Warning: "continue" targeting switch is equivalent to "break". Did you mean to use "continue 2"? in /home/nexareport/www/2017/wp-content/themes/Divi/includes/builder/functions.php on line 5058
Education and training - Nexa | 2017 Annual Report

Education and Training
GRI 103-2, 103-3

We always seek to create opportunities for our employees to develop their professional and personal talents, through education and training programs, and the sharing of ideas and experiences. And also by providing an inclusive and safe working environment for all.

We believe in the cultivation of Talents and Meritocracy and we use the Votorantim Development System (VDS) to make sure that professionals have an opportunity to discuss what path, skills and attributes they can develop to grow within the company with their managers. It is a people management model that encourages dialogue and development possibilities and strengthens our strategies for professional growth. Among the growth opportunities offered are: Leadership Development Programs, actions to enhance critical (technical or functional) internal or external capabilities, and gateway programs. Examples include:

❯ Mentoring: This program, launched in 2015, is designed to exchange knowledge and structured guidance among professionals from different hierarchical levels. By implementing the program over the years, we have been promoting Belief in the Cultivation of Talents and Open Dialogue to strengthening the relations between different areas, networking, in addition to multiplying the experiences. Since the Program’s inception, 45 professionals have participated as mentors. There are directors participating as mentors of general managers and general managers as mentors of managers. Every year we prepare new mentors.

❯ Cultivating Leadership: This program is designed to align the roles of leaders in the context of Nexa, strengthening their knowledge to help them achieve ever greater development of people. In Peru in 2017, we conducted training modules focused on Selfknowledge and the Role of the Leader for all employees in management positions; in Brazil, we promoted Inspired Leadership modules (for general managers and managers) and Systemic Personnel Management Vision (general managers, managers and coordinators). With supervisors, the meetings were focused on consolidating learning in issues important for their positions. In both countries, all leaders participated in at least one module in 2017. Since the beginning of the program, in 2014, we have already had more than 3,558 participants and logged 35 thousand hours of training.

❯ The Potenciar Program: The Potenciar (“Empowerment”) Program was created to challenge and develop the young talents in Votorantim Group’s companies. In 2017 the Program had 13 “Young talents” interns, seven from Brazil and six from Peru, coming from different areas and units of the company, to reinforce the group’s cultural diversity. The main activity was the Desafios (Challenges) project, with presentation to the Executive Board of initiatives with a direct impact on the company’s value generation. The issues covered during the year involved enhancing the recovery of zinc metal (Smelter); increased productivity in underground operations in Peru (Mining); and systematization of Opex Calculations for Mining Projects (Development and Execution of Projects).

❯ +Talents: We created this program in 2017 with the objective of bringing to the company people with greater expertise in specific areas, strengthening the talent pool. The idea is to train young talents so that in the future of the area in question will have more resource options available, including succession plans and for other purposes. The first focus was on Health, Safety and Environment (HSE).

One of the main steps in the VDS is the Individual Development Plan (IDP), a co-creation process for the employee and manager, which must be built after a feedback moment. The tool should take into account the points discussed during the feedback, such as performance, beliefs and on-the-job results. In addition, it also considers the next career steps and what development actions are required to get there. Identifying the areas to be addressed during the next review period, the key activities, deadlines and ways to achieve the expected development.

We invested approximately US$ 2 million in the education and training of our employees in Brazil and Peru in 2017, an amount 11% more than in 2016 (US$ 1.8 million). The activities totaled more than 245 thousand hours. Our focus has continued to be leadership training and training in behavioral, technical, operational and mandatory aspects. Below is a summary of the main initiatives developed throughout the year.

Average hours of training per employee GRI 404-1

Critical Skills

Of the 11 critical skills that make up our long-term Master Plan, mapped to ensure the long-term sustainability of our business, we identified five and made them a priority for 2017. For each one, we structured a work plan with goals and objectives. They are as follows:

❯ Talent Management: Increase our ability to identify, acquire and develop talent (leadership, projects and specialists), ensuring high-performance teams and succession planning.

❯ Operational Excellence: Producing, extracting as much from the assets as possible, with stability, predictability and the lowest possible cost.

❯ Mineral Exploration: Identify and develop potential opportunities, through exploration or acquisition, ensuring the necessary reserves to ensure the company’s growth and perpetuity.

❯ Sourcing of Capital: Analyze, plan and manage the capital structure, in particular debt management, equity participation and hybrid instruments (for example: streaming).

❯ Project Execution: Develop and implement competitive projects that drive the company’s growth strategy, ensuring projectoriented owner leaders, delivering cost-effective solutions based on business needs.

In 2017, the execution of the work plans related to these capacities was absorbed into the plan, with actions carried out on several fronts. As an example, we can cite the worked carried out jointly with the Project Development and Execution area, involving the restructuring of the model for governance, structure, process and leadership of Mineral Exploration projects. Among other actions, we trained the teams involved in the project management methodology Capex, FEL (Front- End Loading); basically, this consists of the process phase interspersed with approval gateways, which replaced the old model. By 2018, other capacities, from the 11 mapped, will be included in the Master Plan.