Language:

  • Updated on 06/14/2023

    This is the new official channel to clarify doubts related to the Integra Project and to the stage that focuses on the analysis, validation, and structuring of Our Integrated Services (NSI). It will be updated periodically and news will be shared.
    In addition to the leader-led dialogue, which is fundamental and should happen at any time, the Project foresees, from the beginning, a transparent, objective, and frequent communication.
    Count on the support of the People & Organization teams. If you have other doubts, suggestions or comments, you can also share them through the e-mail below:

     

    CONTACT

    integra@novonor.com. Here we have an open channel for doubts and contributions. To submit your question anonymously, click here


     

    MAIN QUESTIONS RELATED TO INTEGRA



    • What is Integra?
      It is a project that began on June 1, 2022 and that is being developed and implemented in Novonor Group to provide more integration, competitiveness, efficiency and security of processes, focusing on the resumption of business growth and reach Vision 2030.


    • Which companies are part of the scope of Integra?
      The work covers the holding company Novonor and the controlled companies OEC, Participações, Horiens and OR.


    • How will the implementation be?
      The Project is developed and implemented in phases and counts on the support of consultants Accenture and Stefanini. The delivery of the diagnosis, in September 2022, was a milestone of the first stage. In February 2023, a new phase was started, focused on the analysis, validation and structuring of the NSI.


    • What is the difference between Stefanini’s and Accenture’s scope of work in the Project?
      The work carried out by the Accenture consulting firm is the strategic structuring of the corporate support areas. In April, a stage began of updating the information acquired in the first phase of the Project, concluded in September 2022, to detail the structures in search of more synergy and efficiency. The goal is to deepen the planning of the times and movements of this restructuring and establish the new form of communication, governance, service levels (SLAs), and billing model.
      Since February this year, the consultancy firm Stefanini has been working on structuring the NSI (Our Integrated Services) network and the BPO (Business Process Outsourcing) operational model. The activities are divided into: NSI creation and outsourcing of part of the transactional operations through BPO implementation.
      Stefanini started mappings with the involved areas to better understand the activities currently performed by Novonor Group structures. This phase is of fundamental importance for the assertive development of the new model of providing support services to the business areas of the Group, which will be centralized in OEC and will also attend the holding and participating businesses (OEC, Participações, Horiens and OR).


    • How can the progress of the actions be monitored?
      Besides the leader-led dialogue, which is fundamental and should happen at any time, the Project foresees, from the beginning, a transparent, objective and frequent communication about the advances in the implementation. Follow the news through the Integra_Ação bulletin, sent by e-mail. To remember all the communications, click here.
      Stay informed on this “Questions and Answers” page, which will be updated as the project progresses. The e-mail integra@novonor.com remains at your disposal for questions.

     

    MAIN QUESTIONS RELATED TO THE NSI PROJECT



    • What is NSI?
      Our Integrated Services (NSI) is the new model for providing services to support the Group’s business areas, previously performed by other structures within each company, which will be centralized in the OEC and will also serve the holding company and participating companies.
      The analysis, validation and structuring work of the NSI is done together with Stefanini, a Brazilian multinational company, recognized and attested by the market, which brings an innovative digital proposal.


    • What types of services will be part of the NSI? Operational or non-operational services, or services that require analysis and application of criteria?
      The NSI (Our Integrated Services) will include activities that already compose the current support structures and CSC existing in Novonor Group, such as Payroll, Accounting, Fiscal and Personnel Administration, as well as some processes related to Supply and Facilities areas.
      Most of the operational activities will migrate to Stefanini, through the BPO (Business Process Outsourcing) operational model.
      To define the services of the Retained NSI, structure that will remain allocated in Novonor Group (OEC), two main criteria were analyzed: the activities not eligible to the service outsourcing process and activities recommended by the Company’s Integrity area.


    • Is there a forecast of how many members will form the NSI Retained structure?
      Yes. The estimate is that this new structure will be composed of between 70 and 80 people, according to consulting projects conducted by Accenture and Stefanini and validated by the Novonor Group. This number will only be closed at the end of wave 2, in October.


