loader image
human capital

People and organization
GRI 103-2, 103-3

We manage people according to three strategic foci led by the Organizational Human Development department: maintain inspiring leadership, capable of effective management of talent, constructing and securing critical skills for the organization, and contributing toward increasing the company’s productivity and competitiveness. We encourage our employees to think, act, and do things differently. Moreover, we understand that well-being and engagement at the workplace are major levers for better business performance.

Bearing this in mind, we continued to consolidate our culture, the Nexa Way, by strengthening aspects of leadership in conducting this process and integrating HR into the business in a more effective way. We want to make the outlook for “mining of the future” tangible for the entire organization, which consists of becoming a more flexible, more agile and more dynamic mining company, open to seeking new solutions and new ways of acting on the market and for the benefit of society.

For a more dynamic people management, we worked with four pillars in 2020: simplicity, collaboration, delivery, and plurality. Simplicity means reducing hierarchies, for more streamlined and flexible decision making; Collaboration to take advantage of each other’s skills in multidisciplinary groups and seek new opportunities for career development; inclusion and plurality, aimed at building a more diverse organization and looking at the needs of individuals.

Organizational health

Even amidst a pandemic, the decision to apply our organizational health survey considered the need to measure employees’ satisfaction and motivation in an adverse scenario as well. Surprisingly, we moved up five points in the survey, compared to the previous year, reaching 81 points, and 92% participation, which shows that the organization continued to respond positively to the expectations of our workforce.

Plurality
MATERIAL TOPIC

Our goal is to create an increasingly plural environment that encourages inclusion and diversity. We began to take the path of plurality by listening to leaders and employees, analyzing internal data, and evaluating points for improvement. Each year, we move a little further toward being socially just with the relevant social groups in society.

Plurality opens the door to a work environment in which everyone within an organization — without distinction — can not only be recognized and valued, but also have an active voice and decision-making power. Each in one’s own way, contributing toward the company’s evolution with their different worldview. Therefore, we use the following hashtags internally and externally: #jeitonexa, #seujeitoéonossojeito, #nossojeitomudaojogo, always highlighting the fundamental role of each collaborator in changing our company.

Our goal is to create an increasingly plural environment that encourages inclusion and diversity. We began to take the path of plurality by listening to leaders and employees, analyzing internal data, and evaluating points for improvement. Each year, we move a little further toward being socially just with the relevant social groups in society.

Plurality opens the door to a work environment in which everyone within an organization — without distinction — can not only be recognized and valued, but also have an active voice and decision-making power. Each in one’s own way, contributing toward the company’s evolution with their different worldview. Therefore, we use the following hashtags internally and externally: #jeitonexa, #seujeitoéonossojeito, #nossojeitomudaojogo, always highlighting the fundamental role of each collaborator in changing our company.

Gender equality

Regarding gender equality, Nexa took yet another step toward increasing the participation of women in mining, by signing the Women In Mining (WIN Brasil) commitment letter, during the world’s largest mining convention in Canada — PDAC 2020. Throughout 2020, we also made a commitment to WIN Peru. Thus, we reaffirm the commitment to foster a dynamic business environment, in which the mining sector has the opportunity not only to attract women, but also keep them, capitalize on their strengths, and recognize their value. Furthermore, this is an opportunity to take a closer look at women in communities impacted by mining and to value female entrepreneurship in the supply chain.

