For Linx, its success is a direct reflection of the people that make up its workforce. They are the DNA of the company and responsible for spreading the mission, vision and corporate culture. Therefore, a number of improvements were promoted throughout the year, aimed at the adoption of best practices in people management.

The reinforcements were focused on the management of salaries and benefits, recruitment and development. In addition, indicators have been introduced to guide the management of human resources processes, assessing issues such as the headcount and turnover. One of the results already obtained in the period was the elaboration of a plan for jobs and wages, defining methodology, job descriptions and salary policy of the IT market, as well as a Salary Administration Policy.

 

HR Policies

Recruitment and Selection Policy

Integration Policy of New Employees

Performance Assessment Policy

Support for Education Policy

Employee Profile

As part of the Linx growth strategy through acquisitions, the Company works to integrate the human capital of the companies it acquires. A very positive outcome of this practice is the large diversity of employees, taking into account the location, gender and age. In 2012, Linx had 1,537 employees, distributed according to the following tables.

* The discontinued operations are not considered.

Employees by employment type and region	Trainee		CLT		Apprentice		Statutory
	2012	2011*	2012	2011*	2012	2011*	2012	2011*
Northeast	10	0	71	70	0	0	0	0
Southeast	42	50	1,187	962	7	1	11	9
South	3	0	204	108	1	1	1	0
Total	55	50	1,462	1,140	8	2	12	9

* The discontinued operations are not considered.

Employees by gender and region	Male		Female
	2012	2011*	2012	2011*
Northeast	69	58	12	12
Southeast	842	701	405	321
South	130	67	79	42
Total	1,041	826	496	375

During 2012 Linx showed a level of turnover that was higher, mainly in the Northeast and the South, due to the structural reorganization of the Company, which was already adapting to the IPO, as well as to make your operation more productive and effective. Between 2011 and 2012, the number of admissions has risen more than 50%.

* The discontinued operations are not considered.

Indicators of turnover by location	Admissions		Layoffs		Total number of employees		Turnover (%)
	2012	2011*	2012	2011*	2012	2011*	2012	2011*
Northeast	25	4	14	11	81	70	24.07	10.71
Southeast	401	309	321	265	1,247	1,022	28.95	28.08
South	58	6	39	13	209	109	23.21	8.72
Total	484	319	374	289	1,537	1201	27.91	25.31

Linx implemented in 2012, the Diversity Incentive Program, signing a tripartite agreement involving the hiring of 12 disabled people. The Company works with the aim of ensuring the hiring of the right talent in the right positions and ensures the sustainable development of professionals in order to enhance performance in the direction of strategic objectives. Also with the diversity program, the Company seeks to increase the participation of women in the workforce, which reached 32% in 2012. Another project that is part of this program is the Young Apprentice (JovemAprendiz). Initially carried out in São Paulo, this project is being implemented in other units, and involved eight apprentices in 2012.

The Company also promotes the spirit of solidarity through fund-raising campaigns with the public internal in the Head Office, in São Paulo. Actions to donate clothing, toys and other objects are held in the winter. The donations are forwarded to the Solidarity Fund of São Paulo, which distributes these to charitable entities, hospitals and hostels in the state of São Paulo.

Linx pays its employees competitively in relation with the information technology market in Brazil. The remuneration policy includes a short-term incentive program for executive officers linked to the achievement of goals and a program of profit sharing for all the employees. In 2012, the Company also redesigned the executive bonus program. In addition, it trained HR managers of branches for the proper implementation of recruitment and selection, new employees' integration, performance assessment and salary administration policies.

