InvEPAr InStItutE - report:sustentabilidade

Transcription

in the first
semester of
2012, the Group
is already
responsible for
eight highways,
seven of which
in Brazil and
one in Peru.
Our growth was only possible due to
the structuring and the implementation of
our planning model and our management
development plan. The successful consolidation
of several companies and the development of
new opportunities can be attributed to
the participation, commitment and support of our
employees and shareholders. During 2011, we
experienced an extensive internal restructuring,
aligning and standardizing our procedures,
integrating teams, recruiting talent and
encouraging entrepreneurship.
Gustavo Rocha, Chief Executive Officer
2011 Annual Report
Urban mobility
is also part of
Invepar’s plans,
through the
subway system
in the city of
Rio de Janeiro.
One of the
most recent
achievements is
in the airport
sector, through
the concession
of the Guarulhos
International
Airport is
in são paulo.
www.invepar.com.br
2011 Annual Report
www.invepar.com.br
in the first
semester of
2012, the Group
is already
responsible for
eight highways,
seven of which
in Brazil and
one in Peru.
Our growth was only possible due to
the structuring and the implementation of
our planning model and our management
development plan. The successful consolidation
of several companies and the development of
new opportunities can be attributed to
the participation, commitment and support of our
employees and shareholders. During 2011, we
experienced an extensive internal restructuring,
aligning and standardizing our procedures,
integrating teams, recruiting talent and
encouraging entrepreneurship.
2011 Annual Report
Urban mobility
is also part of
Invepar’s plans,
through the
subway system
in the city of
Rio de Janeiro.
One of the
most recent
achievements is
in the airport
sector, through
the concession
of the Guarulhos
International
Airport is
in são paulo.
www.invepar.com.br
2011 Annual Report
www.invepar.com.br
2011 Annual Report
04 – Letter from the President
06 – Profile
18 - Corporate governance
24 - Human resources
32 - Social responsibility
40 - Economic performance
Introduction
Welcome to Invepar’s 2011 Annual Report. Here
you will have access to information regarding
the Group’s performance in the period from
January 1 to December 31, 2011. Nonetheless, as
this is a dynamic group of companies undergoing
a phase of unbridled expansion, relevant facts
that occurred in the first four months of 2012,
such as last February’s successful bid to manage
and operate Guarulhos International Airport in
São Paulo, have also been included.
In addition to the main results for the 2011 fiscal
year, the report takes a transparent approach to
some of the challenges faced, lessons learned
and future projects of the Group. Further details
about the role and performance of each company
comprising the Group at the close of the 2011
fiscal year can be found in the chapter on
Subsidiary Companies.
Information is also given about the recent
changes in the corporate governance structure,
the alignment of the human resources
management process and the major highlights
of the economic performance. The Social Balance
Sheet data, based on the Ibase, as well as
the principal socioenvironmental responsibility
projects, are dealt with in a specific chapter.
Unlike the reports in previous years, when matters
were dealt with in separate publications, namely
an annual report, a social balance sheet report
54 – Subsidiary companies
56 – LAMSA
84 – CBN
66 – CLN
88 – CART
73 – CART
96 – CRA
MetrôRio trains undergoing
a check-up at the company’s
maintenance center.
77 – MetrôRio
(containing information about Invepar’s Institute)
and a third financial statements report, this
year the option was to publish the data in a fully
integrated, concise and straightforward report.
The Group’s financial statements were audited
by the external consultants Ernst & Young Terco
and are available on a pen drive distributed with
the 2011 Annual Report. They are also available
on the Group’s web site at www.invepar.com.br,
in the Investor Relations section.
You are invited to peruse the pages of this 2011
Annual Report as a user of one of the modals
managed by Invepar, so as to learn more about
the principal achievements and challenges of the
Group whose mission is to “develop and operate
transport infrastructure, providing excellent
services while achieving results that exceed
the expectations of society in general, customers
and shareholders”.
Enjoy it!
4
INVEPAR GROUP
Letter from the President
In 2011, Invepar
readied itself for
expansion
Planning, training and
entrepreneurship. The year 2011
was marked by our ability to
develop well-structured projects.
The growth trajectory of the Group
that began in 2009 was further
consolidated during 2011.
Invepar was founded in the year 2000, and
during the first eight years of its existence it had
only two subsidiaries: LAMSA (Linhas Amarelas)
and CLN (Concessionária Litoral Norte). Over
the three-year period from 2009 to 2011 we
added an additional five companies to our Group:
CART (Concessionária Auto Raposo Tavares),
MetrôRio, Bahia Norte, CRT (Concessionária
Rio-Teresópolis) and CRA (Concessionária Rota
do Atlântico).
CRA was created in June 2011 to manage almost
45 km of the Suape/Expressway Highway and
Logistics Complex in the state of Pernambuco.
The success in the bid to operate CRA showed
the Group’s entrepreneurial capabilities and
exemplifies the proactive and leading player
role that we are seeking to play in the transport
infrastructure industry in Latin America. We were
involved in the preliminary technical studies for
the project, so as to verify its feasibility prior
to the commencement of the bidding process
through a PMI, local acronym for Manifest
Interest Procedure. A PMI is a legal instrument
that allows the government and the private
sector to work together to model and prepare
projects of public interest.
Another important fact that took place in 2011
was the start of operations of Concessionária
Bahia Norte, which operates the highways of the
BA-093 System connecting several municipalities
in the metropolitan region of Salvador, in
addition to being one of the major corridors in
which products and services circulate and are
distributed in the region.
We were only able to grow due to the
implementation of a structured planning model
and our management development plan.
5
2011 Annual Report
The successful consolidation of several companies
and the development of new opportunities can
be attributed to the participation, commitment
and support of our employees and shareholders.
During 2011, we experienced an extensive internal
restructuring, aligning and standardizing our
procedures, integrating teams, recruiting talent
and encouraging entrepreneurship.
In March 2012, Invepar took over Concessionária
V.P.R. Brasil Participações S.A., which holds
100% of the equity of Lamsac (Linea Amarilla
S.A.C.). The company was created to build,
maintain and operate Via Parque Rímac,
located in the metropolitan region of Lima,
and considered Peru’s most important urban
infrastructure project.
The work undertaken since 2009, cleared the
way for our important achievements in early
2012, when we overcame three immense
challenges: internationalization, participation
and success in the first public tender of airport
concessions, as well as our successful bid for the
Transolímpico Express Corridor.
As a further example of the importance of the
implementation of our structured planning model
between 2009 and 2011 occured in April 2012,
when we were successful in the bid to implement
and operate the Transolímpico Express Corridor,
through our participation in the Rio Olímpico
Consortium. The Consortium led by Invepar also
comprises of CCR and Odebrecht Transport
participation. We started preparing for this bid in
2009, through studies drawn up within the PMI.
The Transolímpico Express Corridor will directly
connect the Olympic Centers of Barra da Tijuca
and Deodoro, linking Rio de Janeiro’s west and
north sides.
Winning the bid for Guarulhos International
Airport in February 2012, was the result of a
prior in-depth study that began almost two
years ago, involving over one hundred internal
and external employees, specialists in Brazil and
from other countries.
Planning went into every step and our bid
strategy was successful. In addition to being
the largest airport in Latin America, Guarulhos
Airport is a consolidated project with strong,
stable cash flow. In addition, it opens the door to
exploring countless growth possibilities in the
years ahead.
Our alliance with ACSA (Airports Company South
Africa) was the result of extensive negotiations
that began in 2011. We listened to several
potential partners and opted for an operating
group in tune with the long-term objectives of
our shareholders. ACSA is a globally recognized
operator that brings management excellence to
nine airports in South Africa, and is a member of
the consortium responsible for operating Mumbai
Airport in India.
Although our primary focus is the Brazilian
market, our strategic planning has defined
the search for investment opportunities
in the countries of Latin America that enjoy
macroeconomic and regulatory stability. The
opportunity arose in Peru, and that was how we
took our first steps towards internationalization.
Lastly, we cannot forget the importance of our
commitment to society. We are signatories to
the UN Global Compact and are heavily involved
in the socioenvironmental initiatives developed
and supported through Invepar’s Institute.
In 2011, we began to reposition the Institute,
with the strategic aim of increasingly integrating
sustainability into our daily activities.
Our 2011 Annual Report includes information
about this period of growth, reflected in
the 22.2% increase in the Group’s operating
revenues in comparison with 2010’s fiscal year.
Enjoy your reading.
6
Profile
Overview
of the Group’s
businesses
INVEPAR GROUP
7
2011 Annual Report
Highway BA-099, managed
by CLN, connects the town
of Lauro de Freitas to the
border between the states
of Bahia and Sergipe.
Invepar (Investimentos e Participações em
Infraestrutura S.A.) is a transport infrastructure group
created in 2000. Its operations are focused on four
sectors: highways, urban mobility, airports and ports. It
commenced its activities in 2000, with two concessions,
reaching seven by the end of 2011, five of these in
the last three years. In the first quarter of 2012, three
new businesses were incorporated, for a total of ten
companies. Eight of these involve highway concessions;
one, a subway system; and the last, an airport.
8
INVEPAR GROUP
Profile
Throughout its 12-year existence, and more
importantly, in the last three years – a period
notable for acquisitions, mergers and victorious
bids – Invepar became a benchmark in the sector,
transforming into one of the largest private
transport infrastructure operators in Brazil. Its
the market leader in the number of passengers
transported on subway concessions in Brazil, and
its the fifth largest in the number of kilometers
of highway concessions, with a 6.5% share of the
Brazilian market.
MetrôRio also reported higher demand for its
services, transporting 180 million passengers
during the year, setting a record since operations
began at the end of the 1970s. The daily average
also rose, with 639,620 passengers using this
system of transportation.
The business expansion experienced in Brazil
is likely to continue over the years ahead, in line
with the positive domestic economic scenario.
All the highways under Invepar’s management
carried a total of 130 million paying vehicles
in 2011, 38 million more than the previous year.
The Group’s operations
in Brazil*
Pernambuco
–––––––––––––
Bahia
–––––––––––––
CRA
Highway concession
50% Invepar
Subject
Access to the Port of
Suape
Extension
45 km
Concession period
2010 to 2035
CLN
Highway concession
91.5% Invepar
Subject
BA-099 (Estrada do
Coco – Linha Verde)
(“Coconut Highway” –
Green Line)
Extension
217 km
Concession period
2000 to 2035
Rio de Janeiro
–––––––––––––
CBN
Highway concession
50% Invepar
Subject
BA-093 System (Via
Parafuso, including
BA-512 and BA-524
highways)
Extension
121.4 km
Concession period
2010 to 2035
LAMSA
Highway concession
100% Invepar
Subject
Express urban corridor
between Barra da
Tijuca and Linha
Vermelha (“Red Line”)
Extension
20 km
Concession period
1998 to 2037
9
2011 Annual Report
CRA
CLN
CBN
LAMSA
Cart
CRT
MetrôRio
São Paulo
–––––––––––––
CRT
Highway concession
24.9% Invepar
Subject
BR-116/RJ (RioTeresópolis) Highway
Extension
142.5 km
Concession period
1996 to 2021
MetrôRio
Concession
100% Invepar
Subject
Lines 1 and 2
Extension
Line 1: 16 km (19
stations); Line 2: 30.2
km (26 stations)
Concession period
2009 (acquisition)
to 2038
CART
Concession
100% Invepar
Subject
SP-225, SP-327 and
SP-270 Highways
(Western part of the
state of São Paulo)
Extension
444 km
Concession period
2009 to 2039
*As this refers to facts that took place in 2011, the period covered by the scope of this report, it was
decided not to include in this year’s report the geographical locations of Invepar’s three new projects in
2012: Guarulhos International Airport, the Transolímpico Express Corridor, in Rio de Janeiro, and the new
concession acquired in Lima, Peru.
10
INVEPAR GROUP
Profile
Invepar and the Brazilian context
–––––––––––––––––––––––––––––
In 2011, the Group’s performance achieved a level
that exceeded expectations. This is due primarily
to the fact that Invepar is working to anticipate
and meet demand, as well as making the most of
the opportunities in the Brazilian market. Brazil’s
growth necessarily depends on investments in
better transportation infrastructure conditions
(check out the principal results of this expansion
process in the table on pages 12 and 13).
Invepar’s solid expansion is proof that the Group
is in a position to capitalize on this favorable
moment in which the Brazilian economy finds
itself. Besides higher production and consumption,
the promising prospects for the future also
include higher foreign currency earnings arising
from the large-scale domestic and international
events to take place in Brazil over the next few
years. These include the FIFA World Cup Finals in
2014 and the Olympic Games in 2016.
Corporate
Structure
Shareholders
In the past, Brazil experienced a reduction in
infrastructure investment, as a result of the
contraction in government expenditures in this
sector, coupled with economic instability. This
scenario is now behind us, and heavy investment
in infrastructure is now high on Brazil’s
development agenda.
According to the Brazilian Economics Institute
of the Getulio Vargas Foundation (Ibre/FGV), for
almost three decades infrastructure spending
has been a paltry 2% of GDP, a tiny fraction when
compared to the figures for China and India,
for example, which spend 6% and 7% of their
respective GDPs.
One of Brazil’s major challenges in this decade
is to reduce the infrastructure bottlenecks it
is experiencing. Brazilian highways currently
account for 60% of total freight transported
around the country and play a fundamental role
in domestic logistics.
Previ – Banco do Brasil Employees
Pension Fund, Latin America’s largest
pension fund.
OAS – One of the five largest heavy
construction groups in Brazil, with a
presence in 18 countries spanning the
Americas, the Caribbean and Africa.
Funcef – Federal Savings Bank
Employees’ Foundation, the thirdlargest pension fund in Brazil and one
of the largest in Latin America.
Petros – Petrobras Social Insurance
Foundation, the second-largest pension
fund in Brazil and pioneer in the local
supplementary pension market.
11
2011 Annual Report
The industry segment in which the Group
operates shows tremendous growth potential. At
the beginning of 2012, the Brazilian government
revealed its interest in implementing plans for
a feasibility study for transferring to the private
sector the management of a further 9,000 km of
federal highways. According to information from
the ABCR (The Brazilian Association of Highway
Concessionaires), 15,381 km of highways in
nine states are already under private sector
management – representing 7% of Brazil’s paved
highway network 214,249 km in extent.
Private sector-managed highways have produced
good results in studies carried out by entities
within the sector. In a survey held in 2011 by the
National Transport Confederation (CNT), 89.6% of
the highway network in the hands of the private
sector was considered excellent or good, while
33.8% of the highways under federal and state
public management had the same classification.
The study covered 92,747 km of highways.
The creation
of committees
to advise
the board
of directors
is in tune
with the best
practices in
corporate
governance
Linha Amarela S.A.
CBN – Bahia Norte
CLN – Bahia Norte
Concessionária
Litoral Norte
Concessionária
Rio-Teresópolis
Subsidiary
companies
Concessionária Auto
Raposo Tavares
Suape Road and
Logistics Complex, in
Pernambuco
12
INVEPAR GROUP
Profile
According to the study “Sustainable Brazil –
Socioeconomic Impacts of the 2014 FIFA World
Cup Finals” compiled by the consultancy firm
Ernst & Young, in partnership with the FGV
(Fundação Getulio Vargas), direct investments in
Brazil needs to rise fivefold, if the event is to be a
success, injecting a total of R$ 142.4 billion into
the Brazilian economy. The study also predicts
the creation of 3.6 million jobs a year and R$ 63.5
billion in income for the population, which will
inevitably impact the domestic consumer market.
However, the same study says that if Brazil is
to take advantage of this opportunity, heavy
investment is required in infrastructure, by both
the government and the private sector.
KEY FIGURES...
The expansion process of
Invepar was also reflected
in the organization’s
performance. The
highlighted figures refer
to fiscal year 2011.
*
R$905 mi
was the net revenue of Invepar
in 2011, 22% higher than
in the previous year.
*
R$338 mi
in Ebitda in 2011, 13% higher than in 2010.
1.2 mi
was the approximate number of people
benefited from the projects supported by
Invepar’s Institute last year.
13
2011 Annual Report
4,262
people are employed
by the Group, more
833 professionals (25%)
than in 2010
MetrôRio train driver arrives
at a station of Line 2.
130 mi
paying vehicles used the highways
managed by the Group, 41% more
than the 92 million recorded in 2010.
990 km
is the total length of the stretches
of highways managed by the
concessions comprising the Group.
180 mi
passengers were transported on
MetrôRio during 2011, a record since
operations began in the 1970s.
R$74 mi
in net contributions to society
and investment in social, cultural
and environmental projects.
*The net revenues and Ebitda shown are net of the impacts of the IFRS. In the case of Ebitda, the amount of
R$ 6.5 million is included as provisions for maintenance.
14
INVEPAR GROUP
Profile
New home
–––––––––––––––––––––––––––––
In order to facilitate the internal restructuring and
strengthen the sense of unity among the different
companies, Invepar moved its head offices to
a new address in 2011. This enabled it to bring
all corporate office employees under one roof
and to work in the constant search for greater
integration and synergy among the staff and to
standardize procedures among the companies.
The new administrative headquarters are located
in downtown Rio de Janeiro. The company’s core
business is to manage and operate transport
infrastructure concessions.
Under the CLN concession,
the BA-099 highway is a
symbol of high standards of
quality, comfort and safety.
The expansion of the business is supported
by pillars such as best corporate governance
practices, with the hallmark of respect
for the Group’s values: people and
teamwork; honesty; socioenvironmental
responsibility; entrepreneurship; commitment;
respect and innovation.
The Group and its subsidiary companies, except
for CRT and CBN, are signatories to the principles
of the Global Compact, an initiative sponsored by
the United Nations Organization for the purpose of
mobilizing companies worldwide to adopt sound
practices in the fields of human rights, labor law,
the environment and anti-corruption reporting.
15
2011 Annual Report
MISSION, VISION
AND VALUES
MISSION
To provide and operate excellent transport infrastructure services and generate results that
exceed the expectations of society, customers and shareholders.
VISION
To be the leader and international reference in the transport infrastructure segment.
VALUES
Our operations are based on best corporate governance practices and we value:
- People and teamwork
- Honesty
- Socioenvironmental Responsibility
- Entrepreneurship
- Commitment
- Respect
- Innovation
History
–––––––––––––––––––––––––––––
The first concessions of the Group were LAMSA
(Linha Amarela S.A), in Rio de Janeiro, and CLN
(Concessionária Litoral Norte), in the state of
Bahia, both in 2000.
At the end of 2011, the Group’s portfolio already
consisted of five other companies in the highway
concession and subway system transport
segments: CART (Concessionária Auto Raposo
Tavares), in São Paulo; MetrôRio, in Rio de
Janeiro; CBN (Concessionária Bahia Norte),
in Bahia; CRT (Concessionária Rio-Teresópolis),
in Rio de Janeiro; and CRA (Concessionária
Rota do Atlântico), in the state of Pernambuco.
