In 2017, Fibria made important progress in building a high-performance culture, a process that began three years ago. In April, at the Meeting with the President, an annual event where Fibria’s leadership visits the units for an opportunity to have an open dialogue with employees, we launched We Are Fibria – a movement that marks the evolution of the company’s corporate culture and disseminates company values.
We Are Fibria combines results from the culture discussion started in 2014 and the brand management project, in place since 2016. In this work, existing concepts were changed, others were improved, and a new set of desired attributes were constructed to describe a clearer sense on how do we want to be perceived by the society in which we actively participate
Fabio Diniz Do Nascimento, area operator – Recovery and Utilities, in Três Lagoas (Mato Grosso do Sul state).
Photo: Marcio Schimming
“Companies should be part of the construction of transformational solutions for a more just and sustainable society.”
To cultivate the planted forest as a source of life, generation of shared value, and the well-being of people.
What drives and inspires us? What is our reason for being? Based on these questions and reflecting on what has guided Fibria since its inception, we defined our inspiration and our purpose in 2017.
These concepts reflect how we want to present ourselves to the world: more than speaking about goals and objectives, we want to share what motivates us to work every day and inspires us collectively.
Our purpose expresses the core of our business – the planted forest, a renewable natural resource that, through economic transformation and technology, offers vital inputs to society.
Placing the planted forest at the core of our business and defending this thesis is a challenge that Fibria embraces before academia, the industry, and consumers. After all, there isn’t a consensus on the concept of planted forests and we understand that it is possible to engage the industry in this relevant and vital discussion for the forestry business.
Alongside the Inspiration and Purpose, in 2017, we also presented our Desired Attributes – traits and characteristics by which we hope to be recognized by our stakeholders. We also revised our Management Beliefs, which express how we do things at Fibria and guide our way of thinking and acting every day.
|Desired Attributes||Management Beliefs|
|Acting Responsibly||Open Dialogue|
|Customer Focus||Human Potential|
|Systemic Vision||Sense of Ownership|
Fibria understands that one of the major challenges in the process of disseminating culture and changing attitudes is involving employees, especially those in leadership. We need to promote engagement. And this engagement stems from people relating to the culture of a company. In order to relate to something, one needs to learn about it. And there is nothing better than actively participating in a debate in order to broaden knowledge. Therefore, leaders had the opportunity to share their vision and enrich the whole process of defining this culture. The visions they shared were considered when defining our Inspiration and Purpose, updating our Management Beliefs, and creating our Desired Attributes.
Sharing these concepts with the internal audience took place during the ‘Meeting with the President’, an in-person meeting which is held annually at all business units. It was passed on by company leaders, ambassadors of the movement and important agents of this change. They conducted dynamic activities with their teams, reflecting on and discussing aspects of our evolving Culture.
In addition, we are reviewing our training, evaluation, and communication processes, as well as our management tools, in order to make them more adherent to the concepts of our Culture.
The attributes of Systemic Vision, Customer Focus, and Competitive Innovation in particular were discussed with leaders during meetings and were part of a project in the executive development program.
In 2017, we started to work on Fibria’s Desired Attributes across the organization. Below are some of the events and initiatives to this end:
an annual meeting that joins the national and international Commercial Department teams with leaderships from other areas of the company, during which Customer Focus and the Systemic Vision were discussed.
This is a major training process, based on discussions about strategy and systemic vision, which culminates in the application of knowledge acquired in a project. In 2017, the proposal was to develop ways to put the Customer Focus attribute into practice at Fibria.
meetup between directors, general managers, and managers. One of them was about Systemic Vision, and the other was about Competitive Innovation.
Ten of Fibria’s main surveys, including customer satisfaction, engagement, with suppliers, performance management, and organizational climate, among others, were compiled to build a comprehensive map that identifies the origin of impacts and perceptions of stakeholders about our operations. In this study, some gaps were identified regarding the Desired Attributes.
Beginning 2017, all Fibria internal communication or people management campaigns have been guided by the Management Beliefs and Desired Attributes.
Fibria cultivates diversity by appreciating differences and promoting opportunities with a culture based on meritocracy, recognizing that people are unique, and together create the best results for everyone.
In mid-2017, Fibria launched its Position Statement on Diversity. It reflects the work carried out in the first half of the year by the Diversity and Inclusion Commission. Created at the end of 2016, this multidisciplinary commission set up an action plan to guide the actions and debate on the topic in the company. This plan was based on the diagnostic from 2016 and on the organizational strategy.
We know that we are in the very beginning and that many challenges still lie ahead. It is a long journey that begins by raising awareness within the organization about this topic and that became part of the agenda of leadership meetings and management procedures with the teams. Our intention is not only to encourage tolerance towards diversity, but also to promote effective inclusion.
With this, we recorded an increase from 29 to 35% in the number of black and pardo* employees in the organization. It is also worth pointing out the hiring and training of people with disabilities (PwD) for the second pulp mill in Três Lagoas (Mato Grosso do Sul state), and partnerships with institutions focused on this aspect.
Fibria seeks to develop and implement a Program to value Diversity and Inclusion, creating better solutions for the business and ensuring that everyone feels a part of the company.
(*)In Brazil, Pardo is an ethnic/skin color category used by the Brazilian Institute of Geography and Statistics (IBGE) in the Brazilian censuses. The term “pardo” is a complex one, more commonly used to refer to Brazilians of mixed ethnic ancestries. They are typically a mixture of white Brazilian, Afro-Brazilian and/or Native Brazilian.
Marcelly Florêncio, research assistant at Pretop – Fibria’s partner company, in Aracruz (Espírito Santo state)
Photo: Marcio Schimming
|Pardos* and Blacks||28%||29%||35%|
|Employees 50 and older||15%||16%||14%|
|People with Disabilities||4%||4%||3%|
*In Brazil, Pardo is an ethnic/skin color category used by the Brazilian Institute of Geography and Statistics (IBGE) in the Brazilian censuses. The term “pardo” is a complex one, more commonly used to refer to Brazilians of mixed ethnic ancestries. They are typically a mixture of white Brazilian, Afro-Brazilian and/or Native Brazilian.
For more information on Diversity, visit the Indicators Center.
Simple, timely changes are being made in internal processes so that Fibria may become a more diverse company and promote equality. We want people to have the opportunity to compete on equal terms.
One of the changes is to make job recruitment and selection posting more gender neutral, enabling the individual to identify opportunities to participate in processes regardless of their gender or whether or not they have a disability. In addition, initiatives were taken to raise awareness of and sensitize people and the organization on this aspect.