 55% of employees.
* Team Performance Rating: 98% of employees
Human capital returns
Result HC ROI year 2023: 7,5
Historical documents