Fair work practices, occupational safety and health and well-being

Always with a preventive vision, AMAGGI concentrates efforts to provide means for the permanent development of a safe and healthy working environment, believing that the constant search for the improvement of the actions directed to the safe behavior contributes to the elevation of the maturity in health and occupational safety. Ensuring the preservation of health and physical integrity of all those who interact with its operations is the main pillar of AMAGGI Occupational Health and Safety Policy.

The company works to develop and consolidate the following basic fundamentals:

Operational discipline: achievement of activities according to specific procedures and practices, doing right every time;

Owner concept: persons must act as responsible for what happens in their area of ​​action regarding the safety and health of employees, third parties and/or visitors;

Leadership by example: the leader adopts safe procedures and practices to encourage his teams to do the same;

Line responsibility: responsibility for safety and health is firstly assigned to the leader of each area, just as it occurs with production and quality, and the Occupational Health and Safety area functions as technical support.

These fundamentals are present in the practices to be adopted by the whole company, always assuming that security should be part of the processes every day, and not be treated as a separate process.

AMAGGI adopts the principle of anticipation, seeking to implement the new guidelines even before its mandatory, adopting the position that legal guideline is not an element that poses difficulties, but an ally in the implementation of new technologies and knowledge to improve results, so safeguarding the integrity of the workers. The company does not restrict this care to its own employees by extending it to partner service companies.

Occupational Health and Safety Management System (OSHS)

AMAGGI invests in tools and technologies aiming at the preservation of health and the prevention and reduction of occupational accidents. It stands out in this area the Occupational Health and Safety Management System (OSHS), which aims to systematize occupational health and safety actions, looking at the standardization of activities and continuous improvement of the process.

AMAGGI SGSSO is currently composed by 35 tools, which serve as a foundation for the evolution of cultural maturity in Occupational Health and Safety of the company.

Behavioral Security Program

Implanted in 2013 AMAGGI Behavioral Security Program integrates the company's Occupational Health and Safety Action Plan, which is carried out in three units of AMAGGI Agro: Água Quente and Tucunaré farms in Sapezal, and Itamarati, in Campo Novo dos Parecis. In 2015 it was expanded to the Tanguro Farms, in Querência and Vale do Araguaia, in São Félix do Araguaia.

Since its implementation the Behavioral Safety Program has contributed to a significant reduction in the frequency of accidents at work. In the first year the reduction was 44%; in 2016 it was 34.77%.

However, more than reducing the rate of accident frequency, the program has a greater challenge: to work on the prevention culture, through the awareness and change of behavior of employees. The work is developed so that all unit managers are involved in the process.

In the sequence the program will be extended to the other units of the group. It already has begun the procedures for the implementation in Porto Velho units and other AMAGGI Agro farms. The idea is that in the coming years it will reach all AMAGGI units.

Total frequency rate

Mutual Alert

Among the tools that make up AMAGGI SGSSO, the Mutual Alert stands out as a tool that seeks to stimulate communication between workers, regardless the positions held, in order to avoid accidents and contributing to a safe and healthy work environment.

Health and safety in numbers

In 2016 the company managed to reduce health and safety rates considerably, compared to the previous year. The rate of injuries, for example, had a reduction of 11.39%.

Own employees health and safety* LA6
2014 2015 2016
Injury rate 6,75 7,81 6,92
Occupational disease rate 0,09 0,16 0,15
Gravity rate 401,27 717,50 207,09
Absenteeism rate 0,15 0,19 0,17
Total deaths 0 1 0

* AMAGGI follows NBR 14.280 - Labor Accident Register, besides the social security and labor legislation.
- Road accidents and outsourced employees were not computed for the calculation of lost rates and days, following NBR 14.280.
- This year it was not possible to answer about the gender indicators, but the SAP system implementation already started and it will contribute to improving responses to indicators in the coming years.
- Although implemented in 2013, the Behavioral Security Program was reinforced in 2016 at the unit where a death occurred in 2015. With this intensification of efforts, AMAGGI was able to reduce considerably all the health and safety rates of the unit, compared to the previous year. The injury rate, for example, had a reduction of approximately 50%.

