mission: enchanting users

Transcription

CONCESSIONS
MISSION:
ENCHANTING
USERS
π Maria Cláudia Lopes
with her daughter,
Ana Catarina (left),
and Maria Eduarda
Marques with her
daughter, Valentina,
at Maracanã Stadium
in Rio de Janeiro
DOMINICAN REPUBLIC BREAKING
WORKPLACE SAFETY RECORDS
LOGISTICS A ROTOR’S LONG
JOURNEY TO THE POWER PLANT
JA
NE
IR
O
PA
UL
O
Odebrecht is helping increase urban
mobility in several cities around the
world. Through projects that make
their Clients’ dreams come true and
ventures in the transportation sector,
Odebrecht companies help cities and
countries grow, and millions of people
enjoy a better quality of life.
SÃ
O
DE
RI
O
AL
EG
RE
RE
CI
FE
PO
RT
O
M
IA
M
I
LI
SB
ON
CA
RA
CA
S
LO
S
TE
QU
ES
LI
M
A
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A
BR
AS
Í
In these cities,
you take the metro
with us.
E D I T O R I A L
THE CHALLENGE OF
DIRECT INTERACTION
O
ver the course of its sevendecade history, Odebrecht
has never been closer to the
direct users of its projects and
ventures than it is today. The
Group is experiencing a strong
expansion of its operations in the
concession sector, which gives it
an opportunity literally to look
the end users of its operations
straight in the eye. Actively
present in the operations and
management of roadways, sports
arenas and water and sewer
services, among other segments,
its teams work directly with the
people who give the concept of
quality service its finest meaning.
How is that direct relationship
conducted? How are the Group’s
teams groomed to work with
this new type of client? And
how can its concessionaires
and companies that do not
necessarily work directly with
concesssions generate synergy?
You will find the answers to these
questions in the special report in
this issue of Odebrecht Informa.
In Brazil, Odebrecht’s
involvement in concession
2
projects is enabling the Group
to find solutions to major
infrastructural bottlenecks for
transportation and logistics
that have prevented those
sectors from keeping pace
with the nation’s growth. But
much demand remains unmet.
The Federal Government
understands that the private
sector has an important role
to play in this context. The
Group is doing its bit and
will continue to do so. By
combining its experience
and expertise in engineering
and construction with its
long track record in projects
carried out through PrivatePublic Partnerships (PPPs),
Odebrecht is reaffirming its
commitment to being where
it is most needed - in Brazil
and other countries, such as
Peru and Colombia. That way,
the Group is answering the
call of governments and, more
broadly, the societies it aims
to serve.
Good reading. ]
π Rota das Bandeiras highway concession’s Operational Control Center in São Paulo State
Odebrecht informa
3
H I G H L I G H T S
COVER
ALL IN THE FAMILY
Photo by Américo Vermelho
47
06
Concessions
Direct relations with end clients are a challenge and
motivation for the Odebrecht teams working in concessions
Fathers and sons work side by side
at jobsites in Ecuador, making
them a second home
A SAFE WORKPLACE
54
In the Dominican Republic, a culture of prevention sets
new records in workplace safety
4
63
FUEL
72
CITIZENSHIP
Argentina makes progress in the
manufacture of premium products
The IDC surpasses the mark
of 350,000 services provided
in 2013 in northeastern Brazil
FOLKS
INTERVIEW
70
50
A conversation with Belkis,
Otimário, Marcos and Maurício
Paulo Cesena and the art of good
relations with the concession
companies’ end users
60
66
SUSTAINABLE NATION
Angola’s accomplishments
in housing, professional education
and other key areas
GIANT ON THE MOVE
ARGUMENT
46
Transporting a 267-tonne rotor
from Taubaté, São Paulo, to the
Teles Pires Hydroelectric Plant
João Borba writes about the calling of thinking
“outside the curve” to give better service
Odebrecht informa
5
C O V E R
REACHING
THE END CLIENT
ODEBRECHT CONCESSIONAIRES’ TEAMS
EXPERIENCE THE DAILY AND TRANSFORMING
CHALLENGE OF DIRECT INTERACTION WITH USERS
π IIRSA North, in Peru: road improvements made it possible to triple the palmetto-growing area
6
Odebrecht informa
7
Fred Chalub
C o n c e s s i o n s
π Rota das Bandeiras team on the road: the concessionaire’s fleet includes seven ambulances and a mobile ICU
The story of Ana Lídia Borba is here. A brilliant triathlete, she almost lost her life in a road
accident and is now back to high-level competition, motivated and grateful. The story of Janaina
Pedrosa Dias, assistant principal of a public school in Belo Horizonte, is also here. She is
experiencing a time of tremendous satisfaction, because she can devote more time to teaching
children. And there is also the story of Maria Aparecida de Jesus, a resident of Itapemirim,
Espírito Santo, who can now do household chores more easily and cheerfully. And there’s more.
You will also find the stories of Maria Eduarda Marques, Maria Cláudia Lopes, Dilsa Vasconcelos
and Thiago Mascarenhas, passionate soccer fans who can enjoy the beautiful game in comfort and
safety at Maracanã Stadium, the Itaipava Pernambuco Arena and the Itaipava Fonte Nova Arena.
You can read about all them and more in this special report on concessions, which begins on the
next page. These are stories about good business strategies, but, above all, they are accounts of
life solutions in action - equations in which the result is highly qualified services provided to
direct beneficiaries, that is, the users. They are you. They are all of us. So don’t be surprised if
you see part of your own story in the following pages.
8
DIALOG MAKES ALL THE DIFFERENCE
INTERGENERATIONAL UNITY IS THE HIGHLIGHT AT ODEBRECHT TRANSPORT
Written by Fabiana Cabral
Director. “The thing that motivates me most is that
our work changes the lives of our local communities.”
Fernando Goes helped create Foz do Brasil, now
Odebrecht Ambiental (Environment), in 2007. He
developed expertise in sanitation and concessions on
the job, with the decisive aid of leaders like Geraldo
Villin, Paulo Welzel, João Borba and Fernando Reis.
“They passed on their experiences through the process of Education through Work.” He also helped
conduct studies and win concession contracts - Rio
Rogério Reis
In 1995, Fernando Goes arrived in Limeira, São Paulo,
to tackle an unprecedented challenge in a brand-new
business segment: leading the Quality program for
Brazil’s first sanitation (water and sewer) concession.
“Concession contracts were a novelty in this country, and so was the Group’s operations in the sanitation sector. It required long-term investments and
management,” he says. He spent four years in that
city, during which time he held the responsibilities
of Administrative-Financial Manager and General
π Fernando Goes: changing a community’s life
Odebrecht informa
9
Guilherme Perez
π Júlio Perdigão: “Educational leaders empowered me”
das Ostras and Foz Águas 5, in Rio de Janeiro, and
Cachoeiro do Itapemirim, Espírito Santo.
Three years later, he switched from “cubic meters per second” to “passengers per kilometer”
when he joined the Odebrecht TransPort team.
As the leader of the Via Rio concession company
(formed by Odebrecht TransPort, Invepar and CCR),
he and his team are responsible for operating the
TransOlímpica expressway linking the West and
North Zones of Rio de Janeiro.
“When the project got started, we received support from two concessionaires, Bahia Norte, through
Ricardo Ribeiro, and Rota das Bandeiras, through Luiz
Cesar Costa,” observes Fernando Goes. Scheduled for
completion by April 2016, the 13-km TransOlímpica
10
Expressway is being built by TransRio, a joint venture of Odebrecht Infraestrutura, Andrade Gutierrez,
OAS and Camargo Corrêa.
“As a result of the Group’s increasing investments in concessions, its Businesses have started
bringing in people with experience in that field. In
their turn, those people are helping groom a new
generation that is being born and raised within
Odebrecht,” says Fernando Goes.
Ongoing learning process
Júlio Perdigão entered the world of Private-Public
Partnerships (PPPs) and concessions when the
Brazilian law regulating that area was enacted. He started out by working on the Codeverde
leaders who empowered me. Norberto Odebrecht
taught me to make my own decisions and seek what
is right; João Pacífico showed me how to be more
patient, and Renato Mello contributed to clear and
transparent relations with our partners,” he observes.
In late 2013, Júlio Perdigão took the helm at Rota
das Bandeiras, the concessionaire that runs the
Dom Pedro Corridor in São Paulo State. “Rota das
Bandeiras marked Odebrecht’s return to road concessions. We won the concession contract four
years ago, but we still have a lot of growing to do,”
he comments. The main challenge is balancing
teams made up of young and veteran members who
have been groomed inside and outside the Group:
“My leaders were my role models, and I am passing
on that experience to my teams on the basis of discipline, respect and trust.”
Rogério Reis
agricultural development project on the São
Francisco River. “Concessions run for 20 to 35
years, so our responsibility to our local communities is that much greater. The Ethos of Service is
more intense, and must be ongoing.” He played an
active role in the project from the initial studies
to the signing of the contract for what is now the
Itaipava Pernambuco Arena, and the creation of the
Rota dos Coqueiros concession company. On the
Rota do Atlântico concession, also in the state of
Pernambuco, he “started the project from zero” and
played an active role until it broke ground. Under
the leadership of Renato Mello, the Roadways
Director at Odebrecht TransPort, he went on to
develop PPP programs for roadways in several
Brazilian states.
“During my 18 years with the Group, I’ve had
the good fortune to work closely with educational
π Gustavo Bacellar: learning from leaders like Goes
and Perdigão
Down the generations
Fernando Goes and Júlio Perdigão were two of the
leaders who helped Gustavo Bacellar when he joined
Odebrecht TransPort. After two and a half years with
the Group, he took on the challenge of leading the
feasibility studies, and then bidding for and winning
a contract to operate the city of Goiânia’s LRV (Light
Rail Vehicle) system. Now he is celebrating what he
calls “a hard-won victory.” According to Gustavo,
the fact that this is Brazil’s first LRV system meant
that the team had to travel abroad to learn about that
technology. “We had the humility to learn throughout the planning stage, and that fueled the exchange
of experiences.”
According to Gustavo Bacellar, Odebrecht
TransPort fosters a dynamic environment of exchange with more experienced leaders. Before he
joined Urban Mobility Director Rodrigo Carnaúba’s
team, his first leader was Renato Mello. “It was the
best possible start I could have had at Odebrecht. I
got lucky,” he observes with a smile.
One of the watchwords for the concessions business is “selectivity.” “In Goiânia, the metropolitan
region’s transport system has an integrated design,
including physical infrastructure and fares, and the
partners are the bus line operators.” Now, the challenges include building the LRV system through a
joint venture between Odebrecht Infraestrutura and
Alstom, and grooming teams to operate the 33-year
concession. “Maintaining balance among professionals from different generations will be fundamental.
I need experienced people who will help educate
young talent,” observes Gustavo Bacellar. ]
Odebrecht informa
11
π Ana Lídia: “The speed and efficiency of the care I received were essential to saving my life and my athletic career”
12
Written by João Marcondes | Photos by Fred Chalub
LIFE PREVAILS,
LIFE GOES ON
A STORY OF PERSISTENCE,
EXPERTISE AND GRATITUDE
The date is December 3, 2009. A cool, sunny morning. Ideal for sports. For mere mortals, that is. For
Ana Lídia Borba, one of Brazil’s top triathletes, it
is just another day to train. She jumps out of bed
at dawn and hits the road, the stretch of the Dom
Pedro I Highway between Campinas and Itatiba in
São Paulo State. She is riding her bike, surrounded
by friends and fellow athletes.
Ana Lídia has just one thing on her mind – the
numbers “9 hours, 38 minutes and 3 seconds.”
That is her personal best in the Ironman competition, one of the world’s most demanding sporting
events. It involves swimming 3,800 meters, riding a
bike for 180 kilometers and running another 42 km.
This competition is her specialty, the equivalent of
swimming 76 laps in an Olympic pool, cycling from
Tucson to Phoenix, and topping it off by running an
Olympic marathon – without a break.
She is cycling at 45 km/h on the shoulder of
the Dom Pedro I Highway, following in the slipstream (wheel to wheel) of the rider in front of her.
Another friend, a beginner, is right behind her. Ana
glances back to see how he is doing. But just then,
when she takes her eyes off the road, her bike hits a
“cat’s eye.” She tries to regain her balance, but ends
up tumbling onto the asphalt. A truck is heading
towards her, but brakes in time. Meanwhile, Ana
is rolling into the left lane. When the truck driver
slams on his brakes, the silver Corsa sedan behind
him swerves into the left lane to avoid a collision.
The driver succeeds, but then spots Ana lying on
the ground. There is no more room for maneuver,
and the triathlete is crushed beneath the wheels of
the car.
After that, everything happens fast. It is 10:26
am. One of her friends calls Rota das Bandeiras, the
concession company that runs the highway, and in
just seven minutes, EMTs are strapping Ana Lídia
to a gurney. The doctor providing emergency care
thinks quickly: he won’t follow protocol and send
her to the nearest hospital. Instead, she goes to a
facility that is better equipped to handle a case like
hers. Twenty-nine minutes later, she is in the excellent hands of the medical team at the Unicamp
(State University at Campinas) Trauma Center.
The young woman, who is 1.6 m tall and weighs
47 kilos, is in serious condition. She has a ruptured
bladder, internal bleeding and all her left ribs are
broken, along with four on the right. She has two
Odebrecht informa
13
π From left, Tiago Borges, Ediclei Rodrigues and José Cruvinel: ongoing training for emergency rescue teams
dislocated vertebrae and her spleen is shredded, just
to mention the worst of her injuries.
Fast forward. In May 2011, eighteen months after
the accident, Ana Lídia is once again competing in
the Ironman triathlon. She finishes it in 12 hours. A
miracle? The answer is no. “The speed and efficiency of the care I received were essential to saving my
life and my athletic career,” says Ana with conviction.
She now lives in the city of Florianópolis, the triathlete’s mecca in Brazil. She is not just competing again,
but competing at a high level. Today, at the age of 29,
she is one of the top three Brazilian women in that
field. She has since reduced her time to 10 hours and
2 minutes, which is close to her personal best before
the accident (which she intends to surpass very soon).
In a nutshell, her recovery involved a month in
the ICU, three operations, 12 blood transfusions, four
months in a wheelchair and eight months on crutches. “I never wondered if I’d walk again. All I really
thought about was going back to competitive running,” says Ana.
14
Source of pride
The doctor who provided emergency care at the
scene of the accident is Rodrigo Carvalho, the
Medical Rescue Coordinator at Rota das Bandeiras
and a surgeon at the university hospital. “Right then
it was vital to take her to the best possible facility, which was Unicamp. And that is why she is performing at such a high level today,” he says.
“We are very proud of our road safety team,”
says Júlio Perdigão, President and CEO of Rota das
Bandeiras and Investment Director at Odebrecht
TransPort. “We are well aware of the major responsibility we have undertaken, because over 140,000
vehicles travel this route on a daily basis. That’s over
half a million people per day. Our goal is to make our
roads safer and more user friendly all the time.”
