At year-end 2016 the Mint had a total of 2,934 employees (including apprentices and interns). Developing our human capital is a material issue for the Mint, and is supported by a range of employee development and recognition initiatives. All Mint employees work in the Southeast of Brazil (except one employee working in Brasilia). [G4-10]

Total workforce by functional level*

1 Superintendent; Deputy Superintendent; Executive Manager; Manager; Head of Audit; Cabinet Chief; Ombudsman.
2 Special Advisor; Advisor to the Executive Board; Advisor; Technical Assistant to the Executive Board; Technical Assistant.
3 Coordinator; Supervisor.
4 Senior Consultant; Consultant; Specialist; Inspector; Currency Expert; Floor Operator; Executive Board Secretary; Secretary.
5 Employees without assigned roles working at: Presi, Gabin, Dejur, Depac, Deemp, Audit, Disel, Dicem, Dipim, Diges, Detic, Decof, Degep, Decec, Delog, Desec, Degec.
6 Employees without assigned roles working at: Deser, Deced, Demom, Depas, Depim.
7 Employees without assigned roles working at: Detes, Decos, Detec, Demaq, Decem, Detip, Decop
8 Board members and substitutes
9 Our workforce – excluding board members, directors, interns and apprentices – comprises 2,713 employees as specified in the table on page 53.

Employees by employment contract and gender

* Interns and Young Apprentices.
** Young Apprentices.
Source: ERP System – People Management Module

The rates of employee turnover are explained by the absence of new hires since 2012 combined with voluntary termination programs, retirement and employee transfers to other government companies and agencies. The last round of new hires was on March 4, 2012.

Terminations by gender*

Turnover by gender (%)**

Terminations by age group**

Turnover by age group (%)**

* Employees, Freely Filled Positions, Seconded Employees.
** Terminations or Hires/total workforce (excluding Board Members, Interns and Apprentices).
Source: ERP System – People Management Module

New employee hires by gender*

Rate of new employee hires by gender (%)*

New employee hires by age group*

Rate of new employee hires by age group (%)*

Changes in staffing and career progression

Our workforce has declined year-over-year since 2014. Our payroll, however, has increased reflecting real wage improvements generated by the Job, Career and Wages Plan approved in 2014, collective bargaining agreements concluded with the National Mint Workers’ Union in 2015 and business-as-usual employee promotion and career progression processes.

In 2015, 2,479 employees were awarded promotions including 2,210 horizontal and 269 vertical promotions. The results from the promotion process in 2016 will be reported in fiscal 2017. In both processes the criteria used to evaluate entitlement to promotions were the extent to which business and collective targets were achieved, individual performance and attendance in professional development programs. Promotions were announced in official journals and were based on merit or seniority.

Approved in 2014 by the Office for Management and Governance of Government-Owned Companies (SEST), the Mint’s Voluntary Termination Plan was implemented in two phases, the first in 2014, with 109 voluntary terminations, and the second in 2015, with 8 voluntary terminations under the terms of the Plan, on a date set within the year.

Employee category X payroll 2014/2016 (in R$ million)

Source: ERP System – People Management Module.

Part of the operations team at the banknote plant: a larger number of employees underwent performance reviews in 2016

% of employees receiving performance reviews [G4-LA11]

Source: ERP System – People Management Module.

Skills management and lifelong learning [G4-LA10], G4-DMA Training and education

Our training and development model is transitioning from a focus on work execution only to a broader corporate education approach in order to develop required technical and behavioral skills through the development, transfer and practical application of knowledge.

In 2015, a Corporate Knowledge Management and Training Department was created to develop and implement an education strategy focusing on business objectives. Its mission is to provide the corporate skills and competencies needed for efficient and effective performance. The Department aims to be recognized as a corporate university by 2018.

Other training and education initiatives include a renovation of the training center at our headquarters site in Santa Cruz and the use of the Praça da República Palace in downtown Rio de Janeiro, a historical heritage building, for training activities. Further investment in managerial training and development is also planned.

The Mint’s knowledge management model is transitioning from a training and development model to a corporate education model.

Average hours of training* [G4-LA9]

*Trainees and interns not included. Apprentices not included for 2014 and 2015.
Source: ERP System – People Management Module.
E = Employees
h = Hours
h/e = Hours per Employee

73 children

use the Mint’s daycare center

The Mint has provided day care for employees’ children since 1982. A total of 73 children used our daycare center in 2016. Children can use the daycare center up to the year they turn four. Daycare staff include a nutritionist, a psychologist and a head of education, as well as teachers and recreation monitors.

Climate Survey

Improving our organizational climate is a strategic objective at the Mint. In December 2015 the Mint conducted an Organizational Climate Survey to measure the levels of employee satisfaction and assess their workplace needs. A total of 960 employees (36.5% of our total workforce) answered the questionnaire, with results showing that our employee satisfaction target was exceeded by a margin of 5%. The highest-rated dimension was “Company pride”, while the lowest rated dimension was “Company bureaucracy”.

Breast-feeding support room

In March 2015 a breast-feeding lounge was created as an initiative recommended by the Ministry of Health and Planning and the Brazilian Pediatrics Society. Through the initiative, all breast-feeding women in our staff (including employees, interns, apprentices and third-party workers) have a private, air-conditioned space available for breast-feeding (the World Health Organization recommends that children should be breast-fed for two years or more).