    • Will only people from the OEC CSC or from other areas be considered for the NSI team?
      The formation of the NSI, which includes the structures of the Retained NSI and BPO (Stefanini) considers the centralization not only of activities that make up the current OEC CSC. Some processes that occur in other Support areas, either from OEC, as from OR, Horiens, Novonor and Participations, will also be part of this new structure. Consequently, members from all the businesses and areas involved are being considered in this restructuring process.


    • What were the criteria used to consider that Stefanini has the “right profile” to support us?
      The BPO selection process was carried out through a market competition involving some of the main service providers in this field. Besides presenting the best technical and commercial proposal, Stefanini provided greater openness and proximity, being a national company.
      Meetings and conversations were held with various Stefanini clients, who gave an excellent evaluation.


    • I saw, on Linkedin, Stefanini searching for professionals with job descriptions similar to our programs, at Novonor Group. Wouldn’t there be a prioritization of our members to form the BPO?
      To compose the BPO team, it is being considered a mix of people who are already Stefanini employees, people indicated by Novonor Group, as well as some punctual new hires from the market, considering the project schedule and the need for Stefanini to integrate and train people, while the mapping and shadowing processes are still in progress.


    • What is the change management plan?
      The Stefanini and Novonor teams are working closely together to ensure that the process runs smoothly and without disruption to our operations. This collaboration is taking place through simultaneous actions of mapping, training, clear and constant communication and assisted transition from Novonor operations to Stefanini BPO.
      Project Implementation is being followed by the Change Management and Communication Committee, composed of members from both Novonor Group and Stefanini. The Committee acts so that the members involved have clarity and transparency on decisions and changes, in alignment with the evolution of the Project.
      Furthermore, a group of Change Agents was formed, composed of members from different Businesses and areas, whose main objectives are to share information on each stage with their team, being a reference point for all, in support and alignment with the main leaders involved, as well as collect perceptions of the members to support the clarification of doubts.


    • Were the Change Agents oriented to disseminate the information within the areas?
      Yes. It is part of the role of the Change Agents to disseminate relevant project information to the teams, in support to the Leaderships.
      Click here to access the list of Change Agents for each Business.


    • When will we have access to the schedule for: i) migration activities, ii) NSI structuring and iii) corporate structuring? Are the definitions going to happen simultaneously to better leverage the people we currently have in the teams and to ensure the synergy developed over the past few years?
      Novonor Group has always had among its priorities the care for people and their careers. The definitions will be made preserving the synergy and always with listening, empathy and a look of retention of the integrants.
      Click here to see the Project’s summarized chronogram.
      The dates foreseen in this chronogram may be changed depending on the Project’s progress.


    • What is the expected date for the beginning and end of the migration of activities to Stefanini?
      Click here to see the Project’s summarized chronogram.
      The dates foreseen in this chronogram may be changed depending on the Project’s progress.


    • Will the transition of the activities be done remotely or in person?
      The transition of the activities will be carried out predominantly in a remote model. If there is a need for face-to-face work, the planning will be done together with the leaders, aiming to meet the demands of the project. Should there be this need, the company will bear the expenses related to transportation.
      There will be prior communication so that people can program themselves for the work dynamics required, and each front will have particular and adherent treatments to the reality that the transition requires.


    • Can you provide information on how the company plans to select the employees who will continue working here? When and how will the screening process for team members be conducted (activity mapping, skills assessment, headcount and professional profile)?
      The selection of employees will be based on the activities that will remain in the Novonor Group companies, as well as the adequacy of their professional profiles and skills. The most recent PAs and development evaluations of the Members will be considered, so that we have as meritocratic a process as possible, also understanding the wishes of each member.
      The leaders will have an active role in this selection process, and it is estimated to be completed within a maximum of 3 months after the start of the Project.