Perdigão observes that Rota das Bandeiras represents Odebrecht’s return to road concessions, a
major milestone that took place in early 2009. As
a result, it is an iconic concession that maintains
the highest standards of excellence through its
Operational Control Center (CCO), and 73 cameras installed along 297 km of highways in São Paulo
State. The CCO operates around the clock and receives emergency calls from its 448 call boxes, installed on routes that run through 17 counties (altogether, they are called the Dom Pedro Corridor). To
handle the emergencies, Rota has 8 inspection vehicles, 7 ambulances, a mobile ICU, 10 tow trucks, 2
tank trucks, and 4 User Service bases (SAUs).
The company plans to invest BRL 2.7 billion over
the course of the 30-year concession. The top priority is prevention. As a result, the number of fatalities
and accidents has fallen sharply. Between 2010 and
2013, the annual figure for highway deaths dropped
from 87 to 58 (33.4%), and the number of road accidents fell from 3,107 to 2,687 (13.4%). “We have the
very best when it comes to technology, but our biggest investment is in people. They’re the ones who
save lives,” says Perdigão.
The concession company invests in the ongoing
education of its emergency rescue teams, such as the
three-man crew made up of physician José Cruvinel,
31, nurse Ediclei Rodrigues, 34, and fireman and
ROTA DAS BANDEIRAS
ambulance driver Tiago Borges, 28. “Our work here
is a constant learning experience,” says Cruvinel.
Before he joined Rota das Bandeiras, Ediclei responded to an emergency call involving “multiple victims” on another highway. A bus had fallen down an
embankment. When he reached the site, he experienced the painful dilemma of choosing which people
to help first. “There are codes, protocols that indicate
who has the best chance of surviving.” He took a deep
breath and did his job. “The very fact that it was hard
made me decide to invest in my education,” he says.
He now has a doctorate in emergency care.
“A lot of people give up on the first day,” observes
driver Tiago Borges. “Driving an ambulance takes a
lot of skill. But the most important thing is to keep
in mind that somebody needs your help. You can’t
be too careful,” he observes. “Some people see us as
heroes, and that goes to a lot of folks’ heads,” observes Dr. José Cruvinel. “For that very reason, we
must always remember that we are just human beings, and make mistakes like everyone else. That
way, we’ll follow the strict safety protocols to the
letter and save more lives,” he argues. ]
OVER HALF A MILLION PEOPLE DRIVE THROUGH
THE CONCESSION AREA EVERY DAY
NUMBER OF USER SERVICE CALLS ANSWERED
BRL 2.7
(from April 2009 to October 2013)
BILLION
155,025
inspections
102,436
emergency road services
392,000
16,122
pre-hospital services
8
Vehicles/day
min
The concession’s Daily Average Volume(DAV)
73
OPERATIONAL
CONTROL
CENTER
(CCO)
CCTV
CAMERAS
448
CALL
BOXES
2,414
water truck services
EMERGENCY CARE
The waiting time for pre-hospital
care is, on average, 2 minutes less
than the maximum time stipulated
in the concession tender
documents
592
members
hired
directly
+
18
min
968
professionals
working as
subcontractors
the amount invested
in rehabilitation, conservation
and retrofitting of the
Dom Pedro Corridor during
the 30-year concession
ROADSIDE ASSISTANCE
The average waiting time
is 18 minutes, 12 less than
the maximum stipulated
in the concession tender
documents
=
1,560
total
work opportunities
created
Odebrecht informa
15
SMILES THAT SAY IT ALL
GROOMING TEAMS TO HELP USERS
IN NORTHEASTERN BRAZIL
Written by Shirley Emerick | Photos by Lia Lubambo/Lusco
This is the first time Rozeli Rodrigues and Hosama
Nascimento have worked directly with the public,
but they had no trouble learning how to be charming and disarming. “Your smile says it all,” says
Hosama. “Wishing people a good work day makes
all the difference,” adds Rozeli. Confident and poised,
they work in the toll booths of Rota do Atlântico,
the concession company responsible for managing
State Highway PE-009 and the Suape Logistics and
Road Complex in the northeastern Brazilian state of
Pernambuco.
The ease with which they do their jobs reflects
the results of a process that ranged from placing job
announcements to conducting a qualitative survey of
company members to determine how users are responding to the operation. The company has made
every effort to build a team that takes pride in this
new enterprise.
Anyone who drives through the concession’s five
toll plazas can see that a group of women is in the
front lines of user service. This was a major opportunity for them, because of the lack of job openings
in the port and industrial park. “We also realized that
for many of the people who recently joined the company, this is their first professional experience,” explains Natalie Dowsley, who coordinates the People
area at Rota do Atlântico. In fact, 55% of the company’s members are between 25 and 35 years old.
Focus on local communities
The placement of job announcements prioritized
communities near the industrial port, a process
undertaken in partnership with social and environmental consultants from Suape (the concession
grantor) and local community leaders. Because there
was just one road concession charging tolls in the
entire state of Pernambuco, the company produced
detailed materials to introduce itself and explain its
operations. “There was no culture of road concessions in this region, so we intensified the information campaign about the company and the description of the job openings, and made it clear that Rota
do Atlântico would provide all the necessary skills,”
says Natalie.
16
π Hosama (left) and Rozeli: well prepared and motivated to give cordial and efficient service
Odebrecht informa
17
π CRA’s Operational Control Center: technology guarantees quality and efficient service
The professional education process began long
before company members started working directly
with the public. This is the secret behind a good part
of the two toll booth operators’ poise and confidence.
“This kind of work was new to us, but our training
covered every kind of situation that could arise,” adds
Rozeli.
The classes were tailored to the group’s specific
characteristics and included topics like quality service, traffic regulations, traffic inspections, ethics and
good conduct, among others. Simulations covered
every step of emergency signaling in case a vehicle
runs into problems on the highway, as well as a key
operation for any toll plaza: giving change. The concession company issued coins and banknotes based
on models authorized by Brazil’s Central Bank so the
toll booth operators could experience that aspect of
their job firsthand.
Another factor behind the team’s success was
their interaction with users before the toll booths
went into operation. It was an opportunity to understand the questions that arise, memorize directions for the most frequently requested routes,
and answer more specific questions about the concession. “The users of the toll plazas have different characteristics, and the operators can handle all
of them,” says Wilson Ferreira, Rota do Atlântico’s
Operations Manager. Tourists heading for the south
coast of Pernambuco, trucks carrying cargo to the
port, and motorists driving from the state of Paraíba
to Alagoas are among the types of users who usually require additional information from toll booth
operators.
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Investing in technology
The concession company is always investing in technology to support the work done at the toll plazas
and ensure users’ comfort and safety in every aspect
of the operation. Its teams have installed a fiber optic
network to permit the transmission of images from
120 cameras at the toll plazas and the most sensitive
points of the highway. The team at the Operational
Control Center (CCO) monitors them 24 hours a day,
seven days a week. Other services provided to users
include a toll-free number, the “Contact Us” program, and radio communications between toll booth
operators and teams working on the highway. By July
2014, five variable-message signs will be part of the
landscape along that route.
Systems and Equipment Manager Ruyther Parente
headed the project. He explains that the team that
planned and implemented the technological aspect, and
now operates it, was hired and groomed locally. That
had a direct and positive impact on quality. “The professionals who work with the technology deployed here
have been actively involved in the project from the very
start, when we designed the entire system,” he adds.
Providing high-quality and efficient service to
the highway’s users is the company members’ greatest mission – from issuing toll booth tickets to handling incidents on the road. According to Hosama
Nascimento, really listening to people and being cordial and attentive are fundamental. “I feel that I’ve
matured since I started this job.” Service users can
feel the difference. So much so that, the other day,
she heard a driver say: “It must be nice to work with a
smile, eh?” Hosama agrees. ]
MORE TIME TO TEACH
NEW SYSTEM FREES TEACHERS FROM NON-EDUCATIONAL WORK
Written by Stephanie Nogueira | Photos by Eugênio Sávio
π Janaina Dias: more freedom to focus on the school’s educational planning
When she learned that she would be taking
charge of a school run through the Inova BH
Private-Public Partnership (PPP), the assistant
principal of the Belmonte Municipal Preschool
Unit, Janaina Pedrosa Dias, only had a vague idea
of the services provided. However, she felt sure
that it would be “one less headache.” Although
her job is still demanding, today Janaina believes
that her first impression was right. The PPP takes
care of many of the tasks that she would normally have to do herself when running a school, such
as hiring the custodial and security staff. That
gives her more time to focus on the educational
side of the school’s administration.
Inova BH, a partnership between the City of
Belo Horizonte and Odebrecht Properties, will
set up and manage non-educational services
(such as electrical and plumbing maintenance,
security, cleaning, and purchasing materials and
equipment) for 37 Belo Horizonte educational
units. Five of them are elementary schools and
32 are preschools (UMEIs). Inova BH has delivered 5 UMEIs so far. The administration and
faculty at those schools are already enjoying the
Odebrecht informa
19
benefits of private-sector management, which
enables them to put teaching first instead of
spending valuable time on administrative tasks.
One of the main features that set the PPP
schools apart is the administrative aides who
supervise all the work of the teams responsible for non-educational services. The assistant
principal of the Minaslândia UMEI, Anamaria
Santos Silva, thinks the presence of an administrative aide is a very good thing: “When you’re
part of the administration, it’s wonderful to
have someone there to manage the custodians
and security staff, for example.”
According to Anamaria, it is simpler for the
administrative aide to handle those services instead of assigning tasks to each individual custodian. In addition to managing these services,
the aide works proactively. If she spots a leaky
faucet, she can call in the maintenance team,
which will solve the problem without involving
(or bothering) the principal.
Anamaria was surprised when she took
charge of the Minaslândia UMEI. “I never dreamed that it would be such an open and
accessible relationship,” she says, underscoring one of the main advantages of the PPP: fast
problem solving. “We are very well received, and
they are very efficient about finding solutions,”
says Anamaria.
Relationship of trust
That relationship of trust and guarantee of
quality service enables the administration to
focus on the school’s educational planning. This
is Letícia Araújo’s first experience as assistant
principal, at the Vila São João Batista UMEI.
She knows that it will be a challenging job, especially when it comes to the bureaucratic side.
However, she is convinced that, thanks to the
PPP, she will be free from handling most of the
red tape, and have more time to devote to teaching. “I’m the kind of principal who likes to be
near the children. I don’t want to just sit behind
a desk,” says Letícia. Since she doesn’t have to
worry about non-educational services, Letícia
will be better able to do just that.
While the administration gets more time
to focus on educational planning, the services
Inova BH provides also free the teachers to
do their jobs in the classroom and gives them
more peace of mind. Minaslândia UMEI teacher
Ivanete Alves says that it makes her job easier. “Today there are people there to put on the
20
π Viviane with her daughter, Rebeca: peace of mind
children’s bibs in the classroom. They bring in
and remove the meals from the nursery, and
change the sheets of the cribs and mats. The
team is doing a terrific job, which gives us more
time to look after the children,” she explains.
The most important thing for the parents is that their kids are happy and eager to
go to school. Taiane Aparecida, the mother of
Emanuele, a student at the Belmonte UMEI,
feels confident that the work done there is of
high quality: “My daughter loves going there.
Yesterday she said, ‘I’m so happy that I'm going,
Mom.’ That shows me that they are taking good
care of her.” Viviane Silva is also sure that her
three-year-old daughter Rebeca, a student at
the Minaslândia UMEI, is being well looked after: “I can drop her off here and don’t have to
worry about her while I’m out job hunting,” she
says. Jaqueline Oliveira Lima, the mother of
Larissa, a student at the Elos Educational Unit,
also believes that the school is giving good service and getting results: “It’s good for her to
grow and learn to share with others. And we can
be sure that they will take good care of her.” ]
π Classroom activity at the Belmonte UMEI: improving the quality of educational work
Odebrecht informa
21
Elvio Luiz
π Dilsa Vasconcelos and her son, Evencio: the pleasure of seeing their beloved team up close
IT’S GREAT
TO BE HERE!
BRAZILIANS DISCOVER
A NEW WAY TO ENJOY
A MAJOR PASSION
Written by Ricardo Sangiovanni
22
During a leisurely chat on the beach just a few hours before the start of the match, two friends, Maria Eduarda
Marques, a Flamengo supporter, and Maria Cláudia
Lopes, a Fluminense fan, decided to leave their husbands at home that Saturday afternoon and take their
5-year-old daughters Valentina and Ana Catarina to
watch their teams go head-to-head at Maracanã. “The
stadium was safer, more relaxed and organized, and the
restrooms are clean. It’s really great,” says Maria Eduarda.
“It has become a pleasant place to go. I would never have
taken my young daughter to the old Maracanã without
my husband,” comments Maria Cláudia.
The friends’ comments reflect what the majority
of supporters have said about the new Maracanã. For
82% of the people who attend matches there, the stadium is now better than it was before. And for 94%
of them, it has become a good place to take the family. The data is from a Datafolha Institute survey commissioned by the Maracanã concessionaire, led by
Odebrecht Properties, which runs the venture.
Groups of friends and fan clubs still take flags and
musical instruments to soccer matches. “But the stadium is no longer just a place for traditional supporters. Mothers and children are also going along. The
new design has made the stadium more accessible,
and that attracts different kinds of audiences. We have
not had any reports of conflicts between supporters
so far,” says Maracanã PR analyst Larissa Lunin, who is
responsible for hospitality in the stands and box areas,
as well as “Maracanã Mais” (More Maracanã), an area
close to the pitch with 1,600 seats, air conditioning
and an open buffet.
This is where Maria Eduarda, Maria Cláudia and
their daughters sat to watch the match. Larissa made
little Ana Catarina’s dream of entering the pitch with
the Fluminense team come true. “Our mission is to
make each match the best ever for the spectators.”
Understanding clients’ needs and providing a prompt
response are daily challenges for Larissa, 26, a publicity
graduate who started her career in the financial sector. She heads a team of 25 promoters who have welcomed and guided the public at every match held at
the stadium since October 2013. “Some of them have
even received gifts from supporters as an expression of
thanks,” she says.
Fluminense fans have started taking their children
to the stadium more often, Larissa observes. Orlando
Pacheco Júnior, a 36-year-old attorney, watched
Fluminense beat Flamengo by three goals to nil from
the “Maracanã Mais” area with his wife, Katiucy, 35,
and their daughters Amabile, 6, and Maria Eduarda,
8 months. It was an excellent treat for these visitors
from the southern Brazilian state of Santa Catarina,
who were on vacation in Rio. “There is a diaper-changing area, which really helps, and access is much easier.
I would never have brought my baby daughter to the
old Maracanã.”
The traditional supporters are still coming to the
stadium and cheering from the stands. Sales representative Cláudio Monnerat, 37, has returned to a pastime
he has nurtured “since he was a young boy,” following
the reopening of Maracanã in June 2013: going to the
stadium with the whole family. “I go to practically all
the matches, usually with my two sons, who are 8 and
5, and with my father, who is 63. My grandfather also joined us up until September.” He passed away last
year at the age of 87.
Cláudio’s family of Flamengo club members and
supporters prefer to watch the matches from the
seats in the lower north sector. When he goes with
his friends, he usually chooses the upper north sector.
Satisfied with the security and ease of access to the
stadium, he sees the restrooms as the major difference
in comparison with the old Maracanã. “There used
to be very few restrooms, which were very basic and
dirty. They are now at a different standard.”
