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CIC energiGUNE has established an occupational risk prevention policy aimed at ensuring the protection of employees’ health and safety and integrating prevention into all activities of the organization. This policy is based on the commitment of the management to continuously improve working conditions and to comply with current occupational health and safety regulations, particularly Spanish Law 31/1995 on the Prevention of Occupational Risks.
The organization establishes that prevention must be incorporated from the initial stages of planning projects, facilities and activities. For this purpose, an initial and systematic evaluation of the risks inherent to each workplace is carried out, and working conditions are periodically reviewed in order to identify potential risks and apply corrective measures appropriate to their nature.
Among the principles governing this policy is the consideration of occupational health and safety as a priority within the organization’s activities. This implies that safety requirements must be integrated into work processes and decision-making. In addition, management promotes a proactive attitude towards prevention and encourages the integration of preventive activities into daily operations.
The policy also promotes the active participation of employees through information and training initiatives aimed at improving awareness of workplace risks and the measures necessary to prevent or reduce them. The design of facilities, equipment and processes must incorporate safety, hygiene and ergonomic criteria from the outset, with the objective of improving working conditions and minimizing occupational risks.
Furthermore, when working with external companies or suppliers, the organization requires coordination of preventive activities and ensures that these entities comply with the applicable occupational health and safety regulations.
CIC energiGUNE has established a specific protocol to prevent and manage harassment situations in the workplace. This protocol reflects the organization’s commitment to equal opportunities, respect for diversity and the creation of a safe, inclusive and respectful working environment for all individuals.
The policy states that any form of harassment, intimidation or bullying is unacceptable and constitutes serious misconduct that may lead to disciplinary action, including termination of employment. Such behaviors negatively affect the working environment, the health and well-being of affected individuals and the organizational climate of the center.
The protocol establishes a code of conduct requiring all members of the organization to treat colleagues and any person related to the center with dignity and respect. Individuals in supervisory or leadership roles have a particular responsibility to actively prevent, detect and stop any inappropriate behavior.
Behaviors considered as harassment include workplace or psychological harassment (mobbing or bullying), sexual harassment, sex-based harassment, harassment related to gender identity or sexual orientation, and cyber-harassment or any intimidating behavior carried out through digital means. These behaviors are characterized as unwanted conduct that violates a person’s dignity and creates an intimidating, hostile, degrading or humiliating environment.
The protocol also establishes an internal procedure for managing complaints or reports. Whenever possible, an informal resolution is recommended as a first step. However, any affected individual may initiate a formal procedure. Throughout the process, confidentiality is guaranteed, investigations are conducted impartially, and protection against retaliation is ensured for individuals who report concerns in good faith.
Investigations are conducted objectively and confidentially, usually within a period of approximately thirty working days. Based on the results of the investigation, appropriate measures may be adopted, including disciplinary or corrective actions if harassment is confirmed.
CIC energiGUNE has implemented a working time organization system based on flexible scheduling, individual responsibility and proper planning of activities related to research and project management.
The center’s working calendar establishes a flexible schedule that allows employees to start work from 7:00 a.m., enabling each person to organize their working day within limits defined by the organization and the requirements of the projects in which they participate. During the winter period, the standard working day is approximately 8.5 hours, while on Fridays it is reduced to 6.5 hours. During the summer period, a reduced working day of approximately 7 hours is applied.
The annual calendar also includes specific periods when the center is closed, such as certain days during the summer and the Christmas period, as well as official public holidays and vacation periods available to employees. Within this framework, each employee may manage their own starting and finishing times, provided that organizational requirements and project commitments are respected.
For safety reasons, the usual opening hours of the center are from 7:00 a.m. to 10:00 p.m., Monday to Friday. Activities that must be carried out outside these hours, including at night, during weekends or on public holidays, require prior authorization and must be communicated to the relevant responsible persons, including the Scientific Director or group leader, the maintenance manager and the reception service. In addition, for safety reasons, work outside normal hours must always be carried out with at least two people present in the facilities.
To ensure proper monitoring of working time and project dedication, the organization has implemented a digital hours tracking tool known as the Hours Follow Up (HFU). This tool allows employees to record the hours dedicated to each project or task, providing a global overview of staff dedication and facilitating the early identification of potential deviations in project planning.
The hours registration process is carried out on a monthly basis. Each employee must enter the hours dedicated to each project or activity and submit the follow-up before the 5th day of the following month. Subsequently, project leaders review the information to verify that the recorded hours accurately reflect the team’s actual dedication. In a later stage, the Business Development area analyzes the aggregated information to identify potential deviations and, if necessary, establish contingency plans together with the project leaders. Finally, the financial area configures and closes the corresponding project timesheets.
This system improves project planning and management, ensures the correct allocation of hours to different activities and guarantees compliance with the reporting requirements associated with funded research projects. In addition, it strengthens transparency in the management of working time and facilitates better coordination between teams and different organizational areas.
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