Copersucar’s highest governance body is the General Meeting, which elects its Board of Directors – made up of 11 members with a two-year term. Board members may be reelected and two are independent members.

To support the decision-making process and assess the context for Copersucar’s activity, the Board of Directors is supported by advisory committees, which operate on a permanent basis (see the diagram below).

Execution of Copersucar’s business strategy is the responsibility of the Executive Board, which is made up of six members from senior management and the CEO and is responsible for managing and overseeing the company’s operating results. In March 2018, Copersucar underwent corporate restructuring aimed at an even more integrated management and focused on its different businesses.

All those responsible for Copersucar’s governance are trained on the company’s anti-corruption policies and guidelines, in accordance with the demands identified as a result of legislation changes or other factors.

Composition of the Board of Directors

• Chairman
• Luís Roberto Pogetti
• Board Member
• Antonio Eduardo Tonielo
• Board Member
• Antonio José Zillo
• Board Member
• Carlos Dinucci
• Board Member
• Carlos Ubiratan Garms
• Board Member
• Clésio Antonio Balbo
• Board Member – Independent
• Geraldo José Carbone
• Board Member – Independent
• José Luciano Duarte Penido
• Board Member
• Luiz Roberto Kaysel Cruz
• Board Member
• Norberto Bellodi
• Board Member
• Sandro Henrique Sarria Cabreira

Composition of the Executive Board

• CEO
• Paulo Roberto de Souza
• Commercial and Planning Director
• Pedro Paranhos
• Logistics Director
• Paulo Roberto de Souza (interim)
• Strategy, Business Development and Shareholders Relationship Director
• Tomas Manzano
   
• Administration, Finance and Investor Relations Director (CFO)
• Augusto Durand
   
• People and Management Director
• André Camargo
• Legal and Governance Director
• Julio Boada

Training and shareholder relationship

In the 2017-2018 crop year, Copersucar held the first edition of the Training and Shareholder Relationship Program, at which 17 representatives of the company’s controlling business groups took part. The purpose of the training program is to strengthen the relationship with and enhance the knowledge of this audience about Copersucar’s business model, operations and corporate governance structure and hone technical and managerial skills.

The training program modules totaled 130 hours. The modules were taught under the academic supervision of the Instituto de Ensino e Pesquisa (Insper) and attended by Copersucar executives. In addition to this, the program included field visits to the Santos Copersucar Sugar Terminal (TAC) and to the Paulínia fuel terminal, both in São Paulo State.

At the end of the program, participants presented projects that apply to Copersucar’s situation and proposed improvements to results and to the relationship between the company, partner mills and its clients. A second group with 19 participants began attending the program in the 2018-2019 crop year.

Ethics and business compliance

In building its relationship with its different stakeholders, Copersucar is committed to maintaining the ethics and values that guide the business with integrity and transparency. These guidelines are expressed in the company’s Code of Conduct and Ethics in Business, which drives the activities of all company employees and senior management. When joining up, all employees, from Copersucar offices and terminals are included in the Integration Program, which covers the concepts contained in the Code of Conduct, among other aspects.

In March 2018, Copersucar trained 100% of employees at all its units through a series of training programs to reinforce the concepts and importance of the Code of Conduct and Ethics in Business. This training included issues such as respect for Brazilian legislation, safety and the relationship with clients and suppliers, among other aspects that are relevant for the sustainable growth of the business.

The Ethics Channel is open for employees to clarify doubts about ethical values and to report everyday situations that might be at odds with the guidelines of the Code of Conduct and Ethics. The channel, which is managed by an outside and independent company, is also available to the company’s other stakeholders and may be accessed confidentially or anonymously by website, email or telephone.

Aware of its entire value chain, Copersucar also has a Code of Conduct and Ethics for Suppliers, which defines the guidelines to be followed by the partners that provide services and materials to the company. In the last biennium, 111 suppliers out of 508 partners whose contracts were corporately assessed by the supply area, had formalized their adhesion to the Code, assuring their commitment to best practices and the responsible management of the environmental impacts of their activities.

Risk management

The Copersucar risk management model is constantly evolving. In 2016, the company began a process to broaden its risk management and bring together into a single matrix all the risks of its business models, aimed at financial, operating and market aspects.

This work was underpinned by a methodology that includes analysis of risk vulnerability, impact and responses, considering the effectiveness of existing mitigation plans. Alongside this methodology is the quest for monitoring indicators in order to foresee any occurrences, as well as create opportunities and the development of a business continuity plan.

To implement this model, Copersucar has a structure dedicated to risk management. The Internal Audit, which is linked directly to the Financial, Audit and Risk Management Committee under the Board of Directors, complements the Risk Management governance at Copersucar. With the support of an external, independent consulting firm, the company’s internal audit model is in line with the market’s best practices, has been very effective and has contributed to process enhancement and compliance.

Return