Another piece of good news which he highlights is
the presence of guides for fans throughout the stadium, which prevents them from standing up all through
the matches and crowding the circulation areas. “It
doesn’t bother me when people stand up, shout and
Odebrecht informa
23
Odebrecht Archives
π Standing room only at the Itaipava Fonte Nova Arena: comfort and safety throughout the new stadium
24
Américo Vermelho
π Larissa: understanding needs and responding quickly
support their teams, but you need to sit down again
after a pass so other people can watch too,” suggests
Cláudio, who guarantees that the thrill of supporting
his team at the packed new “Maraca” is just as good as
anything he experienced at the former stadium.
Fernando Vivas
Debut at 83
If little Maria Eduarda went to the stadium for the first
time at 8 months, Dilsa Vasconcelos waited more than
80 years before doing the same thing. At the age of 83,
she finally got up the nerve to go and watch her beloved team, Náutico, play at the Itaipava Pernambuco
Arena, which is also run by an Odebrecht Properties
concessionaire.
Accompanied by her son Evencio, 49, she guarantees: “When he comes on Sundays, I come along too.
This is my seventh match.” It is interesting because
Dilsa has lived in Espinheiro, a neighborhood that is
close to the Aflitos stadium where Náutico used to
play, for more than forty years. "I didn’t go there because I was afraid to. There was a lot of brawling outside of the stadium and it was very hard to reach the
stands.”
Dilsa watched the match from a special area for
people with reduced mobility – there are a total of
eight at the stadium. “There are also vans that bring in
supporters who have difficulties in walking from the
parking lots to the turnstiles. The stadium is 100%
accessible,” confirms Gabriela Leão, who is responsible
for the client service area.
A marketing graduate, Gabriela, 29, brought five
years of experience in producing events to the stadium.
Before the matches, she said the following to her team
of approximately 60 professionals: “We are the eyes of
the arena. We are not here just to say where the restrooms are. We have to welcome the clients, be patient
and know how to talk to them.” Part of her job involves
talking to the fan clubs. “I welcome them, keep things
light and fun, and let them know that the goal is supporting the teams peacefully. We can see the results in
their behavior: there have been no fights at all so far.”
The arena’s accessibility and peaceful atmosphere
persuaded Arthur Cabral, a 19-year-old student, to
return to the matches played by his team, Náutico.
A wheelchair-user since he was a child, he preferred
staying home to facing the chaos on classic match
days at the Aflitos stadium. “My father used to carry
π Gabriela and her team: “We’re the eyes of the arena”
Odebrecht informa
25
Elvio Luiz
π Arthur: best conditions for watching matches
me there when I was little, but then I grew up and he
couldn’t do it anymore. I had to leave a long time before or after the end of a match to avoid the headaches
when I went to the stadium in my wheelchair. It’s totally different here.”
Planning security
Security at the Itaipava Fonte Nova Arena in Salvador,
run by Fonte Nova Participações, an Odebrecht
Properties and OAS Arenas company, is the task of security analyst Bruno da Hora. Responsible for ensuring that the private security companies which work inside the stadium and the Military Police work together
smoothly, Bruno, 30, applies all the know-how he accumulated in 10 years of preparing risk maps for a cash/
valuables-in-transit (CVIT) company at the new arena.
Planning the security for a match in a modern stadium requires complex calculations, taking variables such
as the number of people expected, rivalries between
supporters, and even the teams’ position in the league
into account. “I learned to make on-the-spot risk assessments when I worked with CVIT. This is essential
here because the situation could change in a matter of
minutes.” Bruno leads teams that can include up to 350
people for major matches, and also coordinates the video
monitoring of 100% of the internal areas and those surrounding the stadium, using 210 CCTV cameras.
Hospitality analyst Laís Coelho works in this protected area: her job involves guaranteeing that guests
26
are settled in comfortably in the boxes and Premium
Lounge, which offers 2,000 seats with a privileged view
of the pitch, a buffet service and a children’s play area.
After graduating in hotel management from a university
in Miami, Florida, Laís, 24, found her first opportunity
for regular employment at the arena. She leads a team
of 25 promoters and she usually says the following to
them: “We want the client to remember that they have
been well-received and leave with a good impression.”
The arena launched a promotion in January: supporters of Bahia – the club that holds its matches at the stadium – have the right to watch all of the team’s matches in the Premium Lounge for BRL 199.00 per month.
Edgard and Roberta Távora took up the offer and, together with their sons Leonardo, 12, and Guilherme, 9,
who pay half-price for their tickets, they never miss a
match. “The kids are free to run around, and we don’t
need to worry about them. Coming to the stadium is
one of my favorite pastimes,” Roberta observed on the
day she saw Bahia beat CSA from Alagoas by one goal
to nil. With its own parking space in the stadium, the
family loves to show their admiration for the players at
the end of the matches. And in case anyone thinks it
was all her husband’s idea, Roberta says: “You can write
that I was the first woman to buy Premium seats for the
whole family at Fonte Nova.”
For economist Thiago Mascarenhas, 30, a Bahia supporter, the opportunity to go to a completely new stadium that was built on the same spot as the former one,
Fernando Vivas
where he had some really amazing experiences, is even
more important. Despite missing the victorious period
experienced by his team at the old Fonte Nova stadium, Thiago, who has been a supporter since childhood,
prefers the new arena. “The restrooms are excellent; the
guides work efficiently; the parking area is convenient
and is easily accessible. Nowadays it is much easier to
get in and out of the stadium,” he observes.
A resident of Vila Laura, a central district in Salvador,
which is close to the arena, Thiago guarantees that it
takes 10 minutes to leave the stadium and get home
from the time the referee whistles to signal the end of
the match. “I used to wait 20 or 30 minutes before leaving to avoid the chaos at the end of the match. Then I
had to walk to my car, which was usually parked in an
unofficial area, and face the traffic. It used to take between 40 minutes and an hour to get home.”
Thiago, who attended all of the Bahia matches in
the Brasileirão championship last year, usually goes to
the stadium with his parents or girlfriend and roots for
his team from the lower stands in the west or east sectors, where he can watch the match from close quarters. His mother, who never used to go to the matches
because she was afraid of facing the crowds, went to
two matches at the new arena last year. “I haven’t seen
any more fights inside the stadium. I can go without
any worries,” guarantees Thiago. For him, rooting more
“politely” from the stands does not make a match any
less exciting. ]
Fernando Vivas
π Edgard and Roberta with sons Leonardo (left) and Guilherme: fewer worries about the kids
π Laís: focus on clients’ individual satisfaction
Odebrecht informa
27
APPRECIABLE DIFFERENCES
THE QUALITY OF WATER AND SEWER SERVICES
IMPACTS COMMUNITIES AROUND BRAZIL
Written by Cibelle Silva | Photos by Holanda Cavalcanti
Washing clothes used to be a thankless task in
Cachoeiro do Itapemirim. “There was practically
no piped-in water. What’s worse, the few drops
that came out of the faucet were muddy. You
couldn’t wash your whites with it,” recalls Maria
Aparecida de Jesus. Today, that household chore
and other aspects of life are much easier for her
and the other 200,000 residents of Cachoeiro do
Itapemirim, a city in the northeastern Brazilian
state of Espírito Santo. The water supply problem has been handled. “Now I turn on the faucet
and I can trust that the water is clean. I can wash
and rinse my clothes and they come out sparkling
white,” says Maria Aparecida.
Cachoeiro was one of the first Brazilian cities
to establish a partnership with the private sector
to solve its water supply and sewage collection
and treatment problems. Odebrecht Ambiental
(Environment) has been part of that pioneering
effort since 1998, when the city government implemented a new concession system. The contract
expires in 2048.
This concession has changed the lives of
Cacheiro’s residents. Treated water that is pure
by international standards now reaches 99.5% of
households, and the percentage of buildings connected to the sewer system has risen from 5% to
95% in the urban part of the city. These figures
show that partnerships between the government
and the private sector in the field of sanitation
are a good way for Brazil to make water and sewer
services available to all its citizens. According to
the Trata Brazil Institute, just 46.2% of the population has access to sewerage. If investments in
π Cachoeiro do Itapemirim, with the Itapemirim River in the foreground: 99.5% of the city’s residents currently have
water and sewer service
28
π Maria Aparecida de Jesus: “Now I can trust that the water is clean”
sanitation keep going at the present rate, by 2122,
all Brazilians will have access to that basic service.
According to a survey conducted for Odebrecht
Ambiental by the Brazilian Institute of Opinion
and Statistics (IBOPE), most Brazilians are still
unaware of the importance of sewage collection
and treatment. Many do not associate poor sewerage service with health problems. Little is being
said about sewer systems in Brazil. One of the basic guidelines for Odebrecht Ambiental’s day-today operations is establishing a closer relationship
with the people who receive those services.
Recognition for good service
One of the company’s strategies for public relations with users and clients is getting to know
the local residents who will be receiving the water
or sewer service and helping them make the best
use of those services. Among other initiatives,
Odebrecht Ambiental’s teams organize class trips
and visits from local residents to the water and
sewage treatment plants, give talks on social and
environmental education at public schools and
hold meetings with community leaders.
One example is Brasília Teimosa, a low-income community in Recife, Pernambuco, where
Odebrecht Ambiental undertook responsibility
for running the sewer service for the state sanitation company, Compesa, in July 2013. This is a
35-year administrative concession in which the
company is responsible for revamping and operating all the sewer systems in 14 municipalities in
the Recife metropolitan region, as well as the city
of Goiana, and expanding sewage collection in the
entire region from 30% to 90%. As a result, within 12 years, it will have guaranteed 100% treatment of sewage collected.
Brasília Teimosa residents Rita Lima and
Melquisedec Soares da Silva met up in a town
square to discuss the services the Odebrecht
Ambiental team is providing in their community.
“The folks from the company speak our language.
They’ve brought in manuals about sanitation and
tips on waste disposal, and have gone door to door
to explain how the entire process would be carried
out in our community. They did us the courtesy
of coming here and asking us to help out by sharing what we learn with our families,” says Rita.
Melquisedec stresses the professionals’ expertise and the quality of the relationship between
the company and the local residents. “The big difference we’ve seen is that we have an opportunity
Odebrecht informa
29
CRUCIAL INVESTMENT
25 %
Getulio Vargas Foundation (FGV) figures
reaffirm the vital importance of universal
water and sewer service
BRL
decrease
in inpatient
care
42 million
65 %
The amount saved annually
by preventing hospitalizations,
let alone the savings from fewer
drug purchases and doctor’s visits
217,000
The annual number of people
who miss work because
of gastrointestinal problems due
to a lack of clean water
reduction
in deaths related
to gastrointestinal
infections
Every illness
represents
17 work
hours
lost
30 %
The difference in academic
performance between schoolchildren who
do and don’t have access to basic sanitation
18 %
Property values in
a mid-sized city could
increase that much after
it benefits from full water
and sewer coverage
30
π Sewage Treatment Plant in Cachoeiro do Itapemirim: Odebrecht Ambiental members receive widespread public
recognition
for dialog. Odebrecht Ambiental’s teams listen
to us and are open to asking for our help about
some historic factors. In addition to using modern
equipment, they know what they’re doing, and
answer our questions.”
In the middle of the interview with the
Odebrecht Informa team, they spot one of the
company’s maintenance cars. “That’s Felipe. We
call him ‘Fê’ for short. He, Bruninho, Alexandre,
Gilson, Celiane and the others are just like family,”
says Rita with a smile.
The company member they call “Fê” is environmental engineer Felipe Parente, 24, the Odebrecht
Ambiental officer Responsible for Network
Supervision and Maintenance. When asked about
his relationship with the system’s users and clients, he replies emphatically: “They charm us
more than we do them. According to TEO [the
Odebrecht Entrepreneurial Technology], the client’s needs keep our company alive. That’s why I
have come here imbued with the ethos of service
to help meet those needs. If I serve them with excellence, our company will be well represented,
and that reflects a positive image.”
From dismay to satisfaction
The image Felipe mentioned in Recife is very clear
to Osmar Ribeiro Rosa, 80, who lives in Cachoeiro
do Itapemirim. When he welcomes the Odebrecht
Informa team to his home, he is sitting in a chair on
the front porch, wearing flip-flops. The founder of
the Princesa do Sul (Princess of the South) charity, Osmar recounts his experience with the services
provided by Odebrecht Ambiental’s team members.
“It was a Saturday. The sewer backed up and my
wife and I were horrified. We thought we’d have to
put up with it all weekend long. But then we called
the company’s 24-hour service line, and I saw that
truck drive up to my door in no time at all.”
According to Osmar, the team identified themselves and solved the problem in a flash. “We were
overwhelmed by their warmth and attentiveness.
That’s why I wanted to give those two workers
medals of honor. We don’t do that for just anyone, no sir!” explains Osmar. He gives a hearty
welcome to plumbers José Carlos de Andrade and
Jamir Pereira, the Odebrecht Ambiental members who provided that service and received the
medals from a satisfied resident. “I feel honored
Odebrecht informa
31
Lia Lubambo/Lusco
π Good relations in Brasília Teimosa: from left, resident Melquisedec da Silva, with Odebrecht members Lilian Freire,
Leonicy Lima and Felipe “Fê” Parente
by the affection and admiration of a client like
Osmar. Whenever we get a call, we always listen
to the client so we can understand how we can
help them. Gestures like this make us realize that
our dedication makes all the difference,” says José
Carlos. Jamir adds: “This gives you a good idea of
how important Odebrecht Ambiental’s services
are to people here in Cachoeiro.”
In Uruguaiana, Rio Grande do Sul, a town on
the Argentine border where the company has a full
concession (water and sewer services) and benefits
over 125,000 residents, its services to users and
clients have received an added plus. In addition
to the brick-and-mortar outlet, toll-free number,
32
website and text messages sent out to register clients and send service requests, the company also
uses a mobile laboratory to interact with the community. It is a vehicle equipped with a lab that directly answers people’s questions and collects water from over 100 sites around town, performing
3,200 analyses per month to ensure water quality
throughout the distribution system.
“Our Entrepreneur-Partners’ way of operating
ensures that users of Odebrecht Ambiental’s concessions in all the 11 states where we are present
offer the same high quality of service and care,
which are based on our ethos of service,” says CEO
Fernando Reis. ]
“ There is no such thing as a strong
company in a weak country, or a
strong country with weak companies.”
This is one of the ideas that Emílio Odebrecht,
Chairman of the Board of Odebrecht S.A., expounds
in his book Confiar e servir. The English edition, To
Trust and to Serve, has just been published.
Order your copy from Regina Ribamar
(email: [email protected]) or one of these online booksellers:
www.livrariacultura.com.br | www.travessa.com.br | www.corujabooks.com.br
Kraws Penas
π PlastPrime team member at the company’s plant in Curitiba, with the innovative product called PlastFloor. Opposite,
positioning a slab filled with BubbleDeck balls in Taguatinga (top) and installing manholes in Uruguaiana: plastic is gaining ground on construction sites
PLASTIC IS IN THE HOUSE
BRASKEM PRODUCTS ARE PRESENT
IN CONCESSIONS AND PPP PROJECTS
Written by Thereza Martins
Uruguaiana, Rio Grande do Sul, is a Brazilian city
of 130,000 on the Argentine border. That is where
Odebrecht Ambiental (Environment) is providing water and sewer services through a 30-year
concession contract. The initial goal is to connect
all households to the sewer system and the sewage treatment plant by 2016. “We started work
on this project in 2011, with the challenge of installing a 250-km sewer system in four years,” says
Concession Director Eduardo Frediani. To meet the
challenge, the team analyzed the alternatives and
technologies that were easiest to use with guaranteed quality, which opened up opportunities for
Braskem. Today, Uruguaiana is an example of how
Odebrecht’s petrochemical company can work in
concessions and Private-Public Partnerships (PPPs)
involving other Group companies.
