Selection and hiring of new staff, or replacement of the previous operator’s staff or the customer’s staff. Maintenance of old equipment or investment in new equipment.


  • Previous study on RH management – identification of possible excess of personnel due to duplicities and/or lack of matching shifts to workload.
  • Negotiate to unify labour agreements.
  • Eliminate practices that do not comply with labour standards, and establish monitoring mechanisms.
  • Control of the productivity indicator, movements / hours of work and fingerprint checking.
  • Establish incentives for no incidences (accidents and procedures) for shift supervisors.
  • Renew equipment at maturity and decrease the amount of machinery, according to staff number.


  • Reduction of labour costs.
  • Resolution of problems (security, absenteeism, conflicts, etc.), which would entail a high financial cost for the customer.
  • Implement the same labour framework for all employees.
  • Establish a communication policy between the company and the employees.
  • Increase productivity.
  • Reduction of incidences and increase compliance with the customer’s instructions and requirements.
  • Save on net cost by reducing equipment and the number of breakdowns.
  • Improve the technical service – preventive maintenance and quick repairs.

Key Performance Indicators (KPI)

  • Movements / hour.
  • Number of incidences (blows, breakdowns, administrative errors, etc.)
  • Inventory of forklifts and daily checking list.