Human Talents

A close
based on trust

Our Network Company philosophy, created in the Group over 25 years ago, serves as a basis for our Policy and Human Talents, which is relies on a close relationship based on trust, commitment and responsibility.

We call our employees associates because they invest their talents in the Organization's success and share its results.

We are recognized throughout Brazil for adopting the best human talent practices; as a result, our companies are among the best places to work for in Brazil. The Group's Organizational Climate Survey conducted in 2014 indicated 83% of positive results, up 2% from 2013. Concerning the Group’s Image, positive results stood at 90%, which shows associates have a high level of trust in the Group and its executives. Our history and features are naturally conducive to dialogue; therefore, leaders and staff have daily discussions, and we have special channels of interaction, among several other communication tools:

TV Algar – This is our weekly TV show, which can be accessed through Algarnet (our intranet) on a computer, cell phone, tablet or even watched on TVs in the companies’ facilities;
Algarnet – This is a corporate portal featuring news about all Algar companies and training programs among others;
Toda Hora [All the Time] – This is real-time news about the main Company events. This bulletin is aired on TVs installed in social areas;
Mural – Bulletins with important company news are posted on bulletin boards.

Before each operational change, we draw up a communication plan so that our associates are informed in due time about both the change and its possible effects on the organizational climate. Collective bargaining agreements prescribe no minimum period for these communications.

Principles of the Network Company Model

Our Associates

GRI 10

Our team is formed by professionals that have features and skills in line with the Algar Group’s values and identify with the Organization's business strategies. In keeping with the People serving People Vision, we place great value on people who enjoy building relationships, take pleasure in helping others, work well in teams and have an inborn talent for innovation.

Our businesses are present in all Brazilian regions, mostly in the SOUTHEAST REGION, and in some Latin American countries (Colombia, Argentina and Chile). The number of associates rose by 15% between 2013 and 2014. At the close of the year, we had 24,251 associates, 264 of whom were executives and 23,987 were non-executives, in addition to 218 interns (143 male and 75 female). The ICT segment has the largest number of associates, accounting for 72% of the workforce. The Services segment has 16% of all associates, followed by Tourism at 9% and Agribusiness at 3%.

Associates have different working hours, mainly due to the type of service provided by the Contact Center. Of all associates, 67% work full time whereas and 33% work part time.

The ratio between male and female associates, 57% vs. 43% respectively, remained stable in relation to the previous years. In December 2014, 91 associates were on fixed-term contracts, 70% of whom in the Tourism segment and 30% in ICT.

Independent contractors perform some activities at the Algar Group as well. The numbers change due to seasonal factors. The Tourism segment has more independent contractors during long holidays and high season–July and December. In turn, the impact of seasonality is perceived by the Agribusiness segment between February and May due to the soybean crop season. In December 2014, Agribusiness had 572 independent contractors.

Collective bargaining agreements cover 99% of our associates. Executives are not covered because they have specific compensation policies.

Breakdown by sector


2012 2013 2014
Male Female Male Female  Male Female 
Executives 192 53 192 62  203 61 
Non-Executives 11,050 9,430 11,449 9,369  13,521 10,466 
Total by Gender 11,242 9,483 11,641 9,431  13,724 10,527 
Total 20,725 21,072  24,251 

Associates By
Contract Type
2012 2013 2014
Male Female Male Female  Male Female 
Independent Contractors 45 88 287 279  211 285 
Fixed-Term 6 5 56 61  49 42 
Permanent 11,236 9,478 11,585 9,370  13,675 10,485 

Associates By
Employment Type
2012 2013 2014
Male Female Male Female  Male Female 
Full-Time 8,933 3,741 10,099 4,304  11,729 4,621 
Part-Time 2,309 5,742 1,542 5,127  1,995 5,906 

Male Female
2014 28 18
Male Female
2011 1,467 939
2012 1,469 1,050
2013 1,579 1,141
2014 1,561 1,155

Male Female
2014 3 2

Male Female
2014 100 15
Male Female
2011 31 18
2012 43 27
2013 74 28
2014 91 8

Male Female
2011 224 3
2012 251 6
2013 277 6
2014 379 37
Male Female
2011 9,213 9,192
2012 9,402 8,386
2013 9,626 8,246
2014 11,360 9,265
Male Female
2011 73 16
2012 77 14
2013 85 10
2014 202 27

Career Building

GRI G4 10 | 51 | 52

The Algar Group stands out for its policy to attract, retain and develop human talents. As a result, we have repeatedly gained recognition through awards granted by prominent institutions in the market. We are among Você S/A magazine’s 150 “Best Companies for You to Work” for the thirteenth time and rank first in the Services category for the second straight time. (more prizes in Awards and Recognition).

