Tramarsa – a member of the Romero Group offering marine and port services – believes it is vital to invest in continuous professional development for its staff, and to instill the company’s core values in its workforce.
Running an organization which offers marine and port services calls for a workforce from a wide range of backgrounds.
But though their profiles might be diverse, what they all have in common is a shared code of ethics. It is important for all workers, from administrators to frontline staff, to share the company’s DNA and core values. “We look to promote values that every member of our organization can live by. These create an ethical approach that marks us out as different, both as a company and as individuals. We want people who know how to be part of a team, and who strive for excellence,” said Ursula Zamalloa, Tramarsa’s Human Resources Manager.
Enterprise, desire to improve, responsibility, loyalty, solidarity, respect for life, justice and integrity are the values the company looks for in its employees, and that it promotes across the organization. Living by these values helps staff to achieve their goals, and provides the added value Tramarsa offers its clients.
For example, the principle of “respect for life” is of great importance due to the inherent risks of Tramarsa’s line of work. As Zamalloa confirms, efficiency has to go hand-in-hand with safety. “If during operations we detect an unexpected risk which there are no pre-arranged control measures for, we stop work immediately.”
Talent retention is vital in such a specialized industry. As such, Tramarsa encourages its workers to build a career within the organization. A key strategy for achieving this is providing continuous professional development for staff – both internally, through in-house trainers with relevant specialties; and externally, at well-known institutions – in order for workers to gain the necessary knowledge and qualifications. Alongside this, there are internal recruitment programs and staff rotation within different departments and business units.
Zamalloa explains that rotating from one position to another – including, on occasion, between different companies in the Romero Group – is especially attractive for millennials, a generation who believe that change is important for both personal and professional growth. “A promotion could take some time to materialize, but our rotation policy helps our staff gain a better understanding of the industry, and secure invaluable experience for their professional development,” said the HR chief.
When looking to fill highly specialized positions, contacts within the sector prove far more effective than advertising aimed at the general public. Similarly, for generic profiles, the company advertises positions internally, so that employees who think they fit the bill can apply and secure an internal transfer. As Zamalloa points out, “Many of our managers started out here as apprentices.”