    • Who will be responsible for selecting the people to form the Retained NSI?
      The definition and invitation of people will be made based on the activities that will remain retained in the companies of the Novonor Group versus the adequacy of the professional profiles and competencies of the members. The most recent PAs and development evaluations of the member will be considered, in order to have a process as meritocratic as possible, also understanding the desire of each member.
      The indications, considering the aspects mentioned above, are occurring through the current leadership of the OEC CSC and the administrative-financial areas of the Businesses participating in the project.


    • What is the forecast for communication to the members that will or will not be part of the new structure (NSI retained)?
      Communication to members regarding the mobilization to the Retained NSI structure will occur in line with the Project’s schedule, and taking into consideration the good evaluation and adherence to the activities that will continue to be carried out internally. Click here to see the Project’s summarized chronogram.
      The dates foreseen in this chronogram may be changed depending on the Project’s progress.


    • Will there be a centralized channel of opportunities in the various business areas for these members to learn about and apply to internal processes?
      Novonor Group has always prioritized taking care of its people and their careers. The company will make every possible effort to preserve its highly valued team members, whether through current programs or other identified opportunities.
      The People and Organization (P&O) teams are available for any support in this process, including searching for opportunities in the Line for those who manifest mobility.


    • When we have a transition timeline, will it already be possible to have the date of resignation for the members who do not get internal opportunities?
      Click here to see the Project’s summarized chronogram.
      The dates foreseen in this chronogram may be changed depending on the Project’s progress.


    • Will the company dismiss the employees who intend not to be part of the staff anymore and do not wish to wait for the end of the Project implementation?
      Novonor Group companies understand that their teams are correctly dimensioned to perform the activities to be absorbed by Stefanini. In this sense, there is no provision for demobilization in advance of what is foreseen in the transition schedule with Stefanini.


    • Will the employees who resign before the conclusion of the outsourcing project receive any type of compensation from the company? For individuals who secure new job opportunities and resign, how will the employment termination be handled? Will the company cover the severance pay only for those who are dismissed within the established timeframe by the company?
      The knowledge transition stage about the flows and procedures is fundamental. It will be of great value to the Group to count on each of the members in this process, so that it can be implemented, stabilized, and finalized without harming business operations. Thus, it is essential for the Project that everyone fulfills their deliverables until the end. These deliverables may have different dates for members in different programs.

      Only those members who continue to contribute to the project until the end of the activity transition period will be terminated by the company’s initiative.

      Members who ask to leave the Novonor Group before completing their agreed deliveries will have their resignation processed as a request of their own initiative, without the indemnities arising from a resignation on the company’s initiative.



    • I am participating in the Stefanini selection process (BPO), would this affect me in relation to the selection of Members to be part of NSI Retained, or for another position at the Novonor Group?
      The choice regarding the work opportunity with Stefanini, partner of Novonor Group in the NSI project, is strictly personal, being each Member the agent of his own destiny.
      It is important to consider that the NSI Retained structure has a limited number of people, estimated between 70 and 80 Members, and that the leadership, when indicating people for each structure, took into consideration their profile vis a vis the previous visualization of the activities that will follow at Novovor and those that will migrate to Stefanini.


    • When will Stefanini inform the benefits package for those Members selected for BPO formation?
      The selection processes conducted by Stefanini are being conducted individually, and some Members, indicated for the first wave, have already received job offers.
      As commented in the first live, we will have different moments of hiring by Stefanini, depending on the project progress.


    • Why does the Member need to go through the selection process to go to Stefanini? Once indicated by Grupo Novonor, shouldn’t he already be considered as fit?
      When indicating a Member to be used by Stefanini, the Novonor Group companies certify the good evaluation regarding behavioral and technical aspects.
      However, it is natural that Stefanini seeks to evaluate, through its own selection process, the adherence of these professionals to its culture, values, competencies, etc. It is also an opportunity for the candidate to get to know Stefanini, as well as aspects related to career and work model of this company.
      We also reinforce that this is not a process of people absorption, but a new work opportunity in a new company, being Stefanini responsible for evaluating all criteria deemed necessary.


