Being Odebrecht Agro means being able to contribute more and more to its success and working to beat our targets supported by a positive and constructive spirit, which in turn generates stronger results for the Group. Above all, being Odebrecht Agro means valuing families and upholding integrity and discipline.

Tatiane Pereira

Local
Development

Being Odebrecht Agro means being able to contribute more and more to its success and working to beat our targets supported by a positive and constructive spirit, which in turn generates stronger results for the Group. Above all, being Odebrecht Agro means valuing families and upholding integrity and discipline.

Tatiane Pereira

Local Development

Odebrecht Agroindustrial’s relationships with Communities in the regions where its Units are located are guided by the Sustainability Policy of the Odebrecht Group and by the Sustainability Guidelines of Odebrecht Agroindustrial. Its key principles include strengthening citizenship, promoting education and vocational training, sponsoring initiatives to boost income generation and job opportunities and contributing to social inclusion and sustainable development in the region. G4-SO1Click here to learn more about this aspect in the GRI Supplement

Our social investments are grouped into the programs Believe/Believe Jr., Social Energy and Young Sprouts. Through them, we support various initiatives developed by local organizations that help to create value in local communities.

 

Believe Jr. Program

We invested approximately
R$ 9.5
million
in Believe Jr.

39,800
hours of training

Launched during the 2014/2015 crop year, the Believe Jr. program provides vocational training to youth and young adults from 17 to 22 years old who live in Communities near our Units. The participants are recommended by Team Members at Odebrecht Agroindustrial and the recruiting process includes tests, group dynamics and interviews. Once approved, the trainees are contracted as Apprentices and participate in a special development program.

In the last crop year, we invested approximately R$9.5 million in Believe Jr., which benefitted 219 young adults who received an aggregate 39,800 hours of training. Three classes graduated in the first half of 2016 and 23 students (45% of graduates) were hired by the Company.

The training program lasts one and a half years and is divided into three stages:

  • Corporate Module: focuses on disseminating the Odebrecht Entrepreneurial Technology (TEO) and on training in behavioral aspects.
  • Theoretical Module: customized curriculum based on the needs of each unit of the Company. This module is administered by the regional units of the National Industrial Training Service (SENAI), which also monitors students’ conduct and performance through evaluations.
  • Practical Module: students are introduced to the work routine of the agricultural and industrial operations, under the supervision of operational Leaders and focal points from the People & Organization team.

Formalizing participants’ employment relationships as Apprentices during their participation in the program ensures they are paid compensation in accordance with the law for apprentices who are minors, while fostering local development and ensuring a supply of qualified labor for the Company.

Social Energy Program

Implemented in 2009, the Social Energy program for Local Sustainability encompasses investments and initiatives to foster sustainable development in local Communities. In the 2015/2016 crop year, we invested R$1.8 million, which benefitted 18,300 people through projects carried out in local Communities. Since its creation, Social Energy has already invested some R$20 million in 72 projects, which have benefitted more than 135,000 people.

Social Energy has a participatory governance model and regularly draws on local governments and community leaders to help identify needs and projects, in accordance with the Company’s strategic guidelines. In this way, local residents play a proactive role in the decision-making process, which means that investments can rapidly meet the key demands of each Community. G4-25Click here to learn more about this aspect in the GRI Supplement G4-26Click here to learn more about this aspect in the GRI Supplement

In local cities, the program has one Community Council and four Commissions: Culture; Education; Production Activities; and Health, Safety and Environmental Preservation. The projects concluded in this crop year (see a few examples on the chart on the next page) are supervised by the Commissions and monitored using indicators that consider, among other aspects, the guidelines for private social investment of the International Finance Corporation (IFC) of the World Bank Group.

Social Energy highlights in the 2015/2016 crop year G4-27Click here to learn more about this aspect in the GRI Supplement

Culture

  • Construction of the Valdir Justino de Almeida Cultural and Environmental Auditorium, which is located in the Salto do Sucuriú Municipal Park in Costa Rica, Mato Grosso do Sul, which provides the Community with a space for cultural and environmental awareness activities.

Education

  • Renovation and expansion of two public preschools in Mineiros, Goiás, providing 168 new openings.
  • Acquisition of furniture and equipment for the Sonho Meu Preschool Education Center in Costa Rica, Mato Grosso do Sul.
  • Vocational training for 236 people in Alto Taquari, Mato Grosso, in partnership with the National Industrial Training Service (SENAI), through the project Qualifica Taquari.
  • Creation of a Child Protection Services office in Cachoeira Alta, Goiás to strengthen the protection of children’s rights. 

