 |
The basis of this policy is ongoing training. Staff from all units has many opportunities to participate in training and development programs that enable professional improvement and lead to a better performance.
The organizational environment in Arcelor Brasil's companies is one of the best in the market. In 2005, for the second year in a row, the CST subsidiary received first place honors in an evaluation carried out by the Hay do Brasil Consulting Group. The Belgo subsidiary, on the other hand, was considered one of the best companies to work for in Brazil, according to an annual survey carried out by Exame and Você S.A magazines.
In this field, occupational safety is a fundamental value to Arcelor Brasil. The prevention of accidents, bolstered by integrated systems and both regular and specialized training, is a part of the operational activities routine, including expansion of work.
The indicators in this field are among the best throughout all Brazilian industries. All of Arcelor Brasil's companies are certified by the international specification OHSAS 18001, which demonstrates the quality of their occupational health and safety policies and systems.
Employees and their families enjoy a global benefits policy that includes medical and dental care, group life insurance, private pension plan, food services, and others as well.
The remuneration system is one of the most competitive in the market and is based on criteria that mix a fixed salary and variable remuneration, the latter consisting of the share of profits and results, connected to the achievement of set goals.
Encouraged to participate in the Company management, collaborators also play a part as agents in the multiplication of values developed internally, extending the concepts of sustainability to the whole society.
EMPLOYEE PROFILES |
|
2005 |
|
2004 |
Number of employees (December 31)
|
|
|
|
|
Total |
|
11,970 |
|
11,516 |
Number of underage apprentices (December 31)
|
|
|
|
|
Total |
|
358 |
|
267 |
Ratio between interns and work force (December 31)
|
% |
Amount |
% |
Amount |
Total |
6.39 |
764 |
7.0 |
813 |
Ratio between interns and outsourced work force (December 31)
|
% |
Amount |
% |
Amount |
Total |
3.85 |
764 |
4.39 |
813 |
EMPLOYEE TRAINING |
|
2005 |
|
2004 |
Average hours of professional development per employee per year - Total
|
|
|
Total |
|
115,872 |
|
101,066 |
Percentage of training hours in relation to possible working hours
|
|
|
Total(%) |
|
6.19 |
|
- |
Percentage of gross revenue* invested in professional development and training
|
|
|
Total(%) |
|
0.27 |
|
0.29 |
EMPLOYEES 2005 |
| Average age |
Up to 19 years old |
20 to 30 years old |
31 to 40 years old |
41 to 50 years old |
Above 50 years of age |
| Total |
49 |
3,410 |
3,431 |
3,997 |
1,083 |
%
|
0.41
|
28.48
|
28.66
|
33.39
|
9.05
|
| Time at the company |
Up to 1 year |
1 to 10 years |
11 to 20 years |
21 to 30 years |
More than 30 years |
| Total |
1,240 |
4,925 |
3,526 |
2,230 |
49 |
%
|
10.36
|
41.14
|
29.46
|
18.63
|
0.41
|
| Schooling |
Illiterate |
Elementary School |
High School |
University |
|
|
| Total |
0 |
1,032 |
3,431 |
3,997 |
|
|
%
|
0
|
8.62
|
61.04
|
30.33
|
|
|
| * CONSOLIDATED PRO FORMA ARCELOR BRASIL |
EMPLOYEE PROFILES |
|
2005 |
|
2004 |
Total investment in training of work force (in R$ thousands) |
|
26,611 |
|
25,466 |
Number of innovations or improvements adopted based on employees' suggestions |
|
|
Total |
|
5,941 |
|
4,982 |
| Diversity |
|
Percentage in relation to
total number of employees |
|
Percentage in management
positions in relation to total
management positions |
| Women |
| Total |
|
904 |
|
9 |
% |
|
7.55 |
|
1.65 |
| People above 45 years of age |
| Total |
|
2,770 |
|
166 |
% |
|
23 |
|
45 |
Ratio between the highest and lowest pay in the company
|
|
|
|
66
|
Total number of layoffs in the period
|
|
651
|
|
463
|
Total number of hired employees in the period
|
|
1,245
|
|
1,108
|
Percentage of employees above 45 years of age laid off in relation to total layoffs
|
|
38
|
|
27
|
EMPLOYEE PROFILES |
|
2005 |
|
2004 |
| Number of employees participating in programs that prepare for retirement |
|
|
|
|
Total |
|
349 |
|
200 |
| Average overtime hours per employee a year |
| Total |
|
179 |
|
184 |
% |
|
0.015 |
|
0.016 |
Ratio between occurrence of work related accidents
with time loss: number of accidents with time loss/worked hours x 1,000 |
Employees |
Outsourced |
Employees |
Outsourced |
Total |
1.17 |
1.54 |
1.50 |
2.17 |
| Absence rate (including all types of absence) |
Total |
|
0.829 |
|
0.820 |
| Percentage of accidents resulting in temporary leave |
Employees |
Outsourced |
Employees |
Outsourced |
Total % |
30.77 |
5.90 |
33.71 |
9.60 |
| Percentage of accidents resulting in death of in-house or outsourced employees |
Employees |
Outsourced |
Employees |
Outsourced |
Total % |
0,00 |
1.07 |
6.74 |
1.27 |
 |
 |
All of Arcelor Brasil units develop employees' life and health quality improvement programs, encouraging them to take up healthy habits and practices in their everyday lives, inside and outside the company. One of the oldest and most successful results of this attitude is the Programa de Qualidade de Vida Pró-Vida (Quality of Life Program), developed in 1993 by the CST subsidiary. This initiative seeks to promote its employee's health by means of regular assessment that determine their health profile.
