JOIN SWEDCHAM!

Become our member, share experiences and develop your business with other members.

T 55 11 3066-2550
F 55 11 3066-2598

Rua Oscar Freire 379 12º Andar
01426 001 São Paulo Brasil

Humanization and social responsibility

Human Capital - By Dieter Kelber*


Dieter Kelber, coordinator of the Human Capital Committee
In this day and age, it has become increasingly important and vital that companies be committed to the human development of people, both inside and outside the organization, as only in this manner will it be possible to achieve a situation of lasting sustainability. Totally aligned with this view, the Swedcham's Human Capital Committee began its 2006 activities by focusing on two major issues: humanization within companies and their social responsibility projects.

During the Committee's first meeting of the year, held in February, we had the pleasure of counting on the presence of Luiza Nizoli, executive director of the human resources technology company Apdata, who spoke about how to create an atmosphere of harmony, equilibrium and wellbeing within an organization. "Since 2002, the company has been based on the concepts of harmonization of the workplace, Feng Shui techniques, valorization of behavior and interpersonal relationships, allowing for the company's talents to be inserted in an environment that stimulates creativity, productivity and wellbeing," she said.


Luiza Nizoli, executive director of the human resources technology company Apdata
In this manner, the talents (all persons who work at Apdata and with their clients are considered talents) do not encounter the adversities known in large company offices such as insalubrity, uncomfortable work positions, etc. And they also count on an infrastructure for relaxation such as breakfast, home cooking at lunchtime, an ecumenical chapel, a smoking area (which encourages people to abandon this vice), and an area for massages and punch therapy. In addition to the environment, Apdata stimulates its talents in various of the company's decision-making processes, such as the preparation of products and presentation to the Board (open-door philosophy) and an open two-way channel for suggestions and criticisms between management and the company's other professional layers.

Luiza said that "according to an internal study, the company's productivity has grown by 85% with the implementation of this organization, which clearly has a different approach from that of several other companies in the market."

In this era of changing patterns, we are experiencing a new humanism; a new model of professional is emerging with new characteristics, more adaptable, not only to the needs of organizations, but to a fuller, more productive and happier life. This professional presents some innovative features: a highly developed critical conscience; a solid notion of values; a holistic perception: a vision of a part and the whole, and the aptitude to keep them balanced; versatility with commitments and results; an urgency in obtaining a meaning to his/her own life; a critical capacity with regard to the acceptance of roles and duties; efforts to influence the environment, to make the most out of it; the ability to act as a politically active being, as a citizen of the world; nonconformity with hierarchies and rigid rules; flexibility regarding changes; concern with ethics.

At the March meeting, which was also well attended, Cleusa Carvalho - corporate communications manager at Tetra Pak - showed how environmental protection and human and social development are part of the company's operational premises worldwide as well as the principles of sustainability of its business. "To have a responsible industrial management, generating a profitable growth, in harmony with sustainable development and good corporate citizenship, is a remarkable contribution to a company's success," she said.

Do like companies such as ABB, Scania, SKF, Stora Enso, Tetra Pak, Interprint, Ericsson, Alfa Laval, Berlitz, Insadi, Mercuri Urval, Admix, Millennium, Felsberg, Ötterbeck, Great Start, Flygt do Brasil, DBM, Nefab, Sandvik, Relacom, Venturus and Yale La Fonte, among others, and come participate in the Swedcham Human Capital Committee's meetings to share experiences and knowledge.

In this respect, Tetra Pak focuses on two main fronts: Corporate Citizenship and Sustainable Development, the highlights being educational programs aimed at complementary schooling and human development with a view to improving the quality of life, nutritional safety programs that promote access to safe foods (making food available in a safe manner, wherever the location), environmental education programs aimed at complementary schooling and developing respect for the environment, employment and income generation programs and recycling.

One of the projects which most impressed the meeting's participants was the so-called "Clubinho" (Little Club, or Kid's Club), which is aimed at the children of employees and develops mainly the following activities: environment (elements of nature and recycling); games and competitions (treasure hunts, scouting, etc.); educational games, plastic workshops (the manufacture of clothes with various materials and the construction of puppets); and theater workshops.

There is no doubt that the promotion of human development and social responsibility will be increasingly present in companies in order to meet the strategic demands of society.

* Dieter Kelber is the executive director of the Advanced Institute of Intellectual Development (Insadi) and Coordinator of the Swedcham's Human Capital Committee.