34
“We identified an opportunity to gain time and
boost efficiency by installing polyethylene [PE]
manholes,” says Frediani. In this case, the material of choice was plastic instead of concrete and
masonry, which are conventionally used in water
and sewer projects. Used to clean and maintain
the sewer system, the manholes are 2 to 4 meters
deep, depending on the amount of sewage collected. Frediani explains that these units must be
installed every 80 to 100 meters. When they are
made of concrete, they represent one of the longest phases of a sanitation project. “It takes nearly
a day and a half of work to install a concrete manhole, from digging the ditch to installing the cover,
while the PE option is ready in an hour because it
is pre-manufactured and ready to install when it
arrives at the jobsite.”
Ricardo Sagebin
Mathias Cramer
This advantage is enhanced by lab-tested
and approved technical characteristics certified by Braskem, which produces the PE, independent labs and Asperbras, the manufacturer. “Polyethylene is impervious to bacteria and
the chemicals present in household sewage. It
is sturdy, and doesn’t chip like concrete. That
stops sewage from leaking into the groundwater
and prevents the infiltration of stormwater into
the sewer system,” says Jorge Alexandre da Silva,
Braskem’s PE Market Development Projects
Coordinator. The new manholes meet the technical standards of São Paulo State’s water and
sewer company, Sabesp, which are a benchmark
for the industry. Odebrecht Ambiental’s teams
will install over 4,000 units in Uruguaiana’s
250-km sewer system.
After nearly five years of technological development and testing of its structure, materials,
and chemical, physical and mechanical resistance,
the product arrived on the market in 2012. It still
has a long way to go before being well known and
fully accepted, but Asperbras, which is based in
Penápolis, São Paulo, sees good short-term prospects. It is so optimistic that it is about to open
a new factory in Bahia to make products for its
clients in northern and northeastern Brazil.
Odebrecht informa
35
“Just 50% of the Brazilian public receives sewer services. That figure alone shows the potential
of the market we have in mind,” says Asperbras’s
Technical and Sales Director for Sanitation,
Vicente Silva. “We are working to provide information to city governments and concession companies, as well as grooming the teams
that are responsible for installing the manholes.
When they are installed properly, they can last
for decades.”
Mathias Cramer
PPP in Rio Claro
Products made from Braskem plastic are also an
integral part of the sewer system that Odebrecht
Ambiental is installing in Rio Claro, São Paulo,
through a PPP contract with the city government.
All told, the project requires 21 km of high-density polyethylene (HDPE) pipe made by Tigre as an
alternative to concrete and galvanized steel.
“The use of HDPE in sewer systems is a relatively recent development. It is replacing conventional materials because it is easily processed and
has excellent mechanical and chemical properties,”
observes Paula Violante, Odebrecht Ambiental’s
Concession Director for Rio Claro.
π Eduardo Frediani: faster and more efficient
36
She explains that HDPE pipe can withstand
high overloads because the outer surface is corrugated (ridged). The inner surface is smooth, enabling the sewage to flow faster. As a result, HDPE
pipe can have smaller diameters and a higher flow
rate than the concrete equivalent. One of the main
characteristics of plastic – lightness – increases
productivity. It makes the process of transporting
and installing the pipe faster and more efficient,
and eliminates the need for special equipment.
“The fact that this material is easier and faster
to handle has been key to the successful execution
of this project,” says Paula Violante. The company’s
teams began installing the HDPE sewer system in
2013, and the work is still going on this year. The
system runs from north to south, passing through
the urban area and heavily traveled roads. “Because
this project is being built in a densely populated area, we wanted to use materials that would guarantee quality, as well as speed and efficiency,” Paula
explains. The results have been excellent. Over half
the new system is already in place, and expectations are that the project will be delivered this year.
By the end of 2014, Rio Claro will be celebrating a
major milestone: universal sewer service.
Holanda Cavalcanti
π Paula Violante: underscoring the mechanical and chemical properties of HDPE
New businesses
Plastic is also making significant headway on another front, the construction industry, through
solutions based on technological advances and
market development. Braskem is focusing on
finding partners in the construction supply
chain. They include clients that convert thermoplastic resins (polyethylene, polypropylene and
PVC) into products for that sector, and the architects, designers and builders who specify the
materials to be used in their projects. The company establishes closer ties with these partners
through professionals active in that market and
members of other Odebrecht companies.
“Our goal is to bring the two links in the
chain closer together,” says Mônica Evangelista,
the Polypropylene Market Development Manager
for the Construction Industry. She observes that
there is a wide range of opportunities for using
plastic in that sector, but information on the
subject is still lacking. “The engineer needs to
be aware of the benefits of plastic and be able to
trust them. We are getting the word out by organizing lectures at universities, among other venues. We can see that professionals are open to
this innovation, but they require additional information, such as tests and official reports.”
The fact that several Odebrecht companies are active in the same business environment creates opportunities for every link in the
supply chain. Cross-cutting synergy increases when more partners come together to better
serve their clients. In addition to the two sanitation projects already mentioned, the Jardins
Mangueiral Housing PPP in Brasilia is a particularly significant case: it brought together
Odebrecht Realizações Imobiliárias (Real Estate
Developments), Braskem and PlastPrime, a
Odebrecht informa
37
Kraws Penas
π Suelen Oliveira: PlastFloor’s advantages include easy installation, high load resistance and permeability
plastic manufacturer, to introduce an innovation
to the construction industry.
A plastic paver called PlastFloor was used to
build some residential complexes, replacing concrete in the parking lots and roadways. “PlastFloor
can be filled with grass, gravel or sand and is completely permeable, which facilitates drainage,” says
PlastPrime Marketing Manager Suelen Oliveira.
She explains that, for the Jardins Mangueiral project, it was filled with gravel. The project used
36,000 square meters of PlastFloor. Made from
high-density polyethylene, it is easy to install,
highly resistant to loads and UV light, and permeable, a basic requirement for sustainability that is
increasingly valued in construction projects.
PVC roof tiles
The Inova BH PPP project for the construction and operation of 37 schools over 20 years
38
in Belo Horizonte, Minas Gerais, is another example of cross-cutting operations within the
Group. Odebrecht Infraestruturea (Infrastructure),
Braskem and Precon have added value to the project by proposing a more durable and easy to maintain solution: PVC roof tiles.
PVC Accounts Manager Paulo Freire explains
that PVC tiles are gaining ground against their
ceramic, metal and fiber cement counterparts.
“When compared with asbestos cement tiles, for
example, PVC provides more thermal and acoustic
comfort, there are no losses due to wear and tear
during shipment or installation, and it ensures
low-cost maintenance.”
Precon, a PVC tile manufacturer based in Pedro
Leopoldo, Minas Gerais, has built a new factory in
Marechal, Alagoas, where Braskem’s PVC units are located, to supply the market in the Brazilian Northeast.
The new plant went into operation in January 2014.
Marcelo Moreira, the officer Responsible for
the Commercial division of the joint venture
contractor for the CADF, formed by Odebrecht
Infraestrutura and Via Engenharia. The use
of PP balls makes the slabs up to 35% lighter,
which means that they do not require supporting steel beams.
The CADF is made up of 16 buildings with a
built area of 182,000 sq.m and requires about
161,000 sq.m of BubbleDeck panels per day.
The units were manufactured at a plant that
the joint venture set up at the jobsite. The
complex will be run as a PPP by the concessionaire for the Federal District Administrative
Center (Centrad), also formed by Odebrecht
Properties and Via Engenharia. ]
Ricardo Sagebin
BubbleDeck technology
The Federal District Administrative Center
(CADF) project in Brasilia is the first major
Brazilian construction project built with the
BubbleDeck system. “This originally Danish technology is well known in European countries and
has won awards for innovation and sustainability,” says Wlício Chaveiro Nascimento, Managing
Partner of BubbleDeck Brasil.
This new technology uses polypropylene
(PP) balls to reduce the weight of slabs, which
makes them easier to install while lowering costs and environmental impacts. “The PP
balls are spread out evenly between two welded
metal lattices to occupy spaces where concrete
does not have a structural function,” explains
π Marcelo Moreira: slabs are up to 35% lighter
Odebrecht informa
39
Odebrecht Archives
π Peruvian rural worker with an alpaca beside the IIRSA South highway: connecting the mountains of Cusco with the Brazilian border in Acre
40
A BROAD OUTLOOK
NOW FOCUSED ON PERU AND COLOMBIA,
ODEBRECHT LATINVEST IS TAKING PART IN PROJECTS
WHOSE BENEFITS FOR THE COMMUNITIES
GO BEYOND THE ASSET’S SPHERE OF INFLUENCE
Written by Eliana Simonetti
Candelaria Condori, 45, is a street vendor. She and
Victoria De La Cruz, a 56-year-old homemaker,
go way back. As long as they can remember. They
meet up almost every day on a sidewalk near the
Alipio Ponce Bridge on the North Panamerican
Highway, one of the main access routes to Lima,
Peru. These days, they can get together and chat in
a clean, paved area surrounded by grass. Victoria,
who catches the bus there, recalls: “Things used to
be chaotic around here. It was a dangerous place,
badly lit, with no sidewalks. Motorists parked their
cars wherever they pleased, and people had to run
and shove each other to catch a bus.” Candelaria
adds: “Not just that but there was trash all over the
place. Trucks used to come here to dump demolition rubble and even bags of household trash in the
middle of the street.”
The “before” period the two women are talking
about is the time prior to February 2013. That
month, the Rutas de Lima concessionaire began
clearing tons of trash from the road, building pedestrian bridges, installing signaling with educational messages, building bus stops, and restoring green areas. By early 2014, the residents of
the Peruvian capital could already feel the positive
change taking place on the outskirts of the city.
Rutas de Lima is an affiliate of Odebrecht
Latinvest, which focuses on transport and logistics
infrastructure concessions in Latin America (except
Brazil), Odebrecht Infraestrutura (Infrastructure) –
Latin America and an infrastructure investment fund
managed by Sigma, an old and respected management firm for private-sector investments in Peru.
Working for the City of Lima, for the next three
years Rutas de Lima will refurbish and upgrade the
three main access routes to the nation’s capital:
Panamerican North, Panamerican South and the
Ramiro Prialé Highway - a total of 115 km of urban roadways. As a result, the project will link 23
urban districts. The investment is estimated to total USD 590 million, and Odebrecht Latinvest expects to complete the financial engineering by July.
The return on that investment will come from tolls
charged on all three routes over the course of the
30-year concession period.
“We want to make investments viable so they
can create opportunities for long-term projects.
Our aim is to consolidate the Group’s expertise,
mitigate risks, and ensure the quality of the entire
process,” says Jorge Barata, CEO of Latinvest.
Odebrecht informa
41
Odebrecht Latinvest currently has assets in
Peru and Colombia and is studying opportunities
for expansion in Mexico and Panama. Its focus
goes beyond highways and expressways to include
ports, pipelines, airports and light-rail lines (metros). “Our direct contact with the users of these assets enables us to provide services that meet their
needs. That way, we are reaffirming our commitment to shareholders to make investments that
create wellbeing in the communities,” says Barata.
Odebrecht Archives
IIRSA North
Here is one example: since 1997, the Peruvian
Ministry of Agriculture has been working to find
an alternative to coca farming in the forested
region of northern Peru, and one viable substitute
is growing palmetto trees to produce hearts-ofpalm. In 2003, the Association of Hearts-of-Palm
Producers’ Alliance (Apropal) was created with 250
farmers in its membership. However, hearts-ofpalm are produced for export, and there is no use
having a product if it cannot be shipped abroad.
This is where another Odebrecht Latinvest road
concession comes into play: IIRSA North, part
of the Initiative for the Integration of Regional
Infrastructure in South America – North, connecting the port of Paita and the cities of Tarapoto and
Yurimaguas, in the Peruvian Amazon.
“The improvements made on the highway have
enabled us to triple the area planted with palmetto
π IIRSA North: a more efficient means of exporting farm produce
42
palms. Currently our industry employs 70% more
workers than it did in 2006,” says Apropal Manager
Raúl Talledo. Another indicator of the improved
wellbeing of the local communities comes from
Ricardo Paredes, the Chairman of the Board of
Transportation for the Department of San Martín.
He explains that, in 2006, it was impossible to
travel the 127 kilometers between Tarapoto and
Yurimaguas in less than eight hours. Now, that distance can be covered in just two hours. “Because
traveling time is shorter and expenses are lower,
shipping companies are investing in new trucks,
and freight costs are also falling,” he observes.
According to data from the local government,
the average growth rate for the Department of
San Martín’s GDP in the last four years was 9.8%
annually. That is very high compared to the average for the 15 previous years, which was just 1.5%
per year.
In addition to being present in the Rutas de
Lima and IIRSA North assets in Peru, Latinvest
also invests in IIRSA South, which operates 656
km of roads between the mountains of Cusco and
the Brazilian border.
Colombia
Odebrecht Latinvest is making a contribution to
Colombia through Ruta del Sol, the concession
company responsible for a 528-km highway that
is being refurbished and widened. The nation’s
Odebrecht informa
43
Odebrecht Archives
π Ruta del Sol: Colombia’s main road artery, linking Bogotá to the interior and the Caribbean coast
most important road artery, Ruta del Sol links the
capital, Bogotá, with the interior of the country
and the Caribbean coast. It also connects three of
Colombia’s main ports: Santa Marta, Cartagena
and Barranquilla. The duration of the concession
is 25 years.
In addition to Odebrecht Latinvest and
Odebrecht Infraestrutura – Latin America, the
partners in Rutas del Sol include Corficolombiana,
one of the nation’s largest corporations, founded in
1959, and the Solarte Group, a family business and
Colombia’s biggest construction company.
The highway runs through several communities. A large number of schools sit right on the
edge of the route, where vehicles travel at high
speeds. Rosa Edith Montiel, the principal of
the Luis Alberto Badillo Aguachica Educational
Center in the Department of Cesar, recalls that
before the roadworks began to refurbish the highway, there was a high accident rate on that route.
The entrance to the school, which has 250 pupils
44
between the ages of 4 and 18, is just 50 meters
from the road.
Rutas del Sol has introduced a program called
“Enrutados con la seguridad vial” (“En route to road
safety”) to develop good road safety habits. “Over
6,000 students of all ages from 80 schools have
taken part in the project, and it has had a remarkable multiplier effect. We soon realized that, in addition to making a marked change in the students’
behavior, it was also changing the way their families behaved as well,” says Rosa, who is impressed
with the results achieved.
