People Management

Guidelines and indicators

We have operated in Brazil for 110 years, sharing our core values (integrity, openness and trust, teamwork, entrepreneurship and citizenship), and we continue to believe that valuing people is the best way to achieve excellence. Our Recruitment Policy and Selection Process check the fit between candidates' profiles and the qualifications required for the job, and the candidates' capacity to adopt the behaviors expected of them.

Initially, all posts are offered internally, since Bunge believes that the best way to retain talents is by creating professional growth opportunities. As a result, employees can apply for new positions and be confident that the selection criteria will take their accomplishments and potential into account.

Our people management strategy is based on the principle that professional development is highly dependent on each individual's effort and planning. This is why managers discuss each team member's Individual Development Plan (PDIs) with them, setting mutually agreed upon challenging targets aligned with corporate strategy. Bunge strives to retain and encourage employees who pursue professional growth, who are aware of their skills and seek to develop them in line with the operational excellence which drives the business. Trust, a particularly important core value for Bunge, fosters open and candid discussions. Leaders are encouraged to listen and manage actively, facilitating dialogue, promoting behavioral changes and engaging their teams in the pursuit of sustainable results.

A key management priority is to boost learning and growth opportunities for employees, enhancing their professional skills.

Bunge Brasil ended 2015 with 15,678 direct employees, a 6%reduction in headcount compared with the previous year, due mainly to the Brazilian economic situation and the optimization of the Sugar & Bioenergy business structure. This represented a major challenge for the company, which was overcome by the internal placement of employees thereby fully capitalizing on our existing talent. In spite of this restructuring, the company persisted in its personnel management strategy aimed at preparing people to drive business growth. We continue to offer a workplace that fosters development and guarantees the health and safety of our employees.

To continuously enhance people management is a global priority for Bunge. It is essential for the company to have motivated and engaged employees at all levels, with the competencies, experience and values needed for the positions they occupy, ensuring superior performance and driving excellent results for the business. All employees have the same opportunities for professional growth, because the company believes that diversity generates new ideas and drives the business, boosting customer satisfaction. For this reason, we effectively promote inclusion in the labor force by means of the Bunge corporate Diversity program, aimed at creating jobs for the disabled.

To further develop diversity, the company has increased the number of women in the labor force. In an effort to expand its horizons, Bunge improved inclusion during 2015, increasing the percentage of female employees from 13.1% to 13.5% and the number of disabled employees in the work force by 11.6%. The ethnic composition remained stable, with 55% of the work force describing themselves as white, 39% as mulatto, and the remainder (6%) as black, yellow and indigenous.

In addition to the focus on diversity and investment in training and ongoing education, the company offers attractive salaries and benefits in a way that each employee reassure, every day, your link with the company. The remuneration package is aligned with best market practices, with a differentiated salary scale which varies depending on the job performed and the region in the country, highlighting the Recompensar Program, related to participation in profits and results, all employees aligned with the objectives and corporate goals with target of two salaries and potential four salaries, according to the results achieved by the company in the year. Worthy of note is the company private pension plan Bungeprev. Participants in the plan make a voluntary basic contribution of up to 6% of their basic gross salary less 10 URs (Reference Units), or their gross salary less R$ 3,880 (data base 2015). The company pays in the equivalent of 150% of the participant's contribution. In December 2015, Bungeprev assets totaled approximately R$ 383 million. The Bungeprev pension plan is not extended to employees under the registry numbers of the Sugar & Bioenergy mills.

Compensation Policy

G4-51 G4-52 G4-53

Bunge compensation strategy pursues two major objectives:

  • To achieve internal and external balance in salary management aimed at ensuring competitiveness in the market as a means of attracting and retaining talent;
  • To recognize high performance.

Compensation management is based on managing job positions, underpinned by the Hay assessment method and market comparisons. This is supported by the global strategy that the head office developed in partnership with Bunge operations in other countries and which was approved by the Global Executive Committee. Remuneration practices and policies also incorporate the recommendations of specialized consultancies such as Hay Group, Mercer and Towers Watson, which by means of salary surveys and specific studies enable the adoption of practices that promote the company's competitiveness.