Benefits provided to employees by Linx
CLT Integral	Temporary Employees	Trainee	Apprentice
Health care	Restaurant	Health care	Health care
Dental care	Transportation vouchers	Dental care	Dental care
Life insurance		Life insurance	Life insurance
Food stamps		Restaurant or Food stamps	Food stamps
Restaurant or Food stamps		Educational aid	Restaurant or Food stamps
PLR		Transportation vouchers	PLR
Educational aid			Educational aid
Childcare assistance			Childcare assistance
Transportation vouchers			Transportation vouchers

The development of employees receives special attention of the Company that understands this aspect is a priority to maintain the quality service to their customers and ensure the sustainability of Linx. Because of this, the Company offers training programs and subsidizes courses to employees. In 2012, Linx invested R$1.1 million in training and education.

The enhancement of leadership was the focus of the Basic Program of Personnel Management, which aligned the knowledge of managers about different management styles, competency interviews, conflict management and Consolidation of Labor Laws (CLT). Also in 2012, the Company adopted enhanced the program of performance assessment to 100% of the workforce, strengthening meritocracy in the workplace and recognizing the commitment from the employees against the previously established goals. Twice a year, the manager meets individually with his team for a performance evaluation based on the results achieved over the previous semester. During the meeting, the manager provides feedback to his team and points out the positives areas to be worked.

Linx meets all labor standards and maintains relationships with the key unions associated with its operational segment. Linx is affiliated to the Union of Workers in Data Processing and Information Technology of the State of São Paulo (SINDPD). There are no records of strikes or work stoppages by employees in Linx since its inception. The agreements involve 100% of employees, affiliated or not to the local unions, and include clauses related to safety and health, such as promoting health campaigns, prevent repetitive strain injuries, acceptance of medical certificates and the maintenance of a Technical Group in this context.

All employees are represented by the Internal Accident Prevention Commission (CIPA) in each location. Members of CIPA meet and discuss points related to safety, quality of life and the working environment. Once a year, the team organizes a weekly syllabus focused on issues of occupational health, safety and quality of life.

In 2012, Linx recorded no monetary fine or non-monetary sanctions, whether under tax, civil and labor areas. Linx figured as part of 44 labor processes , however, the Company and its subsidiaries had not have any provision for their labor contingencies, and the administration, based on information from its legal advisors, it did not identify any relevant labor contingencies with losses that were classified as probable.

Linx Communicates

Since 2011, the Marketing department centralizes the communication with key Linx stakeholders, whether internal or external. The Marketing and Human Resources areas worked together to enhance the tools that promote the dissemination and sharing of information, the exchange of ideas and dialog without any hierarchical boundaries.

Linx Channel

The Linx Channel organizes the Company´s internal communication. Each content is identified by a name and an icon, facilitating the identification by employees.

Life Linx

Information on the quality of life and well-being of employees.

Eco Linx

Information about initiatives and projects aimed at sustainability and ecology.

Linx Info

News related to the market, business and other information about the operational universe in which the Company operates.

Linx Solitary

Disclosures about socially responsible initiatives, campaigns and volunteer work.
 

Channels of communication

The Company uses various channels to maintain communications with its employees, like a two-way street, always with transparency and agility in its content.

Linx Leaders Meeting

This is an event held annually, which aims to create the alignment between the main leaders of the Company in relation to the strategies and key initiatives of the year. It is also a forum for the dissemination of culture, as well as a time to present the main results from Linx. In 2012, it brought together 150 employees.
 

Management Meetings

Connecting all units of the company via internet, this event was the chosen platform for the presentation of the IPO for employees on the date of its realization. Carried out every two weeks, these management meetings are also a way of keeping all leaders aligned with key goals and initiatives of the Company.

Linx Magazine Informs

Launched in 2011, this quarterly internal magazine covers the main events of the Company during the period. It also brings messages from key executives, spreading the culture and strategy.

Intranet

To disseminate information more quickly, Linx has an exclusive internal portal for employees. This tool is also an ideal choice for storing important documents quick that can be quickly accessed and used for references, such as the Company's policies and other information that may help in everyday life.

Notice Boards

An important tool in the branches, the notice boards centralize the most important information for employees and they are always up to date with what is happening in the Company.