Paula Andrea Díaz Calderon, one of Principal
Montiel’s students, is 11 years old and lives and
studies right next to the highway. She has learned to
be careful when crossing the road. More than that,
she has discovered that the highway leads to interesting places that she wants to visit some day. She
could also study there so she can fulfill her dream
of becoming a doctor and helping other people. “I
think I can make my dreams come true,” she says. ]
Our brand has changed.
Olex has a new name and a new brand.
It is now called Odebrecht Serviços de
Exportação (Export Services; OSE).
With over 30 years’ experience and
partners imbued with the Odebrecht
Culture, we hone people’s skills and
invest in new technologies so we will
always be your best choice for exports
and imports of goods and services,
global sourcing and expatriation of
company Members.
New name. New brand.
And investments to provide ever-better
services.
Odebrecht informa
45
A R G U M E N T
OUTSIDE THE CURVE
B O R B A
Américo Vermelho
J O Ã O
“WE CANNOT STOP.
WE MUST DO EVEN BETTER EVERY DAY”
The year was 1993, and Odebrecht was actively seeking new
businesses, particularly the kind that are what I like to call
“outside the curve.”
In the power sector, there were already concerns that if
Brazil’s economy grew a little bit more, it would face an energy
shortage. Since we’re used to taking on challenges, we immediately understood the message: go out and find a new business in
this area so we can study it and get there before the competition.
So then we discovered that Centrais Elétricas do Sul
(Eletrosul) had been trying for at least a decade to start up a
billion-dollar-plus venture that would become the first hydroelectric dam on the Uruguai River. Considering that the
legislation for the power industry was rudimentary, the value
of the project way too steep, and the conditions for obtaining
long-term loans, surety bonds and insurance extremely complicated, it was almost impossible for the public sector to implement a project like that at the time.
We arrived in the Southern Brazilian state of Santa Catarina
with the Odebrecht Entrepreneurial Technology (TEO) and
the certainty that “Our business is simple. It is all about giving
more and better service to the Client.” We had laid the path towards making the Itá Dam, a 1,450-MW hydroelectric plant, the
Brazilian power sector’s first concession to private enterprise.
João Borba is the President and CEO of the Maracanã concession company
46
Since then, Odebrecht has come to specialize in all forms
of Private-Public Partnerships (PPPs) in Brazil and other countries, investing heavily in the power, road, railroad, port, airport and sanitation (water and sewer) sectors, among others.
We work with all kinds of concessions in segments that would
have been unthinkable in Brazil just a decade ago.
Today, we are involved in sophisticated Statements of Public
Interest (MIPs), which are bringing in the private sector to
transform and manage entire districts of Rio de Janeiro. We are
also taking over the State’s role in the operation of mass transportation and being responsible for the construction of equipment and facilities for the FIFA 2014 World Cup and the 2016
Olympics in Rio, using private sector funding.
As if the investments and risks of all this hectic construction and vast variety of financial engineering solutions weren’t
enough, we decided to move in the direction of sports and
entertainment, servicing the mass audiences that fill our stadiums and arenas. Instead of satisfying individual clients, we
guarantee the satisfaction of thousands of clients at a time.
The management and operation of arenas, urban transportation systems, roads, and – in the future – airports and ports,
has made one thing clear: we cannot stop. We must do even
better every day.
That is our destiny. It is the destiny of Odebrecht itself,
which is on the path to the future, on the path to perpetuity.
Except that, first, we must continue growing, offering our clients our highly qualified entrepreneurial contribution as a key
partner in the implementation of strategic projects that are essential to the growth of our Group and the nation. ]
E C U A D O R
FROM FATHER TO SON
FOR FAMILY MEMBERS WORKING ON THE DAULE-VINCES PROJECT,
THE JOBSITE IS AN EXTENSION OF HOME (AND VICE VERSA)
Written by Edilson Lima | Photos by Guilherme Afonso
The day is ending. It is time for the shift change
at the Daule-Vinces Diversion Project, underway on the border of Guayas and Los Ríos provinces in Ecuador. The Párraga family has invited the Odebrecht Informa team to dinner at their
apartment in Balzar, a town 17 km from the main
jobsite. “That’s where we sleep during the week.
My son will fix something for us to eat,” says
Manuel Párraga, the Engineer Responsible for the
Surveying Area. Over supper, the team interviewed
them for this report on fathers and sons working
side by side on that project.
Manuel Párraga, 47, was born in Manabí Province
and joined Odebrecht in 1999. He has helped build
several projects in his country, such as the San
Francisco Dam, and then went on to tackle challenges in the Dominican Republic, Panama and Peru.
Now he is back in Ecuador, and since 2012 he has
been working on the Daule-Vinces Project, or as the
teams call it, the Dauvin Project.
Built under the responsibility of Odebrecht
Infraestrutura – Latin America, one of the main features of the Dauvin Project is the 70-km artificial
channel that connects the Daule and Vinces rivers
and conducts water to seven smaller waterways. The
project will benefit a 215,000-hectare area that is
home to 130,000 people in 11 municipalities. Today,
farm production virtually stops during the dry season (from June to December). The aim of the project is to guarantee a year-round water supply, give
π Electrical supervisor Pedro Pablo Bastidas Sanabria (left) and his son, maintenance and production assistant Pedro Pablo
Bastidas Morejon: family at the jobsite
Odebrecht informa
47
a boost to the economy and create jobs in the countryside. Over 900 people are working on the project,
which is 40% complete and scheduled for delivery
by December 2015.
Manuel Párraga talked his 22-year-old son
Manuel Alejandro Párraga into joining the project as
a surveyor. When asked about his main career goal,
Manuel Alejandro replies: “I want to be as good as
my father, or even better.”
Like the Párragas, the Mendozas are also working alongside family members at the jobsite. Felix
Mendoza Andrade, a surveyor who has been with
the company for 17 years, had always urged his son
Felix Mendoza Tubay, 22, to work with him. “I’ve
learned a lot, and I’m showing him that when you
work hard, you grow,” the father argues. Now his son
is an assistant surveyor and plans to go to college
soon to study Civil Engineering. “I know that nothing is easy, but I want to make the most of every opportunity I get,” he says.
Shared values
If having one of your children follow in your footsteps is a source of pride, imagine two. This is the
case with Luis Burgos, 63, the officer Responsible
for Workplace Safety, who joined Odebrecht 20
years ago. Whenever he could, he used to take
his sons Luis Joel Burgos and Richard Burgos to
events at the company to make them feel closer to
Odebrecht. “A person’s first school is their family.
If you raise your son well, he will become a great
man,” says Luis.
Now 38, Richard is working on the project as
the officer Responsible for the Concrete Batching
Plant. “Meeting targets, doing the right thing, being responsible. I learned all that on the job and
from my Dad,” says Richard. Workplace Safety
technician Luis Joel, 29, adds: “My father is demanding and is always sharing his know-how.
That’s made me grow both personally and professionally.”
π Manuel Alejandro Párraga (left) and Manuel Párraga Pisco: “I want to be as good as my father, or even
better,” says Manuel Alejandro
48
π From left, Luis Joel Burgos Alonso, Luis Joel Burgos Bernal and Richard Fabian Burgos Alonso: “A person’s first
school is their family,” says the father
Marçal Silva, 63, and his son Márcio Silva, 27,
are both Brazilian. Because his father worked in
Ecuador from 1992 to 2009 (with a break between
2000 and 2003), Márcio spent most of his childhood in that country until 2000, when he returned
to Brazil. He got a degree in International Relations
and joined Odebrecht five years ago, starting out on
projects in Rio de Janeiro. In early 2013, he returned
to Ecuador as the officer Responsible for Imports.
“I feel right at home here. Even though my father
is far away, in Rio de Janeiro, we talk and share our
experiences every day,” he observes.
There are plenty of stories like these at the jobsite. Young Abel Moreno, 22, is starting out his professional life as a metalworker, the same trade his father, Rafael Moreno, started out with nearly 20 years
ago. Now, at the age of 50, Rafael is a general supervisor, doing the same job as José Baquerizo, 48, the
father of metalworker Ronald Baquerizo, 22. Aged
49, Pedro Pablo Bastidas Sanabria is an electrical
supervisor. He learned all about the challenges of
major construction projects on the job, and now he
is working alongside his son Pedro Pablo Bastidas
Morejon, 21, a maintenance and production assistant. Another case in point is Young Partner Carlos
Huayamare Filho, from the Imports area, the son of
Carlos Huayamare, who has worked in Ecuador and
is now involved in Odebrecht’s projects in Peru.
Job satisfaction permeates the description of
the working environment provided by Project
Director Júlio Lopes Ramos. He is enthusiastic
about the interaction between fathers and sons at
the construction site. Júlio has previously worked
in Ecuador from 1992 to 2003. After that, he was
active in Angola, Bolivia, Cuba and Panama before returning to Ecuador in 2013. “I hired many
of those fathers in the 1990s. It makes me proud
to welcome the company’s second generation and
see how they are perpetuating Odebrecht’s expertise and philosophy.” ]
Odebrecht informa
49
I N T E R V I E W
FOCUS ON CITIZEN SATISFACTION
PAULO CESENA, CEO OF ODEBRECHT TRANSPORT
Written by Bárbara Rezendes | Photo by Paulo Fridman
“The situation is challenging and motivating. We have a number of opportunities to provide
ever better service to our citizens,” says Paulo Cesena. A member of the Odebrecht Group
since 1998, he started out at OPP Petroquímica, one of the petrochemical companies
consolidated under Braskem. He has also worked at Construtora Norberto Odebrecht,
and in 2008, he was the officer Responsible for Finance at Odebrecht S.A. “I worked
at the holding company at a time when we only had three Businesses: Engineering &
Construction, Chemicals & Petrochemicals, and Bioenergy. Then came the decision to
dismember them and form new companies,” he recalls. Cesena says that he relies on a great
deal of his experience as the leader of the Finance program when developing Odebrecht’s
Transportation & Logistics Business in Brazil, which he has helmed since 2011. In this
interview, Paulo Cesena, the CEO of Odebrecht TransPort, recalls particularly significant
moments in the Group’s work in concessions and underscores his team’s achievements
in the three years he has been responsible for leading the 19 companies that make up that
Business. They include the urban mobility, roadways, logistics and airport segments, most
of which provide services directly to end consumers.
50
π How did the Group get into the concessions business,
which has not only diversified its operations but its end
clients?
Odebrecht has been involved with concessions for nearly
30 years. Some of them were the Brazil’s very first concessions in the power, sanitation [water and sewer] and road
segments. Like Odebrecht TransPort, the Group companies
working with this model come from the Engineering &
Construction business. When it was created, we had four
assets. We consolidated those companies and formed the
new Business in 2010.
π Serving the end users of an asset is just the final stage
of a concession. What are the stages that come before
that contact with the public?
Before serving a concession’s end clients, our teams
carry out a very important phase, which is structuring
the project, from planning the engineering to handling
the legal and financial details. In 2013 alone, Odebrecht
TransPort raised approximately USD 8 billion to finance
its projects. After winning a concession contract, it takes
three years, on average, to implement what has been
planned and start operating the asset. Rio de Janeiro’s
Galeão [International] Airport is a good example, because
it reflects three years of the team’s work to win concessions in the airport area.
π The synergy among the Group’s Businesses consolidates expertise and generates productivity. How
has Odebrecht TransPort been going about sharing its
experiences?
Fortunately, at Odebrecht TransPort, we have people
who come from several different Group Businesses. That
diversity is fundamental, and supplements our expertise.
We achieved the concession contracts we recently won,
for example, because we had the best engineering designs.
We also exchanged a great deal of information on logistics with Odebrecht Agroindustrial and Braskem. Odebrecht Ambiental [Environment] helped us enhance the
Private-Public Partnership model and bond structuring.
The Group also offers us its Knowledge Communities on
subjects that are very useful for us, so we can share what
we learn.
π How are Odebrecht TransPort’s investments targeted?
We identify Brazil’s biggest bottlenecks. Then we bid
for concessions that will make it possible to consolidate
other modes of transportation in each region and invest
in routes that can provide new options for diverting traffic
or increasing productivity in the cargo shipment sector. In
the Mid-West, for example, we took on the challenge of
shipping soybeans to market, and we will steadily increase
our work to ensure growth in that region, which has a
promising economic dynamic. In Pernambuco, we want to
make the Port of Suape a major logistics hub, dynamizing
the sugar terminal in a way that is integrated with the Rota
do Atlântico concession company (CRA) [see article on the
CRA in this issue].
π Brazil’s development potential is being held back
by a lack of infrastructure. How can the private sector
improve that situation?
This country has grown, its infrastructure has not kept
pace with that growth, and taxpayers are becoming more
vocal about their rights. The situation is challenging and
motivating. We have a number of opportunities to provide ever better service to the public, our user-clients,
who are demanding and aware of their rights. There is a
tremendous demand, and the Federal, State and Municipal governments understand that the private sector has
an important role to play in that context. One example
of this is the increasing frequency with which PPPs are
emerging, and the growing number of Statements of
Interest Procedures [PMIs] through which we, as private
investors, study the feasibility of a project and present
it to the government. That model resulted from Odebrecht’s experience in other Latin American countries
and, because it is more efficient, it is considered a growing
trend in the Brazilian market.
"WORKING WITH A LARGE
NUMBER OF PEOPLE REQUIRES
PERCEIVING INDIVIDUAL
TENDENCIES TO MEET
COLLECTIVE DEMANDS"
π During its 30 years of experience, Odebrecht has
learned to work with a new business model and a new
type of client. What is the company’s relationship with
the users like in a concession environment, and how are
company members involved?
Working with a large number of people requires perceiving
individual tendencies to meet collective demands. To
do so, we need to focus increasingly on communication.
We are not going to resist the public’s need for real-time
information. When we created our Twitter account for
the SuperVia concession in Rio de Janeiro, it was a tre-
Odebrecht informa
51
We see winning new concessions as a stage that will lead to
fresh challenges, including the timely delivery of projects,
within the agreed budgets and schedules and with the requisite quality, and adding more Knowledgeable People to our
team. We feel that we’ve already achieved a great deal, but
there are more opportunities out there. Now our priority is
working with exemplary corporate governance to implement
the concessions we have already won, enhance the operation
of our assets, win select new concessions and maintain fiscal
discipline. We need disciplined governance so our partners
will always renew their trust in us. We are working to build
the reputation of a solid company that provides excellent
service but is also highly profitable. ]
mendous learning experience. We opened up a streamlined channel of communication with passengers, who
get answers on the spot. In this case, our members need
to be prepared to provide top-quality service. Our biggest
challenge is disseminating our culture among members
who work directly with the public, and offering an efficient
internal communication system so they will be better prepared to serve their clients.
π Odebrecht TransPort experienced accentuated growth
in 2013. It won important concessions, such as Galeão,
and started operating major assets, like Embraport.
What comes next?