    • Will the pending vacations be paid upon termination, when applicable, or will they be taken before the migration period?
      In case of termination, any unused vacation periods will be compensated according to the law, whether outstanding balances or prorated vacation not yet due.


    • What is the outlook for the absorption of team members by Stefanini?
      Throughout the evaluation of the Integra Project, the Novonor Group teams were recognized for their productivity, professionalism, and delivery compared to market benchmarks.
      Stefanini shows interest in evaluating the profiles of the group’s members, for which the structures retained from NSI are not able to be used. However, it is important to emphasize that this absorption will depend on a careful and judicious analysis, taking into consideration their operation and activity needs.
      Thus, Stefanini is open to evaluate the absorption of the professionals who fit the criteria and are interested in being part of the team, where their experience and knowledge of the company processes will be of great value for the operations progress.
      It is fundamental that all members continue demonstrating their delivery capacity and good evaluation, during the BPO implementation process, reinforcing the value of our teams and potentializing the possibilities of continuity.


    • Is it possible that a person indicated by Novonor Group be used by Stefanini for acting with another portfolio/client?
      Yes, Stefanini, during the selection processes, can make a job offer to act with another of its clients.


    • Considering that the Integra Project aims to improve processes and reduce costs (which also translates into layoffs), I would like to know if there would also be a reduction in the number of directors and managers of the companies or if the reduction only affects the operational support areas (CSC)?
      The main objective of the Integra Project is to provide greater integration, competitiveness, efficiency, and process security, with a focus on resuming business growth and achieving the 2030 Vision. The eventual demobilization of members should be understood in a broader context, which includes the integration of areas and the optimization or simplification of organizational structures and processes. The restructuring actions foreseen in the context of the Integra Project will be implemented by the Novonor Group.


    • Is the work contract with Stefanini CLT?
      Yes, Stefanini offers hiring under CLT regime, which ensures rights and legal security to its employees. It demonstrates commitment to labor laws and quality of life of employees.


    • What is the work model adopted at Stefanini? Hybrid, Home Office or In-Person?
      Stefanini will adopt the face-to-face model with the professionals who will provide service to Novonor Group, at least during the first year after transition, in order to ensure better communication, absorption of the processes and best practices involved.


    • We heard that Stefanini also has a CSC in Berrini. Is this information true? Is it a possible workplace for those eventually allocated to Stefanini?
      No. The Stefanini BPO location for Novonor will be in Santana, at Alfredo Pujol, 506.


    • What will be the form of termination for those members who remain, until the end of the project, but do not have a new program? Will the member have access to his/her unemployment insurance?
      The members that, even after all the efforts, do not have a new program identified within the Novonor Group, but that remain contributing to the Project until the end of the transition period of their activities, will have their severance processed by the company’s initiative, receiving their full severance pay and rights.


    • What type of notice will be given to those Members who do not continue in the Group? Worked or indemnified?
      The previous warnings of the Members that are disconnected in the movements resulting from the Integra Project will be processed as indemnified.


    • Will the salary range to be offered by Stefanini be similar to the one currently used by OEC? Several online searches have been conducted by employees, and they have commented on: (a) lower salaries and reduced benefits, (b) difficulty in career growth, (c) employees being treated as numbers/machines.
      Stefanini is one of the largest Brazilian multinational companies, a leader in several segments, employing over 35,000 people around the world.
      Its compensation and benefits practices are compatible with the market references. In addition, the main sites and portals that gather information about job opportunities, as well as perceptions about characteristics and practices of several companies, reflect a positive evaluation average for Stefanini.
      It is important to emphasize that all compensation-related decisions will be made based on objective and fair criteria by Stefanini. They are committed to maintain transparency and open communication with employees regarding these changes and to seek solutions that can benefit everyone.
      We also reinforce that when accepting Stefanini’s work proposal, the professional is starting a new work relationship with an employer with its own remuneration practices.