Production Activities

  • Construction of Homes for the Pontal do Paranapanema Association of Settled Women (Casa Amas) in Mirante do Paranapanema, São Paulo, which will be used for projects in the areas of health, culture, education and income generation for families living in the region’s rural settlements.

Health, Safety and Environmental Preservation

  • Reactivation of Dreams Workshop that is part of the School of the Arts in Costa Rica, Mato Grosso do Sul, which organizes artistic and socio-educational activities for children and teens, especially those who have committed crimes, with the aim of reintroducing them into society and prevent drug abuse.
  • Implementation of the Florestinha Center in Costa Rica, Mato Grosso do Sul to offer environmental education to children and youth in situations of social vulnerability.

Young Sprouts Program

Located in the state of Mato Grosso do Sul, the Young Sprouts (Broto de Gente) Association is sponsored by the Eldorado Unit. The association works to reduce the social vulnerability of children and adolescents through afterschool activities that promote cognitive, psychological and pedagogic development.

On school days, students participate in activities such as educational reading workshops, English classes, sports, dance lessons, theatre and choir. The activities raise awareness among the children and teenagers of the transformational role they play in society. They also begin to prepare for the job market. In 2016, the youth participating in the Young Sprouts Program can apply for the Believe Jr. Program, a move that aims to integrate the social actions sponsored by the Company and give them an opportunity to work at Odebrecht Agroindustrial.

During the 2015/2016 crop year, R$441,000 was invested in the project, which served 210 children, of whom 78 are the children of the Company’s Team Members. Requiring investment of R$3.44 million, Young Sprouts has already benefited, over a period of ten years, 2,260 people from 6 to 15 years of age, who include the children of Team Members and local residents in the cities of Deodápolis, Lagoa Bonita, Presidente Castelo, Vila União and Porto Vilma.

Social impact management

We invested  
R$ 13.5
million
in the construction of
two overpasses

in-house workshops
to map the risks and impacts of our activities

In the last crop year, we also invested R$13.5 million in the construction of two overpasses to facilitate access to our Santa Luzia and Eldorado Clusters, which, once concluded, will significantly improve safety for those using the highways. One of the overpasses is located on Highway BR-267, for which construction began on December 2014; and the other, which was completed after one year, benefits users on Highway MS-145. On the other hand, these improvements caused impacts such as suppressing local vegetation (which was neutralized by planting 1,000 tree saplings) and a temporary detour of highway traffic during construction (which was minimized by implementing proper signage to reduce the risk of accidents). G4-EC7Click here to learn more about this aspect in the GRI Supplement

Furthermore, to better manage our social impacts, during the 2015/2016 crop year, we conducted a cycle of in-house workshops that engaged all areas of the Company to map the risks and impacts (potential and real) of our activities on local Communities and to structure action and mitigation plans related to these aspects. The main conclusions of this process include: G4-SO2Click here to learn more about this aspect in the GRI Supplement

  • Controlling flies in barns: the insects pose the risk of adversely affecting milk production and cattle weight gain at cattle farms and their larvae can proliferate in filter cake (solid waste resulting from the filtering of sugarcane juice) and in the straw mixed with vinasse. Our Vinasse Application Plan includes measures to optimize the input’s use and to avoid outbreaks of the fly’s proliferation. We also work in partnership with the property owners near our units to clean barns and develop mitigating actions. Working jointly with the Brazilian Agricultural Research Company (Embrapa), we seek alternatives to minimize this impact, since there is no ultimate solution in the short run for this topic.
  • Economic independence of municipalities: the installation of our Units in cities located in the rural areas of the states of Goiás, Mato Grosso, Mato Grosso do Sul and São Paulo could lead local economies to become dependent on our operations, which could further aggravate negative impacts if our activities were to suffer downturns or shutdowns. To reduce this risk, we invested in the Social Energy program, which fosters the region’s economic development and offers vocational education to local residents.
  • Orderly growth and cost of living: the construction of new Agroindustrial Units could cause socio-economic destabilization in small municipalities, due to factors such as inflows of new residents and increases in the cost of living. To minimize these risks, we have the Social Energy program to invest in production activities at the local level and to encourage the inclusion of local governments and Community leaders in a participatory governance model for social investment.
  • Control of agrochemicals and vinasse: to avoid contaminating the soil and bodies of water, we follow rigorous regulatory parameters that limit the amount of chemical substances applied to sugarcane fields and have established procedures for the inspection and preventive maintenance of equipment and facilities, with the aim of avoiding vinasse spills. Furthermore, our Team Members are trained to respond in the event of an emergency, which ensures a rapid and effective response to such types of events.

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.