We stand out in a highly competitive market, with our committed skilled team, because we adopt a fair, merit-based compensation policy and a transparent career plan, which allow associates to envision their growth opportunities in all Algar companies.

Another key distinguishing feature is that we give priority to our associates when filling vacancies in all our companies. This shows our commitment to providing growth opportunities and career prospects for our human talents. Promotions, which have a positive effect on the organizational climate and help the Group overcome one of the greatest challenges in the industry, which is the shortage of skilled workforce on all levels.

Performance Assessments

Performance assessment, which all the Algar Group’s associates undergo at least once a year, is one of the tools to assess associates’ performances in their positions and offer associates more objective development plans. In addition to measuring individual performance, each associate’s appraisal serves as a basis for a development plan with specific targets so that he or she can achieve his or her goals. The 2014 performance assessment covered associates’ performance in 2013. The assessments of associates’ performance in 2014 will be finished in the first half of 2015.

At Algar Tech, all the associates in contact center activities are submitted to monthly performance assessments. Specific improvement actions are developed and monitored in the following month.

All Algar executives participate in the annual 360º assessment process. It covers the essential Algar skills, as well as the specific skills for each position, through an assessment done by peers, subordinates and seniors. As part of the process, leaders and teams on different levels meet to align expectations and design their development plans.

All companies’ Boards of Executive Officers conduct an annual self-assessment jointly, considering the body’s powers for current and future challenges. Assessments are discussed and result in proposals for actions and initiatives to promote collective development.


The Algar Group’s compensation system comprises fixed and variable pay, in addition to benefits. The fixed portion consists of the base monthly salary, 13th monthly pay, vacation pay and premium pays. The variable portion is connected with targets achieved. Our standardized and clearly defined compensation policy allows transparent, fair administration for all.

We conduct salary surveys periodically and adopt the Hay methodology for jobs and salaries. This allows us to assess the responsibilities of a position and its importance for the organization in a consistent manner. The assessment process provides up-to-date information about salaries in our industry, and considers associates’ performances and information we need to raise salaries based on merit and performance. We use this standardized policy to manage the salaries of all executive and non-executive associates.

Variable compensation

The variable portion, which is rising steadily, has two components and is meant to motivate and reward all executive and non-executive associates financially. The first component is profit sharing, which is determined and paid to associates individually on a semi-annual basis in connection with the results achieved. In addition, the Company distributes a portion of its net income to all associates on a yearly basis. For the sake of consistency and balance, the variable compensation system adopts as deflators previously set annual growth, profitability (EVA®) and financial health indicators.

2014 - Turnover



Agribusiness 24% 4% 28%
Service 28% 7% 35%
ICT 25% 31% 56%
Tourism 24% 22% 46%
Total 25% 26% 51%


GRI G4 LA1 – Aspect: Employment – Material issue

Our turnover rates vary greatly from operation to operation. In general, they are below the average of our different markets. This is due to our ongoing retention strategy, based on four factors: sense of belonging; prospects; appropriate compensation; and personal and professional education. Turnover is considerably low in leadership positions, but is naturally higher in operational functions. In 2014, the Algar Group’s overall average turnover stood at 51%, down two percentage points from 2013. The rate of new employee hires was 52%, a 2% drop year-over-year.

# of new hires by age group 2012 2013 2014
Male Female Male Female Male Female
Up to 24 1,963 2,685 2,479 3,188 2,775 3,654
Between 25 and 34 2,396 2,012 2,117 1,723 2,278 1,992
Between 35 and 50 1,110 825 913 685 976 777
Over 50 169 89 130 81 127 113
Total by Gender 5,638 5,611 5,639 5,677 6,156 6,536
Total 11,249 11,316 12,692

# of separations by age group 2012 2013 2014
Male Female Male Female Male Female
Up to 24 1,674 2,601 2,103 2,723 2,171 2,899
Between 25 and 34 2,448 2,629 2,080 2,038 2,499 2,128
Between 35 and 50 1,141 1,014 1,000 757 1,257 848
Over 50 206 134 172 96 220 124
Total by Gender 5,469 6,378 5,355 5,614 6,147 5,999
Total 11,847 10,969 12,146