In early 2012, the Invepar Group enjoyed three
significant victories. In February, it attained its
strategic goal of entering the airport industry by
winning the bid to manage and operate Guarulhos
International Airport, in São Paulo, the largest in
Brazil. According to Infraero – the government
company responsible for airport management in
Brazil – there were 270,600 takeoffs and landings
at Guarulhos airport between January and
December 2011, totaling 30 million passengers.
Of these, 18.6 million on domestic flights and
11.3 million on international flights.
The Invepar-ACSA consortium that won the
bid holds 51% of the equity of the SPE (Specific
Purpose Entity): 90% of whose shares belong to
Invepar, and the other 10% to the South African
company ACSA (Airport Company South Africa).
Infraero holds 49% of the SPE.
Another achievement involved the first step
towards internationalization, with the takeover of
the concessionaire that will operate Via Parque
Rímac, in Lima, Peru. Finally the Group was
victorious in the bid to implement and operate the
Transolímpico Express Corridor in Rio de Janeiro.
16
INVEPAR GROUP
Profile
Time Line
2000
2008
- Invepar is created from the
association between OAS and Previ.
- Invepar developed its
strategic plan.
- The LAMSA (Linha Amarela) and
CLN (Concessionária Litoral Norte)
concessions commence.
- The shareholders sign an
investment agreement in order
to equalize their equity interest in
the long term of the company.
2011
- The Invepar—Odebrecht
consortium, through CRA
(Concessionária Rota do
Atlântico) in Pernambuco,
wins the bid to manage the
Suape/Expressway Road
and Logistics Complex.
BA-093 Highway System:
the CBN concession was a
milestone for the Invepar
Group in 2011.
17
2011 Annual Report
2009
2010
- CART (Concessionária Auto
Raposo Tavares), which manages
the 444 kilometer-long Raposo
Tavares Corridor, is incorporated.
- Two new concessionaires join the
Group: CBN (Concessionária Bahia
Norte) and CRT (Concessionária
Rio-Teresópolis).
- Invepar acquires the MetrôRio
operation.
- Petros and Funcef become
shareholders and increase
the investment capacity of the
company.
2012
- The consortium led by Invepar wins the privatization bid for
Guarulhos International Airport, in February.
- Invepar announces the merger of V.P.R. Brasil Participações,
acquires Lamsac (Linea Amarilla S.A.C.) and takes
responsibility for building, maintaining and operating the
Via Parque Rímac, the largest roads project in the Lima
Metropolitan Region of Peru.
- The Rio Olímpico Consortium, of which Invepar is a part,
wins the bid to implement and operate the Transolímpico
Express Corridor in Rio de Janeiro.
18
Corporate governance
transparency
and control
are a priority
INVEPAR GROUP
19
2011 Annual Report
The sharp growth experienced by Invepar, mainly
starting in 2008, has gone hand-in-hand with a
process for strengthening the Group’s corporate
governance. The purpose is to implement strict
control criteria by standardizing procedures
across the Group companies, while adopting best
governance practices so as to reduce the risk of
fraud, abuse of power and conflicts of interest in
any sphere within the organization.
Invepar executives
discuss the process for
strengthening the Group’s
corporate governance.
INVEPAR GROUP
20
Code of Ethics and Conduct
–––––––––––––––––––––––––––––
Advisory committees
–––––––––––––––––––––––––––––
The Code of Ethics and Conduct of Invepar
was designed and approved by the Executive
Board and by the Board of Directors in 2011
and will be implemented across all subsidiary
companies during 2012. The aim of the document
is to set the appropriate standards of conduct
and protect Invepar’s reputation. Thus, it
determines fair and responsible relationship
standards with all strategic stakeholders:
shareholders, employees, customers, trade
unions, partners, service providers, government
and society in general.
In line with good corporate governance practices,
the Group has created four committees to advise
the Board of Directors. The committees are
responsible for analyzing certain issues regarding
the respective areas of skills and operations
and for making recommendations to the Board
of Directors. They are: the Audit Committee; the
Human Resources and Governance Committee;
the Works and Services Management Committee;
and the Finance and Investments Committee
(see the information about the committees in
the box below).
An Ethics Committee was created to oversee
the implementation and ensure that the
Code of Ethics and Conduct is applied. It applies
to all components of the Group: directors,
committee members, executive board members,
executives of subsidiary companies, employees
and interns.
Role of the committees
Finance and Investment Committee
Its role is to assist the Board of Directors
in analyzing and monitoring the Group’s
investments. It submits analyses
of the Brazilian and global economic
scenario, as well as their potential
effects on the organization’s finances;
it examines, discusses and formulates
recommendations to the Board of Directors
regarding the economic and financial
decisions proposed by the Executive Board;
and it monitors the implementation of the
financial and investment polices approved
by the Board of Directors.
Works and Service Management
Committee
Its role is to assist the Board of Directors in
analyzing and monitoring the work programs
contemplated in the concession agreements
of all companies comprising the Group,
in addition to formulating recommendations
referring to outsourcing the works
proposed by the Executive Board and by
the subsidiary companies.
Human Resources and
Governance Committee
Its purpose is to advise the Board of
Directors on matters such as: defining
the company’s goals and coordinating the
21
2011 Annual Report
Governance structure
–––––––––––––––––––––––––––––
The Board of Directors of Invepar comprises eight
members, two of whom represent shareholders,
and their respective substitutes. The board
normally meets once a month, but special
meetings may be convened whenever necessary.
The strategic role of the Board of Directors
is to establish the overall guidelines for the
company’s business, according to the terms of
reference conferred on it by Law 6.404/76 and
the company’s bylaws.
The Invepar Group also has a four-member Fiscal
Council, one representative for each shareholder,
as well as independent auditors who verify the
consistency and integrity of its operations.
The Corporate Governance area is responsible for
dealing with the demands of the Executive Board,
processes for evaluating the Executive
Board of Invepar and its subsidiaries;
coordinating the executive selection process;
defining the incentive process, such as
variable performance-linked compensation,
for example; and recommending the
adoption of best corporate governance and
management practices.
Audit Committee
Its remit includes providing support for
the Board of Directors in matters involving
the evaluation of business risks and
internal control mechanisms, in addition to
supervising the adaptation and independence
of the internal audit department.
which are then forwarded for the shareholders,
board of directors and fiscal council to make
a decision. It also organizes and keeps on file
the corresponding information and records the
decisions taken, in addition to following up on the
progress of the pertinent subject matters with
advisory committees of the Board of Directors.
In 2011 the Invepar Group began using the
Governance Portal, an innovative tool whose
role is to store and centralize through a
single channel and with enhanced security all
information and documents of relevance to those
who are part of the decision-making process.
The Executive Management of Invepar comprises
the Chief Executive and Investor Relations
Officer; the Executive Vice President for Finance
and Administration; the Executive Vice President
for Highway Concessions; and the Management
and Human Resources Officer.
The Group
uses a
corporate
governance
portal, which
stores and
centralizes
relevant
information
and documents
INVEPAR GROUP
22
Invepar’s
Management in 2011
Executive Board
Gustavo Nunes da Silva Rocha – Chief Executive
and Investor Relations Officer
Marcos Bastos Rocha – Executive Vice President,
Finance and Administration
Damião Carlos Moreno Tavares – Executive Vice
President, Highway Concessions
Marcus Roger Meireles Martins da Costa –
Management and Human Resources Officer
Fiscal Council*
Marcelo Almeida de Souza – President
Josedir Barreto dos Santos
Adilson de Freitas – Alternate
Roosevelt Rui dos Santos
Álvaro Carlos da Silva – Alternate
Paulo Roberto Fogaça dos Santos
Rubens Rodrigues dos Santos – Alternate
Board of Directors*
Ricardo Carvalho Giambroni – Chairman
Maria Tereza de Souza Silva – Alternate
Antônio Bráulio de Carvalho – Vice President
Luiz Eduardo Silva Lyra Magalhães
Fábio Hori Yonamine – Alternate
Alexandre Louzada Tourinho
Carlos Eduardo Paes Barreto Neto – Alternate
Carlos Eduardo Leal Neri
Paulina de Menezes Berwanger – Alternate
Manuela Cristina Lemos Marçal
Paola Rocha Ferreira – Alternate
Carlos Fernando Costa
Luiz Antonio dos Santos – Alternate
Paulo César Campos
Roberto Yoshio Miura – Alternate
* As there were changes among members during 2011, this list shows the members of the Board of Directors, the Fiscal
Council and the Executive Board at December 31, 2011.
Shareholder structure
–––––––––––––––––––––––––––––
Invepar – Investimentos e Participações em
Infraestrutura S.A. (”Invepar” or “company”)
was incorporated in 2000 as a publicly traded
company whose business purpose is to invest
in other companies, especially in the transport
infrastructure sector. Invepar’s shares are not
currently traded on the stock exchange.
The shareholder structure of Invepar is as follows:
24.44%
25.56%
25.00%
25.00%
23
2011 Annual Report
Corporate Social Responsibility
–––––––––––––––––––––––––––––
One of the principles of Invepar is to consolidate
its CSR (corporate social responsibility)
bases as a tool in the transition to sustainability.
The aim is to open the way for bringing the
concept of CSR closer to and integrating it with
the business strategies.
In 2011 the company took an important step in
this direction by creating the Social Responsibility
Department. Among the first steps taken in 2012
was the creation of the Social Responsibility
Committee, comprising representatives of all
of the Group’s companies. Thereafter, a set
of goals was created regarding the different
stakeholders with whom the Group is involved.
A decision was also made to apply the corporate
social responsibility questionnaire prepared by
the Ethos Institute.
In regards to the environment, one of the targets
for 2013 is for all subsidiary companies to
incorporate into their planning the preparation of
greenhouse gas emission inventories.
In 2002, the Group created the Invepar Institute
as its social arm, so as to mobilize support for
its private social investment initiatives. The
forum of the Institute and the companies takes
place in the Social Responsibility Committee,
which changed its focus and name to Corporate
Socioenvironmental Responsibility Committee,
in order to adapt to the new guidelines.
The Committee comprises representatives of
all subsidiary companies and meets every three
months to define the common strategies for
applying the management tools.
communities of the Linha Amarela (RJ),
Concessionária Auto Raposo Tavares (SP) and
MetrôRio, for example;
Global Compact
–––––––––––––––––––––––––––––
The companies comprising the Invepar Group,
except for CBN and CRT, are signatories
to the Global Compact. Invepar opted to
sign up to the ten principles of the Compact
in 2010. This happened naturally, because
it is founded on the convergence between
the Group’s principles and values and the
universal principles of human rights, labor Law,
environmental protection and anti-corruption
reporting idealized in the Global Compact.
Several examples of the steps taken by the Group
following the directives of the Global Compact
principles are:
- participative discussions about the
socioenvironmental reality with neighboring
- extending a LAMSA initiative to all Group
companies, which contemplates the inclusion
of clauses regarding compliance with labor
laws and a ban on the use of child or forced and
compulsory labor in all service or mercantile
supply agreements signed by Group companies
in 2013;
- permanent preparation of staff involved in
highway or subway operations through training
and accident simulation;
- in line with the principle of environmental
protection, the group companies, depending
on the reality and geographical features of
where they are located, carry out programs
involving planting, educational education,
wildlife conservation, participation in EPAs
(environmental protection areas) and the
fostering of local sustainable handcrafts.
24
Human resources
the Group’s
integration
guides relations
The year 2011 was a significant milestone in
consolidating the Group’s management model.
Every step along the way – and every action
implemented – was built on solid foundations.
The path was signposted by the People
Management Model conceived the previous
year. Projects that had been prepared in 2010,
were implemented during 2011.
INVEPAR GROUP
25
2011 Annual Report
Operators attending to users
at a tollgate managed by
Concessionária Bahia Norte.
26
INVEPAR GROUP
human resources
There was significant progress in aligning and
standardizing procedures, while at the same time,
the strategic skills required for managing the
business in years to come were also identified.
The main objective is for group personnel to be
ready to respond to the enormous challenges
involved in Invepar’s expansion in the transport
infrastructure segment.
Until 2010, each company comprising Invepar
had its own management and communication
practices, and there was little exchange of
experiences with other Group companies.
The major advances made in 2011 – detailed in
the following pages – include initiatives on the
following fronts:
- Leadership Development Program;
- Trainee Program;
- Management by Skills;
- Career and Succession Committee;
- Invepar Managers Meeting (2010/2011);
- Compensation and Benefits Policy
(2010/2011).
Managing such different realities is challenging,
and at the same time, stimulating. Following
gradual integration, the best practices of each
company contributed to building an integrated
human resources policy. Once this process of
building a new culture is complete – which takes
time and dedication – we believe the whole will
be greater than the sum of the parts, generating
positive and long-lasting results.
Trainee Program
–––––––––––––––––––––––––––––
Along with identifying and training talent, in
2011, the Group concluded the first cycle of
the Trainee Program that had begun in 2010.
Over a 14-month period, recently-graduated
professionals in engineering, economics
and business administration visited all
Group companies, working in the different
company departments for which they were
selected, along with training and professional
development sessions.
These young talents were identified in an
extensive selection process that attracted
approximately 6,000 candidates from across
Brazil. The second Trainee Program should
commence in 2012. The objective is to repeat
the initiative every two years, with the primary
intention of creating new talent for the
operations, new business and finance areas.
Solid bases for growth – Invepar’s
Leadership Development Program
–––––––––––––––––––––––––––––
Highly-qualified and motivated human capital
is essential if Invepar is to conclude the
new business expansion cycle with honors.
Anticipating the demand for trained and
committed professionals, the Leadership
Development Program was implemented.
The results obtained in the evaluations
by skills and in the Career and Succession
Committees enabled the company to structure
initiatives and training for levels ranging from
coordinator level, through to the executive
management within the Group.
Among other aims, the Program seeks to
level knowledge, enhance strategic skills and
accelerate the management development
process, so that managers are better prepared
for the constant challenges.
27
2011 Annual Report
Management by skills
–––––––––––––––––––––––––––––
The construction of the strategic skills which
the Group is seeking was a participative process
involving all Invepar companies, which boosted
the legitimacy and consistency of the Invepar
Management Model. The aim was to map the
skills required by the Group, so as to ensure
that everyone pulls their weight in fulfilling the
mission and the strategic objectives.
A set of nine essential skills were identified (see
box), as well as the skills set defining the conduct
expected for all levels of the organization.
Starting from previously defined skills, 2011 saw
the first skill-based evaluation. Based on the
essential skills identified, this phase sought to
measure the degree of adherence of 197 staff,
from coordinators/specialists to executives/
superintendents, to the skills set. The strengths
and the points for improvement at the managerial
level were identified.
Invepar
Skills
- Leadership
- Team spirit
- Communication
- Agent for change
- Customer-focused
- Innovation / Entrepreneurship
- Commitment
- Results-focused
- Institutional relationship
Leadership Development
Program: Invepar
anticipates demand by
preparing professionals
through training and
other methods.
INVEPAR GROUP
28
human resources
Career and Succession Committee
–––––––––––––––––––––––––––––
The constitution of the Career and Succession
Committee, hand in hand with the phases
described above, creates the basis for structuring
the Group’s development cycle. Using as a
reference skill-based evaluation, and with aim
of identifying potential and possible successors,
the Career and Succession Committee process
is a fundamental tool for establishing a formal
Succession Map for the Group. The process
involves participation by all the Group’s
managerial staff, right up to the office of the CEO.
197
professionals participated
in the skill-based evaluation
process in 2011
Traffic Control
Central of MetrôRio:
fully automated
monitoring of daily
train journeys.
Invepar Managers Meeting
–––––––––––––––––––––––––––––
Compensation and Benefits Policy
–––––––––––––––––––––––––––––
To align the strategic views of the management
cadres, foster team meshing and integration
and encourage synergy and the exchange of
experiences and best practices. These were some
of the major objectives of the integration meetings
of the Group company managers.
Invepar knows that the perennial nature of its
business is intrinsically linked with its staff’s
degree of development and their commitment to
the Group’s mission, goals and objectives in the
short, medium and long terms.
With two annual encounters expected, this
Human Resources Department initiative has,
since 2010, aimed for stratified alignment.
The first encounter took place in 2010, and
involved only the presidents and executive
management of the companies.
Based on the positive outcome from the initial
experiment, the encounters organized in 2011
have already moved to the next level so as to
include the participation of all Group managers.
In order to retain talent and maintain the
motivation for growing and developing
together with the Group, the Human Resources
Department has implemented a Compensation
and Benefits Policy for the Group.
In 2011, the benefits were equalized across
the board in all Group companies. The private
pension scheme was restructured and now
applies to all employees, as well as adaptations
to meal allowances. Co-participation in the health
plans was also equalized.
In terms of compensation, the policy determines
the fixed element, structuring positions
and salaries according to the job evaluation
methodology widely recognized and used in
29
2011 Annual Report
the market; as well as the short-term variable
compensation element whose payment is linked
to meeting targets and objectives.
The purpose of fixed compensation is to reach
an internal balance between jobs and salaries
in different companies of the Group, so as to
enable intercompany staff mobility. The amounts
stipulated follow market parameters, ensuring
that the company remains competitive and
retains its professionals.
Short-term variable compensation seeks to
reward professionals in the short term with an
annual payment based on meeting targets and
quantitative and qualitative indicators during the
year under analysis. All Group employees are
entitled to variable compensation.
Invepar has
equalized benefits
among the
companies. Today,
all employees
have healthcare
and dental
plans, meal or
supermarket
allowances,
life insurance
and a private
pension plan
INVEPAR GROUP
30
human resources
Communication Plan
–––––––––––––––––––––––––––––
The Group’s Strategic Communication Plan was
approved in 2011 and involves in-house and
external strategies. The decision to develop it
led to the discovery that the Group’s foreseeable
growth implied the need to boost external and
internal communication.
According to the analysis of the Plan, this growth
results in greater exposure, bringing with it
risks and opportunities in regard to the Group’s
image and reputation, and requires enhanced
communication.
According to the Strategic Communication
Plan, the internal communication-related
challenges are: aligning all employees with
the mission, vision and values of Invepar;
involving all employees in meeting the
Group’s strategic objectives; and aligning the
communication practices within the Group
by creating and disseminating processes,
procedures and standards.
Headquarters of
Concessionária
Litoral Norte,
just off the
tollgate, in
Camaçari, Bahia.
In the external communication scenario the
challenges involve: raising the knowledge and
empathy of the stakeholders by increasing the
perceived value of the brand and facilitating
relationships; establishing a differentiated
corporate identity to which stakeholders can
relate; and creating a strong reputation.
Expand external
and internal
communication
is a fundamental
premise of the
communication plan
31
2011 Annual Report
Principles of
the Strategic
Communication Plan
- Adoption of a single, aligned, clear and consistent
institutional message.
- Fostering greater Group integration for growth.
