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Health and quality of life - Nexa | 2017 Annual Report

Material Issue
Safety and Health

Occupational Health

We believe that the balance between work and personal life can mean better quality in everyday life. Therefore, we have initiated actions on behalf of employee health and wellness. These initiatives are contained in the Viver Melhor (Live Better) Program, which is based on the World Health Organization Quality of Life (WHOQOL) program and the implementation of the Occupational Health and Hygiene (OHH) shared management model.

The Viver Melhor program is based on six basic elements: physical; psychological; environment; interpersonal relationships; independence; and beliefs/ spirituality. We give priority to activities to improve the physical, psychological, environmental and interpersonal relationships resulting a diagnosis made during the planning phase. However, the pillars of independence and spirituality can be handled indirectly.

Viver Melhor activities structure

In 2017 all initiatives were designed to carry out physical activities and implement work gymnastics by contracting a physical education professional. The activities carried out during the year included health and quality of life workshops (some of which were extended to family members), with nutritional guidelines during the medical examinations on the facilities; health campaigns, dental care, vaccinations, prevention of diseases such as cancer, sexually transmitted diseases (STDs) and AIDS, skin care, stress and relaxation, blood donation, among others; training sessions including, health and safety coaching for managers, training in gymnastics and hygiene, first aid; events such as races, Olympic events days and gymnastics, Miner’s Day, World Health Day, table tennis competitions, safety seminars and life appreciation, year-end celebrations, and others.

In 2017, we developed the Viver Melhor Program, which sets guidelines for promoting employee incentive programs aimed at discovering the right degree of quality in their lives. The actions were designed according to local realities and needs. Distributed to corporate centers and to all units in Brazil and Peru, the program will be regularly evaluated through four different indicators for inputs, processes, results and impact (transformation).

The program will be administered through the Corporate Quality of Life Committee, which defines the guidelines and actions that must be implemented in all units. The local quality of life committees are responsible for drawing up the plan to adopt corporate and local actions according to the unit’s demands. This committee is composed of workers who represent units’ different areas and who can contribute in the development of plans adapted to each reality, as well as technical representatives to support solutions suited to the demands.

Each local committee elects a representative to serve on the corporate committee. In addition to unit representatives, the corporate committee is composed of representatives from Health and Safety, Human and Organizational Development and Corporate Communications.

By 2018, activities planned for the units include: implementing a nutritionist’s visit once a week; training in work-related gymnastics activities to be inserted into the work routine of the areas; align health guidelines with the cafeteria service; and coordination between areas.

Designed to improve our employees’ working conditions, in 2017 an Occupational Health and Hygiene (OHH) shared management model was introduced. It includes registration of occupational health and safety risks and controls through equipment protection devices, training, administrative measures and engineering projects, among others. This model seeks to boost the effectiveness of occupational risk management by sharing awareness, responsibilities and information about prevention methods and practices among the technicians, leaders and employees; and maintaining and improving the quality, consistency and traceability of technical data, documents and evidence regarding occupational risk management.

The model also includes periodic audits as routine control and management procedures in OHS, to comply with the policy’s legal, technical and guidelines. The methodologies for conducting and documenting the audits may involve the use of questionnaires, checklists, interviews, measurements and direct observations, depending on the nature of the function being audited. The results will be documented in a report and distributed to management and others who are directly involved.