Training and development initiatives [G4-LA11], G4-DMA Training and education

The Mint’s Corporate Education initiatives covered 278 different subjects in 2016. Training was provided on total quality management, business management, printing, metallurgy, sustainability, ethics, diversity management, ideation, healthy diets, sustainable IT and other subjects.

Of the 278 subjects, 107 workshops and training and information sessions were delivered in-house by 187 facilitators. These included: Printing Basics, lectures on the History of the Brazilian Mint and Brazilian Currency, courses on Process Mapping, NR-10 (Brazilian Safety Regulations), English and Spanish (basic) for Rio 2016 volunteers, Safety Standardization, Logistics, Flexo Printing, Silk-screen Printing and Visual Basic for Applications (VBA).

A Technical Printing Process Training Course was also initiated at the industry-led training service (SENAI), in which 28 production staff members were trained as part of the Mint’s printing skills training and development initiatives.

The numbers of employees attending Corporate Education training in 2014 to 2016 is shown below. In 2014 and 2015, a large number of corporate education lectures were provided free of charge, with a significant number of employees attending.

In 2016 the Mint’s education offering declined due to the high demand placed on production staff to meet the Annual Production Plan/2016 and to accommodate the production of medals and commemorative coins for the Olympic Games. The amount of investment in training, however, increased in 2016 due to the nature of the training an education programs provided, such as Printing Process Training (long term), Board Member Training (long term), Coaching for Board Members and Emergency Brigade Retraining.

Education initiatives

A new education planning model was also developed in 2016. The new model takes inputs from our Competencies Matrix and is aligned with our Strategic Plan, Job, Career and Wages Plan and Management and Advisory Plan so that it meets the specific needs of each department at the Mint. Developing and approving our Competencies Matrix – which will inform the development of our Corporate Education Program 2017 – will be the next step in the process.

The Mint provides training as established in employees’ personal development plans or as requested by their immediate managers. The Company paid all expenses on tuition fees, food, commuting and hospitality, as applicable.

Employee health and safety indicators (own employees)

*Calendar days. Workplace injuries are injuries occurring during an employee’s job tasks. The figures are for all business units including the manufacturing plant and offices in Flamengo and Brasilia.
1: Lost time injuries are injuries in which an employee is required to take at least one day of medical leave for recovery.
2: No-lost-time injuries are injuries in which the employee is not required to take medical leave for recovery. Reported injury rates do not include injuries when commuting.
Source: ERP System - Occupational Health & Safety Module

Occupational health and safety [G4-LA6], G4-DMA Workplace health and safety

The Mint addresses workplace injuries and incidents in accordance with internal procedures on incident investigation, control and record keeping. The Mint has an on-site infirmary with an attending physician, practical nurse and driver available 24 hours a day. Injuries are reported through the infirmary, where first aid is provided. Injury metrics are reported in accordance with ABNT NBR 14.280, Regulatory Standard 4 and Ministry of Labor Resolution 3.214/78. Third-party employees have not been included in injury rates; injury rates for these employees are documented with information provided by contractors, contract managers and the Mint’s infirmary.

The total number of workplace injuries declined from 2013 to 2015, reflecting the effectiveness of the Mint’s safety program – which includes occupational risk maps, inspections, enhanced Toolbox Safety Talks, internal audits and other initiatives. The total injury rate increased from 1.2% in 2015 to 2.0% in 2016 due to higher production rates in the last quarter of the year. Safety technicians have initiated daily monitoring of the departments with the highest incidence rates. Their observations about identified risks are included in Toolbox Safety Talks.

Occupational illnesses declined by 43% in 2015 compared with the previous year. A number of workplace quality initiatives contributed to the positive performance, including:

• A diet, nutrition and health management program (Nutrivida) conforming to the National Policy on Diet and Nutrition (PNAN), which provides strategic nutrition management consultations to Mint employees. In 2015, Nutrivida provided 2,146 consultations, a 45% increase from the previous year;
• Vaccination campaigns, including vaccinations for influenza, hepatitis A + B, HPV and other diseases. In 2015, the first dose of hepatitis A + B vaccine was administered to 749 employees; the second dose to 711 employees and the third to 21 employees. First-dose HPV vaccination was administered to 1,418 employees, the second dose to 1,312 employees and the third dose to 900 employees. Influenza vaccine was administered to 2,298 employees. Vaccination campaigns covered Mint employees, third-party workers, young apprentices and trainees from the age of 17.
• Workplace stretching and exercise (shown below). In addition to regular exercise, since 2014 the Mint has organized a Workplace Exercise Marathon in which employees engage in exercise routines facilitated by physiotherapists to reduce cases of work-related musculoskeletal disorders and medical leave.
• Initiatives to prevent musculoskeletal disorders, with a focus on reducing exposure to ergonomic hazards, and implementation of Workplace Ergonomics Assessments.

Fire, panic and emergency readiness planning has included training and further investment in 2015 and 2016. In addition to regular (partial and full) evacuation drills, additional safety equipment has been purchased including insulation mats for substations and foam forming liquid for fire systems. As part of our Emergency Readiness Plan, civil and volunteer fire brigade training programs were held to supplement regular training taken by Occupational Safety, Maintenance and Project department employees.

New fire detection and alarm systems, automatic sprinkler systems and safety devices for flammables storage areas are planned to be installed by 2020. The total estimated investment of R$ 15.2 million includes design, training and procurement.

R$ 15.2 million

to be invested in fire protection systems by 2020