Optimizing the
best in each of us


Being who we are ─ individually and as a team ─ is what differentiates us in the market and drives our business. We have an engaged team, in constant development and for which we aim to promote a respectful, honest, safe, collaborative, diverse, and innovative work environment.


Raízen team

Each point of view counts.

We ended 2017/2018 with a team of nearly 30,000 employees, for whom we seek to ensure a just, safe, collaborative, diverse, and innovative work environment. |GRI 102-7|

Click here for more information about our workforce. |GRI 102-8, 401-1, 401-3, 404-1, 404-3, 405-1, 406-1|

Attracting talent

Come work with us.

We are a young company, with seven years of activity, but we are big: one of the largest corporate groups in Brazil1. Our work on different business fronts provides an environment conducive to developing our employees, and allows young talent the opportunity to enter the job market and grow professionally.

1 According to the ranking prepared by the Exame magazine edition "Melhores & Maiores 2017." Ranking takes into account the annual net income.

We want restless and curious people to become part of our company, who have the energy and desire to learn, and who want to find new opportunities at each challenge.

To this end, last crop year we opened registrations for the Talent Program, which included the first edition of the Trainee Program and the seventh edition of the Internship Program. The first is dedicated to professionals who obtained a degree no longer than three years before. The Internship Program receives registrations from university students studying at least the next to the last year of their graduate courses.

170 jobs were offered (150 for internships and 20 for trainees) in 33 Brazilian cities, in various business areas.

In 2017/2018


enrolled in the Internship Program


in the Trainee Program

In 2018, we stood out among the most attractive companies in Brazil, according to Universum. Comparing with the previous year, in the perception of students, we advanced in all categories and featured among the Top 10 in the Engineering category.

With inclusion in mind, we have in place initiatives to integrate People with Disabilities (PwD). Throughout the crop year, we sought to form a database of résumés for this audience. All records have been archived so that as jobs become available, those interested may be contacted by the Human Resources department. |GRI 405-1|

Professional training |GRI 103-2, 103-3|

A diverse team in constant development.

We stimulate the search for experiences that transform and develop our team. Between November 6 and 10, for example, we involved our employees ─ both in-person and online ─ in a week of self-development.

In addition to addressing current, group, individual, and market issues, we focus on the future. Employees participated in activities that involved "Agile Methods," "Innovation in Agribusiness," and "Exponential Growth," and other important topics for our development.

First Development Week


online and 557 in-person participants

112 hours

of development


participating locations


prizes drawn

Employees also discussed issues regarding clients. To show practical examples and expand our knowledge about the Commercial area, our professionals talked about business and processes to connect and collaborate with all areas of the market.

From field to station, we work toward a purpose that mobilizes the entire team. We believe that any contribution has value, and that together we are better. Therefore, during the week, we sought to increase synergy between the areas in order to facilitate the decision-making process.

The lectures also highlighted the importance of valuing differences and promoted forms of learning, thus strengthening the culture of a diverse and integrated team.

Another highlight of the event was the Immersive Room, which simulated real everyday situations so everyone could learn about our business in an integrated way. Among other initiatives developed in 2017/2018, the following stand out:

Raízen Generation | Aimed toward developing employees with the potential to become future supervisors and managers. For a year and a half, participants undergo in-person and online training on all areas of the business, which includes leader mentoring and developing projects to be incorporated into our activities. Approximately 46 professionals completed the program in May 2018 ─ 30% of whom have already been promoted to a leadership position (by the time this report was published).

Looking toward the future | From October 2016 to December 2017, a total of 20 young people from different areas had the opportunity to reflect on the ongoing changes in our sector and the consequent impacts on our business. There were six training modules, with mentors and internal managers that dealt with topics such as new business models, networking, co-creation, megatrends, tools and methods of deconstructing problems and building solutions, design thinking, and others. The initiative resulted in four projects on topics impacting our business.

Agricultural Culture | The course was taught in partnership with the Federal University of São Carlos (UFSCar), Júlio de Mesquita Filho Paulista State University (UNESP), and the University of São Paulo (USP) and addressed agricultural techniques for executives with the purpose of educating them in order to improve decision-making. About 18 students trained in October 2017.