Among the results achieved by the program in 2005, the following stand out:
- The percentage of employees in Level of (health) Risk 0 went form 70.00%, to 75.70%;
- 97.30% of employees displayed good and excellent oral health levels;
- Smoking was reduced to 5.90% in 2005 (8.50% in 2004).
Arcelor Brasil's companies continually invest in employee training in many areas, so as to enable them to receive appropriate professional certification. One result of this policy can be measured by the leadership of the CST subsidiary in the ranking of national certification entities.
In 2005, the company kept its number one position in the ranking of companies with the highest number of employees certified by the PNQC - Programa Nacional de Qualificação e Certificação de Pessoal na Área de Manutenção (National Maintenance Staff Qualification and Certification Program), from the ABRAMAN - Associação Brasileira de Manutenção (Brazilian Maintenance Association). Since 1996, when the company joined the program, 713 professionals have been certified (8.91% of all certificates). In the PNCO - Programa Nacional de Certificação de Operadores (National Operator Certification Program), developed by the ABM - Associação Brasileira de Metalurgia e Materiais (Brazilian Metallurgy and Materials Association), CST reached the figure of 168 professionals certified since 2003. This figure represents 32.87% of the total number of certificates issued in the country- second place in the ranking.
Aimed at assuring that their facilities provide a healthy, safe work environment, free from serious and fatal accidents, Arcelor Brasil's subsidiaries (Belgo, CST, and Vega do Sul) take regular actions that have made them the benchmark, not only in the steel industry, but also throughout all industries.
One of the most recent initiatives, Programa Acidente - Tolerância Zero (Accident: Zero Tolerance Program) has been carried out by the Belgo subsidiary since 2004, and aims at raising the awareness of the importance of having safety as a value that is present in all daily activities. The program reinforces three elements: strict adherence to the basic principle which states that everything has to be done safely; commitment to analyzing and eliminating all potential accidental risks; discipline while investigating and treatment of all incidents and accidents.
|
|
|
|
Arcelor Brasil encourages the development of its employees' personal talents through programs that foster knowledge, relationships and training. A program carried out by the Juiz de Fora Unit of the Belgo subsidiary, the Programa de Desenvolvimento de Equipes (Team Development Program), is one such example. The goal is to allow all operational staff to optimize their capacities by raising the awareness of their potential.
The program is aimed at improving the relationship one has with others, with work and with set goals. In other words, it enables professionals to understand the global environment and its impact on organizations. They will thus be able to consolidate a common language about variables that have an impact on the organization's results and to develop new attitudes towards business challenges, which will allow the setting of goals of personal change as well as the development of a more critical view and new business mindsets.
|
|
Arcelor Brasil believes that recognizing its employees' individual talents is also a way to respect and foster their development. Giving prizes is one of the strategies its subsidiaries adopt to show recognition. This includes Top de Vendas (Top Sales Performer), an award granted to the best performances in the Belgo subsidiary's sales team. Careful and didactically designed, rules aim at allowing all participants to effectively achieve their best results. The winners have their efforts recognized by senior management at a special ceremony where they receive a percentage of their salary and a trip aboard.
|
|
Arcelor Brasil extends its Human Resources policies and concepts to its partners, requiring that the contractors strictly comply with internal standards and be committed to occupational health and safety issues, encouraging the development of similar programs of ongoing education, remuneration, benefits, and citizenship.
Arcelor Brasil's companies have been making a great effort to offer their outsourced employees the same conditions their in-house staff enjoys. This principle guides the occupational health and safety management system, which dispenses the same attention and requirements to both outsourced and internal staff.
The companies audit their outsourcers-an educational and precautionary measure-for accounting, labor, tax, pension, and employee satisfaction standards.
Over the last two years, this strategy has been reinforced by the implementation of the Programa de Sustentabilidade e Responsabilidade Empresarial (Corporate Sustainability and Responsibility Program), coordinated by the Belgo subsidiary, which applied the program to its commercial partners-clients, suppliers, and partners in the distribution chain. After gatherings organized by the company, many suppliers adopted programs and measures aimed at improving their staff's working conditions.
|
|
|
|
|
| Outsourced employees in the workforce |
|
2005 |
|
2004 |
| Total |
|
7,894 |
|
6,989 |
| % |
|
39.74 |
|
37.77 |
|
|
