UNO September 2018

Communications reflect conscious management

Three years ago, ALEATICA commenced a transformation process that began with the incorporation of corporate governance, social responsibility and compliance policies and actions. During this stage of the transformation, I was invited to join the corporate team to oversee the well-being of the users and people in the firm responsible for providing mobility services.

Our company provides the fundamental service of mobility, with over 287.1 overland kilometers under six concessions, roads with average daily traffic of 576,083 vehicles and 1.6 million tags accepted in 1,255 lanes on the most important motorways in the country; and air mobility for an average of 725,563 passengers each month at the International Airport of Toluca.

The users on our roads place their trust in and pay for the services we provide, which commits us to reciprocity to match the toll paid with top-quality service. Together with users, who must comply with the necessary self-care and safety measures, we are responsible for offering conditions necessary to better their lives and safety, as well as those of our operators.

Our users place their trust in and pay for the services we provide, committing us to reciprocity

To do this, we must have efficient, precise processes that consider the risks assumed, situations that occur and controls to prevent, detect and correct issues and risks. This practical sense of the operation and the pillars guiding the company are the key elements for developing conscious management.

Thinking of any other company in any other sector, quality of management is equally reflected in both the communications it issues and those received by its customers. On the one hand, company communications, as one of its internal and external functions, must be backed by actions, and the company must ensure it is coherent in what it says and does. On the other, communications a company receives are a projection of what it does and how.

For a company to have optimum management, it must believe it is doing things to serve the greater good. In our current case, that means serving people. If our everyday activities focus on that goal, our work takes on a new dimension, and any function we perform becomes a personal and institutional mission.

Users let us know if what we do and say is clear, positive and useful for them and, in turn, for us. Users also amplify that message, since, thanks to the immediacy of social media, any company action is instantly discussed far and wide, affecting its reputation. It is impossible not to make mistakes; what is essential is to realize and do everything possible to remedy them.

Collaboration between areas and teams is vital to offering the best possible service through conscious management. Being familiar with the processes in each of these areas; identifying the nodal points in which collaboration is triggered and ensuring it occurs naturally, without restriction, personal ambition or limits on power; making sure the information flows, coordination happens and headway is made towards the solution… All of this is necessary to communicate what we are—not what we want people to think we are.

At ALEATICA, we belong to a sector that transgresses. We cross territories, and in so doing, we encroach on people’s lives, which requires dialogue and agreement

At ALEATICA , we belong to a sector that transgresses. We cross territories, and in so doing, we encroach on people’s lives, which requires dialogue and agreement. We thus have an opportunity to make a positive impact on those lives. Doing so means every one of the parties involved in our sector is responsible for their actions, with each and every person performing our function.

In my case, the company has put me in charge of user services, which means I must endeavor to ensure management is conducted in accordance with the principles of integrity and be partial to decisions made for this purpose. However, the culture of doing things well, keeping within the law, rules, processes and approved metrics and sticking to the essential company pillars must penetrate all an organization’s personnel.

Workspaces are where people have values and, therefore, may or may not adhere to the culture of lawfulness, civility, productivity, development and healthy coexistence. Therefore, a company’s responsibility is enormous, vital for shaping the country and international business community we want to generate.

Our everyday work will determine whether we can turn the block of marble in our hands into a work of art we can be proud of, through which we convey who we really are, inside and out, assuming the privilege of serving and contributing while we generate jobs, connect places and people and work toward sustainability for our business and all those fortunate connections.

Vanessa Silveyra
Manager of User Care and Services of ALEATICA
Silveyra holds a degree in Political Science from the Autonomous Institute of Mexico (ITAM) and a master’s degree in Public Administration and Public Policies from the Monterrey Institute of Technology and Higher Education (ITESM) and the John F. Kennedy School of Government, Harvard. She coordinated the Integrity and Transparency in the Mexican Private Sector Program, in which she worked to help control corruption from a systemic and human rights perspective. She was also an officer in the Mexican Supreme Court of Justice and Federal Electoral Institute, focusing on freedom of information and a shift toward civic and democratic values. She is currently the manager of User Care and Services of ALEATICA. [Mexico]

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