In the affinity group on the theme of Women, launched in the week during which International Women’s Day was celebrated, we propose to expand women’s representation in high-and mid-level leadership positions, foster the development of women’s careers at the company, and implement the actions proposed by the Women In Mining plan.
For 2025, our main goal is to reach 20% of women in our workforce. We consider this to be a relevant objective, considering that the mining sector is mainly made up of men. In 2020, our workforce consisted of 14.2% women, a 1.2% increase over the previous year. Among the initiatives, we can highlight the project in Aripuanã (MT), where we are working toward the goal of women holding positions in all departments and on all boards. This will make us one of the first mines in the world to have an operation with a massive female presence.
We can also highlight the approval of the expansion of maternity leave in Peru, from 98 to 180 days, a major stride toward guaranteeing well-being and safety for mothers. We also carried out the “Mujeres Power” project at the Cajamarquilla unit — a selection process focused on expanding the representation of women in the operation. Over 200 applicants took part in the selection process, with the approval of nine candidates to work in the areas of Maintenance Engineering, Torrefaction, Hydrometallurgy and Electrolysis. Additionally, at the Juiz de Fora and Três Marias units, we refurbished the women’s restrooms and changing rooms, to make the environment more pleasant and safer for our female employees.
We also established a Plurality Committee with several levels of activity — Strategic Committee, Corporate Committee, and nine Local Committees. They all have the same purpose of coordinating the implementation of various actions aimed at promoting diversity in a consistent and ongoing manner at all our units, supporting the achievement of specific goals regarding diversity-related issues.
We look proudly at what has been accomplished, but also with the conviction that we still have a long way to evolve and have only taken the first steps in this area.

Employee profile

At the end of the year, our workforce consisted of 5,349 direct employees, out of whom 3,193 were staffed in Brazil, 2,131 in Peru, and 25 in other countries, plus 7,136 third-party workers from service providers, on a permanent basis. A good portion of our workforce is outsourced, especially in Peru, due to the nature of our operations. Of the total number of employees, 15.5% are in the age group of 50 years old and more, and 14.2% were women. GRI 102-8, 405-1

The pandemic did not inhibit hiring, and we admitted 738 new workers in the year. There was only a temporary reduction of third-party workers during the lockdown months in Peru, when we had to let go part of the manpower that was not under our employment. During this period, we conducted our process of receiving new employees, digitally, inserted in a platform that also received the entire recruitment, selection and hiring flow.

Union negotiations

In 2020, we started new formats of union negotiations, seeking to enter into collective agreements for longer periods, as in Cerro Lindo, where we negotiated conditions that would remain in force for two years. We also made progress with regard to resting hours, working hours and other proposals aimed not only at the well-being of employees, but at the competitiveness and profitability of the business as well.

Another agreement in progress is that of a “cesse coletivo” in the operation at the Atacocha underground mine in Peru. Although there is collective bargaining with the union, we have also conducted individual negotiations with 164 company employees, so that they receive a more advantageous severance package and so that we can continue to operate the open pit mine in a competitive and profitable manner. GRI 102-41

During the period, there were no labor strikes that lasted for more than seven days at any of our units, which underscores our ability to establish an open dialogue with employees and unions. GRI MM4

Total employees GRI 102-8
Employees by age group GRI 405-1
Employees by functional category GRI 405-1

Qualification and trainingGRI 103-2, 103-3, 404-2 SDG 4.4

Facing the need to maintain social distancing, we created different online tools to offer training and qualification to our employees, through live streams, games, and videos.

A multiple training program was prioritized, focusing on health and safety, compliance, and emotional health, all of which are topics that were mapped as the most strategic ones for the moment. Any training that was not adaptable to the new models was rescheduled, which led to a 36% reduction in our total number of training hours. In 2020, we offered over 98,000 hours of training and qualification programs to our employees, equal to an average of 18 hours per employee. GRI 404-3

During the year, the following programs stood out the most:

Mining Development – A mining technical school that develops the workforce through an undergraduate program in Mining Engineering and several graduate courses as well, ensuring the specific know-how and ongoing evolution of our way of mining. In 2020, 57 professionals participated in courses within this program and 29 will complete their training in 2021.

More HSE Talent – A group of six employees completed this three-year program in 2020, which focused on expanding environmental, social and governance (ESG) skills. Participants had the opportunity to conduct a Short Term Assignment (STA) in another country in order to consolidate their experience — an initiative that occurred prior to the pandemic.