Industrial Culture | Program started in March 2018 in the same way as the Agricultural Culture program.

Developing Agricultural Business | Geared toward the operational leadership of the Agricultural Business area, training develops the skills necessary for excellence in everyday practices.

Technical Training for the Agricultural and Industrial Operation | Technical training programs for cutting and loading operations, transport, and industrial maintenance, among other topics dedicated to improving knowledge, during the off-season. The actions had more than 6,700 participants in the crop year.

Agricultural Business Round | Created in 2017/2018 to engage employees in the Agricultural Business area in improving results based on established indicators. At the end of the program, which lasts 12 months, the best participants will win an international trip.

Formula IND | Also created in the crop year, this program parallels Formula Indy with the goal of maximizing the performance of the production units, with monthly awards for those with the best industrial indicators.

Integration cycle for the new units | When the Santa Cândida and Paraíso production units were acquired, training was conducted for the professionals involved in these operations to guide them on internal processes, technologies, and culture. The actions involved 1,598 employees.

Technical training of industrial supervisors | Training on techniques regarding everyday operational processes in order to increase efficiency.

In addition, employees have access to online content for developing technical and behavioral skills.

Team development is monitored by managers with the support of our Raízen People Management System (GPR - Gestão de Pessoas Raízen), which integrates all Human Resources processes.

Click here for more information on professional training. |205-2, 404-1, 404-3|

Workplace safety |GRI 103-2, 103-3|

Life is what matters.

Continuing our efforts to educate employees and partners about workplace safety, in March 2017 and October 2018, we held two editions of the Safety Day. In the first, we alerted about the risks inherent to each operation, and several units developed specific actions and materials to engage participants. In the second, we reinforced the topic in a more personal way: "My life is what matters" (self-protection), "My colleagues' lives matter" (intervention), and "My family's life is what matters" (safety at home).

During the initiative, we promoted a jingles contest, which had over 70 entries from all business lines. The goal was to reinforce the key messages. We also received drawings about workplace safety from the employees' children, nephews and nieces, which were displayed on the day of the event.

Safety Day Highlights


people impacted (employees, business partners, and students of the Raízen Foundation) at



60+ meetings

by phone and in person

50 hours

of alignment meetings between all business lines


meetings with leadership

At the agro-industrial units, we engaged the team in Semana Alerta (Alert Week), whose goal was to increase adherence to our Sistema Alerta! (Alert! System), which seeks to prevent accidents based on behavioral tools. During the crop year, training for system use was provided in a more playful and interactive way.

We also reinforced the dissemination of the "Five Rules That Save Lives." Developed by a multifunctional team and in conjunction with leadership, they direct efforts toward the five major groups of actions that may eliminate 70% of the most frequent types of accidents.

Five rules that saves lives


In the past five years, we have invested over BRL 1 billion in infrastructure improvements and programs related to employee safety.

Periodically, we conduct drills with the employees who are part of our fire brigade. The goal is the technical improvement of the team. In 2017/2018, leadership from the production units also became involved in training on fighting fires in flammable products. Participants were taken to a specialized training field in Paulínia (SP), where they performed theoretical and practical activities related to all necessary procedures for emergency situations. Ninety professionals were trained. The initiative will continue during the next period.

In the crop year, there were eleven accidents with lost time and no fatalities, representing another year of record results since the beginning of our activities. We are, however, in our relentless pursuit of our Zero Accident mark. |403-2|

LTIF1 Lost Time Injury Frequency |403-2|


1 LTIF - Lost Time Injury Frequency Data reported refers to own employees and contractors.

Leadership is informed, within 24 hours, of accidents resulting in lost time, restricted work, and/or medical treatment. All occurrences are investigated, and lessons learned are shared to avoid recurrence. The topic also receives attention from board members, executives, and members of the Social Responsibility and Health, Safety, and Environment Committees.

Click here for more information about occupational health and safety. |GRI 403-1, 403-2, 403-4|