Employee profile

At the end of 2013, ALL's headcount stood at 8,534 people. Female presence is low (3%) in operational functions, but women are a majority in the administrative area, occupying 56% of the work posts. Overall, they account for 6% of the work force. Company employees are distributed throughout the six states in which ALL operates – Paraná, São Paulo, Rio Grande do Sul, Mato Grosso do Sul, Mato Grosso and Santa Catarina –, with a higher concentration in the Southern Network, where 57.7% of the headcount is located.

Variations in the labor force during the year represented an overall turnover rate of 28% (corresponding to 2,403 terminations). The number of hires during the year was 2.782, representing a rate of 33%. Most of the substitutions occurred among men aged under 30 years on the Southern Network (see the table in the Attachment).

 

Performance appraisal

Merit and professional development are the two main principles underpinning people management at ALL. The company's human resources model promotes internal growth based on merit, measured by the achievement of individual targets and each employee's record within the company. Constant investment in development, both through specific programs and through ALL Corporate University initiatives constitute the tool used by the company to promote the growth of its employees and drive higher levels of quality throughout the organization.

To keep track of individual performance and shape development, employees are submitted to quarterly appraisals which take into account factors such as commitment, compliance with safety standards, focus on results and alignment with company values

Employees at director, superintendent, management and coordination level, as well as supervisors, analysts and safety technicians are also appraised on individual performance targets. In 2013, this process involved 1,500 employees, or 18% of the work force. Since women tend to be concentrated precisely in positions covered by this process, there is a large difference in the percentage of women and men appraised on individual targets.

Appraisal by individual targets	2012		2013
	Men	Women	Men	Women
Employees (total)	1,190	212	1,279	236
Employees (%)	16	42	16	46

 

Targets

ALL also maintains programs which link remuneration with company performance as a whole and the individual performance of each employee. These are:

• Variable Remuneration Program(PRV): this is one of the main differentials of company remuneration policy. it is linked with high performance and with individual results. the rules and the results are released on a quarterly basis to ensure the transparency of the program. in 2011 and 2012, the amount paid out in the variable remuneration program was r$ 30 million for each year, increasing to r$ 53.9 million in 2013. the initiative is extended to the other hierarchical levels by means of the Basic program – which covers the operational levels and some corporate areas and pays a bonus of up to r$ 2,500 – and the Bonus pool, aimed at employees who have individual targets. until 2013, the Bonus pool paid out bonuses of up to 16 additional monthly salaries, depending on the employee’s job and individual performance. However, only 20% of the workforce was eligible to receive the variable remuneration ceiling. in 2014, the initiative was reformulated and renamed the Bonus program, with the establishment of a maximum payment of 12 monthly salaries. all employees are entitled to receive the full amount depending on their position and the achievement of 100% of their target. the result also varies in accordance with the performance of the employee’s manager and area.
• Profit Share Program: this takes into account individual and team performance and may pay up to one nominal monthly salary. the amount is determined in accordance with the company’s cash generation in the period. all employees, with the exception of interns, participate in the scheme. the profit share program has a multiplication factor of 1.1 times the employee’s salary.
• Quality Olympics: technicians and analysts take part in up to 12 championships or marathons a year, which provide prizes on a quarterly and annual basis. there are specific competitions with different targets: in the diesel cup, the focus is on reducing fuel consumption; the production unit championship encourages employees to reduce transit time (the time it takes a cargo to reach its destination); and the yard marathon is aimed at decreasing the time railcars and locomotives remain immobile. the quarterly awards consist of shopping vouchers worth up to r$ 600. the annual award is a cash prize worth r$ 1 thousand or salary multiples for members of the winning teams.

Remuneration policy

ALL invests in training its employees and seeks to transform such development into new career opportunities and recognition. In addition to offering fixed remuneration compatible with market averages, the company has a series of programs based on bonus payments and prizes. These are used to generate a culture of ownership and a high level of engagement among employees

There is no difference between the basic remuneration paid to men and women in the same job, but in practice differences may be encountered in average salaries for the different functional categories. This is due to the predominance of men in the sector, which makes it easier for men to reach higher positions and functions in the company. Additionally, among the apprentices, only males work in hazardous or insalubrious conditions, receiving the corresponding additional remuneration.

Ratio of women's salaries to men's salaries1
Superintendent and management level	84.8%
Coordination	91.1%
Supervision	65.9%
Administrative and sales	60.8%
Operational, equipment and yard	85.7%
Trainees	105%
Interns	100%
Apprentices	72.9%

1Average remuneration for women /average remuneration for men. Includes profit share and bonus payments, without payroll deductions.

 

The company views remuneration policy as a tool to promote professional growth and internal development, which is reflected in the high rate of internal mobility. Today, almost all the directors and superintendents, 92% of the managers and 75% of the coordinators at ALL were promoted internally to their current position.