- Strengthening communications at the subsidiary
companies, so as to build Invepar’s reputation.
- Fostering relationships that lead to dialog with
stakeholders, as well as Group communication founded
on values such as transparency, ethics and social
responsibility, professionalism, precise and rapid
information and employee participation.
Invepar Team
–––––––––––––––––––––––––––––
Prospects for 2012
–––––––––––––––––––––––––––––
The total number of employees at Invepar grew
11% compared to the previous year, from 3,409
in December 2010, to 3,778 at the end of 2011.
These figures take into account the proportional
participation of Invepar in the companies,
totaling 4,262 employees.
Invepar plans include taking the Group’s
Management Model to the next level, providing
the tools that bring about a challenging
development-focused environment where people
feel motivated and involved with what they do.
Invepar Group employees are hired under the
rules of the CLT (Brazil’s Consolidated Labor
Laws). The payroll is decentralized and divided
among the companies.
Total payroll and charges in 2011 stood at
R$ 201.5 million.
The first Organizational Climate Survey of
Invepar was approved in 2011 and carried out
in January 2012, so as to measure employee
satisfaction levels. The results will form the basis
for action plans designed to advance towards
an effective, all-in model in which the value of
human capital increases.
Through the search for continuous improvement
in management processes and with the emphasis
on team development, Invepar is planning to
grow in a sustainable and perennial manner.
32
INVEPAR GROUP
Social Responsibility
Invepar Institute –
the Group’s
socioenvironmental
extension
33
2011 Annual Report
Invepar knows that the task of breaking down
the barriers separating poverty from sustainable
development necessarily involves integrating economic,
social and environmental development. So in 2002,
it created the Invepar Institute (Instituto Invepar),
precisely for the purpose of mobilizing and supporting
PSI (private social investment) initiatives in all of the
locations where the Group’s companies operate.
Members receive
their diplomas for
participating in a project
that draws attention to
community art.
INVEPAR GROUP
34
In fact the Institute arose to build invisible
but solid bridges between Invepar’s operations
– management of concessions in different
transport modals – and the communities
surrounding these areas of operations and
other stakeholders.
Projects carried out with the support of
the Invepar Institute in partnership with Group
companies and local, organized civil society
institutions, directly benefited 91,000 people, and
indirectly 1.1 million in 2011. The initiatives aim at
the environmental and sustainable development;
sport and culture; education; and transversely,
entrepreneurship, regional promotion and
citizenship. Information about projects supported
by the Institute are highlighted in the chapter on
subsidiary companies (starting on page 52).
Within the methodology founded on the philosophy
of regional promotion, the PSI undertaken by
the companies in cooperation with the Institute
include, for example, a prior socioenvironmental
analysis of the regions where the group companies
are located; a study of the public and private
socioeconomic development resources in order
to set up local networks; the identification of
local talent and vocations for strengthening the
local social capital; defining an emergency action
plan to meet the demands of the communities
affected when new businesses are being set up;
the realization of hands-on sustainable community
land development projects; and establishing
sustainable management by which the Institute
advises the companies regarding the commitment
to the Millennium Goals and the principles of the
Global Compact.
Allocation of funds
by field of activity/In thousands of Reais
936
398
R$1.8 M
196
TOTAL
ALLOCATION
150
135
Promoting local
resources/
Citizenship
The Environment/
Sustainable
Development
Sport and Leisure
Education
Culture
35
2011 Annual Report
The Invepar Institute’s investments using its own
funds totaled R$ 1.8 million in 2011. Another
R$ 2 million invested in projects represent
third-party funds; while the companies invested
R$ 1.9 million in sociocultural and sports
projects, availing themselves of incentive laws.
The greater share of the funds invested in 2011
went to projects dedicated to issues involving
promoting local resources and citizenship,
a modality that includes more than one area
where the Institute invested (R$ 936,000,
38% of the total). The second area to receive
most of the investment last year included
the environment and sustainable development,
totaling R$ 398,000 (16.2% of the total).
For comparative purposes, during the previous
year, the investments in promoting local
resources and citizenship also appeared in first
place in the ranking of the allocation of funds,
receiving 36.9% (R$ 841,000) of total investments
for that year. In second place, however, came
cultural events, which received more investment
in 2010, totaling R$ 341,000 (14.97% of the total).
The number of people who stood to gain
from the projects in 2011 almost doubled in
comparison with 2010, rising from 657,000
the previous year, to 1.2 million in 2011. This
was possible thanks to partnerships with the
government and socioenvironmental initiatives
by the two companies merged with the Group in
2010 – CRT, in Rio de Janeiro, and Bahia Norte,
in the state of Bahia.
Distribution of those who benefited
by field of activity
313,911
239,212
9,710
1.2 M
people
The Environment/
Sustainable
Development
322,838
278,314
Promoting local
resources/
Citizenship
Sport and Leisure
Education
Culture
INVEPAR GROUP
36
Invepar Institute
(Instituto Invepar)
Mission, Vision and Values
Mission
To mobilize and support Invepar’s social
responsibility initiatives in which the
Group companies participate, making
sure that these initiatives move forward
and enhancing the results from social
investments.
Vision
To be a reference in Brazil in
socioenvironmental responsibility
by structuring partnership and social
technology networks that contribute
to sustainable development.
Values
The same as those Invepar:
- People and Teamwork
- Honesty
- Socioenvironmental Responsibility
- Entrepreneurship
- Commitment
- Respect
- Innovation
Social Responsibility Policy
–––––––––––––––––––––––––––––
Statement
Gilson Moreira Jordão
Technician on the Sustainable Handicraft
Enterprise Training Project at CLN
“The course was very important for me
because it gave me group experience and
was financially advantageous.”
Through its own structure, the Institute advises
the Group companies on socioenvironmental
responsibility-related aspects, and seeks to
contribute so that commitments and intentions
become concrete actions. The great majority
are developed using management and social
technology models that have been built jointly
and based on mutual learning arising from the
relationship with the communities in areas under
development. Issues involving the promotion of
local development/citizenship are understood to
be the programs, projects, actions and campaigns
involving more than one theme on which the
Institute is focused, while transversely they all
generate income and employment.
The year 2011 saw progress in the Novos
Horizontes, Eco Redes and Integração projects,
which were tuned to public policies. But the
Institute rose to other challenges. One of
these was to expand environmental practices,
and involved a variety of social players while
developing environmental education projects.
37
2011 Annual Report
The “Programa
JovemTur” project counts
on Invepar Institute’s
support for adolescents.
Advice was also given to the companies in
the field of socially responsible management,
following the implementation of the Ethos
Indicators, while also preparing the companies
to carry out carbon inventories.
Today, socioenvironmental responsibility is
not just a value; rather it is a commitment
within the Group companies. However,
management is aware that transforming
commitment into hands-on action requires
dedication, effort and investment.
How the Invepar
Institute
operates
- Building partnerships supported by
ethical values.
- Taking into account the real local demands.
- Striving for social, environmental and
economic development.
- Recognizing and strengthening local
cultural identities.
- Managing knowledge and the ability
to innovate.
- Strengthening local social capital
and its networks.
- Promoting education and entrepreneurship.
- Supporting and providing guidance for
Group companies in social responsibilityrelated matters.
INVEPAR GROUP
38
Economic performance
–––––––––––––––––––––––––––––
Donations from individuals and companies,
especially the sponsor companies, are the
principal source of revenue for carrying out the
projects supported by the Invepar Institute.
In 2011, the Institute’s total revenue stood at
R$ 2.46 million, 7.5% up on 2010, when revenues
were R$ 2.3 million. Most of the funds raised in
support of the projects fostered by the Institute
– R$ 2.43 million in 2011, that is, 98.5% – come
from companies primarily comprising the Group.
The higher volume of revenues in 2011 can be
attributed mainly to the commencement of the
programs at CLN and CBN. Not to mention the
projects of companies advised by the Institute,
which use funds that are available through tax
relief incentives, such as: Rouanet Law, FIA and
Sports Law incentives.
According to the Institute’s balance sheet, at
the end of fiscal year 2011, total liability and
shareholders’ equity stood at R$ 766.800, with a
surplus of R$ 299.300 in the period. The financial
statements of the Invepar Institute were audited
by Ernst & Young Terco, which classified as
appropriate the information disclosed, in all
material aspects.
Classified as an OSCIP (Civil Society
Organization of Public Interest), the Invepar
Institute is governed by specific legislation.
This classification allows the companies of
the Group to enjoy returns of up to one-third
of their social project investments through
income tax deductions – yet another argument
for encouraging investments and projects in
the socioenvironmental field.
Allocation of Invepar Institute funds*
In Reais
1.8 million
301,000
R$Total
2.1 M
funds
21,000
3,000
Projects, programs
and social actions
Operating expenses
Taxes and fees
* Salaries, benefits and labor charges of the professionals working at the
Invepar Institute are not taken into account, as these are included into
Invepar’s payroll.
Financial expenses
39
2011 Annual Report
For the Invepar Institute…
... Corporate Social
Responsibility
includes:
... and
- valuing a corporate culture capable of creating
Socioenvironmental
different values for different stakeholders;
Responsibility
- careful management of the economic, social and
involves:
environmental impacts caused by the business;
- fostering value chains with companies, civil society
organizations and government, and contributing to
sustainable development.
- fully understanding the social, economic
and environmental reality of the business
and the regions;
- hands-on participation by the companies
within regional social dynamics, both in
terms of on-going business and in appraising
future business.
Statement
João Ricardo dos Santos
Araújo
Administrative Assistant, “Abrindo Caminhos”
Program of MetrôRio
The “Abrindo Caminhos” Program has a
lot of merit, because it provides education
with equality, allowing us to get to know
the different departments of the company,
monitoring our daily transformation as
people and professionals. Add to this
the fact that we are the fourth group to
conclude the course. I believe that success
is the journey, not just crossing the finish
line, and this is just the beginning of a long,
victorious journey.”
40
MetrôRio’s Cantagalo Station,
inaugurated in 2007, is the third
stop in Copacabana.
INVEPAR GROUP
41
2011 Annual Report
Main
Results
The sound results of the infrastructure, transport
and urban mobility sectors in Brazil were also
mirrored in the business results of Invepar in 2011.
The conglomerate saw its assets rise by more than
R$ 1 billion, of which R$ 350 million represented
equity injected by its shareholders.
INVEPAR GROUP
42
Duplication work on a
stretch of the BA-093
Highway System under
concession to CBN.
R$ 697mi
were invested by Invepar in 2011
22.2%
was the growth of the
Group’s net revenues in 2011,
compared to 2010
In 2011 the net income of the Group continued
the growth trend observed in previous years,
rising to R$ 905 million – 22.2% up on the result
for 2010.
the takeover of the Parque Rímac Expressway
in Lima, Peru; and the implementation and
operation of the Transolímpico Express Corridor
in Rio de Janeiro.
In the light of the expanding transport
infrastructure industry, the crisis, recession and
instability in the international markets, which
primarily affected the major European economies
and the United States in 2011, had minimal
impact on the Group.
The year 2011 was also noticeable for Invepar’s
consolidation on the Brazilian market, in
addition to all companies comprising the Group
having increased their operating revenues.
Revenue flows basically comprised the tolls
charged on the highway concessions and ticket
sales for the subway concession.
Invepar’s new businesses set the pace of growth,
with CRA (Concessionária Rota do Atlântico)
– created in June 2011 to manage the Suape/
Expressway Road and Logistics Complex in
Pernambuco – joining the Group, and the initial
operations of Concessionária Bahia Norte.
Revenue growth in 2011 was primarily due
to the results of the companies LAMSA, CART
and MetrôRio, not to mention the entry into
the Group’s portfolio of the joint subsidiary
companies CBN and CRT.
Also in 2011, the Group laid the groundwork
and moved forward with three new large
business deals that materialized in
the first half of 2012, namely: the bid for
the concession to manage and operate
Guarulhos International Airport in São Paulo;
The number of paying vehicles on the Group’s
highways rose by 41%, when compared to 2010,
to 130 million vehicles in 2011, against 92 million
the previous year. The number of passengers
transported by MetrôRio also grew, from 164
million in 2010, to 180 million in 2011.
43
2011 Annual Report
Also in 2011, the Group invested the equivalent
to R$ 697 million – an increase of 38% over the
previous year – reflecting its investment capacity
and expansion strategy.
Aligned with the performance described above,
there was also an improvement in the Ebitda*,
which closed 2011 at R$ 338 million (against
R$ 300 million in 2010), an increase of 13% in
relation to fiscal year 2010.
Large-scale investments
–––––––––––––––––––––––––––––
In 2011, as a whole, Invepar invested R$ 697.1
million in projects and construction work. Three
large projects accounted for the largest share
of the investments. The highest volume of
investment, R$ 547 million, was channeled to
upgrading and the acquisition of equipment and
projects for CART, MetrôRio and LAMSA.
The greatest concentration of resources,
approximately R$ 243.8 million, was allocated to
highway restoration and duplication work, as well
as the installation of fiber optic networks on the
Raposo Tavares Highway managed by CART.
MetrôRio invested R$ 173.3 million in the project
to acquire 19 new trains of Chinese origin, and in
the construction work for the Uruguai Station
in Rio de Janeiro’s Tijuca district, in the north side.
LAMSA, in turn, invested R$ 130 million.
The funds were primarily allocated to
the LAMSA 2010 project, with the objective
of improving vehicle flow on the Linha Amarela
(“Yellow Line”) and surrounding area (more
information on page 54).
*Net income and Ebitda shown are net of the impacts of the IFRS. In regards to the Ebitda, the amount includes
R$ 6.5 million in provisions for maintenance.
INVEPAR GROUP
44
Main Investments of the Group*
CART
243.8 million
Restoration of the asphalt and stretches of hard shoulder, partial
duplication of the carriageway and investment in fiber optics.
MetrôRio
173.3 million Acquisition of new trains and construction of the Uruguai station.
LAMSA
130.0 million
Of this total, R$ 100.6 million were invested in the LAMSA 2010 Project.
CBN
102.1 million
Restoration of asphalt and investments in systems.
CRA
20.7 million
CLN
13.7 million Improvement work on the Guarajuba-Itacimirim stretch.
CRT
11.0 million
Initial investment.
Third lane construction work and recovery of slopes, bridges and
viaducts.
* The investment amounts shown in the table above are net of the construction margin.
Financial Statements
–––––––––––––––––––––––––––––
The FS (financial statements) of the Group for
the 2011 fiscal year were externally audited by
Ernst & Young Terco. Full information and all
charts are available on the pen drive inserted in
the back cover of the 2011 Annual Report. The
full financial statements can also be accessed in
the Investor Relations section of the company’s
web site at www.invepar.com.br.
We have examined the balance sheet as of
December 31, 2011 and the respective statements
of income, changes in shareholders’ equity, value
added and cash flow, in addition to the summary
of the principal accounting practices and other
notes to the financial statements.
The data was consolidated in accordance
with the international financial reporting
standards (IFRS), issued by the IASB
(International Accounting Standards Boards),
and with BR GAAP.
According to the report by Ernst & Young Terco,
the scope of the audit involved carrying out
selected procedures for obtaining evidence
regarding the values and the disclosures
shown in the financial statements, including
the evaluation of the risks of material distortion
in the financial statements, regardless of
whether caused by fraud or error. When
evaluating the risks the audit took into account
the pertinent internal controls for the proper
preparation and presentation of the company’s
financial statements.
In the opinion of the independent auditors, the
individual financial statements, in all material
aspects – the equity and financial position of
Invepar S.A.; the operational performance;
and the cash flows for fiscal year 2011 –,
were appropriately presented in accordance
with BR GAAP. The same positive opinion was
published in regard to the consolidated financial
statements, in accordance with the IFRS issued
by the IASB, and with BR GAAP.
45
2011 Annual Report
The individual and consolidated statement
of value added (SVA) were also audited, and
according to the report by Ernst & Young Terco
are also appropriately presented in relation to
the financial statements taken as a whole. The
audit also stressed that the presentation of the
SVA is required by Brazilian company law in
the case of publicly quoted companies, and as
supplementary information by the IFRS.
The following pages show five tables referring to
the balance sheet and the statements of income,
changes to shareholders’ equity, cash flow and
value added. All notes shown corresponding to
the data shown in the respective tables, which
are also part of the financial statements, are
available in the full FSs on the pen drive and on
the Invepar corporate site.
New MetrôRio trains
being unloaded: ten
new trains are expected
to be operational by the
end of 2012.
INVEPAR GROUP
46
Investimentos e Participações em Infraestrutura S.A.
Invepar and subsidiaries
Balance Sheets as of December 31, 2011 and 2010 (in thousands of Reais)
Parent Company
Consolidated
2011
2010
2011
2010
220,580
2,161
266,314
93,583
Financial investments
–
–
277,320
–
Accounts Receivable
–
–
31,817
23,953
Inventories
–
–
13,535
15,307
9,238
1,263
24,740
10,053
38,415
34,842
–
–
98
523
3,046
8,289
–
42,499
12,413
29,314
279
143
12,289
9,545
268,610
81,431
641,474
190,044
–
–
34,609
23,191
Related parties
–
–
9,292
–
Accounts receivable
–
–
4,365
4,052
1,443
3,798
1,443
3,798
–
–
135,302
78,277
498,712
469,750
–
–
200
–
37,365
27,052
–
–
–
5,100
1,453,534
1,337,989
146
147
3,003
1,178
210,496
190,686
282
141
3,864,497
3,346,223
1,244
1,244
143
381
1,958,418
1,814,100
4,297,658
3,678,907
2,227,028
1,895,531
4,939,132
3,868,951
Assets
Current Assets
Cash and cash equivalents
Taxes recoverable
Debentures
Advances to suppliers
Related parties
Others
Non current assets
Taxes recoverable
Deferred asset taxes
Debentures
Court deposits
Properties for sale
Investments
Property, plant and equipment
Intangibles
Others
Total assets
47
2011 Annual Report
Parent Company
Consolidated
2011
2010
2011
2010
1,577
4,143
39,069
57,699
–
–
495,212
341,201
94,250
34,842
120,139
35,907
920
299
34,340
27,013
5,736
3,523
39,582
29,036
Public utility concession
–
–
348,469
124,726
Provision for maintenance
–
–
73
–
Advances from customers
–
–
11,955
3,887
Related parties
–
–
12,505
–
Others
–
–
8,880
21,195
102,483
42,807
1,110,224
640,664
–
–
1,190,214
1,060,100
443,299
469,750
845,209
471,660
Taxes payable
–
–
1,930
1,557
Deferred liability taxes
–
–
6,288
5,017
–
–
58,318
279,382
Provision for legal obligations concerning court
proceedings
–
–
15,216
14,289
Provision for maintenance
–
–
14,606
8,123
Others
–
–
11,662
942
443,299
469,750
2,143,443
1,841,070
545,782
512,557
3,253,667
2,481,734
1,699,466
1,341,591
1,699,466
1,341,591
(18,220)
–
(18,220)
–
–
41,383
–
41,383
1,681,246
1,382,974
1,681,246
1,382,974
–
–
4,219
4,243
Total shareholders’ equity
1,681,246
1,382,974
1,685,465
1,387,217
Total liabilities and shareholders’ equity
2,227,028
1,895,531
4,939,132
3,868,951
Liabilities and Shareholders’ Equity
Current liabilities
Suppliers
Loans and financing
Debentures
Taxes payable
Obligations to employees and management
Non-current liabilities
Loans and financing
Debentures
Total liabilities
Shareholders’ equity
Capital stock
Accumulated losses
Profit reserve
Minority interests
INVEPAR GROUP
48
Statements of income
December 31, 2011 and 2010
(in thousands of Reais, except income per 1000 shares, expressed in Reais)
Parent Company
Consolidated
31/12/2011
31/12/2010
31/12/2011
31/12/2010
Revenue from services
–
–
904,536
740,483
Revenue from construction
–
–
569,695
487,514
Total revenue
–
–
1,474,231
1,227,997
Cost of services
–
–
(534,176)
(387,996)
Cost of construction
–
–
(555,437)
(473,322)
Gross profit
–
–
384,618
366,679
General and administrative expenses
(34,130)
(32,186)
(202,370)
(193,208)
Equity pick-up
(24,536)
19,390
–
–
–
–
(2,391)
4,462
(58,666)
(12,796)
179,857
177,933
Financial revenues
82,798
61,964
118,814
90,326
Financial expenses
(83,735)
(59,860)
(368,681)
(264,536)
Pre-tax result
(59,603)
(10,692)
(70,010)
3,723
–
–
10,383
(14,317)
(59,603)
(10,692)
(59,627)
(10,594)
–
–
24
(98)
(59,603)
(10,692)
(59,603)
(10,692)
(0,21)
(0,04)
(0,21)
(0,04)
Other operating income (expenses)
Result before financial revenue and expenses
Income and social contribution taxes
Result before minority interests
Attributable to minority shareholders
Net income for the period
Basic and diluted income per thousand shares
The company and its subsidiaries have no other comprehensive results that need to be
shown in these statements of income.