Apprenticeship in Aripuanã – In a specially adapted way, we trained new employees in procedures and initiated development-based work for leaders to prepare the project for its start of production, slated for 2022.

Employee from Três Marias

Internship Program – The aim of this program is to promote the professional development of interns through activities, face-to-face and online training, knowledge sharing with company leaders, technical references, and implementation of a project related to the company’s area of activity. In 2020, 3,536 young people registered to compete for the 32 openings for interns in different areas of the company.

Cultivating Leaders – We continued globally with the leadership development program, to reinforce cultural transformation and train executives as leaders. Since the inception of the program, more than 700 leaders have been trained in Brazil, Peru, and Luxembourg. During the year, topics such as new ways of working, empathy, and the 10 behaviors of the Nexa Way were presented.

For 2021, we intend to complete the implementation of our Learning Management System (LMS), a platform that will allow us to reduce the complexity of our training operation by 85%, thereby significantly reducing the number of suppliers, while having a unique and integrated learning model. Through this platform, it will be possible to offer training in different formats, such as games, movies, interaction, TED, content in partnerships with Brazilian and international universities.
Employee from Três Marias

Average hours by gender of training GRI 404-1

Média de horas de treinamento por gênero

Health, Safety and Well-being
MATERIAL TOPIC

The people who are part of Nexa are our most important asset. This is why our human resources management is based on concern with their physical integrity, well-being, and quality of life, providing suitable working conditions and ensuring safe workspaces. Therefore, health and safety have always been essential values for us, an importance that has been reinforced even more in this pandemic year.

Through an Integrated Management System — which takes regulatory requirements into account — we adopt the best management practices and high standards of occupational health and safety for collaborators, whether company employees or third-party workers, as well as for the populations located within the areas of influence of our mining operations, projects, and prospects. GRI 403-1, 403-2, 403-8

Day after day, we work to strengthen a safety culture that does not tolerate any violations, works to correct risky behavior, and plays a role in planning activities, which guarantees the implementation of risk controls, encourages the reporting of unsafe conditions, and ensures that any such conditions are corrected. Our aspirations in health and safety are to eliminate fatalities; reduce the number, frequency and severity of accidents; and raise the standards of safety culture at all of our units. GRI 403-2, 403-9

Therefore, the involvement and genuine commitment of all company leaders allows us to continually improve matters concerning health and safety, which are part of the meetings attended by everyone from senior managers to area leaders. Roles and responsibilities are clearly defined in the procedures of our management system. Likewise, active-listening tools, such as “Fale Fácil”, Daily Safety Dialogues, Risk Perception Workshops, Task Risk Observations and the committees between employee representatives and the company, allow everyone to have an active voice within a dynamic and democratic management system. GRI 403-3, GRI 403-4 ODS 16.7

We are also committed to promoting and encouraging healthy habits for our employees, and we continue to reinforce the shared model of occupational health and safety, aimed at ensuring the proper management of potential risks of disease. One example is the Quality of Life Committee, composed of representatives from Health & Safety, OHD and Corporate Communication, in addition to representatives of the units, defined by each local committee. This Committee defines the guidelines and actions to be implemented at all units, while the local quality of life committees are responsible for implementing corporate and local actions according to each unit’s demands. GRI 403-3, GRI 403-4 ODS 16.7

Training and awareness raising are essential for ensuring a strong and genuine culture of accident prevention, care for all people, and commitment to life. Systematic, planned and ongoing training on health and safety is developed for our employees, aimed at developing skills and knowledge among our employees and service providers, in order for them to be able to perform their tasks with greater safety.