Own employees health and safety by region LA6
2014 2015 2016
Midwest North South Midwest North South Midwest North South
Injury rate 7,08 5,75 0 8,27 6,48 0 6,35 8,90 0
Occupational disease rate 0 0,41 0 0,11 0,34 0 0,10 0,33 0
Gravity rate 205,19 1093,76 0 812,99 427,93 0 197,32 242,64 0
Absenteeism rate 0,11 0,27 0 0,14 0,36 0 0,16 0,21 0
Total deaths 0 0 0 1 0 0 0 0 0

Support for People

As well as health and safety, AMAGGI also takes care of the well-being of its employees. For this purpose it counts on a team that promotes the inclusion of diversity, family development, financial education and support for retirement - authentic concerns in the management vision of the company.

Among the programs and projects developed by the Support to People area in 2016, some deserve to be highlighted, and can be seen below.

AMAGGI Program Inclusion
The promotion and appreciation of diversity is fundamental to the success and sustainability of the company's businesses - it is with this idea that the AMAGGI Inclusion Program carried out, in 2016, actions dedicated to making the inclusion process more effective and assertive, which resulted in the publication of AMAGGI Inclusion and Diversity Policy.

The implementation of this policy brought results that went beyond compliance with the Quotas Law in the business areas: it legitimized the inclusion culture in the company, providing a harmonious environment with equal opportunities.

Among the actions developed in this program, we can emphasize: awareness activity called Talking about Inclusion, accomplished with non-managerial collaborators; training and booklet Leading People with Disabilities, offered to managers; training and booklet Guide Rights and Duties of Persons with Disabilities, offered to employees with disabilities; training with Human Resources departments; partnership with social institutions for the appointment and hiring of people with disabilities; integration and monitoring of the inclusion of people with disabilities.

Living Better Children
With Living Better Children project, AMAGGI seeks to value education in the process of training the children of employees, contributing to the future professionals. By investing in education, the company helps to develop critical awareness and the ability to make healthier and more sustainable choices.

The initiative offers activities between parents and children, and contemplates the beneficiaries with the Knowledge Kit (school material). All this work helps the reflection process of the parents on the family legacy, the accompaniment and responsibility in the formation of these young citizens.

The 2016 edition of Living Better Children counted on three phases. In the first one, rounds of conversations were held with employees. Through play activities, parents reflected on the importance of being present in their children's school life, and exchanged experiences. At the end of the activities, they received a form to fill out, searching for elements about their children's educational lives.

In the second phase the parents received the result of the applied form. The feedback was guided by a psycho-pedagogue, allowing the development of a more careful look and a closer listening for what is beyond the grades on the school reports: the role of the family in the educational process.

The third phase, in 2016, aimed at the integration of what was done previously, being the responsibility of the employees to show through images everything that was approached in the meetings of the project.

Financial Equilibrium Program
In 2016 the Financial Equilibrium Program was accomplished, aiming to promote the culture of financial education inside AMAGGI, increasing the level of understanding of employees and their families concerned to a more conscious use of money and credit, allowing the realization of dreams.

Divided into modules, the program sought a closer participation of employees, so they could put into practice the tips passed between modules. Individual assistance was also offered to employees who needed further guidance.

Employees’ service and guidance

AMAGGI offers a number of benefits to its employees in order to support them in various personal and professional situations.

The aim of the Care Program is to accompany the cases of employees in social security retirement to reestablish health and return to work, as well as attending to cases involving relatives.

In 2016, 849 appointments were made, among which: social security intermediation; clinical follow-ups; financial guidelines; care about life insurance; intermediaries for medical care; assistance on funeral assistance; cases of abuse of alcohol and other drugs.

Remuneration and benefits

At AMAGGI, compensation and benefits management is based on the needs of the business, according to the company culture and the best market practices. In 2016 two major actions well represented the initiatives of this area:

Market research: with the support of Hay Group, the research sought to assess AMAGGI adherence to the best remuneration and benefits practices at the national and regional levels, allowing to conclude that the company's practices are in line with the market and, at some points, above of what is practiced by competitors;

Goal Change in the Profit Sharing Program (PPR): the new Goal Program, which was previously restricted to managers, was extended to all employees. This new model was presented in all company units, with the participation of all managers, and will be an opportunity to intensify AMAGGI practice of justice and meritocracy.