ODEBRECHT’S PRESENCE IN
BRAZIL’S TRANSPORT SECTOR
PERNAMBUCO
ConectCar
Rota do Atlântico
Concessionaire
(Ipojuca)
Rota dos Coqueiros
Concessionaire
(South Coast)
Agrovia (Ipojuca)
THE COMPANY’S CONCESSIONS ARE LOCATED
IN EIGHT STATES IN THREE REGIONS
THE COMPANY’S OPERATING SEGMENTS
Urban Mobility
Highways
Integrated Logistics Systems
Airports
19
RR
AP
AM
PA
CE
MA
PB
PI
AC
PE
TO
RO
BA
MT
The number
of assets
the company’s
concessionaires
currently
manage
DF
GO
MG
MS
SP
GOIÁS
VLT (Goiânia)
RN
ES
RJ
PR
SE
AL
BAHIA
ConectCar
Bahia Norte
Concessionaire
(Salvador)
Litoral Norte
Concessionaire
(from Camaçari
to Sergipe state line)
ESPÍRITO SANTO
Liquiport (Vila Velha)
SC
MATO GROSSO AND
MATO GROSSO DO SUL
Rota do Oeste/BR-163
(from Itiquira, MS,
to Sinop, MT)
52
SÃO PAULO (State)
ConectCar
Rota das Bandeiras
Concessionaire
(Campinas metropolitan
region to Paraíba Valley)
Logum (Ribeirão Preto)
Embraport (Santos)
RS
SÃO PAULO (City)
ViaQuatro
Line 4 – São Paulo
Metro’s Yellow Line
Otima
Line 6 – São Paulo
Metro’s Orange Line
RIO DE JANEIRO
SuperVia
VLT Carioca
ViaRio
International Airport
(Galeão)
IDEAS
Written by Emanuella Sombra
An innovative solution will eliminate two months of work and 30% of
the cost of the shipyard being built by
Enseada Indústria Naval in Bahia, Brazil.
Engineering teams from the joint venture
including Odebrecht concluded that using reinforced concrete trusses instead of
the conventional metal structures would
be the best choice for building the workshop that will produce steel plates for the
shipyard.
“The advantages of metal structures
include less assembly time. However,
they would have to be imported from
China, which means more waiting time,”
explains Planning Manager Luís Bolpetti.
“Furthermore, the purchase of precast
pieces from a local supplier in Bahia resulted in a savings of BRL 19 million.”
The Maragojipe shipyard will build six
drillships for Sete Brasil to operate in
ultra-deepwater pre-salt oil fields.
Odebrecht Archives
CHANGING HABITS
π Enseada do Paraguaçu Shipyard: using reinforced concrete
trusses instead of metal structures
RIGHT IN
THE GOAL
GREEN WINE
As its name implies, the cork
tree, a member of the oak
family, provides the raw material used to make corks for
bottles. The problem is that it
takes decades to grow. Could
a substitute – say, plastic, for
example – be an ecofriendly
rival? The answer is yes, especially if we’re talking about
green plastic (I’m GreenTM
polyethylene), which is 100%
recyclable and has the same
oxygen control performance
as cork. Branded Select®
Bio, and manufactured by
Normacorc, a world leader
in the segment, these polyethylene corks look just like
the conventional kind. This
is an unprecedented use of
the green polyethylene that
Braskem produces from sugarcane ethanol.
Everyone knows you can “stroll” around
the world using Google Street View. A new
idea will make that pastime even more fun.
A partnership between Rio’s Maracanã
Stadium and Google will make it possible to “walk” on the pitch” and even “step”
on the penalty line. The filming involved
the same method utilized in the Grand
Canyon and around the statue of Christ
the Redeemer in Rio de Janeiro: a Google
engineer walked all around Maracanã –
including the stands – wearing a 15-camera backpack. The images produced will
make you feel like you’re right there on
the pitch.
Odebrecht informa
53
D O M I N I C A N
R E P U B L I C
π Emmanuel Brito: “We’re in it together, and help each other”
FOLKS WHO CARE ABOUT FOLKS
FEELING LIKE FAMILY IS ONE OF THE FACTORS
BEHIND THE DOMINICAN JOBSITES’ SAFETY RECORDS
Written by Cláudio Lovato Filho | Photos by Erika Santelices/AFP
Emannuel Brito Ramírez has a family, and the
center that family is his 4-year-old daughter
Smarlin. At the jobsite for the North Santiago
Beltway in the Dominican Republic, where he
works, he has another family, and the most important member is the person working beside
him, his closest kin. “Here we make sure that
everybody takes safety precautions. We’re in it
together, and we help each other.”
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This feeling, which is present at all of
Odebrecht’s jobsites in that country, helps explain how the company managed to achieve a major milestone in December 2013: 25 million manhours worked (MHW) without a single serious
accident between November 2011 and December
2013 on all 11 projects under construction during
that period. By the time this issue went to press,
that figure had reached 26 million MHW.
“Odebrecht has created a new paradigm for
the Dominican Republic,” says Public Works and
Communications Minister Gonzalo Castillo.
“The company is a benchmark. We now require local contractors to adopt Odebrecht’s
exemplary practices. The record of 25 million
man-hours worked without serious accidents
is not fortuitous. It was the result of investments in professional education. When you
visit the construction sites, you soon perceive
Odebrecht’s philosophy.”
Like Minister Castillo, engineer Altagracia
Espaillat, the head of the Labor Ministry’s
Department of Inspection, Monitoring and
Assessment, part of the General Directorate
of Industrial Hygiene and Safety, is a constant presence at the projects underway in
that country. “Odebrecht’s contribution to
our work has been fundamental,” she says. “It
has made a considerable contribution by setting an example for other companies.” Deputy
Labor Minister Mari Norki Ozuna, observes:
π Orlando Santini (third from left, back row) with Antonio Rodríguez, Miguel Bernard, Armando Matías,
Rhenny Matos, Francisco Alberto Baez and Yoshiro Hoshikawa Peralta (from left): empowering
Dominican professionals’ growth
Odebrecht informa
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Personal initiative
The construction of the 24-km beltway began in September 2013. Underway in Santiago,
the country’s second-largest city, it includes
the execution of 39 special features (overpasses, level crossings and bridges) and was going
full swing when the Odebrecht Informa team
visited the jobsite in January. The project was
scheduled for delivery in late February, and
the teams were working around the clock, seven days a week. Under those conditions, strict
observance of safety standards is even more
vital.
“We realize that our safety strategy is
working when workers do things on their own
initiative, like using full individual protection
equipment, and when they encourage their
co-workers to do the same. That’s what is happening at our jobsites,” says Analie García, the
Odebrecht officer Responsible for Production
on the North Beltway project. “Safety habits
must be intrinsic,” she adds.
But how did they achieve this? The sense
of family among co-workers and the appreciation of the value of life as part of the company philosophy have been essential factors. However, they would just be fine ideas
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Odebrecht Archives
“In the Dominican Republic, when it comes to
[workplace] safety, there is a ‘before’ and ‘after’
Odebrecht. With its preventive mindset and
educational and awareness-raising programs,
the company is playing a critical role in establishing a culture of safety in this country.”
Antônio Luiz Sanchez Gaspar, the officer
Responsible for Sustainability at Odebrecht
Infraestrutura - Latin America, observes: “The
results achieved in the Dominican Republic are
impressive anywhere in the world, including
by North American and European standards.
But the significance of this achievement is
not just the numerical result itself. It also lies
in the reasons behind it. In all of Odebrecht’s
operations in Latin America, the understanding that workplace safety is an integral part
of strategic entrepreneurship starts with the
Entrepreneurial Leader and is spread by the
Managing Directors, Project Directors and
their teams.” Gaspar adds: “In the Dominican
Republic, in particular, the HSE program is
consolidated and carried out consistently under the responsibility of an expert team with
full delegation of authority.”
π Minister Gonzalo Castillo at the jobsite: “Odebrecht has
created a new paradigm for the Dominican Republic”
and noble sentiments without a clear, strong
management system to make them a reality
at the work fronts. It is implemented through
the Odebrecht Integrated Safety, Health and
Environment Program (PI-SSTMA), adapted
to the specific characteristics and diversity of
the projects underway in the DR (see box). The
proper application of its premises depends directly on grooming HSE teams. Ninety-five
percent of their members are Dominicans.
Orlando Santini Filho, the officer Responsible
for HSE at Odebrecht Dominican Republic,
is pleased and proud that a growing number of local professionals are responsible for
the workplace safety program at the jobsites.
“They are making sure that we achieve the expected results,” says Orlando.
One of the tools for preparing these members to do their job is a graduate degree in
Safety Engineering from the University of São
Paulo (USP), a two-year program involving
distance and face-to-face education. Armando
Matías, 33, and Miguel Bernard, 41, have already taken it. Rhenny Matos, 36, will graduate
in 2014. “I just have to finish the final paper,”
he says. The subject is “Anxiety and Stress
among Truck Drivers.”
Armando is working on the Piedra BlancaCruce de Ocoa Highway. “Knowledge is important, but above all, you must enjoy working safely and like people. You have to like
to talk to them and spend time with them.”
Miguel, who works on the North Beltway, adds
that the presence of managers in the field is
one of the factors that make the difference.
“After a while, the workers start to request
the presence of security personnel in the field
with increasing frequency, for charlas [chats]
that provide information on risks that will
be part of that day’s tasks, for example. That
is very gratifying.” In addition to Armando,
Miguel and Rhenny (who works on the Miches
Highway construction project), there are three
other Dominican engineers responsible for
workplace safety on projects in that country: Yoshiro Hoshikawa Peralta, 30, Francisco
Alberto Baez, 38, and Antonio Rodriguez, 36.
“We have made significant progress,” says
Orlando Santini. “From the very start of
each project, we seek to instill a culture of
prevention, which is implemented through the
education and motivation of our teams and
making very sure that everyone has the right
attitude toward safety, from the workers at the
jobsites to the Project Director. But above all,
what we have here in the Dominican Republic
is tremendous confidence in the work of the
HSE team, and that confidence starts with
our Managing Director, Marco Cruz, goes on
through our Project Directors and extends to
everyone who is working on our projects.”
These words are confirmed by the people
directly responsible for those projects. “We
maintain a constant flow of communication
and mutual support,” says Flávio Campos, the
Project Director for the Piedra Blanca-Cruce
de Ocoa Highway. And that leads to what
matters most: “It isn’t about the figures, it’s
about life,” says Sergio Tettamanti, the Project
Director for the North Santiago Beltway, referring to the 25 (now 26) million MHW with zero accidents and the true meaning behind that
number. ]
π Engineer Altagracia Espaillat (left) and Vice Minister Mari Norki Ozuna: the importance of setting an example
Odebrecht informa
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C O M M U N I T Y
π Jéssica da Silva (left) and Agueda Silva: boldly seizing a unique opportunity
JUDO GIS AND GRADES
ROTA DAS BANDEIRAS SUPPORTS CITY PROGRAMS
THAT BRING SCHOOLS AND SPORTS CLOSER TOGETHER
Written by Júlio César Soares | Photo by Bruna Romaro
Kodokan is the name of the world’s first Judo
school, founded in 1882 by the martial art’s creator, Jigoro Kano. In Japanese, it means “road to
brotherhood.” More than a century later, another
road is helping judokas (Judo practitioners) from
São Paulo State get ready to win titles in Brazil and
abroad: the Dom Pedro I Corridor, run by the Rota
das Bandeiras concession company, an affiliate of
Odebrecht TransPort.
Located 60 km from São Paulo City, Atibaia
was incredibly hot in January – a summer month
in Brazil. In the Alvinópolis district, nearly 50
youths were warming up for their daily Judo lesson. Their heavy gis (traditional Judo uniforms)
must have been uncomfortable in all that heat, but
the athletes didn’t seem to mind. It takes plenty of
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stamina to withstand the intense training and high
temperatures. Jéssica Carvalho da Silva, 14, says determination was key to winning the Pan-American
Judo championship in El Salvador. “The fighters
from other countries were stronger and had better
technique,” she explains. “The fact is that I won the
championship through sheer willpower.”
Jéssica is one of the 1,500 children and adolescents taking part in the Social/Educational
Judo Program organized by the Paulo Alvim Judo
Association of Itaibaia (Apaja) and sponsored by
Rota das Bandeiras since 2011. In 2013, this program obtained another source of funding: part of
the city’s Service Tax (ISS) revenue.
When the highway’s users drive through its toll
plazas, 5% of the amount they pay goes to the local
municipal governments in the form of ISS. Created
in October 1995, this tax covers a varied range of services. In the case of the Dom Pedro I Corridor, it is
levied on toll charges, outsourced services and maintenance work, such as installing signaling and refurbishing asphalt. It is up to each municipal government to decide how to spend that money. In Atibaia,
for example, there is a law providing incentives for
sports that allows the use of up to 20% of ISS collected to fund social projects focused on sporting activities. “When we found out about this project, we
authorized the transfer of 20% of the tax to Apaja,”
explains Rota das Bandeiras’s Administrative and
Financial Director, Ricardo Rocha.
Helping identify projects
In Conchal, the service tax revenue raised helped
build a school. In Paulínia, part of the ISS subsidizes tolls for 48 families who live in the Cascata district. “It is a low-income community that felt that
the location of the toll plaza was imposing an undue financial burden on its residents. We talked to
the local government, and the city council passed
a law that sets aside part of the ISS revenue to pay
their tolls,” says Ricardo. As a result, residents can
drive through the local toll plaza without charge.
ISS is an obligatory tax. However, that doesn’t
stop Rota das Bandeiras from trying to have a
say in how part of that revenue is invested, as it
did in Paulínia and Atibaia. “Some municipalities have started investing it in social programs,
and Rota das Bandeiras helped identify them,”
says Ricardo Rocha. In the case of the Social/
Educational Judo program, Apaja requested the
funding directly from the city government. The
concession company came in with a kind of reference, attesting to Apaja’s bona fides.
“Here we are investing heavily in the merger of schools and sports,” says Apaja President
Paulo Alvim, 47, who has devoted 37 years of his
life to Judo. He is also a sensei, a Judo master
who teaches the martial art. For him, Judo marks
the beginning of a change in young people’s lives.
“Today we have managed to associate Judo with
good performance at school. In some cases, our
older students also get jobs with us as assistants,” he says.
However, Ricardo Rocha notes that the final
decision is up to the city government. “Our role
is to persuade it to use that revenue to finance
projects that focus on educating and grooming
better citizens.” ]
π Children and teens from the Social/Educational Judo Program: organized by Apaja with Rota das Bandeiras’s support
Odebrecht informa
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A N G O L A
π Acreditar Program in Zango: from left, Walter Aroma, Luis Celestino and Aristoteles Zua with educator Suelenildo Santana
60
BUILDING
HAPPINESS
SEE HOW KNOWLEDGE
AND SOLIDARITY ARE DRIVING
A NATION’S PROGRESS
Written by Luiz Carlos Ramos | Photo by Kamene Traça
As it makes a social contribution in Angola,
Odebrecht’s priorities include improving housing
conditions and professional skills, developing and
empowering cooperatives and entrepreneurship, and
producing food and energy.
A home, work and income
Zango is a district of Viana, a city of 120,000. It is located 25 km from Luanda, which is both the nation’s
capital and its largest metropolitan area. Odebrecht
is building over 25,000 houses in Zango as part of
the Population Resettlement Program (PRP), through
which the Angolan government allocates homes with
full infrastructure, electricity and piped water to
families that had previously lived in precarious housing conditions.
According to Adriano Maricato Ramos, Odebrecht’s
Corporate Social Responsibility (CSR) Manager
in Zango: “In 2011, we implemented the Acreditar
[Believe] Ongoing Professional Education Program
to groom local professionals. It works along the same
lines as the version offered in Brazil.” Paulo Cruz, the
program’s psychologist, is full of praise: “It makes me
happy to see a new enthusiasm in the students.”