Safety initiatives
GRI 403-5 SDG 16.1

In 2020 — in line with our strategic aspirations, especially to eliminate fatalities — we developed the Fatality Prevention Program, by implementing critical risks, critical controls, the Golden Rules and, emphatically, the Right of Refusal for our employees. To reduce the frequency and severity of accidents, the “Strengthening Alliances” Program, the management of hired companies, risk perception workshops, and the implementation of a strong routine were all important. To raise the standard of culture within the organization, tools such as Fale Fácil, Daily Safety Dialogue, Safe Behavior Programs, and Safety at Home are always used with our visible and participative leaders, in addition to an effective process of communication and mobilization of people. GRI 403-9

In 2020, we advanced in six of the eight Health and Safety goals defined in our Sustainability Master Plan. Some of the most noteworthy, for example, are the actions to improve the preparedness and performance of teams for emergency situations, and the reinforcement of our external image regarding health and safety, through participation in forums with customers and suppliers. In terms of communication and internal image, in 2020, during our Internal Accident Prevention Week, we celebrated World Health and Safety Day at our units, a global event that mobilized several people in the different countries where we operate.

For 2021 we will start a major cultural transformation process, through G-MIRM (Global – Mining Industry Risk Management), developed by the University of Queensland in Australia, focusing on a health and safety culture based on risk management for the mining industry. This knowledge will allow us to train our leaders to make decisions focused on risk management. Another major initiative is the implementation of the risk management process by layers, which will lead to more effective management of our risks, focusing on our aspirations.

Initiatives for health and quality of life
GRI 103-2, 103-3, 403-6 SDG 3.5, 3.9, 8.8, 16.7

An organization that values health and quality of life at work through disease prevention actions, promotion of health, well-being, and quality of life. This is how we want to be recognized. Following this premise, in 2020 we sought to align the quality-of-life program (the Nexa Way of Better Living) with the Sustainability Master Plan and the new normality, positioning quality of life and well-being in a strategic way, and strengthening the importance of actions deployed at the units. The program is based on six pillars: physical, psychological, environment, interpersonal relationship, autonomy, beliefs.

It is a set of several programs associated with the concept of Better Living. These programs include “Go Nexa”, which encourages the practice of physical activities, good diet, and adequate water intake, among other ways of taking care of one’s body; the “Enfrente” Program, aimed at people with chemical dependencies; Nosso Jeito de Cuidar das Pessoas (“Our Way of Caring for People”), together with OHD, which offers psychological, financial and legal assistance; “Desconexa”, to disconnect people after their working hours in times during their work-from-home status; the Ergonomics program, which promotes the best ergonomic practices when working from home.

Employee from Morro Agudo
With the well-being of our employees in mind, we continued the actions of the Habitability Plan at the Pasco Complex and Cerro Lindo units in Peru.

Accidents

The Lost-Time and Non-Lost-Time Injury Rate (LTIR/NLTIR) in 2020 was 2.40, including accidents involving company employees and third-party contractors. The Severity Rate (SR) was 178. We did not record any fatal accidents in the period, which demonstrates that our preventive and awareness-raising actions have been improved and have been shown to be effective. For serious accidents, as well as others, we map and identify the associated risks. In addition, in order to establish the appropriate controls to mitigate the risks of activities, we have made available our Golden Rules booklet, where we present the risks involved (nexaresources.com/safety-and-health).

Accident frequency rate GRI 403-9

Third-party worker safety GRI 403-7

The theme of safety is observed with the same strictness and importance for our own employees and for third-party service providers. We seek an equal treatment in our operations, which includes all protocols and support to cope with the pandemic. We are even more concerned at our Peru units, where around 76% of the workforce is made up of outsourced workers.

We kept up actions with service providers, which ranged from the selection and hiring of strategic partners to the training of operational professionals and leaders of these companies, risk management in activities, managing consequences, and recognizing the companies and professionals that best meet our standards.

We continued with our awareness-raising campaigns in 2020, within our “communication” pillar, encouraging safe behavior at the units and in remote work. In 2020, we completed three years with no fatal accidents involving service providers, and we are proud to know that we are achieving positive results through our awareness-raising campaigns.

Health and Safety Initiatives in 2020