The company follows a global executive recognition policy (Equity Incentive Plan) - EIP -, which is based on granting company shares. Administered by Bunge Limited, the EIP seeks to:

  • Fulfill executives' expectations, while aligning them with the interests of shareholders;
  • Attract, retain and motivate eligible employees;
  • Instill long-term behaviors and vision;
  • Encourage a feeling of ownership and commitment;
  • Differentiate performance aligned with market practices.

The Profit-sharing program is aimed at encouraging and engaging employees in achieving and exceeding the targets established in the company's business plan. Overseen on a monthly basis by a management committee, the targets are set between the end of one year and the beginning of the next, starting with the head office and cascading down to all employees in leadership positions (managers, directors, VPs and CEO). The targets are broken down further for the teams. For the plants, production goals are set for each unit using a visible management model to track the achievement of targets.

Bunge applies clawback agreements in specific cases developed by the company involving hiring bonuses and allowances for expatriates. Severance payments are made in accordance with the labor legislation in force and within the respective legal time limits regardless of the reason for dismissal.

With the exception of the Sugar & Bioenergy business, employees are entitled to a supplementary pension plan administered by Bungeprev (further information in the chapter People Management).

 

BUNGEPREV  G4-EC3 | G4-10

Plan name

Type of plan

# of active participants
ativos

# of beneficiaries

% of employees
participating

Participation status
do plano

Bunge plan

Variable contribution

6,309

261

78%

Voluntary

Solae plan

Variable contribution

316

10

100%

Voluntary

 

TOTAL NUMBER OF EMPLOYEES BY REGION AND BY BUSINESS 2015

(including seasonal and farm laborers)

Region

Agribusiness

Foods & Ingredients

Sugar & Bioenergy

Corporate

Total

South

1,072

678

 

69

1,819

Southeast

445

1,494

6,599

613

9,151

Midwest

1,183

328

677

42

2,230

Northeast

538

666

 

26

1,230

North

270

10

952

16

1,248

Total

3,508

3,176

8,228

766

15,678

 

TOTAL NUMBER OF EMPLOYEES BY REGION AND BY BUSINESS 2014

(including seasonal and farm laborers)

Region

Agribusiness

Foods & Ingredients

Sugar & Bioenergy

Corporate

Total

South

1,066

717

-

57

1,840

Southeast

426

1,578

7,651

598

10,253

Midwest

1,096

279

787

41

2,203

Northeast

479

705

-

23

1,207

North

177

11

993

12

1,193

Total

3,244

3,290

9,431

731

16,696

 

TOTAL NUMBER OF EMPLOYEES BY REGION AND BY BUSINESS 2013

(including seasonal and farm laborers)

Region

Agribusiness

Foods & Ingredients

Sugar & Bioenergy

Corporate

Total

South

1,055

807

67

1,929

Southeast

459

1,649

9,130

576

11,802

Midwest

1,075

286

813

42

2,216

Northeast

456

675

24

1,155

North

35

18

1,170

16

1,239

Total

3,080

3,435

11,113

725

18,353

 

TOTAL NUMBER OF EMPLOYEES BY REGION AND BY BUSINESS 2015

(Excluding seasonal and farm laborers)

Region

Agribusiness

Foods & Ingredients

Sugar & Bioenergy

Corporate

Total

South

1,066

678

 

69

1,813

Southeast

445

1,494

6,428

613

8,980

Midwest

1,022

328

666

42

2,058

Northeast

495

666

 

25

1,186

North

261

10

952

16

1,239

Total

3,289

3,176

8,046

766

15,276

 

TOTAL NUMBER OF EMPLOYEES BY REGION AND BY BUSINESS 2014

(Excluding seasonal and farm laborers)

Region

Agribusiness

Foods & Ingredients

Sugar & Bioenergy

Corporate

Total

South

1,052

717

 

57

1,826

Southeast

426

1,578

7,313

598

9,915

Midwest

966

279

772

41

2,058

Northeast

462

705

 

23

1,190

North

177

11

993

12

1,193

Total

3,083

3,290

9,078

731

16,182

 

TOTAL NUMBER OF EMPLOYEES BY REGION AND BY BUSINESS 2013

(Excluding seasonal and farm laborers)

