Being Odebrecht Agro means being part of a bold, challenging project. We’re already one of the best, but we’re not stopping there. Our goal is to be number one. Together, with strength, drive, planning and belief in people, we’ll get there.

Marcos Rogério de Araújo

Business
Performance

Being Odebrecht Agro means being part of a bold, challenging project. We’re already one of the best, but we’re not stopping there. Our goal is to be number one. Together, with strength, drive, planning and belief in people, we’ll get there.

Marcos Rogério de Araújo

Our Team Members

Valuing people, competitiveness and sustainability form the tripod that supports the business model of Odebrecht Agroindustrial. Under our management model, we invest in training for our Team Member, in creating opportunities for professional growth in all of our agroindustrial and administrative units and in forging relationships between Leaders and Team Members that are based on trust and partnership. Our professionals perform their day-to-day activities guided by the Odebrecht Entrepreneurial Technology (TEO), which is a set of principles, concepts and criteria that form the foundation of the corporate culture of the Odebrecht Group.

From the moment they are hired, our Team Members have access to a structured Welcome program that seeks to accelerate their integration into the Company. In addition to introducing them to our corporate history, to key operational figures and highlights and to the rights and duties of Team Members, the program also presents the internal initiatives that contribute to professional growth.

One of these is the Career Program, which provides detailed information on the skills and competencies required for their career advancement in five areas: Agricultural; Industrial; Maintenance; Health, Environment and Safety (HES); and Management. Launches (as we refer in-house to promotions to new positions) are based on the Company's needs and always prioritize Team Members who assume proactive roles in their careers and surpass targets. In the 2015/2016 crop year, 1,233 Team Members were launched into new challenges at the Company.

At the close of the crop year, in March 2016, we had 11,082 Team Members and 62 Interns, reflecting the adaptation of our workforce to the maturation of teams, which began to demonstrate greater mastery of the business and boost their productivity. Furthermore, some of our Team Members were absorbed by Agricultural Partners, since we invested in attracting new companies to the agricultural operation of sugarcane fields. Over the course of the year, we did not register any significant seasonal variation in the number of Team Members, since during the off-season our professionals are allocated to training programs and to agricultural and industrial maintenance support activities. G4-10Click here to learn more about this aspect in the GRI Supplement

Workforce by gender in 2015/2016*

*These numbers include Members, interns and partners.

The main tool for guiding the professional development of Team Members is the Action Program, which each year is negotiated between Leaders and Team Members. The Action Program sets goals and targets to be achieved over the course of the crop year. To increase Team Member engagement, strengthen our sense of belonging and foster a sense of ownership, we also have the Monthly Productivity Program, which recognizes and rewards, at the end of each month, the professionals working in agriculture areas who surpass their targets for the period. Performance follow-ups are conducted through the communication boards and channels available at all units. Leaders are also trained and encouraged to periodically communicate the progress made on their productivity program to their teams.

In addition to leveraging their productivity, the program has also been helping Team Members to adopt good professional practices that are aligned with the corporate guidelines, since unjustified absences and the application of disciplinary measures, for instance, are criteria that disqualify them from receiving bonuses in the period. With the program, we have achieved significant reductions in our employee absenteeism (read more here) and turnover rates and attained the necessary level of stability to comply with the operational objectives.

Team Member training is also one of the pillars of our activities and training programs are constantly developed to ensure they comply with legal requirements (as in the case of training on local Regulatory Standards) and meet the needs of Leaders. Courses are administered onsite by the Team Members themselves, who are trained to act as internal replicators of good practices, or by external Partners, such as the National Industrial Training Service (SENAI) and equipment Suppliers. In the 2015/2016 crop year, the average number of hours of training administered per Team Member fell 4% from the previous crop year, reflecting the maturation and stabilization of teams as well as Team Members’ greater mastery of the business, especially in the agricultural operations. On the other hand, the number of hours of training for the maintenance area reached nearly 77,000 (up 42% from 2014/2015), which is explained by the replacement of equipment at units and by the focus on improving planning for the off-season. G4-LA9Click here to learn more about this aspect in the GRI Supplement

Credits

Head of Sustainability | Mônica Alcântara
Head of Corporate Communication | Andressa Saurin
GRI consulting and writing | Usina82
Graphic design | Versal Editores
Web development | Agência Dinamite
Photography | Anderson Meneses, Eduardo Moody e Lourenço Furtado

We thank all Team Members of Odebrecht Agroindustrial who participated in the preparation of this publication.