Run by Salesian Catholic nuns since 2012, the
Center for Social/ Professional Education Assistance
(CESA) is a partnership between Odebrecht and
“Kambas do Bem” – a group formed by the families
of expatriate company members that does volunteer
work in the communities. The CESA teaches literacy,
English, music, and computer and decorating skills. Its
Odebrecht informa
61
director, Sister Jandira Cardoso, observes: “We are also
going to offer hairdressing and dressmaking classes.”
Some of the graduates start their own businesses with
loans facilitated by the Angolan government. Miliana
Salvador, 26, Helena Antonio, 28, and Nazaré Miguel,
25, are going to open small shops in the Zango district.
Another sustainability project underway in their
neighborhood is a soap factory. Ezequiel Mualumbo,
the coordinator of the cooperative through which the
project is run, says: “We use water and soda, as well as
recycling cooking oil from the kitchens of Odebrecht
and other companies that are participating in the project by just giving us their used oil. The liquid is poured
into boxes and, when dry, it turns into bars of soap.”
Every month, the factory recycles over 2,000 liters of
cooking oil, generating income for 20 families that belong to the cooperative and are working on this project.
Food and energy
In the province of Malanje, Odebrecht is taking part
in two major food and energy projects as a builder
and investor: the Capanda Agroindustrial Complex
(PAC) and Companhia de Bioenergia de Angola
(Biocom). The largest private investment in the
country outside the oil industry, Biocom will start
producing sugar and ethanol from sugarcane and
generating power by burning bagasse in 2014.
Malanje is the part of the country where the company built its first project in Angola (and Africa) in
the 1980s: the Capanda hydroelectric plant. The sustainability initiatives now underway in that province
include the Kukula Ku Moxi (“Growing Together”
in the Kumbundu language) family farming program, which Odebrecht introduced about five years
ago. Two years ago, Odebrecht client Sociedade de
Desenvolvimento do Polo Agroindustrial de Capanda
(SODEPAC) expanded and re-launched the initiative,
which now serves 28 communities.
“The installation of the complex is an opportunity for the local community. However, they need the
right skills to make the most of that opportunity,”
says João Alexandre de Lira Cavalcanti, a member of
Odebrecht’s CSR and Sustainability team in Malanje.
He adds: “The Capanda Complex is a breadbasket
for all of Angola. It will ensure the country’s food
security. We want to give a broader scope to family
farming, benefiting 10,000 people in the area. The
monthly family income here used to be just USD 30
dollars, and it has skyrocketed to USD 200. People
used to be limited to planting cassava, sweet potatoes and maize.”
The community was facing the specter of malnutrition. Through this program, they started growing
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a variety of products, such as carrots, beets, lettuce
and bananas. Since the program’s expansion in 2013,
their produce sales have increased from 2 to 35 tonnes
(metric tons) per month. According to Cavalcanti,
that figure will reach 50 tonnes in 2014, thanks to
the creation of the cooperative. Along with access to
clean water and programs for traditional midwives,
diversified production has helped reduce the infant
mortality rate from 118 per thousand live births (the
national rate) to 33 per thousand in the monitored
communities.
Taking good advice: Stay Well
Vanessa Silva, a Brazilian from Uberlândia, Minas
Gerais, is responsible for the Xalenu Kyombote
Program (its name means “Stay Well” in Kimbundu).
It has been underway for three years in the area where Odebrecht’s teams are retrofitting the
Cambambe Dam project in Kwanza Norte province.
The dam was built 50 years ago, but Odebrecht is
increasing its installed power, a project scheduled
for completion by 2016. “We have registered 430
families from the surrounding communities: the
town of Cambambe, and the villages of Terra Nova,
Cambingo and Calenga. Working in partnership
with those communities, we conducted 12 participatory workshops in plain, educational language, to
seek the collective creation of the program. Synergy
emerged among the parties to discuss problems
and solutions,” says Vanessa. Currently, agricultural technicians are helping producers enrolled in the
family farming program to improve and sell their
crops. The dam project has started using part of
their produce. The community has also been encouraged to preserve the forests and replant deforested areas. That program is transforming the production of native forest seedlings into an additional
source of income and providing an alternative to the
practice of making and selling charcoal.
The program also includes projects such as Bwé
Saúde (“Plenty of Health”), which provides health information to families. Baobá Linhas e Panos (Baobab
Thread and Cloth) encourages people to make handicrafts, producing clothes and dolls for sale. Children,
teenagers and adults have also started learning computer skills and English, and the program encourages
reading and traditional music as well.
Arlindo Dunguionga, 46, a farmer from Calenga,
is clearly pleased: “My family is already producing
more and earning more.” Bwé Saúde volunteer Paulo
Quiúma, 49, from the village of Terra Nova, observes: “The families are getting better at preventing
diseases.” ]
A R G E N T I N A
ICON OF A NEW ERA
YPF’S NEW UNIT IN LA PLATA SYMBOLIZES THE PROGRESS
OF ARGENTINA’S PETROCHEMICAL INDUSTRY
Written by Renata Meyer | Photos by Leo La Valle/AFP
A maze of yellow, orange and gray structures
stands out in the imposing Ensenada Industrial
Complex in La Plata, Buenos Aires Province,
Argentina. This is the South American country’s
first continuous catalytic reform (CCR) plant, built
by Odebrecht for YPF (Yacimientos Petrolíferos
Fiscales), the Argentine state-owned oil company,
which explores, produces, refines and sells crude
oil and its derivatives.
Since it went online in September 2013, the
unit has become an icon of progress for the nation’s petrochemical industry. It makes advanced
technology an integral part of the processing of
naphtha into aromatics and hydrogen, which is
essential to the manufacture of high-quality fuels
that more efficient and less harmful to the environment, as well as a range of other products.
The new technology the CCR has introduced
will enable the plant to run non-stop for up to
four years. A regenerator unit continually regenerates the catalysts (substances that accelerate
chemical reactions) used in the naphtha reforming process. As a result, the plant no longer requires annual maintenance shutdowns. Developed
by UOP LLC, a Honeywell International company, this solution not only ensures a major boost in
productivity but more environmental protection
and industrial security.
Rising in the international rankings
The new CCR is part of a plan to retrofit the industrial complex that YPF is spearheading to increase its oil exploration and production capacity.
The project includes construction of a new 115-m
π Construction Manager Luciano Baroni (left) and Construction Boss Sergio Sapienza, both from Odebrecht, at the
CCR project jobsite: more productivity, environmental preservation and safety
Odebrecht informa
63
π The new plant: built while the petrochemical complex was fully operational
flare and the complete revamping of the entire
industrial park. “The CCR generates by-products
that are processed at the petrochemical plant’s
other units. Its implementation made it necessary
to carry out a master plan to upgrade and adapt
the complex to the plant’s production capacity,”
explains CCR Project Director Esteban Trouet.
The new plant can produce more aromatics and
hydrogen from the same amount of naphtha. This
performance will enable YPF to increase its annual production capacity for high-quality fuels from
the current 6 million to 8 million cubic meters
by 2017, thereby repositioning Argentina in the
global market as a producer of energy resources,
strengthening the refining industry and making
the country more self-sufficient. “It is the biggest
investment in this sector in Argentina in the last
10 years,” observes Trouet.
The products generated at the Petrochemical
Complex range from upstream substances used
to manufacture plastics, paints, solvents, insecticides and mattresses, to inputs that boost fuel
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quality. They have so many applications that they
can be found in almost all aspects of daily life hence their strategic importance. But to make that
vast range of products feasible, a number of hurdles must be overcome first. The Odebrecht and
YPF teams at the Ensenada Industrial Complex
that worked together to put the CCR into operation are well aware of the size of that challenge.
“The CCR project was carried out while the
complex was fully operational. We had nearly
1,500 people working in a very tight space when
it reached its peak. Safety was always at the top of
our minds. Even so, we had to conduct two shutdowns at the plant, which are critical processes for any petrochemical company,” says Esteban
Trouet.
The challenge of grooming the team
For Odebrecht, one of main challenges was
grooming an expert team to work on a demanding
high-tech, high-quality project in line with the
principles of TEO (the Odebrecht Entrepreneurial
Technology). “The team was very young. For most
of them, it was their first experience at the Group
and each of them had their own style and work
philosophy. It was a learning process that required
adaptation, but thanks to everyone’s hard work
and humility, we overcame that challenge,” says
Construction Manager Luciano Baroni.
One of the project’s positive impacts was developing local equipment suppliers. To adapt
manufacturers’ production to international standards, the company had to team up with them to
fine-tune their procedures and train their technicians. The boost in professional expertise also benefited the community. The Trade School
Workshop trained local people to become welders, electricians and fitters, among other specialized skills.
The construction of the CCR was Odebrecht’s
first project for YPF, so one of the key aspects
was enchanting the client. According to Luciano
Baroni: “Today YPF knows us well and is aware
that we are an organization that focuses on delivering value to the client. We follow our philosophy about selecting and developing businesses, and establishing long-term relationships.” Thanks to the company’s work on the
CCR project, YPF has entrusted Odebrecht with
the task of dismantling the La Plata Refinery’s
old coke plant, a few miles from Ensenada, after a
fire damaged its facilities.
Ricardo Rios, the Project Director for these
new contracts with YPF, believes that the successful delivery of the CCR is an important milestone in Odebrecht’s growth in the industrial
engineering business in Argentina. “Building the
CCR for a client that is now Argentina’s largest company has established us as ‘EPCistas’
[Engineering, Procurement and Construction
specialists] and ranks us among the top players
in industrial projects in that country,” he says. ]
π Ricardo Rios: Odebrecht’s growth in the industrial engineering business in Argentina
Odebrecht informa
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L O G I S T I C S
66
Written by Patrick Cruz | Photos by Ricardo Teles
GIANT
ON THE MOVE
FROM SÃO PAULO STATE TO NORTHERN
BRAZIL VIA URUGUAY: THE SAGA OF A
267-TONNE ROTOR’S JOURNEY FROM THE
FACTORY TO THE HYDROELECTRIC PLANT
Slowly but surely – first by carrier truck, then by
ship and barge. That is how to transport cargo with
a mass equivalent to the total mass of 60 full-grown
elephants. Since January, a rotor weighing 267 tonnes
(metric tons) and measuring almost 9 meters in diameter has been traveling along a route that runs
through half of South America, bound for the Teles
Pires Hydroelectric plant construction site in northern Brazil. The jobsite is located on the river that gave
the plant its name, set between the municipalities of
Paranaíta, Mato Grosso, and Jacareacanga, Pará. This
saga is an eloquent example of the challenges faced by
major infrastructure projects in Brazil.
The rotor left the Alstom factory in Taubaté, São
Paulo, in January to embark on a four-month trek.
Conveying the unit involved an extremely delicate
process to ensure its safe arrival at the port at Santos,
where it changed its initial mode of transportation. The
apparent monotony was due to the required speed: going at a maximum of 15 km per hour, the carrier truck
(with 32 axles, 256 tires, a total length of 94.7 m and
height of 5.5 m) that carried the equipment could only
travel at night. However, the impression of tedium, if it
exists at all, is deceptive: every curve in the road results
in tension, which was calculated in advance so the carrier could navigate them safely. The technicians who take
care of the logistics involved in transporting the unit also assess the gradients of the roadways. They planned a
route that avoided sections with very steep slopes.
This concern with detail is crucial. Directly on leaving Taubaté, resurfacing work left a new section of the
road 5 cm higher than the older part. The carrier transporting the rotor had to wait almost two weeks so the
team could plan a new route for the journey. There was
another surprise further on: an accident involving a
conventional truck in the section between Taubaté and
Santos limited the flow of vehicles weighing over 150
tonnes for several days, and the carrier needed to wait
once more until it could continue on its way.
“It is a highly complex operation, not just because
of the size of the unit but also the enormous distance
which it will cover,” comments engineer Reinaldo
Lopes. As the officer Responsible for liaison at the
Teles Pires Hydroelectric plant, he is following the operation involved in getting the rotor to the site, paying
close attention to every detail.
π The rotor on the road: traveling at a maximum speed
of 15 km/h
Odebrecht informa
67
A logistical saga
The land part of the journey alone is a logistical saga:
more than 200 km from Taubaté to Santos. After reaching the port in early February, the rotor continued on
its journey by sea, aboard a ship bound for the port of
Montevideo, Uruguay. This voyage added more than
1,500 km to the route. A further transfer would take
place in the Uruguayan capital, when the rotor would
be loaded onto a barge and travel more than 2,500 km
along the Paraguay-Paraná Waterway as far as Cáceres,
Mato Grosso, a Brazilian town on the Bolivian border.
The rotor would still need to travel 1,100 km from there
to the hydroelectric plant construction site.
But why did the unit have to travel south to
Uruguay, if Teles Pires is located northwest of Taubaté,
where the journey began? The answer reflects the logistical challenges currently facing Brazil: there was no
way of transporting the rotor from the factory to the
construction site by land. When planning for the operation began, the initial idea was for the unit to travel
exclusively by road.
“After assessing the situation, we realized that
100% land transportation would be much more complex than making a number of transfers,” says engineer Reinaldo Lopes. The difficulties detected during
the initial planning stage included the need to refurbish bridges along the route, for example – many of
them would not be big enough for the carrier truck to
cross them. By land alone, the route would have covered 2,500 km. Using different forms of transportation
(land, sea and river), it turned into a journey of over
5,000 km.
The operation will be repeated
The rotor transforms the power the hydroelectric
plant generates into mechanical energy, which is conveyed to another part, the turbine axis. That will turn
a second rotor, for the generator, producing electricity. The Teles Pires hydroelectric power plant will have
five turbine rotors, which means that the saga of transporting the 288-tonne part will not be carried out just
once but five times by the end of the project. The five
turbine rotors will arrive at the hydroelectric plant
with two-month intervals between them.
The teams work in shifts, both for the transportation procedure and for preparing the hydroelectric
plant to receive the rotors. When the carrier truck delivers the unit to the port of Santos, for example, it has
completed one stage of the process and goes back to
start the entire procedure over again for the next one.
Meanwhile, on the Teles Pires River, the workers gradually prepare the spaces where they will install the
units that will arrive in the coming months.
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π Rigorous planning: studying every stage
of the journey in detail
On arriving at the site, the rotor is cleaned and goes
through other preparatory stages, which take 10 days.
When that part of the work is done, an overhead crane
carries the unit to its final destination, where it is literally fitted into the mechanism. “It is a delicate job, which
is carried out very carefully,” says Ricardo Tavares, the
officer Responsible for Electromechanical Assembly. It
takes two and a half hours to lower each rotor into place.
Eight workers keep a close eye on the unit to ensure that
it is on the right track. The rotor may be gigantic but the
precision is surgical: the space between that unit and
the part of the hydroelectric plant into which it is installed is just 3.7 mm wide.