49
2011 Annual Report
Statement of changes in shareholders’ equity
(In thousands of Reais)
Profit reserve
Capital
Stock
A*
B*
C*
Total
D*
E*
At December
31, 2009
(re-presented)
901,965
13,941
38,134
–
954,040
4,145
958,185
Capital
increase
439,626
–
–
–
439,626
–
439,626
Loss for the
year
–
–
–
(10,692)
(10,692)
98
(10,594)
Losses
absorbed
–
–
(10,692)
10,692
–
1,341,591
13,941
27,442
–
1,382,974
4,243
1,387,217
357,875
–
–
–
357,875
–
357,875
Loss for the
year
–
–
–
(59,603)
(59,603)
(24)
(59,627)
Losses
absorbed
–
(13,941)
(27,442)
41,383
–
–
–
1,699,466
–
–
(18,220)
1,681,246
4,219
1,685,465
At December
31, 2010
Capital
increase
At December
31, 2011
* A) Legal reserve.
B) Retained earnings reserve.
C) Accumulated losses.
D) Minority interests.
E) Consolidated total.
INVEPAR GROUP
50
Statements of Cash Flow
Parent Company
Consolidated
31/12/2011
31/12/2011
31/12/2010
31/12/2010
Cash flow from operations
Pre-tax result
(59,603)
(10,692)
(69,986)
3,625
–
–
(24)
98
24,536
(19,390)
–
–
5,519
477
172,525
135,823
123
–
1,941
66
Adjustment to present value
–
–
11,648
–
Adjustment from hedge transactions
–
–
(8,089)
–
Construction margin
–
–
(14,258)
(14,192)
Appropriation of deferred revenue
–
–
–
(1,600)
Miscellaneous provisions
4,602
–
7,483
(42)
Monetary and exchange rate variances and
charges – net
4,228
–
197,515
125,527
–
(988)
(288,738)
(8,014)
Trade accounts receivable
–
–
(8,177)
(3,557)
(5,846)
–
(58,974)
(15,426)
(200)
–
(10,313)
(8,776)
–
–
1,772
(5,590)
425
–
5,243
(1,714)
(136)
(401)
(2,506)
–
42,499
–
7,609
(10,105)
–
–
5,100
(5,100)
(2,566)
4,008
(18,630)
(2,511)
–
–
12,505
–
(2,179)
2,955
10,546
6,442
Adjustments to reconcile net income with cash
flow from operations
Minority interests
Equity pick-up
Depreciations and amortizations
Write-down of fixed and intangible assets
(Increase) reduction in operating assets
Current and deferred taxes
Court deposits
Inventories
Advances
Other credits
Related parties
Properties for sale
Increase (reduction) in operating liabilities
Suppliers
Related parties
Obligations to employees and management
51
2011 Annual Report
Current and deferred taxes
621
128
8,971
5,831
Advances from customers
–
–
8,068
(1,548)
–
–
(57,065)
(125,365)
Other obligations and accounts payable
–
597
6,492
(32,569)
12,023
(23,306)
(79,342)
41,303
Capital increase in subsidiaries
(197,000)
(377,000)
–
–
Investments acquired
(30,000)
(64,172)
–
(64,172)
46,514
(23,848)
–
–
(209)
(28)
(638,687)
(766,048)
(2,385)
(999)
(59,602)
(70,213)
(183,080)
(466,047)
(698,289)
(900,433)
357,875
439,626
357,875
439,626
Debentures acquired
–
(450,000)
–
–
Debentures issued
–
450,000
400,000
450,000
Loans raised
–
–
1,583,781
2,444,356
(50,094)
(14,409)
(1,391,294)
(2,486,565)
81,695
64,290
–
(1,259)
–
–
–
4,494
389,476
489,507
950,362
850,652
218,419
154
172,731
(8,478)
2,161
41
93,583
22,929
Balance of cash and equivalents at the end
of the year
220,580
195
266,314
14,451
Net increase (reduction) in cash and cash
equivalents
218,419
154
172,731
(8,478)
Cash generated (consumed) in operations
Cash flow from investments
Transactions with related parties
Intangible assets acquired
Property, plant and equipment acquired
Cash consumed in investments
Cash flow from investments
Capital injections from shareholders
Loans paid
Dividends and EI received
Merger of company acquired
Cash generated from financing
Net increase (reduction) in cash and cash
equivalents
Balance of cash and equivalents at the beginning
of the year
INVEPAR GROUP
52
Statements of value added
Parent Company
31/12/2011
R$
(%)
Consolidated
31/12/2010
R$
(%)
31/12/2011
R$
(%)
31/12/2010
R$
–
–
1,550,391
1,230,725
Sales of services
–
–
977,568
740,483
Revenue from construction
–
–
569,695
487,514
Provision for doubtful
debtors
–
–
(187)
(1,734)
Other revenues
–
–
3,315
4,462
(6,902)
(19,599)
(907,243)
(786,988)
Costs of services sold
–
–
(149,451)
(183,310)
Construction costs
–
–
(555,437)
(473,322)
(6,571)
(19,599)
(201,313)
(126,175)
–
–
(416)
–
(331)
–
(626)
(4,181)
(6,902)
(19,599)
643,148
443,737
(5,519)
(478)
(172,525)
(135,823)
(5,519)
(478)
(172,525)
(135,823)
(12,421)
(20,077)
470,623
307,914
58,262
81,354
118,814
90,326
(24,536)
19,390
–
–
82,798
61,964
118,814
90,326
Revenues
Inputs acquired from third
parties
Materials, energy,
contractor services and
others
Loss/Recovery of assets
Other Costs
Gross Value Added
Retentions
Depreciation and
amortization
Net value added produced
by the entity
Value Added received in
transfer
Income from equity
pick-up
Financial revenues
(%)
53
2011 Annual Report
Total value added to be
distributed
45,841
Distribution of value added
45,841
100%
61,277
100%
589,437
100%
398,240
100%
Personnel and charges
16,383
36%
10,682
17%
184,199
31%
154,775
39%
3,189
7%
528
1%
94,597
16%
51,260
13%
85,872
187%
60,759
99%
370,268
63%
202,799
51%
(59,603)
–130%
(10,692)
–17%
(59,603)
–10%
(10,692)
–3%
(24)
0%
98
0%
Taxes, fees and
contributions
Remuneration on thirdparty capital
Remuneration of own
capital
Minority interests in
retained earnings
–
589,437
61,277
–
398,240
The complete financial statements of Invepar, with full explanatory
notes, are available on a pen drive provided with this publication
and are also available on-line in the Investor Relations section of the web
site www.invepar.com.br.
54
Subsidiary
companies
INVEPAR GROUP
55
2011 Annual Report
Work on the extension
to the stretch of the
Suape Road and Logistics
Complex in Pernambuco,
under concession to CRA.
At the end of the 2011 fiscal year, seven companies
comprised the Group: LAMSA, CLN, CART, MetrôRio,
CBN, CRT and CRA. In the following pages you will
be able to get to know each of the companies better
and trace their respective operating, social, economic
and environmental performances.
56
INVEPAR GROUP
Subsidiary Companies - LAMSA
The Tollgate on Rio de
Janeiro’s Linha Amarela
(“Yellow Line”) linking
the Barra da Tijuca and Ilha
do Fundão districts.
LAMSA
(Linha
Amarela)
––––––––––––––––––––––––––––––
by the end of 2012, in improving the expressway
and the surrounding area. In exchange, the
concession agreement, due to expire in 2022, was
extended by 15 years.
The Linha Amarela (“Yellow Line”) is one of the
main expressways in the city of Rio de Janeiro;
20 km in length, it connects the Barra da Tijuca
district on the west side to the Ilha do Fundão
district on the north. LAMSA ended fiscal year
2011 with a daily average of 430,000 vehicles
on the expressway. Of these, 130,000 use the
tollgate every day.
In all, R$ 130 million were invested in 2011,
most of which - R$ 100.6 million - in the LAMSA
2010 project.
Since it opened in 1997, the expressway has risen
to the challenge of shortening distances, in addition
to revitalizing a large portion of the city’s north side.
Over the years, LAMSA has sought to introduce
solutions that guarantee the fluidity of traffic and
user safety on the road, against a backdrop of a
significant increase in vehicle numbers.
In May 2010, the Rio de Janeiro City Hall and
LAMSA signed an amendment by which the
concessionaire agreed to invest R$ 251 million
The extension
of the freeway
is the equivalent
to eight times
the length
of Presidente
Vargas Avenue in
Rio de Janeiro
57
2011 Annual Report
LAMSA 2010 Project:
work completed in 2011
Expansion, restoration
and remodeling of Ayrton
Senna Avenue in Rio
de Janeiro’s Barra da
Tijuca district.
1 - Construction concluded on the new bus bay on the side road of Avenida Brasil, in the Downtown
direction, beside the Fiocruz Institute. The work involved renovation and widening of the avenue’s
side road. The location had been experiencing repeated traffic congestion caused by the intense
flux of vehicles leaving the Linha Amarela meeting the flux of vehicles from the Avenida Brazil side
road in the downtown direction, aggravated by the intense movement at the bus stop.
Result: the new bus bay can hold nine public transport vehicles and has been shifted 250
meters further along from its original position. The work achieved the objective of improving
vehicle flow on the carriageways involved.
2 - Conclusion of expansion work on the Manguinhos Viaduct (over Avenida Brazil), to widen a
lane of the carriageway by 3.50 meters in both directions, as well as aligning and rebuilding the
viaduct’s access ramps.
Result: the work has meant that the viaduct now has four lanes in both directions, instead of three.
3 - Conclusion of the extension to Ayrton Senna Avenue and the construction of a new drainage
network. The work involved building a two-lane carriageway in the Fundão-Barra direction,
linking the bridge over the Arroio Fundo to the existing viaduct over the Abelardo Bueno Avenue
intersection, the restoration and remodeling of the existing carriageway on the same stretch,
adaptations to the central reservation between the existing restored carriageway and the newly-built
one, as well as the construction and modifications to the public lighting and drainage networks.
Result: the carriageway objectives were met. Up until mid-2012 there were no reports of
flooding during the rainy season.
INVEPAR GROUP
58
Socioeconomic development
––––––––––––––––––––––––––––––
The major highlight in 2011 for the management
of LAMSA was the completion of the three road
works under the LAMSA 2010 Project. The
main objective of all three was to improve the
traffic, so as to provide greater comfort for users
– on some stretches daily tailbacks of 2 to 3
kilometers were being registered.
Another highlight in 2011 was the conversion of
two lanes of manual tolls to electronic charging
at the tollgate in the Barra-Fundão direction,
enabling technology to be used at the two
extremities of the flux in the same direction.
These carriageways permit access to the
reversible lane at morning peak times.
Service at the LAMSA
tollgate in Rio de Janeiro.
Special Operations
––––––––––––––––––––––––––––––
Rio de Janeiro’s natural vocation is to host
large-scale events, and in recent years there has
been even greater demand for holding music
festivals and sports competitions. Examples of
this were the Rock in Rio festival, which brought
together over 600,000 people in 2011; and the
Pan-American Games in 2007, involving 5,600
athletes from 42 countries over 17 days.
When these mega events occur, Linha Amarela
prepares for the necessary adaptations and
needs to plan the so-called Special Operations.
The experience acquired at each of these events
can be used as a repository of knowledge, and
will contribute to the basis for the action plans
for the FIFA World Cup Finals in 2014, and the
Olympic Games in 2016.
Each event will receive special treatment,
because they have different characteristics. The
pace of the Olympic Games will be more intense
than that of the FIFA World Cup Finals, for
example. There will be various delegations from
different sport modalities heading in the direction
of the Engenhão and Maracanãzinho stadiums
and to the Barra da Tijuca district in events
that will occur simultaneously in different city
districts, which requires complex logistics.
In 2011, there was no need for special operations
along the Yellow Line.
Partnership with government
––––––––––––––––––––––––––––––
LAMSA has developed partnerships with entities
of the state government of Rio de Janeiro and Rio
de Janeiro City Hall. The partnership involving
Linha Amarela and the local police authority, for
example, has existed since the year 2000, so as
to afford expressway users greater security.
The police currently operate from seven bases
along the expressway, including three armorplated and three concrete sangars and a police
headquarters. Two armor-plated sangars were
installed in 2011, and an additional three are
expected to be implemented along the expressway.
59
2011 Annual Report
Historical average daily vehicle flow
(thousands/day)
297.0
252.5
266.5
300.0
278.0
Vehicles not using
the tollgate
105.1
111.4
116.6
2007
2008
2009
123.1
2010
LAMSA provides support to the Operations
Center of Rio de Janeiro City Hall by passing
on camera footage in real time from four
cameras. There is also a permanent channel for
exchanging information, through which Linha
Amarela technicians communicate by telephone
with the COR (Rio’s Operations Center).
There is a further partnership with the
Department of Fire Services, which organizes
simulated firefighting measures inside the
tunnels, for example.
130.0
Vehicles paying at
the tollgate
2011
Cameras at LAMSA:
real-time security
––––––––––––––––––––––––––––––
In 2011, the Linha Amarela received an additional
10 cameras, taking the total to 47 CCTV cameras.
There was also a change in technology, with the
migration from an analog to a digital system so
as to enhance the resolution and quality of the
images and ensure better viewing.
The radio system also switched to a
digital system, ensuring the quality of the
communication signal along the entire length of
the expressway.
INVEPAR GROUP
60
Lessons learned
Dealing with
emergencies
The explosion and fire on a bus inside the Covanca tunnel at around 4.30 pm on
December 8, 2011 was a harrowing event from which LAMSA learned a useful
lesson in how to deal with emergencies.
An unlicensed vehicle in a poor state of repair caught fire, leading to an
interruption to traffic both ways on the Linha Amarela, with serious impacts on
traffic in the rest of the city of Rio de Janeiro. The vehicle was 800 meters inside
the tunnel in the west side/north side direction.
The tunnel’s two galleries are monitored by 16 cameras, 24 hours a day. On
noticing that the bus had stopped on the carriageway, the LAMSA Control and
Operations Center immediately dispatched a team to remove the vehicle.
On noticing that the vehicle had caught fire, the center alerted the Meier and
Jacarepaguá fire brigades, and a fire-fighting unit was dispatched to try to control
the flames. The fact that the electricity network had been affected made the work
all the more difficult. The fire brigade only managed to arrive at the scene 90
minutes later, because of the number of vehicles at that time of day.
During the fire, three LAMSA ambulances– one equipped with a medical ICU
and two others for evacuation – as well as two fire brigade ambulances provided
first aid to those who needed it. Our greatest asset is the safety of our users.
At approximately 8 pm, one of the tunnel galleries was re-opened, operating with
a reverse lane in order to free up the vehicles that had been held up when the
tunnel was closed.
In spite of the damage to the tunnel’s electrical system, LAMSA was able to
install generators and re-open the carriageways at 5.30 am the following morning.
The following month, LAMSA made several changes to enhance its contingency
plan, so that such events do not occur again. The measures include unifying
procedures with the contingency plan of the Rio de Janeiro Department of Fire
Services, as well as reviewing several procedures of the communication
system. A further initiative was the round-the-clock deployment of a second
fire truck and another inspection vehicle at the entrance to the Covanca tunnel.
LAMSA is searching for structural solutions and will draw up an action plan for
implementation over the 2012/2013 period. Our commitment is to continually
improve our services.
61
2011 Annual Report
Exit from the Yellow Line
tunnel at Jacarepaguá.
Environmental management
––––––––––––––––––––––––––––––
LAMSA is a signatory to the Global Compact,
as are all of the companies comprising the Group.
It is also associated with the Ethos Institute.
In 2011, the company began its first carbon
inventory, so as to quantify the volume of
greenhouse gas (GHG) emitted. Based on the
methodology of the GHG Protocol, the inventory
will enable the company to manage the process
and intervene to reduce the volume of emissions,
since the result will be the basis for drawing up
an action plan to reduce, or at least neutralize,
the carbon that the company’s operations
discharge into the environment. The document
will be finalized in 2012, together with the Action
and Communication Plans.
Also in 2011, LAMSA installed the new Pollution
Control System in the Covanca Tunnel, with more
modern equipment for monitoring the levels of
carbon dioxide and particles in suspension, making
for more efficient use of the electric ventilators.
Other environmental measures involved
the restoration of 3,000 m2 of grassy areas and
the planting of 4,922 tree seedlings along the
carriageway. Two events were also held: World
Water Day, with the distribution of 20,000 cups
of ice-cold mineral water and 20,000 leaflets,
and National Environment Week, when 10,000
tree seedlings were distributed.
10,000
seedlings were distributed by LAMSA
during National Environment Week
62
INVEPAR GROUP
Customer relations
––––––––––––––––––––––––––––––
Socioenvironmental projects
––––––––––––––––––––––––––––––
LAMSA carries out an annual quality survey
among its users. In 2011, 90% of users considered
LAMSA’s management good or excellent.