Region

Agribusiness

Foods & Ingredients

Sugar & Bioenergy

Corporate

Total

South

1,044

807

0

67

1,918

Southeast

452

1,649

8,539

564

11,204

Midwest

910

286

771

42

2,009

Northeast

447

675

 

24

1,146

North

35

18

1,170

16

1,239

Total

2,888

3,435

10,480

713

17,516

 

TOTAL NUMBER OF EMPLOYEES BY TYPE OF CONTRACT

 

2013

2014

2015

Type of contract

Including farm and seasonal workers

Excluding farm and seasonal workers

Including farm and seasonal workers

Excluding farm and seasonal workers

Including farm and seasonal workers

Excluding farm and seasonal workers

Salaried

16,735

16,531

15,457

15,296

14,679

14,459

Daily

633

-

353

-

182

-

Hourly

984

984

886

886

817

817

Statutory

1

1

-

-

-

-

Total

18,353

17,516

16,696

16,182

15,678

15,276

 

DIVERSITY INDICATORS G4-10
Breakdown of work force by gender, age group and ethnic origin

MEN

 

 

White

Yellow

Black

Mulatto

Indigenous

Total

Vice-presidents

Under 30 years

-

-

-

-

-

-

From 30 to 50 years

2

-

-

-

-

2

Over 50 years

2

-

-

-

-

2

Total

4

-

-

-

-

4

Directors

Under 30 years

-

-

-

-

-

-

From 30 to 50 years

17

1

-

-

-

18

Over 50 years

11

-

-

-

-

11

Total

28

1

-

-

-

29

Managers

Under 30 years

3

-

-

2

-

5

From 30 to 50 years

174

5

2

42

2

225

Over 50 years

36

1

-

1

-

38

Total

213

6

2

45

2

268

Heads and coordinators

Under 30 years

180

-

12

119

1

312

From 30 to 50 years

624

6

27

314

7

978

Over 50 years

86

3

4

25

-

118

Total

890

9

43

458

8

1,408

Administration

Under 30 years

407

3

23

298

-

731

From 30 to 50 years

565

6

27

300

1

899

Over 50 years

71

5

4

16

1

97

Total

1,043

14

54

614

2

1,727

Operational

Under 30 years

1,595

18

179

1,657

5

3,454

From 30 to 50 years

2,757

26

329

2,061

27

5,200

Over 50 years

628

10

61

271

6

976

Total

4,980

54

569

3,989

38

9,630

Trainees

Under 30 years

6

-

-

2

-

8

From 30 to 50 years

-

-

-

-

-

-

Over 50 years

-

-

-

-

-

-

Total

6

-

-

2

-

8

Apprentices

Under 30 years

40

-

6

79

-

125

From 30 to 50 years

-

-

-

-

-

-

Over 50 years

-

-

-

-

-

-

Total

40

-

6

79

-

125

Expatriates*

Under 30 years

2

-

-

1

-

3

From 30 to 50 years

6

-

-

4

-

10

Over 50 years

3

-

-

-

-

3

Total

11

-

-

5

-

16

Seasonal workers

Under 30 years

33

5

15

117

4

174

From 30 to 50 years

48

2

8

80

6

144

Over 50 years

21

-

1

17

-

39

Total

102

7

24

214

10

357

Overall total

Under 30 years

2,266

26

235

2,275

10

4,812

From 30 to 50 years

4,193

46

393

2,801

43

7,476

Over 50 years

858

19

70

330

7

1,284

Total

7,317

91

698

5,406

60

13,572

                                                                                                              

WOMEN

 

 

