In our six production poles and in the São Paulo and Campinas offices, we are more than 11 thousand members and work tirelessly to reach the goals annually pinpointed in the Action Program (PA), agreed between Leaders and Led. These are the PAs that guide us in relation to the projects, investments, training and other actions in which we invest to increase our productivity and competitiveness and generate value for our Shareholders, Clients, Members and Communities.
The valuation and development of the Members, before the attainment of goals and the continuous improvement of our operations, are the central point of the governance directed to the people’s valuation. The result of the respect for this commitment and of the solid and transparent relationship with the professionals could be verified, in the 2016/2017 harvest, through the strong reputation ratio that the Company has with its teams. In the study we conducted in early 2017, motivated by the Odebrecht Group’s survey of its audiences, we found an indicator equivalent to 70.7 (on a scale of 0 to 100).
One of the points most evaluated by Members is the Company’s attention to issues related to people’s safety and health. Other valued factors are the contribution to the sustainable development of local communities, the quality of products and services and the responsibility for environmental preservation. The survey also pointed to areas in which there are opportunities to improve our recognition, such as the Leaders’ performance and the development of innovations.
In the last harvest, we reinforced and expanded the Monthly Productivity Program (PPM), to cover the entire agricultural area and automotive maintenance. The PPM is a tool that financially recognizes Members who exceed the goals established for the period. Thereby, we strengthened among our teams the “Business Owner” attitude and productivity growth, with transparency and an active participation of the Leaders in the disclosure of the program goals and progress over the months.
Development and Capability
The recognition to our Members for the good performance and the overcoming of the goals is also evidenced by the number of launches, the name we give to position promotions. In the harvest, a total of 1,037 Members were launched to new positions, following the guidelines and competencies defined by our Careers Program – widely disclosed to all Members from the moment of their hiring.
With the consolidation of the Careers Program and the stabilization of our teams, we began, in the 2017/2018 harvest, the development of our Succession Program, which will involve the mapping of professionals with the characteristics necessary to occupy leadership positions and guarantee the sustainability of our Business. With the application of this tool, we will be able to subsidize the Company’s growth in the coming years, maintaining the technical excellence and the high standards of productivity that we achieve.
|Members by gender
|Administrative / HSE
|Planning and Quality
The investments we make to qualify our Members are continuous and in line with the philosophy that guides the development of people since the founding of the Odebrecht Group: to identify, integrate and develop professionals with talent and willingness toward entrepreneurship.
Our trainings are organized into a qualification matrix based on three major themes:
• Mandatory, which are focused on meeting legal requirements or guidelines of Odebrecht’s Policies;
• Essential, which refer to technical and behavioral know-how to guide Members to the full performance of their activities;
• Development, aimed at growth in the Career, which bring important knowledge to skills and abilities, allowing a horizon for new career challenges within Odebrecht Agroindustrial or even within the Odebrecht Group, adopting a transversal growth.
The investment in training of our Members in the 2016/2017 harvest was stable in relation to the previous period, reflecting the stabilization of the teams, which allows the preservation and dissemination of the acquired knowledge.
Partnership for technical qualification of Members
In 2016, we celebrated a partnership with the State University of Mato Grosso do Sul (UEMS) for the creation of the upper course for technologist in sugar and alcohol production, with a differentiated curriculum that meets the needs of the market. The cooperation agreement allowed the creation of the first group with 50 members of the Santa Luzia (Mato Grosso do Sul) pole.
The differential in the course was the creation of the curriculum, focused on market needs. The course lasts two and a half years and classes are daily and face-to-face. The Members, who received an academic incentive grant, will improve their knowledge in agriculture, industry and maintenance. The initiative also has the partnership of the Foundation for Support to the Development of Education, Science and Technology of the State of Mato Grosso do Sul (Fundect) for hiring teachers and of the Municipality of Nova Alvorada do Sul, which provides support for facilities, books and educators’ logistics.
Commitment towards Diversity
Based on the conviction of the corporate culture coupled with adherence to the UN Global Pact and its Principle 6, which aims to stimulate practices to eliminate discrimination in employment, we operate in the 2016/2017 harvest to promote greater gender equality and the integration of Persons with Disabilities (PCDs) in our teams. To engage our Members around the theme, we held two workshops, with a full day of presentations and plenary sessions, involving our six Productive Poles.
The meetings were attended by professionals from the agricultural, administrative, industrial and maintenance areas. About 30% of those involved are in a leading position, which contributes to the dissemination of the information and guidelines among the teams in the Units.
After the workshops, we structured two internal working groups: one focused on gender equity and another one on the inclusion of PCDs. We also defined practical actions to be taken as of this year, in order to strengthen and expand the diversity in the Company.
In the area of gender equity, for example, we aim to empower our Leaders so that recruitment and performance evaluation processes are even more meritocratic and continually open new and greater opportunities for women to enter all Company positions.
In addition, we will seek to address issues such as the importance of maternity leave and the gradual increase in the number of women in our staff board.
Focusing on the inclusion of PCDs, one of our priorities is to multiply the model developed by the São Paulo Pole, in the Believe in Diversity Project, which received at the UN headquarters the global recognition referred to as “Good Practices for Workers with Disabilities”.
Click here to learn about the Believe in Diversity Project.