LAMSA undertakes its principal
socioenvironmental actions in the neighboring
communities by developing projects dedicated to
the themes of culture and sport, citizenship and
education and the environment, whose hallmark
is the recognition of local talent and institutions.
In 2011, the company promoted two campaigns
to increase the number of customers using the
Passe Expresso service – an automated lane
system where registered vehicles cross the
tollgate on an exclusive lane, without the need to
stop and pay in cash. This is possible thanks to a
communication system that uses radio frequency
to identify a device installed on registered
vehicles, automatically raising the barrier. This led
to a 5% increase in the Passe Expresso user base.
The concept underpinning the work is the
promotion of local resources, by which the
communities are encouraged to contribute
with the best they have – their leaders, energy,
knowledge, skills and dreams – so that local
development initiatives produce tangible, longlasting results, as this strengthens the community
and makes it an agent of its own transformation.
An example of this was the Local Initiatives
project. It began in 2011, in response to demands
from leaders of those communities bordering the
Linha Amarela, and at the end of the year it was
63
2011 Annual Report
Environmental education
provided by LAMSA
at the tollgate during
Environment Week.
already supporting seven projects. By the time
this report went to press, in June 2012, a further
41 projects submitted under LAMSA invitations
to tender to receive support or sponsorship were
under analysis.
preservation, but also to improve their self-esteem
and income generation. To facilitate recycling,
14 “Ecopontos” (ecological drop-off points) were
installed and 10 hand carts distributed.
“Eco Rede” (Eco Network) Project
––––––––––––––––––––––––––––––
In 2011, LAMSA invested R$ 608,500 in
partnerships with the Invepar Institute. One of the
highlights was the Eco Rede project, within the
scope of the Integration Program. The purpose of
the project is to promote environmental education
along the entire length of the Linha Amarela.
Starting in the Cidade de Deus district, it trained
6,000 people – public school teachers and
pupils – in 2011. Ten young people were trained
as multiplier agents and were deployed in the
schools within the community.
The Eco Rede project enabled the number of
collectors of recyclable materials to be mapped.
The project worked with 30 of them so as to
strengthen their role as agents of environmental
Statement
Isaías Francisco Rosa
60 years, collector of recyclable material
“The actions of the Eco Rede project
team to support us, collectors of
recyclable materials, has helped to raise
awareness of the work we do, in addition
to making our activity safer by providing
us with uniforms, IPE and hand carts and
installing the “Ecoponto” network.
INVEPAR GROUP
64
Highlights
– – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –– – – – – – – –
Works of art produced
by community artists
through the projects
supported by LAMSA.
Integração (Integration) Project
––––––––––––––––––––––––––––––
Anyone arriving in Rio de Janeiro by Linha
Vermelha or Linha Amarela expressways
cannot help but appreciate the open-air,
permanent exhibition of the cultural animation
and carriageway safety panels along the route.
They are a collection of works by local artists.
The Integração Program operates on several
fronts. One strong point is the strengthening of
local cultural identity. The outcome of the art
workshops and the Grafitartti (Graffitti and Art)
project, which revealed 17 local artists, was the
publication of a catalog of the works of art, in
addition to public exhibitions in Rio de Janeiro.
Through the Integração Project, LAMSA
and the Invepar Institute for the first time
supported the Graffitartti project, recognizing
the value of the drafting, execution and
evaluation by an institute from within the
Maré community – Instituto Vida Real
(Real Life Institute). As a result, the following
year the project qualified for ISS Tax Relief
Law incentives.
Trânsito Legal (Better Traffic)
Project
––––––––––––––––––––––––––––––
This project aims to contribute to community
awareness in those areas with the highest
incidence of accidents involving kite lines,
people crossing at the wrong place and
animals on the road. Educational activities,
prevention and measures are employed
to encourage proper use of the expressway.
In 2011 over 4,000 anti-kite line antennae
were distributed during the school vacations
to motorcyclists who use the Linha Amarela.
Another measure – Tenda do Trânsito
(Traffic Tent) – visited 10 public schools
in 2011, for the benefit of 2,800 children
and adolescents. The activities include
exhibitions of safety material and road signs,
educational games and instructions about
the risks of accidents on the expressway and
the streets of the city. The aim is for young
people to become multiplier agents in their
respective communities.
65
2011 Annual Report
Movie theater
––––––––––––––––––––––––––––––
LAMSA runs two cultural projects intended
for showing movies: Cinepop Rio and Curta
na Praça, a scheme for showing movies in local
communities.
Cinepop Rio
Cinepop Rio is a differentiated project for
mobile projection of Brazilian movies, in
addition to the exchange of technical and
artistic audiovisual knowledge and interactive
production among artists and community
cultural groups.
audiovisual technicians, to help them find jobs,
two of whom were hired by a producer who is a
Linha Amarela partner.
Curta na Praça (Open Air Cinema)
The project circulates audiovisual works – in
the short film category– within the communities
bordering the Linha Amarela. In four years,
it has taken free movies to over 25,000 people,
including popcorn and sodas, in several
communities surrounding the expressway.
In 2011, it benefited about 10,000 people from six
communities and three public schools thanks to
the ISS Tax Law incentives.
In existence for three years, the project is
sponsored under fiscal incentive laws, and
has benefitted over 50,000 children, young
people and adults – nine thousand in 2011
alone. The movies are shown in public areas in
the Maré community and in the public schools
in the Del Castilho, Maré and Cidade de Deus
communities. Besides showing the movies,
the project also trained 30 young people as
Cinepop Rio Project: mobile
projection of Brazilian
movies in the communities,
for children, young people
and adults.
66
INVEPAR GROUP
Subsidiary Companies - CLN
CLN
(Concessionária
Litoral
Norte)
––––––––––––––––––––––––––––––
The BA-099 highway managed by CLN
(Concessionária Litoral Norte) includes the
Estrada do Coco (Coconut Highway) and
Linha Verde (Green Line) roads linking the town
of Lauro de Freitas to the Bahia-Sergipe state
line, with a total length of 183 km of highway
and 34.7 km of access roads, totaling 217.7 km.
The highway management concession agreement
was signed in 2000, and in 2005, under an
amendment to the agreement, the period was
extended to 35 years.
Since the concession began, the BA-099 has
established itself as a highway with a high
standard of quality, comfort and safety, as well
as an important agent of regional economic and
social development. Its excellent conditions
have attracted private sector investment in
large-scale projects, primarily in the hotel
sector. The quality of the highway, together with
social responsibility, has brought growth to the
northern shoreline area of Bahia.
CLN has its headquarters in the Abrantes District
of Camaçari, in the state of Bahia, and its work
involves duplicating, maintaining, conserving and
operating the Estrada do Coco road, in addition to
the recuperation, maintenance and conservation
of Linha Verde. The road has a single tollgate,
located in the municipality of Camaçari.
The projects for 2012 include the expansion of
the tollgate and the installation of the automatic
“Passe Expresso” system.
––––––––––––––––––––––––––––––
In 2011, CLN invested R$ 12.6 million in
duplicating the highway, handing over another
dual carriageway stretch – 3.9 km of the BA-099
(Estrada do Coco), – from Guarajuba to Itacimirim.
From January to December 2011, 5,268,782
67
2011 Annual Report
Pedestrian crossings
on Highway BA099, managed by
Concessionária
Litoral Norte.
vehicles used the tollgate, generating revenues of
R$ 28.6 million.
The dual carriageway has brought users greater
peace of mind and safety when traveling.
Work also involved the construction of side
roads to meet the mobility requirements of
the communities living along the highway, and
a pedestrian footbridge at km 49 (access to
Itacimirim beach). The footbridge was a longstanding demand by the Barra de Pojuca and
Itacimirim communities, and it was built to
enhance pedestrian safety, as well as benefiting
both local inhabitants and tourists in the region.
The services executed included earth moving,
micro and macro drainage works, HMAC (hot
mix asphalt concrete) surfacing, vertical and
horizontal road signs and the installation of crash
barriers, as well as landscaping. The access to
the Praia do Forte region, a tourist attraction on
Bahia’s north shore famous for hosting the Tamar
Project (sea turtle conservation), was renovated
and upgraded.
Infrastructure investments in 2011 also included
the restoration of 45 km of carriageway by
applying asphalt micro surfacing, in addition to
upgrading the horizontal and vertical road signs on
the stretch operating between the bridge over the
Joanes River (km 8) and Praia do Forte (km 54).
On the stretch of the highway known as Linha
Verde (Green Line), located between the access
to Praia do Forte (km 54) and the border with the
state of Sergipe (km 189), CLN worked to restore
the surfacing and the horizontal and vertical
signposting, in addition to building drainage
devices, installing new vertical signposting and
reflective studs to ensure greater user safety
at night. Besides the main carriageway itself,
improvement work was also carried out on the
accesses to the beaches at the Port of Sauípe,
Subaúma, Palame, Baixio and Conde.
INVEPAR GROUP
68
Road works
and improvements
3.9 km
116.6 km
1.4 km
96.6 km
Duplication of the BA-099,
Guarajuba-Itacimirim stretch
Construction of side roads
of horizontal road signs
(installation of reflective studs)
of horizontal road
markings (painted)
User relations
––––––––––––––––––––––––––––––
CLN highway operation
recovery vehicles monitor
the entire highway.
Along the 46 km stretch it operates, CLN
maintains an operating structure to ensure
the safety, convenience and comfort of road
users. The CLN road operations use four traffic
inspection vehicles, two rescue/ICU ambulances,
a tow truck for heavy vehicles, a vehicle for
picking up animals and a tanker with a capacity
of 10,000 liters, in addition to a toll-free 0800
number for highway emergencies and SOS
telephone boxes along this stretch at 2 km
intervals. This entire structure is managed by the
CCO (Operational Control Center) and by a team
on 24/7 stand-by.
Between January and December 2011, CLN
attended to 5,501 users, resulting in 11,276
call-outs. In addition, the Ombudsman and the
free phone number responded to 11,028 calls
from users.
69
2011 Annual Report
The CLN Tollgate
ensures an efficient
service for users of
Highway BA-099.
260 m
2
of vertical signposting
45 km
of asphalt micro
surfacing
––––––––––––––––––––––––––––––
CLN’s socioenvironmental projects are joint
undertakings with the Invepar Institute. During
2011, approximately R$ 396,000 were invested
in socioenvironmental actions and projects,
benefiting directly or indirectly over 116,000
people in the communities bordering the highway.
Social projects with the communities
Education for Life
Workshops in traffic education, dietary reeducation, the economics of sharing and
education in ecology within the communities in
the municipalities of Jandaíra, Conde, Esplanada,
Entre Rios, Mata de São João and Camaçari,
an area served by Highway BA-099 on the
Costa dos Coqueiros (Coconut Tree Coast) for
young students. The workshops involved 684
participants, with an additional 400 people taking
part in educational activities that sought to
encourage pedestrians and cyclists.
Movement in Defense of the Sexual Rights
of Children and Young People
This contributes to putting into effect the
actions of the State Commission against Sexual
Violence against Children and Adolescents,
whose proposal is to provide the communities
with information that encourages responsible
behavior by residents in their formative years.
Ten encounters were held in community entities
and schools, mobilizing students, teachers,
parents and teenagers.
Over 34,000
people benefited
from CLN’s
socioenvironmental
actions
INVEPAR GROUP
70
Highlights
Mão Dupla (Both Ways)
––––––––––––––––––––––––––––––
Provides training and qualifications for 400
micro and small individual and communitybased entrepreneurs (tire repair shops,
locksmiths, traders etc.) operating in the
vicinity of the BA-093 and BA-099 System.
They are provided with training activities so
that they can better manage and run their own
businesses. The project provides classes in
accounting, sustainability and service quality,
among others. It is the result of a partnership
between CLN, CBN (Concessionária Bahia
Norte), Sebrae and the OAS-Odebrecht
Construction Consortium, with the support
of the Invepar Institute, and is ministered by
the IPGA (Institute of Applied Managerial
Research and Technology). The aim of this
initiative is to qualify these businesses to
offer services to both highway users and the
surrounding communities. At the same time,
its goal is to enhance road safety by freeing up
the right-of-way and effectively contributing
to local development, raising the annual
revenues of these entrepreneurs by 10%. The
“Mão Dupla” project began in 2010 and is
expected to end in 2013.
in the municipalities of Camaçari, Mata de São
João, Esplanada, Conde and Jandira.
Training for Entrepreneurship
––––––––––––––––––––––––––––––
One of the objectives of this program is to
create professional and sustainable enterprises
in handicrafts produced by the women of
the Sucupió, Mutirão and Novos Horizontes
community, located in Catu de Abrantes,
Camaçari, in the state of Bahia. The program
includes vocational training workshops
organized by artisans of the Association of
Coconut and Oil Palm Straw and Vine Artisans,
as well as citizenship awareness and solidarity
economics workshops. The initiative also
involves promoting partnerships and alliances.
As a result, participants enhance their selfesteem while furthering their independence.
In 2011, 20 women who concluded the program
took part in an exhibition of decorative furniture
and fittings based on oil palm straw.
Plante Saúde (Planting Health)
––––––––––––––––––––––––––––––
Alternative organic farm production that
encourages farmers in communities close
to the highway to embrace clean technology
by using sustainable handling techniques
and proper soil use, so as to generate income
for the families involved while boosting food
safety. Seventy agricultural families took
part. In 2011, after evaluating the inclusive
nature of the project jointly developed with
the Costa dos Coqueiros Sustainable Forum,
the project was selected and awarded
R$ 200,000 by the State Governor of Bahia
to organize production and to set up the
Costa dos Coqueiros Solidarity Rotating Fund,
benefiting 12 solidarity production groups
The CLN “Mão
Dupla” Project:
training for micro and
small entrepreneurs
in the vicinity of the
BA-093 and the BA099 System.
71
2011 Annual Report
72
INVEPAR GROUP
Environmental projects
––––––––––––––––––––––––––––––
During 2011 CLN implemented several projects
to reduce its environmental footprint.
Cleaner Production Project
Water catchment using artesian wells for water
for secondary use, such as irrigation of central
reservations and flush toilets, among others,
leading to 50% savings in the consumption of
treated drinking water.
Efficient energy consumption
This project involves replacing poorly energyefficient air conditioners with low consumption
models, leading to savings in electricity
consumption of around 30%. CLN is also studying
alternative energy sources, such as using solar
panels already installed in call box equipment
located along the highway.
Reforestation
Drafting and execution of a plan covering the
right-of-way and highway on/off ramps, including
reconstitution of fragments of the Atlantic Forest
vegetation and the planting of 8,000 units. An
in-house nursery was built to produce seedling of
species native to the region, and an instrument of
technical cooperation signed with the Costa dos
Coqueiros Ecology Corridor Institute (Incecc) to
actually plant the native species.
Monitoring Water Quality
A program to monitor the water in those rivers
intercepted by duplication work. The physical and
chemical aspects of the water are analyzed and
any pollutants are identified.
Degraded Area Recovery Plan
Environmental recovery of gravel and sand beds,
products used in duplication work, consisting
of topographic reconfiguration, drainage, soil
improvements and replanting, according to the
works schedule.
In-House Selective Garbage Collection
Through a partnership with the Collectors’
Cooperative of Lauro de Freitas (Caelf), it was
possible to collect and donate 2,400 kilos
of solid waste in 2011. The material collected
by the Cooperative provides a source of income
for its members.
50%
reduction in water consumption
thanks to the CLN Cleaner
Production Project
30%
estimated energy savings
by replacing the air
conditioning devices
73
2011 Annual Report
CART
(Concessionária
Auto Raposo
Tavares)
––––––––––––––––––––––––––––––
CART manages the Raposo Tavares Corridor, a
444-km stretch of highways and local accesses
along the Bauru/Ourinhos/Presidente Epitácio
axis, comprising the João Baptista Cabral Rennó
(SP-225), Orlando Quagliato (SP-327) and
Raposo Tavares (SP-270) highways connecting
the state of Mato Grosso do Sul to the Pontal do
Paranapanema region and the Northern Region
of the state of Paraná to the Castelo Branco
Highway, which provides access to the São Paulo
Metropolitan Region and to the Port of Santos.
Invepar won the international tender for the
Raposo Tavares Corridor concession organized by
the State Government of São Paulo, in October
2008, offering the lowest toll fee. The following
year, CART became responsible for managing
the Raposo Tavares Corridor and also became
responsible for maintenance and improvements
to the highways and for providing medical and
mechanical rescue services to users.
Headquartered in Bauru and with an office
in Presidente Prudente, both located in the
São Paulo hinterland, CART employs over
600 people directly, as well as 1,800 service
providers on the highways.
One of the management highlights at CART in
2011 was the ISO 9001:2008 certification, which
establishes the standardization of its principal
organizational processes, the quality of service
provided to its highway users and the search
for continuous improvement of its management
methods. For 2012, the company is in the process
of seeking two additional certifications: ISO
14001:2004, for environmental management,
and OHSAS 18001:2007, covering occupational
health and safety management.
Raposo Tavares Corridor:
444 km of highways and
local accesses in the state
of São Paulo.
INVEPAR GROUP
74
Subsidiary Companies – CART
––––––––––––––––––––––––––––––
Over the 30 years of the concession until 2039,
CART will invest R$ 2.54 billion in road works.
The larger portion, R$ 1.7 billion, will be invested
in the first seven years of the concession up to
2016, by which time the highways comprising
the Raposo Tavares Corridor will have been
converted to dual carriageways.
In 2011, CART made progress in overall highway
renovation, undertaking important structural road
works to enhance traffic flow along the Raposo
Tavares Corridor. One example was the installation
of a new roundabout in the municipality of Santa
Cruz do Rio Pardo, located at km 29 of the Orlando
Quagliato Highway, facilitating traffic conditions for
users of that stretch.
Other road works worthy of mention were the
remodeling and expansion of the Ourinhos
interchange at the junction of the Orlando
Plans for 2012
- Duplication road works on approximately 30 km
of carriageway.
- Conclusion of the OCC (Operations Control
Center).
- Road works to begin on the viaduct structure
over the BR-153, in Ourinhos.
- Application for ISO 14001:2004 and OHSAS
18001:2007 certification.
- Installation of call boxes on the new duplicated
stretches.
- Conclusion of the telephone service system at
USUs and in the OCC.
- Installation of one fixed and two mobile
weighing stations.
- Recovery of 280 erosion points.
Quagliato and Raposo Tavares highways, which
also contributed to improved traffic flows.
Also in 2011, CART installed the definitive
data transmission infrastructure, including the
laying of fiber optics along the 444 km of the
Corridor, so as to meet the company’s internal
requirements and afford greater safety to users.
The company also inaugurated nine new USU
(User Service Unit) facilities, providing users with
greater safety and comfort.