White

Yellow

Black

Mulatto

Indigenous

Total

Vice-presidents

Under 30 years

-

-

-

-

-

-

From 30 to 50 years

-

-

-

-

-

-

Over 50 years

1

-

-

-

-

1

Total

1

-

-

-

-

1

Directors

Under 30 years

-

-

-

-

-

-

From 30 to 50 years

5

-

-

-

-

5

Over 50 years

-

-

-

-

-

-

Total

5

-

-

-

-

5

Managers

Under 30 years

-

-

-

-

-

-

From 30 to 50 years

50

2

1

4

-

57

Over 50 years

5

0

-

1

-

6

Total

55

2

1

5

-

63

Heads and coordinators

Under 30 years

25

1

-

13

-

39

From 30 to 50 years

94

-

3

35

1

133

Over 50 years

9

-

-

-

-

9

Total

128

1

3

48

1

181

Administration

Under 30 years

398

5

11

195

-

609

From 30 to 50 years

374

4

15

177

1

571

Over 50 years

23

-

1

-

-

24

Total

795

9

27

372

1

1,204

Operational

Under 30 years

103

-

13

92

-

208

From 30 to 50 years

150

1

26

100

3

280

Over 50 years

9

-

4

8

-

21

Total

262

1

43

200

3

509

Trainees

Under 30 years

2

-

-

2

-

4

From 30 to 50 years

-

-

-

-

-

-

Over 50 years

-

-

-

-

-

-

Total

2

-

-

2

-

4

Apprentices

Under 30 years

43

-

3

64

-

110

From 30 to 50 years

-

-

-

-

-

-

Over 50 years

-

-

-

-

-

-

Total

43

-

3

64

-

110

Expatriates*

Under 30 years

1

-

-

-

-

1

From 30 to 50 years

1

-

-

-

-

1

Over 50 years

-

-

-

-

-

-

Total

2

-

-

-

-

2

Seasonal workers

Under 30 years

4

2

-

13

-

19

From 30 to 50 years

11

-

3

9

-

23

Over 50 years

3

-

-

-

-

3

Total

18

2

3

22

-

45

Overall total

Under 30 years

576

8

27

379

0

990

From 30 to 50 years

685

7

48

325

5

1,070

Over 50 years

50

0

5

9

0

64

Total

1,311

15

80

713

5

2,124

 

TOTAL MEN AND WOMEN

 

 

White

Yellow

Black

Mulatto

Indigenous

Total

Vice-presidents

Under 30 years

-

-

-

-

-

-

From 30 to 50 years

2

-

-

-

-

2

Over 50 years

3

-

-

-

-

3

Total

5

-

-

-

-

5

Directors

Under 30 years

-

-

 

 

 

-

From 30 to 50 years

22

1

-

-

-

23

Over 50 years

11

-

-

-

-

11

Total

33

1

-

-

-

34

Managers

Under 30 years

3

0

0

2

0

5

From 30 to 50 years

224

7

3

46

2

282

Over 50 years

41

1

0

2

0

44

Total

268

8

3

50

2

331

Heads and coordinators

Under 30 years

205

1

12

132

1

351

From 30 to 50 years

718

6

30

349

8

1,111

Over 50 years

95

3

4

25

0

127

Total

1,018

10

46

506

9

1,589

Administration

Under 30 years

805

8

34

493

0

1,340

From 30 to 50 years

939

10

42

477

2

1,470

Over 50 years

94

5

5

16

1

121

Total

1,838

23

81

986

3

2,931

Operational

Under 30 years

1,698

18

192

1,749

5

3,662

From 30 to 50 years

2,907

27

355

2,161

30

5,480

Over 50 years

637

10

65

279

6

997

Total

5,242

55

612

4,189

41

10,139

Trainees

Under 30 years

8

0

0

4

0

12

From 30 to 50 years

0

0

0

0

0

0

Over 50 years

0

0

0

0

0

0

Total

8

0

0

4

0

12

Apprentices

Under 30 years

83

0

9

143

0

235

From 30 to 50 years

0

0

0

0

0

0

Over 50 years

0

0

0

0

0

0

Total

83

0

9

143

0

235

Expatriates*

Under 30 years

3

0

0

1

0

4

From 30 to 50 years

7

0

0

4

0

11

Over 50 years

3

0

0

0

0

3

Total

13

0

0

5

0

18

Seasonal workers

Under 30 years

37

7

15

130

4

193

From 30 to 50 years

59

2

11

89

6

167

Over 50 years

24

0

1

17

0

42

Total

120

9

27

236

10

402

Overall total

Under 30 years

2,842

34

262

2,654

10

5,802

From 30 to 50 years

4,878

53

441

3,126

48

8,546

Over 50 years

908

19

75

339

7

1,348

Total

8,628

106

778

6,119

65

15,696

** Expatriate employees are not included in the headcount. Ethnic origin as declared by the employee.

 