Internal recruitment

In 2013, more than one thousand ALL employees were promoted, representing a 12% increase over the previous year.

Benefits

The company benefits package includes meal vouchers, transportation vouchers, life insurance, health plan, insurance for permanent or partial invalidity through accidents, as well as maternity and paternity leave. These are in line with Brazilian law and with the collective bargaining agreements reached with the professional categories in the work force. There are no differences between the benefits provided for full-time and part-time employees at the operating units.

ALL also provides employees with a toll-free 0800 number for the provision of legal, social, psychological and financial guidance. Employees with children aged between 3 and 14 years of age receive kits with school materials.

To promote employee well-being, the company has agreements with gyms and physiotherapy clinics, and also provides services at its head office. A safety manual is distributed to all employees, providing orientation on the prevention of occupational diseases. Similarly, all employees are submitted to hearing and general health examinations on a periodic basis. The company organizes talks on chronic diseases and provides employees and, in certain cases, family members with medical advice.

Health and safety

ALL invests constantly in training to ensure safer working conditions for employees, In 2013, it launched the Zero Accident program (read more in the chapter on Safety).

 

 

Training for the sector

The lack of professionals qualified to operate in the rail sector is one of the main human resources challenges for ALL. Currently there are no regular courses for this type of activity in the country. In the company, this demand is fulfilled by programs offered by the ALL Corporate University. UniALL was created in 2000 with a focus on technical training – courses to qualify locomotive engineers; electromechanical technicians, rail yard, rail car and line technicians and MOW car conductors. Since 2012, the university has also offered training in business, processes, procedures and professional development. In 2013 alone, the number of training programs offered increased by 45%.

15 k people

trained by the corporate university (UniALL) from 2000 to 2013.

 

Investments in UniALL total around R$ 19 million per year. Since it was founded, the institution has trained 15 thousand employees. In 2013, in response to the gaps identified in the competencies assessment ALL carried out the previous year, UniALL launched its ALL + Development program. During the course of the year, 708 leaders, including superintendents, supervisors, managers and coordinators were trained in areas such as safety, process management and leadership.

Another initiative worthy of note at UniALL is the Engineering Program, which opened enrollment for a new group in 2013. Created in 2005 to bridge the gap in training for the rail sector, the course selects young engineers from all over the country. Hired by ALL, they have the opportunity to take the UniALL Railway Engineering postgraduate program, which is recognized by the Ministry of Education.

In 2013, 5,900 employees took UniALL courses (70% of the work force), with an average number of training hours per employee of 41.36 per year.

UniALL (2013)
Category	Employees	Average (hrs/employee)
Superintendent	8	16.75
Management	67	33.58
Heads and coordination	199	45.73
Technical and supervision	275	68.71
Administrative	764	25.55
Operational	4.508	42.18
Trainees	13	103.46
Apprentices	8	19.00
Interns	66	42.85
TOTAL	5.908	41.36

 

R$ 10 million

in employee training and development programs (including locomotive engineers, and yard, line and mechanical technicians), refresher and leadership courses, in addition to the investment in UniALL.

 

Climate survey

ALL carries out an annual climate survey to identify employees' wishes, needs and criticisms. In 2013, 3,546 people took part in the survey, representing 50.9% of the total target public. The overall rating for the company was 76.2, compared with 79.2 the previous year. The items receiving the best ratings were recognition – the extent to which the immediate superior and team mates recognize an individual's performance – and values – related to how the leader models the “ALL way of being and doing things”, which scored 80 and 79.1, respectively. Employee satisfaction with working at ALL and self-assessment regarding knowledge and alignment with the company vision and values were also among the best results. The opportunities for improvement include working conditions and safety (71.5).

For the first time, there were special versions of the survey for locomotive engineers and workers in the track superstructure area – which total more than 3 thousand people –, with specific questions related to their activities. This change gave the survey more focus, enabling the company to identify the specific needs of different groups of employees.

Based on the survey results, ALL promotes workshops for managers and coordinators in more critical areas to develop both local and corporate actions plans.

During the year, diverse measures were implemented in response to the climate survey conducted the previous year, such as a training plan designed for each of the units, the implementation of a career plan for maintenance area employees, focus on working conditions, improvements in internal communication for employees in the operational area and the reformulation of the People Committees, which work on employee satisfaction related programs. Another improvement was the modification of the variable remuneration system for employees eligible for bonuses, with an increase in the weight attributed to team work as a means of driving commitment to collective results.

Labor relations

ALL maintains collective work agreements with the Sindicato dos Ferroviários (Railworkers' Union) and encourages service providers to do the same. All employees are free to decide whether they want to join or not, and this right is guaranteed in collective contracts in all company operations. Currently, 28% of the work force (2,429 employees) are union members.