R$
2.54
billion
are to be invested by
CART over the 30 years of
the concession
Customer relations
––––––––––––––––––––––––––––––
Between January and December 2011, CART
responded to 37,239 users, resulting in 78,234
call-outs. During this period the mechanical
rescue teams repaired 7,445 vehicles with
problems on the highways, enabling drivers
to continue their journey. The two trucks
rescued 12,685 light vehicles over the same
period. Tow trucks for heavy and extra heavy
vehicles were called out 2,627 times. Rescue
and mobile IC units were called out 1,417 and
771 times, respectively.
The highways and stretches of road under
concession are equipped with a structure
comprising ten inspection vehicles that circulate
24 hours a day. It also has 12 bases, 12 light tow
trucks, three heavy and three super heavy tow
trucks, 12 pre-hospital care units (three ICUs and
nine ambulances), two fire tenders, two animal
capture units and more than 300 personnel,
including doctors, early responders, nursing
professionals, highway operators, tow truck
drivers and attendants.
75
2011 Annual Report
Road works and
improvements
Resurfacing of 288.3 km of the main carriageway and 50.6 km of access roads.
Installation of 69.7 km of drainage systems.
Construction of 85.7 km of hard shoulder on the SP-225.
Erosion rectified at 126 locations.
Installation of 265.2 km of fencing.
Horizontal signposting along 288.3 km.
Three viaducts built.
Restoration of 11 bridges and viaducts.
Restoration of 53 galleries and cattle crossing points.
Installation of 12 crash barriers on special works of art.
Duplication of 1.28 km of the SP-270.
Installation of fiber optics along the 444 km under concession.
Restoration and improvement of 28 return facilities.
Construction of nine USU (User Service Units).
The company has published an activities
book in Portuguese called Turma da CART
(The CART Gang) on traffic education,
intended for children. Thirteen thousand
copies were distributed to users, both at
tollgates on Children’s Day (October 12), and
in the children’s event, Recreança, in Bauru
and Ourinhos, and at the Children’s Party in
Presidente Prudente. During the year, CART
distributed 300,000 copies of its magazine
CART Caminhos at the tollgates, service
stations and by post using directed mail shots.
As part of the service to users of the Raposo
Tavares Corridor at Carnaval time, CART also
distributed 25,000 free copies of the Guia da Folia
(What’s On At Carnaval) at tollgates and strategic
points throughout the four largest municipalities
served by the highway. The guide book contains
information about all events and attractions
in the towns and cities along the Corridor, in
addition to 25,000 copies of the Guia de Férias
(Holiday Guide), listing leisure tips and options at
those locations to suit all tastes.
CART organizes
talks about
road safety for
highway users and
communities.
INVEPAR GROUP
76
Subsidiary Companies – CART
Highlights
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Caminho Verde
(Green Path Project)
––––––––––––––––––––––––––––––
In 2011, CART commenced the Caminho
Verde (Green Path) Project, consisting of
replacing the native plant cover on the
right-of-way along the Raposo Tavares
Corridor, making the highway much more
pleasant for users. The pilot project planted
10,000 native seedlings on 23 beds along
both sides of the highway, on a 3-km stretch
of the SP-225, between kilometers 310
and 313, and it is expected to extend this
proposal to the stretch managed by CART.
The concessionaire also planted seedlings
of native tree species so as to restore
degraded areas in four different locations
along the Raposo Tavares Corridor, totaling
50,000 seedlings planted.
Caminho Verde
(Green Path) pilot
project along the
Raposo Tavares
Corridor.
Traffic safety
––––––––––––––––––––––––––––––
Several measures were taken, including
talks, workshops and barricades, in addition
to supporting cycle trips and walks intended
for highway users and the communities along
the Raposo Tavares Corridor. The tollgates
and the educational measures between
them distributed over 300,000 leaflets
containing safety tips. Approximately 4,000
motorcyclists from several municipalities
along the corridor installed special telescopic
antennae as protection against “cerol”
(a dangerous powdered glass and glue
mixture) used to cover kite lines. CART also
embarked on systematic campaigns intended
to improve the quality of the health of truck
drivers who use the highway. The educational
approach resulted in 36 talks about road
safety for adults and children, with around
7,000 participants.
Health & Citizenship Initiative
––––––––––––––––––––––––––––––
Held in eight stages during 2011, this
involved activities jointly sponsored by
CART and public and private entities that
attended to 1,892 users on matters of
health, in addition to the free services
provided to truck drivers and other
highway users. There were other health
initiatives, resulting in 4,000 appointments
during the year.
The campaign against
sexual exploitation of
children and adolescents
––––––––––––––––––––––––––––––
In 2011, three educational campaigns were
organized against the sexual exploitation
of children and adolescents. This involved
distributing more than 117,000 information
leaflets, as well as holding talks, marches
and enlightenment barricades.
77
2011 Annual Report
Growth of MetrôRio:
today there are 35
stations covering the
southern, downtown
and northern regions
of the city.
MetrôRio
––––––––––––––––––––––––––––––
When it was inaugurated in 1979, MetrôRio
had only 4.3 kilometers of track and connected
five points close to the downtown of the city of
Rio de Janeiro. On its first ten days of operations,
it transported over half a million people, a daily
average of 60,000 passengers at that time.
Thirty years later, in 2009, MetrôRio became
a member of Invepar.
The numbers today show how the company has
grown, while the subway is the preferred method
of urban transportation. There are 35 stations
covering districts on the south and north sides,
as well as downtown, totaling 40.0 km of tracks.
In 2011, the daily average of passengers
transported exceeded the 630,000 mark, while
total passengers transported reached 180
million. Following the signing of an amendment
in 2007, the concession agreement was extended
until 2038. This long-term outlook has led
Invepar to intensify its investments.
The six types of interconnected systems offered
to MetrôRio passengers – surface rail, the
Barra Express Service, the Jacarepaguá Express,
the SuperVia Integrated Service, the Express
Integrated Service and the Intermunicipal
Integrated Service – and the 11 bicycle parking
lots are examples of the multimodal transport
industry, showing that integrated services are
the solution for improving traffic. There are
16 integrated express lines that leave from
seven stations. The SuperVia Integrated Service
benefits inhabitants of the Baixada Fluminense
district and can be boarded at four stations.
40.9 km
is the extension of
roads connecting the 35
stations of MetrôRio
INVEPAR GROUP
78
Subsidiary companies – MetrôRio
Total passengers and business day average
Evolution (1999-2011)
179,893
640
106,890
399
1999
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Total passengers
in thousands
2011
Business day average
in thousands
––––––––––––––––––––––––––––––
Currently, MetrôRio’s largest investment is the
acquisition of 19 new trains to meet the growing
demand for transport in Rio de Janeiro and
to improve the quality of the service by offering
690% more trains. The total investment in
modernization and in purchasing new trains will
be approximately R$ 812 million.
In 2011 the Invepar Group began the construction
of the Uruguai Station in the Tijuca district, which
should be concluded by the end of 2013. Between
2009 and 2011, some R$ 311 million were
invested in the site of the new station and in the
acquisition of trains.
process and the arrival of the trains in Brazil by
assembling an engineering project management
team working out of Rio de Janeiro and in China.
Eight engineers were deployed to Changchun
over alternate periods beginning in August 2011.
New trains
––––––––––––––––––––––––––––––
At least ten new trains are expected to be
operational by the end of 2012, circulating on
lines 1 and 2. With more trains in circulation,
MetrôRio hopes to raise the quality of the service
by reducing the intervals between trains, primarily
at peak times, and by increasing the offer.
In 2011, MetrôRio noticed a substantial increase
in the demand for transport, with 15 million more
passengers than in 2010.
The new trains are equipped with more powerful
air conditioning and are totally electronic.
They will use 30% less electricity, as they run
on alternating current and have a regenerative
braking system.
MetrôRio initiated the process for buying the
new trains in 2008/2009, and they began to be
manufactured in 2011, in China. The company
prepared itself to accompany the manufacturing
Passengers may roam from one coach to another,
allowing for better distribution of passengers
throughout the trains. The air conditioning
is shared and there will be a more balanced
79
2011 Annual Report
Investments by MetrôRio
R$ million
2004
11.3
2005
11.9
2006
2007
17.9
23.8
2008
49.8
2009
52.2
2010
2011
250.7
199.2
temperature. The floors of the coaches will
be coated with a flameproof petrochemical
compound. The capacity of the new trains will
exceed that of the current ones.
It is expected that by March 2013, all 19 new
trains will be operational. Another challenge
for 2012 is the start of the modernization
of the electrical, control and signaling system
infrastructure.
66
R$
million
were invested in building
the Cidade Nova Station
R$
225
million
were invested in constructing
the link between subway
lines 1 and 2
80
INVEPAR GROUP
Target: 1.1 million passengers in 2016
––––––––––––––––––––––––––––––
Rio de Janeiro will host two mega sporting
events over the next five years: the World
Cup, in 2014, and the Olympic Games in 2016.
MetrôRio has begun preparing to meet the extra
demand for passengers. The company already
has the experience of dealing with large events,
such as the New Year’s Eve party (Réveillon)
on Copacabana beach and the samba school
parades at Carnaval time.
Part of MetrôRio’s plans is to restructure
the signposting inside the stations, making
information available in three languages:
Portuguese, English and Spanish. Arrangements
will also be made with universities that teach
language courses, so that university students can
work in the main stations, providing assistance
to foreign tourists.
––––––––––––––––––––––––––––––
The subway is the urban transport system with
the lowest greenhouse gas emissions, as it uses
electricity from hydroelectric plants. In terms
of the company’s strategy, there are plans to
expand the network. The main steps by MetrôRio
in this direction will be to illustrate the feasibility
of expanding the subway, emphasizing the
project’s relevance, and cooperating with the
government of Rio de Janeiro in this task.
MetrôRio also believes that by integrating buses,
trains and the subway it will effectively take a
large number of cars in the Metropolitan Region
of Rio de Janeiro off the road. This will also
make it possible to contribute to urban mobility
– one of the strategic objectives of Invepar –
seeking to support the improvement in traffic
while reducing GHG (greenhouse gas) emissions.
MetrôRio is also studying the feasibility of
modernizing the 30 existing trains, in line with
a European trend of salvaging and reutilizing
MetrôRio
will invest in
restructuring
signposting
inside the
stations, so
as to better
attend to
foreign
tourists
equipment and materials, such as stainless
steel boxes, finding a use for them instead of
disposing of them. Besides avoiding the disposal
of materials into the environment, the initiative
will bring savings to the Group.
Waste management
––––––––––––––––––––––––––––––
In 2011, the MetrôRio Waste Management Project,
involving batteries, lubricating oil, scrap iron
and paper, among others materials, raised 28,000
kilos of batteries and accumulators; 10 m3 of
lubricating oil; 413 t of scrap iron; 38.4 t of nonferrous scrap and 3.3 kg of paper and cardboard.
Hazardous waste is forwarded for further
processing by companies authorized by
the environmental entity. Some 51.6 t of oil and
grease-contaminated materials, 910 m3 of oily
effluents, 3.3 t of fluorescent lamps and 280
kg of medical center waste were accumulated.
Events were held to collect and recycle waste
found on the beaches, commemorating the
Environment Day.
81
2011 Annual Report
Lessons learned
Overcrowding and high internal temperatures are
the main complaints by subway users. In the case
of temperature, the problem arises because of
the fact that 50% of the route taken by the trains
is above ground. The trains receive intense solar
heat, compounded by the stainless steel used to
manufacture the old trains, which today are between
35 and 40 years old.
Furthermore, the air conditioning in the older trains
is not appropriate to support exposure to sun. To
resolve or mitigate these problems, MetrôRio will put
19 new trains into service, conceived using solutions
that afford passengers better thermal comfort. Ten
trains will be operational before the end of 2012 and
the entire fleet by March 2013.
Commitment
––––––––––––––––––––––––––––––
Part of the commitment by MetrôRio involves
fostering quality of life, a responsibility the
company welcomes for the benefit of human
development. The company’s commitment begins
on the tracks, but extends to the entire city. This
is why the company supports initiatives such as
training sessions, courses and environmental,
social, artistic, cultural and educational
programs. There is also a need to strengthen
ties with the employees, the communities
surrounding the stations and society in general.
MetrôRio, as a signatory to the Global Compact,
adheres to the directives intended for fostering
sustainable development and citizenship
by means of internationally accepted values.
In 2011, the company released its second
Progress Notification Report.
MetrôRio is investing R$ 20 million in the
total (electromechanical, tactile, podatactile
and hearing-impaired) accessibility project.
R$
311
million
were invested in building
the Uruguai Station and in
the acquisition of new trains
between 2009 and 2011
All 35 stations of lines 1 and 2 now have visual
signposting for those with impaired hearing,
as well as signs in Braille and “Warning” and
“Directional” flooring for the visually impaired.
All platforms have seats for persons with
disabilities or reduced mobility, while the trains
have room for wheelchair users. In September
2011, 75% of the stations were equipped to
provide access to the physically handicapped.
MetrôRio also participates in the “Rio Como
Vamos” (“Rio, how are we doing?”) movement.
This is an initiative to monitor the local
government, using surveys that evaluate what
people think about different aspects of the city,
such as health, education, transport and the
environment, among others.
82
INVEPAR GROUP
––––––––––––––––––––––––––––––
Cine Chega Mais
The aim of this project is to create space, in a
democratic and accessible manner, for full-time
audiovisual activities, generating income and
creating employment opportunities. Introductory
workshops are available covering aspects of
the cinema industry, including cinematographic
terminology, script creation, production,
shooting, photography, lighting and non-linear
editing. The project benefited 240 young people
over the age of 17 from over 20 communities.
It lasted for 10 months.
Vôlei em Rede (Volleyball Network Program)
The principal feature here is to coach volleyball
as a sport. Some 790 children aged 9 to 15
benefited from the project.
Community Mobilization Network
The purpose here is to provide a forum for
discussing socioenvironmental responsibilityrelated actions in the communities bordering
280
liters
of used cooking oil were collected in
a recycling campaign organized by
MetrôRio in 2011
790
children attended the
Volleyball Network program
the MetrôRio lines. Eight meetings in all were
held, involving 98 participants, 33 communities
and 46 institutions.
Cooking Oil Campaign
MetrôRio undertook a Cooking Oil Recycling
Campaign intended for subway users, as
a means of cooperating with the environment.
The campaign brought together MetrôRio
and the Grande Rio Reciclagem Ambiental
(Greater Rio Environmental Recycling) which
was in charge of collecting the waste and
recycling the oil. Employees and customers took
the oil in PET plastic bottles, depositing it at
collecting stations installed in the administration
and maintenance buildings, as well as on the
station mezzanine floors. External collections
continued at three stations until November
2011. In exchange, employees received cleaning
material according to the amount of oil delivered.
Between April 20 and December 31, 2011 some
280 liters of oil were collected.
83
2011 Annual Report
Highlights
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Quiosque Solidário
(Solidarity Kiosk Project)
––––––––––––––––––––––––––––
The MetrôRio stations at Ipanema/General
Osório and Largo do Machado have kiosks
selling products made by community
production groups and social institutions.
Some of these groups were given technical
and management training to prepare them
to compete in the market. The project means
that 12 community institutions can now
bring their produce to market. These are:
Alfazendo, Entre Amigas, As Charmosas,
Mães da Maré, Ressurgir, Tem quem Queira,
Grupo Athos, Fundação Laço Rosa, Rede
MUF, Mãos que Tecem a Rede, Grupo
Fibra and Mulheres Eco-Artesãs. This has
resulted in higher income for the individual
entrepreneurs, in addition to making the
production groups self-sufficient while
strengthening the self-esteem of those who
are part of the initiative.
Ecology in Action
––––––––––––––––––––––––––––
Based on the central themes of education,
the environment and culture, this MetrôRiosponsored project has been changing the
routine at public schools in Rio de Janeiro
by introducing environmental education into
the school syllabus. Teachers and students
take part in workshops, so as to create a
permanent matrix involving this theme.
The aim is to make local communities
aware of the importance of environmental
conservation as a way of contributing to a
better quality of life, by preserving natural
resources while generating jobs and income.
MetrôRio
Solidarity Kiosk:
products made
by community
institutions.
84
INVEPAR GROUP
Subsidiary Companies – CBN
CBN
(Concessionária
Bahia
Norte)
––––––––––––––––––––––––––––––
When the concession of the BA-093 Highway
System began, in 2011, it was a milestone for
Invepar within the business expansion plans.
Concessionária Bahia Norte, a highway
management company, was created in 2010 by the
Invepar-Odebrecht Consortium, which at the time
won the bid to manage the System for 25 years.
The BA-093 System comprises of 121.45 km
of highways, that should receive investments
of around R$ 1.7 billion involving restoration,
improved access, conservation, maintenance
and duplication of several stretches, in addition
to providing services to users of the following
highways: BA-093 (the stretch from Simões Filho
to the municipal boundary of Mata de São João
and Pojuca); BA-535 (Via Parafuso); BA-526 (CIA/
Airport); BA-512 (access to Camaçari); in addition
to BA-521 and BA-524 (the traffic corridor
connecting Camaçari and the Port of Aratu).
The BA-093 System effectively became
operational in February 2011, and provides
services that include tow trucks, first responders,
road inspection, an operational control center
and operational support bases. April saw the
inauguration of four tollgates. The fifth and last
tollgate began functioning in July of the same year.
––––––––––––––––––––––––––––––
Concessionária Bahia Norte has already invested
R$ 271 million in carriageway restoration, as well
as providing services to users and creating jobs,
ever since it took up the concession of the BA093 System in August 2010.
The restructuring of the highways of the BA-093
System is economically significant for the entire
region. The highways managed by CBN are the
85
2011 Annual Report
main arteries by which the large companies
and the industrial conglomerates comprising
the Port of Aratu, the Camaçari Industrial
Complex – the latter accounting for 20% of the
state’s GDP, according to the Camaçari Industrial
Development Commission – and the Aratu
Industrial Center (CIA) shift their production.
The entire Metropolitan Region of Salvador
(where CBN operates) accounts for 45% of GDP
of the state of Bahia.
and BA-093 (the stretch linking Simões Filho to
the access to Camaçari) highways. These road
works are expected to be concluded by the end of
the third year of the concession. The construction
of the road system over the Ceasa intersection
along the CIA/Airport stretch will improve traffic
flow in the direction of the Camaçari Industrial
Complex and the Port of Aratu, with an expected
reduction of 50% in the time taken to drive from
Salvador to Camaçari.
The System also provides access to the Luiz
Eduardo Magalhães International Airport.
Other sectors such as tourism now have greater
expansion and local development capacity, thanks
to the revitalization from local road networks.
The road works are at full speed, and the
duplication of the 14 km of the CIA/Airport
stretch will be ready ahead of time, with delivery
scheduled for mid-2012, instead of February 2013
as contemplated in the concession agreement.