RATIO OF LOWEST SALARY TO NATIONAL MINIMUM SALARY

G4-EC5

 

 

MEN

WOMEN

Most representative employees quantity by business

Unit

Lowest
salary paid (R$)

Difference (%)

Lowest
salary paid (R$)

Difference (%)

Sugar & Bioenergy

Moema mill

R$ 926.19

15%

R$ 926.19

15%

Foods & Ingredients

Jaguaré unit

R$ 1,295.80

39%

R$ 1,295.80    

39%

Corporate

Head office (Cenesp/Atrium)

R$ 1,740.45

55%

R$ 2,027.90

61%

Agribusiness

Rondonópolis unit

R$ 1,130.60  

30%

R$ 1,130.60 

30%

* National minimum salary in 2015 was R$788.00

 

TURNOVER RATE BY GENDER (EXCLUDING SEASONAL AND FARM WORKERS)  

G4-LA1

 

Agribusiness (%)

Foods & Ingredients (%)

Sugar & Bioenergy (%)

Corporate (%)

Total (%)

Women

27

28

23

19

24

Men

20

20

19

23

19

Total

21

21

19

21

20

 

TURNOVER RATE BY REGION (EXCLUDING SEASONAL AND FARM WORKERS)  

G4-LA1

 

Agribusiness (%)

Foods & Ingredients (%)

Sugar & Bioenergy (%)

Corporate (%)

Total (%)

South

25

19

-

19

23

Southeast

9

22

17

21

17

Midwest

26

32

38

29

31

North

18

0

22

9

21

Northeast

12

16

-

22

15

Total

21

21

19

21

20

 

TURNOVER RATE BY AGE GROUP (EXCLUDING SEASONAL AND FARM WORKERS)

G4-LA1

 

Agribusiness (%)

Foods & Ingredients (%)

Sugar & Bioenergy  (%)

Corporate (%)

Total (%)

Under 30 years

28

30

24

28

26

From 30 to 50 years

12

14

15

16

14

Over 50 years

32

37

26

27

29

Total

21

21

19

21

20

 

Another focus in personnel management has been the reduction of the employee turnover rate, a challenge also experienced by the other companies in the industry. In 2015, among employees without fixed term contracts, the overall turnover rate was 20%, compared with 23% in 2014. To reduce this indicator, Bunge relies on its corporate values such as Openness and Trust. A clear example of this commitment is the fact that collective bargaining agreements cover 100% of company employees.

G4-11

With respect to maternity leave, a right which all Brazilian women are entitled to, 100% of employees returned to work after their leave, while 56% remained in the company 12 months after returning.

G4-LA3

 

AVERAGE LENGTH OF SERVICE BY AGE GROUP AND GENDER *
(IN YEARS)

G4-LA1

Men

Women

Under 30 years

From 30 to 50 years

Over 50 years

Under 30 years

From 30 to 50 years

Over 50 years

1.37

3.32

2.87

1.77

4.34

2.43

* Excluding seasonal and farm workers

 

Occupational health and safety

In 2015, the Bunge's Safety Culture was stepped up aimed at achieving the target of Zero Incidents. To reinforce this principle and embed it companywide, Bunge launched its global safety campaign Stop. Think. Protect.

The initiative carries two key messages:

1. Every worker has the right and responsibility to speak up and stop work if conditions are unsafe;

2. Always put safety ahead of profit and production.

The campaign is focused on reducing fatalities and serious accidents to zero, through rigorous management of the five main high potential exposures activities or HPEs, which are:

The effort to maintain a healthy, safe work place focused on zero accidents is part of the company's day to day routine and safety results are key indicators of the company's operational excellence. This requires full-time assessment and monitoring of working conditions. For this reason, all units have management systems with global and annual protocol audits, with accident reduction targets that are monitored on a weekly basis.