     

    SPECIFIC QUESTIONS FOR OEC



          • How should the PA 2023, whose deadline for covenant is 02/28/23, be handled?
            The PA Cycle identifies the priorities and goals of the areas in each period. As the Project still doesn’t have all its impacts defined, the PAs should be agreed upon normally and considering a current view.
            In case any relevant changes are implemented as a result of the Project, the Leaders will be oriented to evaluate the need to renegotiate any of the goals.


          • Will there be prioritization of the CSC team for internal vacancies in the group?
            The Novonor group has always prioritized the care of its people and their careers. The company will make every possible effort to preserve its highly valued team members, whether through current programs or other identified opportunities.
            The People and Organization (P&O) teams are available for any support in this process, including searching for opportunities in the Line for those who manifest mobility.


          • How will the eventual profit sharing of people who will be terminated or will go to Stefanini be treated: will they receive the same cuts as other members who have left on their own or by the company in the last 2 years?
            When the last PLR payment is made (base 2021), there was no discount for people who were dismissed by the company’s initiative.
            If there is a PLR payment for the 2022 and 2023 cycles, after approval of the company’s results by the Board of Directors, only those members who resign on their own initiative will have some kind of discount on the amounts to be paid.
            The amounts will be calculated pro-rata to the months worked in the period, as is the normal practice in cases of dismissal by the company.


          • With the migration of the CSC activities, will the Time Camp be maintained?
            TimeCamp is an effort measurement tool for charging pass-throughs to other areas and Businesses. The activities that migrate to Stefanini will have their own way of measuring service charges. In the case of the retained NSI, the tool can be maintained or some other apportionment criteria stipulated, this is not yet defined.


          • After being informed that he/she will not be part of the new work model (NSI or Corporate), will the member have some time to look for a new PA? Is there a definition about PDV (Voluntary Dismissal Program)?
            Novonor Group has always had among its priorities the care for people, their development and their careers.
            The OEC has structured a Retention Program aimed at integrants whose activities are transferred to Stefanini’s BPO, within the NSI structure, through the payment of a premium, at the time of Project completion – See next question.
            In addition to the retention bonus, the OEC will offer a outplacement support service for all members who remain in the company until the end of the Project and who are not hired by Stefanini or allocated to another program internally.
            Outplacement support service will consist of participation in training, with a specialized company, aiming at supporting members in the search for a new professional opportunity, and will have as main contents career management, new competencies related to the future of work, elaboration of resume (LinkedIn) and preparation for interviews.
            The training will take place virtually and in group. Participation will be optional and will take place prior to the demobilization process of the impacted members.


          • Will there be a prize for retention of the members who will be part of the Project? If so, when will it be announced?
            Yes, OEC has structured a Retention Program aimed at integrants whose activities are transferred to Stefanini BPO.
            The payment of an award of 1.5 salaries in addition to severance pay will be a recognition to those Members who, even after all efforts, do not have a new program identified within Novonor Group, but who remain contributing to the Project, until the end of the activity transition period.
            Some indicators will be defined for follow-up in order to measure performance, quality, and delivery time at each stage of the Project.
            The integrants hired by Stefanini will also be entitled to receive the award.
            If the integrant decides to leave OEC or has a new program identified, by the end of the Project, with continued employment in any company of the Novonor group, he/she will not be eligible for payment of the Retention Program.


          • Will those OEC members who remain in the Group be eligible for the bonus?
            No. The retention bonus is exclusively for those members who stay on until the end of the Project, meeting the requirements mentioned above, and who leave OEC.


          • Will the Members that may be indicated to Stefanini, but at the end refuse this job offer, being dismissed from OEC at the end of the project, be entitled to the retention award?
            Yes, all members who, even after all efforts, do not have a new program identified within Novonor Group, but who continue to contribute to the Project, until the end of the transition period of their activities, will have their dismissals processed by company initiative, receiving in full their severance pay and rights, in addition to the package foreseen in the Retention Program detailed in the previous questions.


          • Will the NSI be hybrid as a corporate area? Or like CSC and IT (100% home office)?
            Remote work will be maintained during the project phase. The model to be adopted for the retained NSI team will be defined and communicated before the end of the transition phase of the project.