In February of 2011, emergency road works were
completed on 100% of the BA-093 System road
network, significantly enhancing driving conditions.
The road works and the operations of the
concession have created over 2000 jobs. This
figure rises to 3000 at peak road work times,
when around 70% of the inhabitants of the
communities comprising the BA-093 System are
hired, in line with the directive on training and
taking advantage of local manpower.
As part of the concession agreement, Bahia
Norte is duplicating a 53-kilometer stretch of
the BA-526 (CIA/Airport), BA-535 (Via Parafuso)
Progress in 2011
- Conclusion of emergency repairs
to the entire BA-093 System.
- Construction of five tollgates.
- Team selection and training.
-Implementation of 24-hour
user services.
-Installation of the Passe Expresso
system, with 8,000 registered users.
Concessionária Bahia
Norte manages
the BA-093 Highway
System, comprising
121.45 km of highways.
INVEPAR GROUP
86
Subsidiary Companies – CBN
Status of the road
works in December 2011
––––––––––––––––––––––––––––––
- Duplication of the BA-526 – At an advanced
stage along the entire length (14 km) of the
highway, primarily on the stretch running from
the junction with the BR-324 to the Ceasa
intersection, including the bridge at km 13 and
the construction of the Ceasa Roundabout
Road System.
- Restoration of the BA-524 – Definitive
restoration of the 24 km of the carriageway.
Drainage recovery and vertical and horizontal
signposting phase in progress.
-C
onstruction concluded of the USU (User
Service Units) on the BA-093 and the BA-524.
- R
estoration of the BA-093 – Hard shoulder
and surface drainage between km 14 and 24,
and commencement of construction of the
third lane, between km 28 and 30.
- C
ommencement of surface restoration on
the BA-512 and the implementation of the
hard shoulder.
––––––––––––––––––––––––––––––
Concessionária Bahia Norte is present in sport,
culture, education and the environment, in
addition to generating income through projects
dedicated to the sustainable development of
the communities in those areas crossed by
the highways.
The company’s actions seek to adhere
to the universal principles governing the
equilibrium among economic, social and
environmental matters, while fostering dialog
with its stakeholders based on the principles
of ethics, social responsibility and good
governance practices.
Highlights
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Mão Dupla
(Both Ways)
––––––––––––––––––––––––––––––
A joint CLN (Concessionária Litoral Norte) – CBN
project. Information about this initiative can be
found in the excerpt on “socioenvironmental
projects” in the sub-chapter about CLN, on page
70 of this annual report.
Traffic Education and the Bahia
Norte Junior Inspector Game
––––––––––––––––––––––––––––––
Held for the first time at the Polo de Cidadania
(Citizenship Hub), the event took place in the
month of November in Camaçari, bringing
together 530 volunteers and about 7,000
participants. Hundreds of children took
part in the Junior Inspector Game in which
CBN had the opportunity to raise important
issues such as defensive driving and respect
for traffic laws, in the form of games and fun,
with future motorists. The outcome was a
success, leading to invitations to hold a game
at the “Global Action” event, a partnership
between the Sesi Institute, the Globo TV Network
and local schools.
Cleaning up the River Joanes
––––––––––––––––––––––––––––––
300 people gathered on the banks of the Joanes
River, at a place known as Prainha de Parafuso,
to encourage the clean-up of the location and the
planting of tree seedlings. This was an initiative
by the Joanes-Ipitanga APA (environmental
protection area), and mobilized the local
population to protect the river, which is responsible
for providing 40% of the water for the Metropolitan
Region of Salvador.
87
2011 Annual Report
Lessons learned
Dialog with the communities
The task of integrating with the communities affected by the road works was notable for
the dialog with the media, opinion leaders and local authorities and, above all, with the
communities bordering the highways of the BA-093 System. First, the stakeholders were
mapped so as to identify which players would take part in the dialog and, based on this
survey, meetings were held to provide information about the concession, the concessionaire’s
business and the work methodology involving socioenvironmental development measures.
The primary result of developing this communication channel was the perception by users
and the general community of the benefits that the concession would bring to the region.
During the first year of operations, CBN visited 100% of the 30 communities identified
by the BA-093 Highway System. Thereafter, it drew up and set in motion an Emergency
Socioenvironmental Actions Program with the support of the Invepar Institute, using
the methodology of promoting local resources. The main objective was for the company
to commence its operations based on dialog with neighboring populations, while implementing
socioenvironmental measures.
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Socioenvironmental
Education Project
––––––––––––––––––––––––––––––
This involved 200 elementary and high school
students, as well as health agents, community
leaders and teachers, providing courses
and lectures on subjects such as garbage
collection, recycling and conservation, among
other issues involving the environmental
problems of the communities at Capelão,
Capiarara and Areia Branca, in Lauro de
Freitas. The initiative was brought to a close
with the inauguration of the Green Space
at the Tenente Gustavo dos Santos Municipal
School, in the Capelão community, in which
the students themselves became involved
with landscaping and planted 100 seedlings.
Sport and Citizenship
––––––––––––––––––––––––––––––
The project organized the Pitanga and Palmares
football tournaments as a means of integrating
the traditional communities descended from
runaway slave populations (quilombolas), as well
as other communities in the Metropolitan Region of
Salvador. In all, the project involved 10 communities
bordering the BA-093, directly benefiting 300
people, and indirectly, another 2,000. In order to
take part in the project, the communities received
advice on how to prepare social and sporting
projects and a media plan. The outcome was that
the local representative associations and the local
governments got together to effectively improve
the physical state of the football pitches. The local
population was also engaged to take part in mass
clean-up and renovation drives.
88
INVEPAR GROUP
Subsidiary Companies – CRT
CRT has already
invested R$ 1
billion in road
works, services
and operational
improvements
along the RioTeresópolis-Além
Paraíba Highway.
CRT
(Concessionária
Rio-Teresópolis)
––––––––––––––––––––––––––––––
CRT (Concessionária Rio-Teresópolis) manages
142.5 km of the BR-116/Rio-Teresópolis-Além
Paraíba highway system in the state of Rio de
Janeiro. The concession covers the municipalities
of Duque de Caxias (from the junction with the
BR-040/RJ), Magé, Guapimirim, Teresópolis, São
José do Vale do Rio Preto and Sapucaia, up to
the state border with Minas Gerais, close to the
town of Além Paraíba. The highway has a unique
feature: it crosses the Serra dos Orgãos National
Park, one of the most important Atlantic Forest
conservation areas.
The main link to the mountainous region of the
state of Rio de Janeiro, beginning in Teresópolis,
the highway is also the main alternative for
accessing the Lake District (Região dos Lagos)
and the north of the state. Since it first began
managing the Rio-Teresópolis-Além Paraíba
Highway, CRT has invested in road works,
services and operational improvements totaling
R$ 1 billion up to December 2011.
The agreement to manage the Rio-TeresópolisAlém Paraíba highway was signed in 1995,
with an effectiveness period of 25 years. Up until
2021, the concessionaire will be responsible
for carrying out improvements, enhancements,
conservation and maintenance on the highway,
in addition to the responsibility of providing user
services. The Invepar Group acquired a 25%
equity stake in CRT in 2010.
The Concessionaire’s
hallmark is
its environmental
conservation
initiatives
89
2011 Annual Report
––––––––––––––––––––––––––––––
The budget targets for toll revenue were
exceeded, totaling R$ 148.1 million, a growth of
3.57% in relation to the forecast for 2011. Road
works were carried out during the year, including
widening the carriageway, slope contention,
the implementation of a fixed weighing station,
expansion of the stretch leading up into the
Teresópolis Mountains and the construction of
the Parada Modelo side road. The entire road
works program sought to improve traffic flows
while enhancing user safety.
Invepar has a 25% equity interest in Concessionária
Rio-Teresópolis. Overall, CRT has 650 direct
employees and contractors, most of whom are
residents of Magé, Teresópolis, Guapimirim
and Duque de Caxias, local municipalities covered
by the highway. By creating jobs, collecting
taxes and improving highway infrastructure, CRT
makes a contribution to the development of the
region covered by the highway.
142.5 km
is the stretch under the
concession of CRT
148.1mi
R$
in toll revenue in 2011
2011 Highlights
- Round-the-clock inspection at the Três Córregos Weighing Station (PN-2), using
more employees.
- 16,806 SOS calls responded to, against 15,678 in 2010, an increase of 7.2%.
- 838 animals captured on the highway, against 1,025 in 2010, a reduction of 18.24%, which in
this case led to a decline in the numbers of accidents where animals were being run over.
- 126 wild animals captured and forwarded to the Teresópolis National Park, against 34 in 2010,
an increase of 193%.
- A decline of 7% in the number of accidents involving pedestrians, from 39 in 2010,
to 36 in 2011.
- Acquisition of two large-size tow-trucks, for towing passenger cars, reducing the number
of the smaller tow-truck call-outs, which increased the speed of response and reduced
fuel consumption.
- Constant monitoring at the Operations Control Center, so as to reduce the response
time to calls.
- Substitution of the entire fleet of tow-trucks by newer models, with higher technology, in order
to clear the carriageway more quickly.
INVEPAR GROUP
90
Over the last 15 years, some R$ 316 million
in taxes have been collected for the local, state
and federal authorities, accounting for 16.83%
of total tollgate takings over this period.
In 2011 CRT invested in qualification and
training for its employees, involving occupational
health and safety issues. It also instituted the
“Viver Mais” (Live Longer) program that provides
continuous healthcare, besides other initiatives
to foster employee well-being.
In regards to information technology, it’s
worthy to note the development of systems
and programs for improving the monitoring
networks, so as to comply with federal legislation
on this subject, and the development of a new
tool for analyzing and creating reports on
the tolls collected.
In early 2011 the company transferred the
headquarters of the USC (User Service Center)
to another location, with better infrastructure.
The USC facilities were built to high accessibility
standards and provide access to telephones and
faxes, in addition to waiting and private support
rooms for those involved in accidents or incidents
on the highway. The need to move the facilities
arose from the higher demand from users,
following the implementation of the 0800 number.
Tragedy in the mountains
––––––––––––––––––––––––––––––
In January 2011, Concessionária Rio-Teresópolis
initiated the campaign to raise donations for the
victims of the rainfall that affected the mountain
region, a tragedy that shocked Rio de Janeiro and
took the lives of over 900 people. CRT’s first step
was to suspend tolls for vehicles transporting
donations or volunteers. The campaign enjoyed
substantial coverage in the press and on the
highway, with an overhead panel and banners.
In all, 235 employees took part in the initiatives of
CRT, which included:
- signposting and confining the affected areas;
Materials received by CRT and donated to the flood victims
Collection Campaign – Items
Total
Water
12,406 liters
Hygiene material
21,382 items
Foodstuffs
Clothing
10,235 kilos
3,513 bags
Bed linen
394 bags
Medication/first-aid items
377 items
Children’s items (toys, cots, push-chairs, bath tubs, baby baskets)
111 items
Furniture and household appliances (mattresses, refrigerators, beds, cookers,
iron railings)
8 items
91
2011 Annual Report
- helping users trapped on stretches of the road;
- notifying users and the media as to the
conditions of the highway;
- re-opening the highway by clearing and
removing the debris;
- mapping the risk areas;
- rescuing riverside populations in
serious emergencies;
- strengthening the team and taking on
extra manpower;
- helping the local authorities of the cities and
towns affected, by assigning machinery and
equipment, while making space available for
receiving and handling the donations for the
victims of the tragedy.
Defense, the Department of Fire Services and
the Works Departments of the towns and cities
affected, especially Teresópolis.
After the disaster, road works were required at
132 points along the BR-116/RJ managed by
CRT. Of the 19 emergency locations, 12 have
been concluded, with work in progress at the
other seven, and conclusion expected for May,
July and December 2012. Of the 113 outstanding
locations considered as emergencies, 70 had been
concluded by April 2012, while the remaining 43
should be concluded by the end of 2013.
Slope contention work was also required in the
affected areas between km 5.3 (in Sapucaia) and
76.4 (in Teresópolis). All on-going interventions are
expected to be concluded in the first half of 2013.
From the onset of the tragedy, to the first weeks
of February, CRT provided support for the Civil
The User
Services
Center
provides
space for
those
involved in
accidents
132
points along the BR-116
required road works after
the floods that affected the
mountainous region of Rio de
Janeiro in 2011
235
CRT employees were
involved in solidarity
initiatives after the tragedy
INVEPAR GROUP
92
Lessons learned
Solidarity is priceless
CRT acted rapidly in January 2011, when the mountainous region of Rio de Janeiro was suddenly
hit by rainstorms that isolated several cities and caused the deaths of more than 900 people.
Between January and February, the 25,400 vehicles used to transport donations were
exempted from tolls.
Between January 12 and 17, traffic was interrupted on the stretch of the highway between
Teresópolis (km 76) and the border with the state of Minas Gerais, in the vicinity of the town of
Além Paraíba (km 2).
The stretch of the highway linking Rio de Janeiro and Teresópolis was not affected by the rains.
This episode showed that the CRT contingency plan – effectively applied during this period – is
extremely important and must be periodically assessed so that it is continually enhanced. It is
also fundamental to monitor and manage the hill sides as part of the prevention process. Lastly,
it was clear that the prevention system must be totally interconnected by fiber optics, so as to
afford the system greater security.
Highlights
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Som da Serra
–––––––––––––––––––––––––––
Olhares (Looks)
–––––––––––––––––––––––––––––
Dedicated to developing artistic and
educational activities, this project uses popular
and instrumental music as an educational
development tool. Besides training musicians,
it offers educational lectures, as well as digital
inclusion activities through supplementary
classes in informatics, in addition to fostering
the value attached to citizenship. The Som
da Serra (Music of the Mountains) project is
supported by incentive funds under the Rouanet
Law, and is intended for children and young
people. It has already trained over 300 students.
In 2011, 80 students from the Guapimirim
township directly benefited from the project,
as well as a further 400 indirectly. Thanks to this
initiative, in 2009, the students on the project
recorded their first CD.
Organized by the Lar Tia Anastácia children’s
home, and involving a group of 30 girls aged
between 13 and 18, the aim of the project is to use
photography to capture the reality of the women
residing in the Morro do Rosário community,
located in the São Pedro district of Teresópolis.
A further 150 people benefited indirectly from
the project. The initiative encourages the local
community to engage in the defense of its rights.
The weekly workshops were held over a one-year
period, and in addition to photography techniques
they also involved the history of the community and
women’s rights, among others issues. The closing
event was an exhibition entitled Nós, Mulheres do
Rosário (We, the Women of Rosário), held on the
Calçada da Fama (Walk of Fame) in Teresópolis in
the mountainous region of Rio de Janeiro.
93
2011 Annual Report
The CRT Mangue
Vivo Project:
recovery of a
degraded mangrove
swamp area close
to Magé (RJ).
––––––––––––––––––––––––––––––
Concessionária Rio-Teresópolis is involved in
seven projects that benefit approximately a
thousand people in the communities bordering the
highway. The CRT crosses seven towns and cities,
each of them with its distinctive socioeconomic
reality. On those stretches involving farming
activities or those with higher demographic
density, dialog with the community has been the
key to keeping these stretches safe. One example
of this interaction is the number of footbridges –
there are 22, although the minimum required by
law for a highway of this length is four.
In 2011, CRT engaged in ten socioenvironmental
projects. The Fauna Viva (Living Animals) project,
for example, which is being carried out on the
stretch of road that crosses the Serra dos
Órgãos National Park, is an effective measure
for preserving the wildlife in the region.
The main objective is to identify and monitor
wild animals that are run over on the highway
and those points with the highest incidence.
Since 2008, when the Fauna Viva project began,
a total of 901 animals have been rescued: 11
amphibians, 102 reptiles, 263 birds and 525
mammals. Of these, 211 (24 reptiles, 76 birds
and 111 mammals) were rescued wounded or
unscathed, and 125 were released back into their
natural habitats or at zoos.
Also worthy of note is the Mangue Vivo (Living
Mangrove Swamp) Project for restoring a degraded
area of the mangrove swamps located in the
municipality of Magé (RJ). In 2011, 16 hectares of
mangrove swamps were recovered. This project
was supported up to September 2011.
94
INVEPAR GROUP
Subsidiary Companies – CRA
CRA
(Concessionária
Rota
do Atlântico)
––––––––––––––––––––––––––––––
Construction of the viaduct
on a stretch of the CRA
concession in Pernambuco.
CRA (Concessionária Rota do Atlântico) is the
consortium comprising Invepar and Odebrecht
Transport, which in 2011 won the tender to manage
for 35 years the 45-kilometer stretch of the
Suape Road and Logistics Complex (Expressway),
in the state of Pernambuco. Each company has
a 50% equity interest in CRA. Operations are
expected to commence in the second half of 2012.
Northeastern Region, in addition to fostering the
development of tourism in Pernambuco. The route
will serve as a qualified alternative access to the
PE-60 highway that connects with the beaches
on the southern coastline of the state. Its main
contribution will be to provide access and logistic
support to the Suape Port Industrial Complex,
located on an area of 13,500 hectares distributed
between the municipalities of Cabo de Santo
Agostinho and Ipojuca.
The concession begins on the BR-101 South,
close to the Dom Helder Câmara Hospital
in the municipality of Cabo de Santo Agostinho,
and runs to the Nossa Senhora do Ó district, with
access to the Porto de Galinhas beach on the
southern coastline of the state.
Concessionária Rota do Atlântico will meet the
demand from the economic expansion in Brazil’s
––––––––––––––––––––––––––––––
With investments expected to be in the region
of R$ 450 million, the aim of the project is to
improve traffic around Suape, using an integrated
solution that includes safety, accessibility and
logistical support, in addition to providing support
95
2011 Annual Report
to fiscal inspectors from the State Finance
Department of Pernambuco. There are plans to
build viaducts over the PE-28, access viaducts
to Avenida Portuária, in the Curva do Boi
vicinity, and a new stretch of highway to Nossa
Senhora do Ó, in addition to a local roundabout
system. The Cape ring road, the North and
South TDRS and the access to Ilha de Cocaia
will be reconfigured.
In addition to implementing and reconfiguring
the road accesses, the business plan includes
modernizing and installing a signposting system,
the installation of street lighting and metal crash
barriers and impact cushions at the locations
that present higher risks.
The concessionaire will also be responsible for
highway maintenance and conservation, creating
an operational structure equipped with an OCC
(Operations Control Center), setting up an
operating base with a user service unit, mobile
weighing units, five tollgates and for building a
new Highway Police base.
The highway complex will be equipped with
manual and automatic (AVI) toll systems
monitored by CCTV, speed trap radars, emergency
signposting and variable message panels, weather
monitoring and mobile weighing equipment.
With over 100 companies installed and another
35 in the start-up phase, Suape currently receives
investments in the order of US$ 17 billion. An
oil refinery, three petrochemical plants and the
largest shipyard in the Southern Hemisphere
are being built in the region. These initiatives are
leveraging new production chains, transforming
Suape into a huge goods and services hub for the
oil and gas, offshore and shipbuilding industries.