The company also conducts training sessions and educational campaigns to encourage employees and third-party workers to adopt safer behaviors and practices. These commitments are set forth in Bunge's Health and Safety Policy which establishes that:

  • No work is so important or urgent that it cannot be performed safely
  • We will not put profit or production ahead of safety and health.
  • We will act swiftly to eliminate or control all high-potential exposures.
  • We will be guided by the Bunge Global Safety Management System.
  • Safety performance is a key indicator of operational excellence.
  • All work-related injuries, illnesses, unsafe conditions and risky behaviors are preventable.
  • We will promote off-the-job safety and wellness for our employees.
  • All personnel are responsible and accountable for their own safety and the safety of others.
  • All levels of management and supervision are accountable for demonstrating proactive safety leadership.

"Being safe and taking care of ourselves and each other is our priority. We will never put profit or production ahead of safety." Soren Schroder, global CEO

 

All employees are represented on formal health and safety committees comprising managers and workers who help monitor and provide advice on occupational health and safety programs. This initiative is supported by the Internal Accident Prevention Commissions (CIPA in the Portuguese acronym), consisting of individuals who are nominated and elected at the operating units, and by the 5S housekeeping program, called Sensos. Health and safety-related topics are incorporated into collective labor agreements, such as: maintenance of the complaints system, the right to refuse unsafe work, regular visits by union members, compliance with International Labor Organization (ILO) Convention 155, and the provision and use Personal Protective Equipment (PPE). Bunge actively supports the application of these practices.

G4-LA5    G4-LA8

In 2015, there was 21% reduction in lost time accidents involving high potential exposure activities.

In spite of the increased frequency of lost time and restricted work accidents compared with 2014, Bunge Brasil remained within the global target set for this indicator. Lost time accidents involving high potential exposures (HPEs), which represent a greater risk to employee health and safety, were reduced by 21% compared with 2014. In 2015, there were no fatalities resulting from work accidents.

Bunge Brasil's businesses encompass critical activities for which specific safety training programs are conducted. However, there are no occupations in the company that entail high risks of diseases. All company units also develop measures under the corporate quality of life program, Bunge Vida, aimed at promoting health.

G4-LA7

Under the Bunge safety program, all units elaborate medical reports, carry out ergonomics assessment, and organize talks, Daily Safety Dialogues (DSD) and an Internal Accident Prevention Week (Sipat in the Portuguese acronym).

OCCUPATIONAL SAFETY TARGETS

G4-LA6

Lost time accident rate

0.10

Lost time and restricted work accident rate

0.40

 

SAFETY INDICATORS

G4-LA6

 

Lost time accident rate

Non-lost time accident rate

Lost time + restricted work accident rate

Days lost rate + charged

Number of fatalities

Sugar & Bioenergy

0.23

1.47

0.46

9.67

0

Agribusiness

0.07

0.60

0.15

1.29

0

Foods & Ingredients

0.23

0.29

0.40

6.15

0

Total

0.18

0.93

0.35

7.88

0

* Bunge Brasil is aligned with the global occupational safety guidelines and metrics established by headquarters. By determination of the global safety area, commuting accidents and accidents involving temporary workers are not included. Bunge Brasil does not discriminate its health and safety statistics by gender.

 

Talent management

One of the key elements of company personnel management strategy is expanding learning and growth opportunities aimed at developing the professionals skills employees require to realize their full potential. Entrepreneurship is a major value, providing people with greater autonomy to work and to present projects. As such, we strive to develop more proactive employees who may develop and share new viewpoints with respect to their activities and the businesses. In parallel, the company invests in processes to drive greater productivity, promoting the development of competencies that help enhance the performance of the entire work force.

Investments in talent management are also aimed at improving retention, since trained and committed professionals represent a competitive advantage for any company. Consequently, in recent years we have worked on the standardization, integration, transparency and overall visibility of our talent management processes. The result was the implementation of people@bunge, a integrated, global platform that enables managers to access profile, performance, career, succession, development and reward data for their teams in a single environment.

