Being Odebrecht Agro means finding, through people, the competitive advantages to ensure the success of our business. It means believing in a successful team of motivated, hard-working people, with each doing their part, giving their best, with dedication and love, and always delivering with quality and safety.

Adaílton Cardoso

Team Member
Health and Safety

Being Odebrecht Agro means finding, through people, the competitive advantages to ensure the success of our business. It means believing in a successful team of motivated, hard-working people, with each doing their part, giving their best, with dedication and love, and always delivering with quality and safety.

Adaílton Cardoso

Team Member Health and Safety

Providing a safe and healthy workplace for our Team Members is a fundamental aspect for the sustainable development of the business activities of Odebrecht Agroindustrial. We manage this topic through the Attitude System, which allows us to monitor performance and to set targets related to Health, Environment and Safety (HES).

The Attitude System is formed by 16 Elements that support the management of behaviors, processes and working conditions. Among these Elements, four are called Structuring Elements and form the basis of the company’s HES culture.

 

sistema-atitude

 

In addition to the 16 Elements, the Attitude System also features the Critical Activity Requirements (CAR), which are protocols that establish standards and procedures for the safe operation of critical activities at units. At present, we have 13 CARs and others are created whenever activities considered critical for HES management are identified.

The level of implementation of the Attitude System, the Structuring Elements and the CARs is continuously monitored over the course of the crop year. The monitoring mechanism involves different steps of cross-evaluations conducted by multidisciplinary teams. Each unit is evaluated by the HES department and by Team Members from other sites, with this practice ensuring the exchange of experiences and the dissemination of good practices across teams. The evaluation protocol includes a quantitative method for identifying the percentage implementation of each Element or CAR. The points are then consolidated, with greater weight given to the more critical aspects. The unit receives the evaluation report and undertakes to formulate an action plan for improving its results.

In the 2015/2016 crop year, the Attitude System implementation rate was 63%, or 3 percentage points higher than the target set for the period. In the case of the CARs, we achieved 77% compliance, compared to the target of 75%. The implementation level of the Structuring Elements stood at 51%, below the target of 75%, mainly due to the lack of formalization of practices and to the need for greater engagement by Leaders. For the 2016/2017 crop year, all units undertook to increase their implementation percentages. The most ambitious target is to achieve 90% implementation of Elements 1 (Commitment and Leadership) and 6 (Behavioral Development).

Results from the 2015/2016 crop year

The progress made in implementing the Attitude System helped to improve our performance in the last crop year compared to the 2014/2015 crop year. Furthermore, the disciplined use of Critical Activity Requirements (RACs) and other safety procedures and the engagement of leaders in the field helped to leverage better results.

The Injury Frequency Rate (IFR) in the period was 1.52, which exceeds by 8% the target set for 2015/2016 and was 37% higher than in the previous crop year. The Severity Rate (SR), however, was 54, or 10% below the target for the year, but 47% better than the result attained in 2014/2015. No workplace fatalities occurred in the period, which is a nonnegotiable target for our operations. From April to July 2016, we registered the lowest injury frequency rates ever recorded by Odebrecht Agroindustrial.

Injury Frequency Rate*

  2015/2016 2014/2015 2013/2014
São Paulo Cluster 1.08 2.50 2.30
Eldorado Cluster 2.17 2.60 0.52
Santa Luzia Cluster 1.34 1.76 1.24
Goiás Cluster 0.83 1.76 0.75
Araguaia Cluster Morro Vermelho Unit 1.47 2.73 2.68
Água Emendada Unit 2.04 3.26 2.56
Taquari Cluster Costa Rica Unit 2.46 4.61 2.14
Alto Taquari Unit 1.75 1.37 3.57
Consolidated 1.52 2.42 1.58

*Includes reportable and lost-time injuries of Team Members and Partners. The rate is calculated based on the number of reportable injuries per one million man-hours worked. Only the São Paulo Cluster is located in the Southeast region, while the other Units are located in the Midwestern states of Goiás, Mato Grosso and Mato Grosso do Sul. The Company’s data is not broken down by gender. The data presented in the Annual Report for the 2014/2015 Crop Year were restated due to the change in the method of consolidation.