Members’ Health and Safety
The safety of our Members is critical to the development and sustainable growth of our business. Supported by the Attitude System, through which we monitor the performance of our Units in aspects related to Health, Safety and Environment (HSE), and in internal guidelines and procedures to prevent the occurrence of accidents, we have continuously evolved in the development of a working environment increasingly secure and in the awareness of our Members.
With 16 Elements, four of which are considered Structuring for sustaining the Company’s security awareness, the implementation of the Attitude System is monitored through committees responsible for the evaluation and training of Leadership. With this methodology, we have reached for the first time in our trajectory a ratio of less than 1 in the frequency rate, which measures the number of accidents with injuries in our operations.
In spite of this significant evolution, in October 2016 we recorded the death of a member after the overturning of a truck that had acted to control the fire focus on the sugarcane straw from an atmospheric discharge. The accident occurred at the Conquista do Pontal Unit (São Paulo Pole), which highlighted the importance of reinforcing the practice of the Structuring Elements, especially those related to behavioral development and the Leadership commitment to the theme. For more than two years we had not recorded a fatality in our operations.
One of the main measures adopted after the accident was a workshop with those responsible for the emergency, agricultural and HSE areas of all Units for reviewing and adjusting the Critical Activity Requirement (RAC) for agricultural fires. Among the changes is the mandatory formalization of fire-fighting completion meetings to identify opportunities for improvement, implementation of a medical protocol to evaluate the health of fire brigades, the use of laser thermometers to avoid fires caused by overheating of rolling elements at the harvesters and the definition of a minimum safety protocol to act in straw fires.
In addition, we are studying the adoption of drones to monitor fire containment procedures and the installation of GPS systems that will assist brigade leaders in locating the vehicles involved. We also started benchmarking with other companies, such as the paper and pulp industries, in order to identify the best practices and procedures to be adopted in these situations.
The frequency rate of accidents recorded in 2016/2017 was, for the second consecutive year, the Company’s best historical result. The performance surpassed the established goal for the period (1.21), mainly due to the greater presence of the Leaders in the field, the awareness campaigns and the discipline in the application of the tools of accident prevention and sharing of lessons learned. The severity rate was impacted by the death occurred in the São Paulo Pole and was above the established target of 39 days lost to every 1 million hours/man worked. In revising the targets for the next three years, we reinforced the non-negotiable commitment to avoid fatalities in operations and the need to carefully monitor members who have been removed by accident, ensuring that they receive the best treatment and can recover more quickly.
RACs are protocols that establish standards and procedures for the safe operation of activities that present a risk of accidents. For the 2017/2018 harvest, we now have 14 RACs, after the creation of a specific procedure that deals with the operation of the wire, which is the equipment used for the unloading sugarcane in the Agroindustrial Units.
In addition to monitoring safety in our agricultural and industrial operations, we look for continuous developments to avoid the occurrence of accidents in the transportation of our Members. Hence, we have the Vehicle Safety Program, implemented since the 2012/2013 harvest, which allows to evaluate the performance in the movement of light and heavy vehicles. This measure has shown to be increasingly efficient in reducing accidents, as the occurrence rates with the support fleets, transport of Members and sugarcane presented their best historical result in the last year.
In the 2016/2017 harvest, in the municipality of Mineiros (GO), there was a serious accident with a bus carrying members. The vehicle made available by a contracted transportation company collided with a broken truck on the highway, which did not have a proper road surface and signaling, causing the death of a Member. The bus involved in the accident was new and met all the mechanical conditions for carrying people. After assessing the causes, we are studying measures and technologies that can be implemented in vehicles to further increase safety in this type of activity.
The accident rate in the transport of Members ended the year slightly above the target (performance of 0.65 versus target of 0.64). In order to achieve the expected development in the coming years, we will intensify the requirements of the Vehicle Safety Program, strengthen accuracy in the monitoring of occurrences and replace Suppliers whose performances have been below established standards.
In the transportation of sugarcane, we achieved a reduction of 32% in the annual comparison, but we are still 20% above the target set for the period. The close monitoring of the companies contracted for this activity continues to be carried out in our Units, in order to implement the identified improvement points, such as preventive maintenance of vehicles, alignment of HSE standards, leadership engagement and team qualification.
In relation to light vehicles, there was a worsening in the last harvest. In order to recover the level of performance and achieve the goals foreseen for the next periods, we will increase driver awareness and discipline in the follow-up of nonconformities.
The support fleet obtained the best historical result of the indicator in the 2016/2017 harvest and was 36% better than the target. This performance is a reflection of the actions taken, such as the implementation of the telemetry system in 100% of the vehicles and training of all drivers in defensive direction.
The improvement in performance is a reflection of the Vehicle Safety Program and the measures applied by the Units in partnership with the Suppliers.
With the objective of improving our Members’ health and quality of life, we strengthened the relationship with the doctors and health teams of the municipalities where our Production Poles are located. Our work doctors began to follow the cases of illnesses and care for the Company’s professionals in the local establishments, aiming to give more quality and attention to the necessary treatments.
This closer and more proactive performance contributed to maintain the tendency of reduction in the level of absenteeism justified with medical certificates verified in the last harvests. In addition, in the last crop year we have strengthened our occupational health monitoring and control programs, training the Agroindustrial Units.