Six thousand professionals are currently building the hydroelectric plant. The Teles Pires plant is
the largest in the Teles Pires Hydroelectric Complex,
which is made up of three hydros. The first hydroelectric generating unit will go online in 2015 with installed hydroelectric capacity of 1,820 MW, enough to
supply the energy needs of more than 5 million people. The numbers at the construction site and plant
are massive, but surprisingly enough, the operation to
transport the rotor, which seems to cover half the continent, requires very few people. Although the transportation phase covers more than 5,000 km, it only
involves 15 people working on the various operational
stages. Another 15 workers carry out the preparatory
stages and installation at the construction site. It is a
minimalist touch for a plant – and a logistical operation – of giant proportions. ]
VIA LAND, SEA AND RIVER
Transporting a rotor to the Teles Pires Hydroelectric
Plant in northwestern Brazil involves three modes
of transport and international scale
Teles Pires Jobsite
1,100 km
4
Cáceres-MT
BOL
2,500 km
Taubaté-SP
Alstom Factory
ROAD
PAR
3
200 km
SEA
1
Santos-SP
RIVER
2
ARG
URU
Montevideo
1,500 km
5,000 km
the total distance traveled by the rotor
from the factory to the jobsite,
using three different logistical modes of transport
288 tonnes
in diameter
9 meters
4 months
the time the journey will take
FOUR STRETCHES, THREE LOGISTICAL MODES
1.7 km/h
ROAD STRETCHES
1 4
First part of the journey, from the factory
to the port of Santos and from Cáceres to the jobsite
32
axles 15 km/h
on the carrier
the maximum speed
transporting the rotor for safety
MARITIME STRETCH
2
Done by ship, from the port of Santos
to Montevideo, Uruguay, where
the river stretch begins
the estimated speed of travel
for the unit, considering
the distance and total travel time
5 times
that is how often this logistical saga
will be repeated until all the plant’s rotors are delivered
During road transport,
the carrier only travels at night
RIVER STRETCH
3
Transported by barge
from Montevideo to
the Paraguay-Paraná Waterway
Odebrecht informa
69
F O L K S
TRAVEL
“Mestre” Otimário. That is how
construction supervisor Otimário Cruz
Silva, 62, is known in Angola. He has been
with Odebrecht for 42 years, and since
2013, he has been learning English so he
can communicate better at the increasingly
multicultural jobsites. After 10 years in
Angola, Otimário is currently on the team
building the Structuring Roadways project
in Luanda. An inveterate traveler, he hasn’t
started exploring the vast territory of
Angola yet, but he plans to start soon. He
has traveled all over Brazil, and worked
on over 20 projects in several parts of the
country. And he doesn’t just travel for
work - he also likes to take his family along
on vacation. His favorite spot is the town
of Valença, on the south coast of Bahia.
“There’s nothing like the crystal-clear
waters and warm, hospitable people in that
part of Brazil,” says Otimário, who hails
π Otimário: over 20 construction projects in Brazil
from the northeastern state of Sergipe.
Personal Archives
FAMILY
Doctor for
a big family
π Belkis: sharing values
70
A surgeon who studied in Mexico City, Belkis
Santamaría is from Panama. So are her parents
and her daughter. After 7 years with Odebrecht,
she is now the officer Responsible for Health
on the Panama City Metro Line 1 construction
project. “This will be the first metro in Central
America, which is a source of national pride.
We are building a better country for future
generations,” says Belkis. There are about 40
professionals on her team, but during the
campaign to sensitize workers about HIV/AIDS,
for example, she interacts with over 5,000
people. “I’ve had the good fortune to meet every
one of them, share values and reinforce mutual
trust. That’s Odebrecht, and I like that. We are
one big family,” she concludes.
Personal Archives
Frequent flyer
ARTS & CULTURE
Holanda Cavalcanti
SPORTS
Sports in everyday life
Maurício Couri Ribeiro, 58, is a civil engineer who has been
with Odebrecht for 32 years. Currently the Investment
Director at Odebrecht TransPort, he is known among his
co-workers as one of the Group’s best soccer players. He has
played the beautiful game since he was 8 years old and nearly
turned pro. He was courted by several teams but decided to go
to engineering school instead. Married to Yvana and the father
of two, he does sports almost every day to keep in shape. He
walks, cycles and occasionally plays soccer or tennis. “Sports
are vital for life and health. You relax and have fun. My health
indicators are excellent. That means I can do my job better.”
Márcio Lima
π Marcos: working on a new book
π Maurício: “Sports are vital for life”
Literary
engineer
Born in Aracaju, Brazil, 57 years ago,
Marcos Rabello says that the fact
that he kept in close touch with
the country’s bustling cultural and
political scene by listening to the
radio made his youthful imagination
soar. As an engineering student in
Salvador, Bahia, he felt the influence of
filmmaker Glauber Rocha and wrote
and directed two short films. His wife,
Maristela, is from Bahia, and they have
three children. During his 20 years
with Odebrecht, he has worked in
the Communication & Institutional
Relations and Energy areas. After
over six years in Angola, he returned
to Brazil in 2010 as the Director of
the Environment area. Today he is
the Group’s Business Development
Director in Paraguay. Whenever he
can, he constructs stories for the novel
he is writing. It won’t be his first.
In 2003, he published O romance do
contista (The Storyteller’s Tale), a maze
of stories whose architecture is based
on a hoard of emotions stored up from
his past. “That book was the result of
a moment of reflection. When I have
the time and opportunity, there’ll be
another,” promises Marcos.
Odebrecht informa
71
C I T I Z E N S H I P
COMMUNICATION FINDS A WAY
CONFLICT MEDIATION IS ONE OF THE HIGHLIGHTS
OF THE IDC’S WORK IN NORTHEASTERN BRAZIL
Written by Livia Montenegro | Photos by Almir Bindilatti
Telma Andrade, 46, lives in the Moenda community, in Presidente Tancredo Neves county
in the northeastern Brazilian state of Bahia.
Her blue eyes reflect peace and calm, which is
just what this former telephone operator and
office assistant feels. Now a schoolteacher, she
is sitting in the room with a round table where
conflict mediation helped her peacefully sort
out her divorce from her partner of 20 years.
Telma recalls how the Rights and Citizenship
Institute (IDC) helped her through that phase
of her life.
“When I got here, I had lots of questions, and
the attention I got was fundamental. I thought
the divorce would drag out for a long time,
but we got it done in less than a month,” she
π Telma Andrade: “I trust their work and recommend it”
72
explains. Telma already knew about the IDC
because it had helped her get ID cards for her
two daughters. For her, the institute’s attentiveness, generosity and efficiency made all the
difference. “I trust the work they do, and that’s
why I recommend it to anyone who needs it.”
Conflict mediation is just one of the services the IDC provides. Founded in 2004, the
institute works through two centers: Citizen
Service, which offers access to public policies
(such as issuing basic civil documentation:
work papers, ID cards, etc.), and Citizenship
Education, which aims to groom community leaders and train Municipal Councils for
the Rights of Children and Adolescents and
Juvenile Authorities of Southern Bahia.
π Eduardo (left) and José dos Santos: pleased with the results of the IDC’s conflict mediation
During conflict mediation, both parties must
reflect, discuss and decide the course their
lives will take from that point forward. Andréa
Guedes, the Supervisor of the Citizen Service
center, explains that this method makes it possible to inform people about their rights and duties through participative action. “Mediation is
also a way to prevent future conflicts by establishing a climate of cooperation between people.”
José Santos, 38, lives in the Toca da Onça
community, in the same county. He sought the
IDC’s help in dividing up his mother’s estate.
“At first, I went to the deeds office in town and
they recommended the IDC because there was
less red tape involved.” Since their mother’s
death, he and his eight siblings had failed to
reach a consensus. “We left here satisfied, and
there was no need to go to court,” says Eduardo
dos Santos, 61, the eldest heir.
“When you’re involved in a conflict, most
of the time you don’t sit down and talk. It’s
hard to listen to what the other side has to
say. That’s why we encourage dialog, so we
can find the best solutions. Then we draw up
a document and the parties involved promise
to stick to the agreement,” says mediator Joína
Soares.
Making the difference
The IDC’s four outlets in the Bahian counties of Camamu, Nilo Peçanha, Presidente
Tancredo Neves and Valença have provided some 350,000 services, benefiting over
100,000 people. Part of the Odebrecht
Foundation’s
Southern
Bahia
Lowlands
Environmental
Protection
Area
Mosaic
Program for Development and Growth
Integrated with Sustainability (PDCIS), the
Odebrecht informa
73
π IDC Member Joína Soares (left): conflict mediation is one of the broad range of services the institute provides
institute’s mission is organizing and strengthening social capital and creating the conditions for the full exercise of their rights and
duties as citizens.
“We are helping produce a new form of civic spirit. Leaders and council members have
started reflecting on a more critical and proactive approach. They are aware of their responsibilities, and seek to influence others and
discuss problems, which makes them part of
the solution,” says Maria Celeste Pereira, the
IDC’s Executive Director.
According to Naiane Oliveira, the Director
of the Citizenship Education Center, ongoing training and education is key. “We have to
keep pace with national guidelines for providing full services to children and adolescents
and have a broad pool of candidates qualified
to serve on the municipal councils,” she observes.
Aletícia de Jesus, 25, is on the Juvenile
Authority board for Presidente Tancredo
Neves county. Like Telma, her eyes shine when
she talks about the IDC’s role in her education. “Thanks to the training programs, we
have discovered a little more about things you
74
only see in theory. We understand that our
work plays an essential role in changing the
lives of children and adolescents. I can safely
say that the institute has helped me love what
I do even more.” ]
Other fronts
The IDC also runs projects like “Reading Circles” and “Following Trails” in the Southern Bahia Lowlands. They are tools
for ensuring the overall development of adolescents on the
personal, social and professional levels, encouraging them to
read while grooming leaders.
The challenge of enabling rural associations to access the
Food Acquisition Program (PAA) has resulted in the training
of over 1,000 farm families and injected BRL 3.8 million into
the local economy in the last three years. Run by the Ministry
of Social Development and Combating Hunger, the PAA
matches farm production with the nutritional needs of daycare centers, schools and public hospitals.
TEO
“SINCE OUR INCEPTION, WE HAVE
ALWAYS BEEN AND SHOULD CONTINUE
TO BE AN ORGANIZATION IN WHICH
THE FUTURE DETERMINES THE PRESENT”
F I N A L
W O R D
WHAT DOES
THE CLIENT NEED?
Personal Archives
RICARDO VIEIRA, MANAGING DIRECTOR
OF ODEBRECHT INFRAESTRUTURA IN ARGENTINA
A Brazilian from Ilha Solteira, São Paulo, civil engineer
Ricardo Vieira joined Odebrecht 16 years ago as a
Young Partner. He moved to Ecuador in 2003 and went
on to become Project Director for the Carrizal Chone
irrigation project. After 10 years in Ecuador, Ricardo
is taking on a new challenge, this time in Argentina, as
the officer Responsible for Odebrecht Infraestrutura –
Latin America’s operations in that country.
Written by Renata Meyer
π How would you describe your
growth process at Odebrecht?
The Group provides lots of opportunities for training and development at work. We learn by interacting with leaders, co-workers,
clients and communities. I believe
that my growth is also the result
of personal effort and dedication.
It is important to always be ready
to take on new challenges.
π What is the most important
contribution that its experience in Ecuador has made to the
company?
On several occasions, that experience has made us live the core
principles of TEO [the Odebrecht
Entrepreneurial Technology] and
apply them on a permanent basis:
serving the client and doing “what
is right,” while always seeking to
satisfy them with humility and
diligence.
π How is the experience of
more seasoned members bal-
76
anced with the fresh knowledge
brought in by young people?
Younger members bring the
enthusiasm and energy of youth
and the latest technologies. Those
qualities are consolidated with
the savvy and expertise built up
by more experienced leaders.
π How do you like to establish your relationships in the
workplace?
My relationship with my leaders,
peers and team members is based
on setting clear objectives and
sharing strategies. We always
work as a team, with transparency and synergy, preferably face
to face.
π What are your biggest challenges as the officer Responsible
for Odebrecht Infraestrutura Latin America in Argentina?
One of my main focuses is managing the completion and delivery
of the Paraná de las Palmas Clean
Water Project, and ensuring
the quality and functionality of
the construction work. On the
Sarmiento subway project, the
focus will be on creating a contractual and financial framework
that will permit the implementation phase to get started in order
to satisfy the client, benefit the
community and add value for
shareholders. Another goal is to
identify outstanding new projects
in the delegated market [Argentina, Bolivia, Chile, and Uruguay]
that will securely reposition the
infrastructure backlog [total value
of the contract portfolio] in the
medium term.
π What message would you
like to send out to company
members?
Any goal can be achieved with
courage, perseverance and dedication, by putting your best efforts
into all your tasks, large or small.
Often the details make the all
difference between success and
failure. ]
The Odebrecht Group is made up of:
Businesses
Odebrecht Engenharia Industrial
Odebrecht Infraestrutura – Brazil
Odebrecht Infraestrutura – África, Emirates and
Portugal
Odebrecht Infraestrutura – Latin America
Odebrecht Realizações Imobiliárias
Odebrecht Ambiental
Odebrecht Latinvest
Odebrecht Óleo e Gás
Odebrecht Properties
Odebrecht TransPort
Braskem
Estaleiro Enseada do Paraguaçu
Odebrecht Agroindustrial
Odebrecht Defesa e Tecnologia
Investments
Odebrecht Energias Brasil
Odebrecht Africa Fund
Odebrecht Latin Fund
Support Companies
Odebrecht Comercializadora de Energia
Odebrecht Corretora de Seguros
Odebrecht Previdência
Odebrecht Engenharia de Projetos
Odebrecht Serviços de Exportação
Social Program
Odebrecht Foundation
RESPONSIBLE FOR CORPORATE
COMMUNICATION AT ODEBRECHT S.A.
Sérgio Bourroul
RESPONSIBLE FOR PUBLISHING PROGRAMS
AT ODEBRECHT S.A.
Karolina Gutiez
EDITORIAL COORDINATION
Versal Editores
Editor-in-Chief José Enrique Barreiro
Executive Editor Cláudio Lovato Filho
English Translation H. Sabrina Gledhill
Photo Editor Holanda Cavalcanti
Art/Graphic Production Rogério Nunes
Electronic Publishing and English Edition
Coordinator Maria Célia Olivieri
Printing 440 copies
Pre-Press and Printing Ipsis
Editorial offices:
Rio de Janeiro +55 21 2239-4023
São Paulo +55 11 3641-4743
e-mail: [email protected]
You can also read Odebrecht Informa magazine
fek_\@ek\ie\k#Xknnn%f[\Yi\Z_kè]fidX%Zfd%Yi#
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fepfli`GX[#Yp[fnecfX[è^k_\I\m`jkXF[\Yi\Z_k
App free of charge from the App Store.
Lia Lubambo/Lusco
Holanda Cavalcanti
Holanda Cavalcanti
contribution
Fewer hospitalizations and less need for medication. Lower absenteeism due to illness, and children doing better
at school. Rising property values. Present in 11 states - in cities like Cachoeiro do Itapemirim and Recife (photos) –
Odebrecht Ambiental is doing its part to help Brazil overcome one of its historical challenges. The results, like the ones
confirmed by the company teams’ as they do their jobs from day to day, make it clear that this Brazilian challenge may
be complex, but it will soon be a thing of the past as far as the country’s installed capacity to surmount it is concerned.

mission: enchanting users

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