Injury Severity Rate*

  2015/2016 2014/2015 2013/2014
São Paulo Cluster 58 118 48
Eldorado Cluster 60 73 68
Santa Luzia Cluster 50 89 116
Goiás Cluster 34 74 30
Araguaia Cluster Morro Vermelho Unito 45 161 49
Água Emendada Unit 43 28 1,488
Taquari Cluster Costa Rica Unit 78 173 25
Alto Taquari Unit 94 7 111
Consolidated 54 101 175

*Includes reportable and lost-time injuries of Team Members and Partners. The rate is calculated based on the number of lost days (discounted + lost) per one million man-hours worked. Only the São Paulo Cluster is located in the Southeast region, while the other Units are located in the Midwestern states of Goiás, Mato Grosso and Mato Grosso do Sul. The Company’s data is not broken down by gender. The data presented in the Annual Report for the 2014/2015 Crop Year were restated due to the change in the method of consolidation.

Injury frequency rate*

*IFR = number of reportable injuries/1 million man-hours.

Injury severity rate*

*ISR = (lost days + discounted days)/1 million man-hours.

The level of absenteeism justified by doctors’ notes presented by Team Members has also fallen in recent years, reflecting the actions related to health and safety. In the 2015/2016 crop year, the absenteeism rate was 28% lower than in the previous period and 8% below our target. The factors that supported this performance include: more closely and personally accompanying absences justified by doctor’s notes, with a focus on absences of longer durations and the reasons for missing work; monitoring each unit on a monthly basis and segmenting the rate by area; proactively engaging local branches of the National Social Security Institute (INSS).

Absenteeism Rate*

  2015/2016 2014/2015 2013/2014
São Paulo Cluster 310 373 352
Eldorado Cluster 506 582 327
Santa Luzia Cluster 520 533 361
Goiás Cluster 297 590 509
Araguaia Cluster Morro Vermelho Unit 352 665 702
Água Emendada Unit  432 469 811
Taquari Cluster Costa Rica Unit 430 712 557
Alto Taquari Unit 270 468 473
Consolidated 380 529  493

*Includes Team Members only. The rate is calculated based on the number of lost days justified by a doctor’s note/1,000 Team Members. Only the São Paulo Cluster is located in the Southeast region, while the other Units are located in the Midwestern states of Goiás, Mato Grosso and Mato Grosso do Sul. The Company’s data is not broken down by gender. The data presented in the Annual Report for the 2014/2015 Crop Year were restated due to the change in the method of consolidation.

Absenteeism rate*

*Absenteeism rate = lost days with doctor’s note/1,000 Team Members.

Safety in transportation

In our operations, we have mechanisms to assess the safety of transportation activities and set annual targets to encourage improvement for both own and Partner’s motor vehicles. In the 2015/2016 crop year, we implemented the Vehicle Safety Program, which helped reduce the number of accidents and improve the transportation indicators for Team Members, the support fleet (trucks) and light vehicles. However, performance fell short of our expectations in the aspect sugarcane transportation, which will result in actions with freight service providers in the 2016/2017 crop year.

Motor vehicle safety indicators*

*Indicator = number of incidents/1 million kilometers driven

 

The accident rate in sugarcane transportation increased 41% from the 2014/2015 crop year and was 72% worse than the target set for last year. To reverse the scenario, we organized workshops for the Leaders of these Partners at each unit and defined an action plan that includes intensifying training programs for drivers, mapping roads, risks and traffic conditions, installing telemetry in 100% of the fleet and implementing programs that identify driver sleepiness and fatigue, as well as strengthening preventive maintenance practices. There were no fatalities in the period.

In terms of Team Member transportation, we recorded 14 incidents in the period, most of which were related to failure to comply with procedures, which resulted in an accident rate 9% better compared than in the 2014/2015 crop year, but 3% below the target. One service provider accounted for 43% of the incidents and had its contract terminated for not presenting an effective improvement plan. For the 2016/2017 crop year, we set the goal of working jointly with the Leaders of Partners to improve our safety rates and finish implementing the Vehicle Safety Program.

Considering our own fleet of support vehicles, we recorded another 21 incidents, which is 24% better than last crop year, but 20% above the target. More than half of the incidents was caused by driver fault and driving at speeds above that recommended for the stretch of road. In the 2016/2017 crop year, we completed the installation of telemetry systems on 100% of the fleet and set up committees to assess accidents and apply corrective measures.

We also registered 12 accidents involving light vehicles in the last year, a performance that led the accident rate in this segment to fall by 59% from the prior crop year and to beat the target for 2015/2016 by 32%. The good performance reflects the direct actions implemented under the Vehicle Safety Program, which included providing drivers with defensive driving programs, conducting educational campaigns, regularly checking vehicles and the launch of the committees’ work to assess driver conduct.

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.