Male Female
2012 5.201 4.730 5.480 5.977
2013 5.124 4.611 5.524 5.133
2014 5.465 5.162 6.353 5.447

Male Female
2012 37 34 9 9
2013 52 42 7 11
2014 122 110 12 20

Male Female
2012 289 625 109 388
2013 334 625 132 459
2014 314 682 129 516

Male Female
2014 25 - 12 -

C - Hired       D - Fired

Male Female
2012 24 13 1 -
2013 47 22 4 1
2014 53 47 7 6

Male Female
2014 30 21 6 2
Male Female
2012 87 67 12 4
2013 82 55 10 10
2014 144 125 15 8

Male Female
2014 3 - 2 -

Health & Safety

GRI G4 14 | LA5 – Occupational Health and Safety – Material issue

We are continuously improving and seeking the best solutions for our associates’ quality of life and health. We have created PDI da Saúde [Programa de Desenvolvimento Individualizado da Saúde, or Customized Health Development Program] to promote a healthy lifestyle among our associates both in and out of their workplace. The program comprises clinical, physical, emotional and nutritional evaluations and guidance. This program is currently offered to all associates. In the case of executives, objectives and targets achieved are taken into account when calculating variable compensation.

Our SESMT [Serviço Especializado em Engenharia de Segurança e Medicina do Trabalho, or Specialized Service in Safety Engineering and Occupational Medicine], a multidisciplinary team with safety technicians and engineers, doctors, nurses, social assistants, nutritionists, speech therapists, psychologists and physical therapists, is in charge of PDI da Saúde and other health and well-being initiatives. They develop initiatives open to all associates.

We have a CIPA [Comissão Interna de Prevenção de Acidentes, or Internal Accident Prevention Committee] to find and report risk conditions in workplaces and request measures to reduce and/or eliminate them. The CIPA is made up of representatives appointed by the company and members elected by associates. It is present in all operational units with over 50 associates. In 2014, 99% of all associates were represented in this formal health and safety committee.

Skills Building

GRI G4 LA9 Aspect: Training – Material issue


We opened Brazil’s first corporate university, UniAlgar, in 1998 because we consider each employee an agent of change that plays a key role in the longevity of the Group’s business. Its mission is to develop talents to boost the competitiveness of our business. UniAlgar soon became a reference in the country and received major corporate education awards.

UniAlgar also focuses on issues like disseminating the corporate culture and assessing performance, as well as managing the organizational climate, associates’ health, personal and professional development. Consequently, it serves as a catalyst for initiatives designed to promote a pleasant working environment conducive to career development.

Some of UniAlgar’s continuing education programs are intended to develop leaderships at different Company levels, a key policy for the Group’s longevity. In addition, UniAlgar has a series of programs designed to create a pool of talents able to take leadership positions in the future.

Continuing education


We invest continuously in training, continuing education and skills enhancement to keep our intellectual capital up-to-date with the latest developments and able to promptly meet the Group’s need to grow constantly.

Jointly with the companies’ Human Talent departments, UniAlgar conducts a Survey on Development Needs every year to assess associates’ skills and abilities vis-à-vis the companies’ strategic goals. The results of performance assessments conducted by immediate leaders are also taken into account. The companies also offer technical training geared to their specific operational activities.

These training programs comprise on-site courses and other tools, such as online courses, chatrooms, discussion forums, workshops, meetings, hot sites and a social network. In addition, they use practical innovative teaching methodologies, such as case studies, collaboration, practical projects, gamification (use of game design in education) among others.

In 2014, we offered 897 thousand hours of on-site training to our associates, an average of 27 training hours per male associate vs. 49 per female associates. Executives attended more training hours–76 per male executive and 83 per female executive. In addition to on-site training, we offered 195 online training courses with a total of 52 thousand hours.

  2012 2013 2014
Position Male Female Male Female  Male Female Total  
Executives Total hour load 12,143 3,728 16,738 5,485  15,554 5,123 20,677 
Average Hours/associate 63 70 87 88  76 83 78 
Non-Executives Total hour load 330,354 127,332 365,808 585,889  358,061 518,304 876,365 
Average Hours/associate 30 13 32 63  26 49 36 
Total Total hour load 342,497 130,960 382,546 591,374  373,615 523,427 897,042 
Average Hours/associate 30 14 33 63 27 49 36