For the evaluation of the employees of the level of coordination to vice presidential in the categories potential and development, Bunge uses a practice called Talent Pool, which are committees composed of an executive group with a hierarchical level immediately higher than the employee rated and aim to:

  • Identifying potential leaders, focused on the competencies required for each management level;
  • Facilitating the development of the employees involved, including succession planning and accelerating the readiness of these individuals to assume future positions;
  • Continuously assessing the professional progress of these employees, providing them with development opportunities (strengthening expertise and developing multiple new business competencies for the Agribusiness, Foods & Ingredients and Sugar & Bioenergy areas);
  • Encouraging dialogue among these individuals.

Because it is a collegiate practice, the Talent Pool minimizes errors and prevents subjectivity. Conducted on an annual basis, the system orientates the succession plan, promotion decisions, strategies related to key positions and talent development needs. In general, this process favors a more incisive approach to the discussion of career development possibilities and provides one of the variables for the planning and relocation of talents (horizontally/vertically and to other Bunge companies worldwide), succession, recognition, merit bonuses and stock options, among others. The feedback process that follows this points out the competencies and skills to be worked on in the Individual Development Plan (IDP)

The IDP is prepared based on skills that need to be developed or improved so that the individual may achieve established goals. This is negotiated and agreed with the executive's manager through the people@bunge platform. With a view to achieving the established goals, the company offers a series of courses for leaders and technical personnel at different levels. During 2015, 1,194 employees were assessed using this methodology (leaders from vice president to coordination level), corresponding to 7% of the total work force.

G4-LA11

In 2015, Bunge Brasil was in the ranking of companies that most value their employees elaborated by the magazines Você S/A and Exame. The result was based on personnel management practices and employees' opinions.

 

AVERAGE NUMBER OF TRAINING HOURS 2015

G4-LA9

 

Hours of training

Number of employees

Average per employee

 

Men

Women

Men

Women

Men

Women

Bunge  

Brasil

Vice Presidents

-

-

4

1

-

-

-

Directors

230

55

29

5

7.93

11.00

8.38

Management

9,068

2,277

268

63

33.84

36.14

34.27

Heads and coordination

59,795

5,057

1,408

181

42.47

27.94

40.81

Administrative

15,659

11,399

1,727

1,204

9.07

9.47

9.23

Operational

342,909

13,686

9,987

554

34.34

24.70

33.83

Trainees

1,224

719

8

4

153.00

179.75

161.92

Apprentices

1,001

1,124

125

110

8.01

10.22

9.04

Total

429,886

34,317

13,572

2,124

31.67

16.16

29.57

 

Training and continued education

Our training programs are designed to add value for the businesses, to ensure competitive differentials and sustainability through ongoing learning. They are organized on four fronts:

  • Business School: This comprises programs that enable knowledge management, providing wide-ranging understanding of the business, process alignment, improvement in performance indicators and reductions in staff turnover. In 2015, 217 managers in the Agribusiness area were trained.
  • Leadership school: This is aimed at developing leaders' global vision and knowledge of local operations, based on the Bunge values, boosting understanding of the business and its strategies, its main challenges and routes to growth. It also helps develop the competencies necessary for leaders to achieve their goals and targets, driving improved team and process performance. In 2015, 598 employees were trained in the different program modules (Interview by Competencies, 4 Es Feedback, LDP, MDP, SDP, Presentations Skills). The Knowledge Space is aimed at leadership development. This space is a digital interaction and training tool which was offered to 1,100 employees. Participation reached 90%, with 548 achieving the targets established on time, an increase of over 12% compared with the previous year.
  • Continued Education School: Consisting of programs to encourage ongoing education aimed at boosting the company's competitiveness and providing employees with opportunities to stay up-to-date and be prepared to meet present and future challenges. It ranges from language courses to undergraduate, postgraduate and International MBA programs.
  • Technical Training School: The school provides courses on technical and behavioral competencies, focused on bridging individual and/or group gaps and driving on-the-job specialization. In 2015, 341 subjects were taught to 2,884 groups, with 66,808 individual participations.

G4-LA10

In 2015, the average number of hours training per employee was 29, an increase of 31% over 2014. During the year, the company invested heavily in exposing employees to new educational methodologies, in particular through the implementation of the people@bunge learning portal and the offer of a series of online courses which are not counted in the almost 460,000 hours of training carried out by the company, focused on management, excellence and productivity.

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