Early challenges
––––––––––––––––––––––––––––––
CRA is building an operational approach based
on environmental care, valuing people’s work
and interfering as little as possible in the region.
Up to the end of 2011, the concessionaire
had installation permits for three tollgates,
the administrative headquarters and the stretch
of highway from Nossa Senhora do Ó.
In March 2012, CRA received the ASV (Vegetation
Removal Approval) to start work on those
stretches considered as APPs (areas of
permanent preservation), as well as on existing
fragments of vegetation. Approval was given by
the CPRH (the state environmental management
entity) after analyzing the Environmental Offset
Plan – a document prepared and forwarded by
Suape to the environmental entity.
Environmental set-off is a legal obligation
under federal law, and all projects that might
cause significant environmental impact in the
regions where they operate have to comply with
it. The legislation states that in the case of the
In 2011, CRA
dedicated its
activities to
logistical and
operational
support for the
project
96
INVEPAR GROUP
Subsidiary Companies – CRA
removal of vegetation, the project has to offset
this damage at another location, for example,
supporting the implementation and maintenance
of conservation units.
In 2011, the company dedicated its efforts to
the logistical and operational support for the
project, allocating priority to the deployment of
manpower and supporting the granting authority,
the Suape Complex, in pursuing administrative
and environmental issues. As it is in the preoperational phase, in December 2011, CRA ended
the year with a staff of 29 employees. When fully
operational, which should happen by the end of
2012, there will be an estimated 250 employees.
- the retention of a construction consortium
comprising 300 employees and 200 contractors;
- identifying an area for the concessionaire’s
provisional headquarters;
- structuring and hiring the team for the
administration office located in Boa Viagem,
which will house the executive management,
the management teams of the operations,
human resources, administration, finance, legal
contracts, IT and engineering departments.
During its first six months of existence, the
activities carried out by CRA were:
––––––––––––––––––––––––––––––
Concessionária Rota do Atlântico recognizes the
importance of socioenvironmental development,
and reflects this commitment primarily in issues
regarding compliance with legislation-related
norms, the fostering of ethics, sustainable
development, continuous improvement, the
prevention of adverse social aspects and meeting
the expectations and needs of stakeholders.
At CRA, the communication and
socioenvironmental responsibility departments
– reporting directly to the President – operate
jointly and have been structured and developed
since the company was created, hiring
specialized professionals responsible for social
communication and social development affairs
(social projects).
The company aims to achieve a balance
between the economic, social and environmental
dimensions. The guidelines of CRA determine
that within the economic scope, business must
be carried out to ensure efficiency, with the
emphasis on innovation and competitiveness, so
as to satisfy users, customers and shareholders.
The socioenvironmental dimension adheres to
the Millennium Goals and its objectives include
fostering equity, creating opportunities for
employees and for the communities surrounding
the expressway, in addition to the search for
ecological balance, so as to rationalize the use
of resources and mitigate the environmental
footprint by using innovative technology.
One of the objectives for 2012, is to advance in
the planning for drawing up a detailed analysis
of the communities within the area of influence
of the Suape Road and Logistics Complex
(Expressway) under the responsibility of CRA, in
the municipalities of Cabo de Santo Agostinho and
Ipojuca. This survey will provide input for preparing
the Action Program of the concessionaire’s
Socioenvironmental Development area, which
will be the pathfinder for the company’s practices
between 2012 and 2017.
97
2011 Annual Report
Workers
installing
fiber optic
cables along
the highway
managed by CRA.
Communication
––––––––––––––––––––––––––––––
One of the objectives of the CRA’s
Communication Department is to enable the
company to get closer to those directly and
indirectly involved in the project, since the
means of communication have a direct impact
on the quality of the services offered, personnel
safety, environmental conservation and the
company’s image.
The primary tools used for establishing internal
communication are the intranet, the bi-monthly
bulletin Jornal Marco Zero and the CultuRA
project in which, every month, activities
involving education, the arts, sport and regional
culture are chosen, and the authors invited to
plays and events.
INVEPAR GROUP
98
The 2011 Annual Social Balance Sheet
Company
1- Calculation base
2011 amount (thousands of Reais)
2010 amount (thousands of Reais)
Net Revenues (NR)
904,535
740,483
Operating Result (OR)
370,359
352,487
Net Income
-73,861
-24,884
209,630
151,289
Gross Payroll (GP)
2 - Internal Social Indicators
Amounts
(thousands)
% of GP
% of NR
Amounts
(thousands)
% of GP
% of NR
Meals
17,438
8.32%
1.93%
15,203
10.05%
2.05%
Mandatory social charges
45,555
21.73%
5.04%
26,925
17.80%
3.64%
0.14%
Private pension scheme
1,728
0.82%
0.19%
1,072
0.71%
Health
9,517
4.54%
1.05%
7,543
4.99%
1.02%
Occupational health and safety
2,709
1.29%
0.30%
2,216
1.46%
0.30%
Education
Culture
256
0.12%
0.03%
174
0.12%
0.02%
3
0.00%
0.00%
0
0.00%
0.00%
Training and professional development
3,021
1.44%
0.33%
1,106
0.73%
0.15%
Daycare and day care allowances
1,891
0.90%
0.21%
1,596
1.05%
0.22%
13,330
6.36%
1.47%
9,382
6.20%
1.27%
6,015
2.87%
0.66%
2,073
1.37%
0.28%
101,463
48.40%
11.22%
67,290
44.48%
9.09%
% on OR
% of NR
Amounts
(thousands)
% on OR
% of NR
211
0.06%
0.02%
99
0.03%
0.01%
1,628
0.44%
0.18%
3,313
0.94%
0.45%
0.00%
Profit sharing
Others
Total – Internal social indicators
3 - External Social Indicators
Education
Culture
Amounts
(thousands)
Health and sanitation
200
0.05%
0.02%
30
0.01%
Sport
240
0.06%
0.03%
274
0.08%
0.04%
1
0.00%
0.00%
0
0.00%
0.00%
1,952
0.53%
0.22%
398
0.11%
0.05%
Hunger and food safety campaign
Others
4,232
1.14%
0.47%
4,114
1.17%
0.56%
Taxes (excluding social charges)
Total contributions to society
69,403
18.74%
7.67%
51,260
14.54%
6.92%
Total - External social indicators
73,636
19.88%
8.14%
55,374
15.71%
7.48%
% of NR
Amounts
(thousands)
% on OR
% of NR
0.73%
4 - Environmental Indicators
Company operations/production-related investments
Investments in external programs and/or projects
Total investments in the environment
Regarding establishing “annual targets” for
minimizing waste, general consumption in
production/ operations and for increasing
efficiency in the use of natural resources,
the company
Amounts
(thousands)
% on OR
3,078
0.83%
0.34%
5,408
1.53%
366
0.10%
0.04%
1,992
0.57%
0.27%
3,444
0.93%
0.38%
7,400
2.10%
1.00%
( X ) has no targets
( ) meets 51% to 75%
( ) meets 0% to 50%
( ) meets 76% to 100%
( X ) has no targets
( ) meets 51% to 75%
( ) meets 0% to 50%
( ) meets 76% to 100%
5 - Staff Complement Indicators
2011 2010 No. of employees at the end of the period
3,778
3,409
975
921
4,848
1,399
No. of admissions during the period
No. of outsourced employees
No. of interns
No. of employees over 45 years of age
No. of female employees
% of managerial positions occupied by women
No. of Afro-Brazilian employees
% of managerial positions occupied by Afro-Brazilians
No. of persons with disabilities or special needs
55
56
558
483
1,191
945
4.87%
27.12%
1,927
1,181
4.58%
18.64%
141
79
99
2011 Annual Report
6 - Important information
about the exercise of corporate
citizenship
2011 2011
2012 Targets
Ratio of the highest to the lowest
company salaries
81
NA
Total number of work accidents
109
NA
The social and environmental
programs developed by the
company were defined by:
The standards of safety and
salubriousness in the work
environment were defined by:
( )
executive
board
(x)
executive board and
line managers
( )
all
employees
( ) executive
management
(x)
executive
management
and line
managers
( )
all employees
( )
executive
board
and line
managers
( )
all employees
(x)
all of these +
Cipa
( )
executive
management
and line
managers
( )
all employees
(x)
all of these +
Cipa
(x)
( )
adheres to encourages and
ILO standards
adheres to ILO
standards
( )
is not
involved
( )
is not
involved
Regarding freedom of union
association, right to collective
negotiation and internal worker
representation, the company:
(x)
( )
adheres to encourages and
ILO standards
adheres to ILO
standards
( )
executive
board
( )
executive board and
line
managers
(x)
all employees
( )
( )
executive executive board
board
and
line managers
(x)
all employees
( )
executive
board
( )
executive board
and line managers
(x)
all employees
( )
executive
board
( )
executive
board and line
managers
(x)
all employees
( )
are not
taken into
account
( )
are suggested
(x)
are required
( )
are not
taken into
account
( )
are suggested
(x)
are required
( )
is not
involved
(x)
supports
( )
organizes and
encourages
( )
is not
involved
(x)
supports
( )
organizes and
encourages
Total number of complaints and
criticisms by consumers:
at the
company
11,362
with the CPO
1
in the courts
608
at the
company
with the CPO
in the courts
% of complaints and criticisms
addressed or resolved:
at the
company
94.60%
with the CPO
100%
in the courts
57.5%
at the
company
with the CPO
in the courts
The private pension plan
includes:
Profit sharing includes:
When choosing suppliers, the
same standards of ethics and
of social and environmental
responsibility adopted by the
company:
Regarding employee
participation in volunteer work
programs, the company:
Total value added to be
distributed
(in thousands of R$)
In 2011: 589,437
In 2010: 398,240
Distribution of value added
(DVA):
16% government; 31% employees;
0% shareholders; 63% third parties; 10% retained
13% government; 39 % employees
0% shareholders; 51 % third parties; 3% retained
7 - Other information
The amounts shown in 2011 include the percentage equivalent to the equity interest, Law 6.404 of 1976, of the Invepar Group in CBN
(50%), CRA (50%) and CRT (24.91%), the amounts for 2010 having been restated, including the proportional interest in CBN (50%)
which had been considered as 100%; the amounts for the years 2010 and 2011 also include holding company information.
In the External Social Indicators, the amounts representing the Group’s socioenvironmental projects are included in “Others”, as these
are donation to the Invepar Socioenvironmental Institute, and will be shown on its own balance sheet.
Errata: Some information shown for the year 2010 on the previous balance sheet have been corrected in this one, as follows:
*We have included Net Income in the calculation base, as under the IFRS Non Operating Result no longer exists;
*We have retained the Operating Result merely for reference purposes when calculating the indicators;
*The Net Income of the Social Balance Sheet ignores the Construction Result.
INVEPAR GROUP
100
The 2011 Annual Social Balance Sheet
Model for education institutions, foundations
and social enterprises
1 - Identification
Name of the institution: Instituto Socio-Ambiental Invepar
Type/category (see instructions): Third Sector Organization
Nature of ownership and legal form: [X] association [ ] foundation [ ]
not-for-profit organization? [X] Yes [ ] No Exempt from employer’s Social Security contribution? [X] Yes [ ] No
Holds a Certificate of Social Assistance and Charitable Entity (CEAS)? [ ] Yes [X] No. Holds a registration number for: [ ] CNAS [ ] CEAS [ ] CMAS
Public utility? [X] No. If yes, [ ] federal [ ] state [ ] municipal Classified as an OSCIP (Law 9790/99)? [X] Yes [ ] No
2 - Sources of funds
2011
2010
Amount
(thousands of Reais)
Amount
Total Revenues
a. Government funds (subsidies)
b. Donations from legal entities
2,463
100%
2,278
100%
0
0.00%
0
0.00%
2,426
98.50%
2,251
98.83%
c. Donations from individuals
0
0.00%
0
0.00%
d. Contributions
0
0.00%
0
0.00%
e. Sponsorships
0
0.00%
0
0.00%
f. International cooperation
0
0.00%
0
0.00%
g. Services provided and/or sales of goods
0
0.00%
0
0.00%
37
1.50%
27
1.17%
h. Other revenues
3. Allocation of funds
2011
2010
Amount
Amount
Total Expenses
a. Projects, programs and social actions (excluding personnel)
b. Personnel (salaries + benefits + charges)
2,140
100%
1,941
100%
1,815
84.83%
1,643
81.84%
0
0.00%
0
0.00%
c. Miscellaneous expenses (sum of the following expenses)
325
15.17%
298
18.16%
Operating
301
92.61%
290
98.12%
21
6.47%
6
1.41%
3
0.92%
2
0.47%
Taxes and fees
Financial
Capital (machines + facilities + equipment)
0
0.00%
0
0.00%
Others (must be broken down depending on their relevance)
0
0.00%
0
0.00%
% of
revenue
2012
goals
0.00%
–
2011
4 - Internal Social Indicators
(Actions and benefits for the employees)
Not applicable, since the employees available to the
Institute are part of the Group’s staff complement
5 – Projects, actions and contributions to
society (actions and programs listed here
are examples, see instruction)
o. The environment/sustainable
development.
r. Sport and leisure.
v. Education.
x. Culture.
e. Local promotion/Citizenship.
Total
0
2010
% of
revenue (thousands of Reais)
0.00%
2011
% of
Amount revenue
0
2010
Amount
% of
revenue
2012
goals
R$ 398
16.16%
R$ 132
5.91%
–
Nº beneficiaries: 239,212
–
R$ 196
8.08%
R$ 195
8.51%
–
–
R$ 150
6.09%
R$ 134
5.86%
–
Nº beneficiary entities: 29
–
R$ 135
5.48%
R$ 341
16.12%
–
–
R$ 936
38.00%
R$ 841
47.00%
–
Nº Nº beneficiary entities: 12
–
R$ 1,815
73.69%
R$ 1,643
83.41%
–
6 – Other indicators
2011
2010
2012 Targets
N/A
N/A
0
2011
2010
2012 Targets
N/A
N/A
0
2011
2010
2012 Targets
10
10
8
6
7
6
0
Not applicable, as we are dealing with an institution of
education. All courses and activities offered are free.
Not applicable, since the employees available to the Institute
are part of the Group’s staff complement.
8 – Qualification of the staff complement
Total no. of technical and administration employees
No of post-graduate degrees (specialists, masters and doctors)
Graduates
1
1
Undergraduates
3
2
2
Persons with high school education
0
0
0
9 – Relevant information about ethics,
transparency and social responsibility
2011
2012 Targets
Ratio of the highest to the lowest compensation
The employee hiring process is:
Does the institution pursue any policy or actions that value
diversity within the staff complement?
Not applicable, since the employees available to the Institute are part of the Group’s
staff complement.
If “yes” in the previous question, which?
Does the organization pursue any policy or action [ ] yes, institutional
that values diversity among students and/or
[ ] yes, not institutional [X] no
beneficiaries?
When selecting partners and service providers,
ethical and social and environmental
responsibility criteria:
Employee participation in the Institution’s
planning:
Democratic electoral procedures for choosing
the organization’s coordinators and executives:
Does the institution have an Ethics Commission/
Committee that monitors:
[X] yes, institutional
[ ] yes, not institutional [ ] no
[ ] Afro [ ] gender [ ] sexual option
[ ] persons with special needs
[ ]___________
[X] _______All________________
[ ] are not taken into account
[ ] are suggested [X] are required
[ ] does not exist [X] takes place at departmental [ ] does not exist [X] takes place at departmental
head level
head level
[ ] takes place at all levels
[X] do not apply [ ] frequently apply
[ ] only apply to intermediate positions
[ ] all actions/activities
[ ] teaching and research
[X] all actions/activities [ ] teaching and research
[ ] experiments on animals/vivisection
[X] no
[X] no
Revenue and donations in 2010 were adjusted downwards by R$ 24,000, referring to an advance booked as cash, in addition to the subsequent
investments.
Editorial team
GRI consultancy, drafting, editing, Graphic Design, Desktop Publishing and
Print Production Report Sustentabilidade revision Assertiva Produções Editoriais Printing
and finishing WE Produções English version Vértice Translate Photography Marcelo
Carnaval, Cover images: elke / photocase.com ©iStockphoto.com chinaface, ©iStockphoto.com/olaser
Print run 50 copies Paper inside Alta Alvura, 120g/m2, cover in Alta Alvura, 240g/m2 and sleeve in
Duodesign, 300g/m2 Typefaces Flama Basic and Flama Book, Feliciano, 2002.
Invepar Contact
Avenida Almirante Barroso, 52
30th floor – Downtown Rio de Janeiro - RJ Tel. (21) 2211-1300
Investor Relations
[email protected]
In order to minimize the
environmental impact of this
publication, the coating on
the cover is biodegradable.
Selo
FSC
ingles
6 – Other indicators
2011
2010
2012 Targets
N/A
N/A
0
2011
2010
2012 Targets
N/A
N/A
0
2011
2010
2012 Targets
10
10
8
6
7
6
0
Not applicable, as we are dealing with an institution of
education. All courses and activities offered are free.
Not applicable, since the employees available to the Institute
are part of the Group’s staff complement.
8 – Qualification of the staff complement
Total no. of technical and administration employees
No of post-graduate degrees (specialists, masters and doctors)
Graduates
1
1
Undergraduates
3
2
2
Persons with high school education
0
0
0
9 – Relevant information about ethics,
transparency and social responsibility
2011
2012 Targets
Ratio of the highest to the lowest compensation
The employee hiring process is:
Does the institution pursue any policy or actions that value
diversity within the staff complement?
Not applicable, since the employees available to the Institute are part of the Group’s
staff complement.
Does the organization pursue any policy or action [ ] yes, institutional
that values diversity among students and/or
[ ] yes, not institutional [X] no
beneficiaries?
When selecting partners and service providers,
ethical and social and environmental
responsibility criteria:
Employee participation in the Institution’s
planning:
Democratic electoral procedures for choosing
the organization’s coordinators and executives:
Does the institution have an Ethics Commission/
Committee that monitors:
[X] yes, institutional
[ ] yes, not institutional [ ] no
[ ]___________
[X] _______All________________
[ ] does not exist [X] takes place at departmental [ ] does not exist [X] takes place at departmental
head level
head level
[ ] all actions/activities
[ ] teaching and research
[X] all actions/activities [ ] teaching and research
[X] no
[X] no
Revenue and donations in 2010 were adjusted downwards by R$ 24,000, referring to an advance booked as cash, in addition to the subsequent
investments.
Editorial team
GRI consultancy, drafting, editing, Graphic Design, Desktop Publishing and
Print Production Report Sustentabilidade revision Assertiva Produções Editoriais Printing
and finishing WE Produções English version Vértice Translate Photography Marcelo
Carnaval, Cover images: elke / photocase.com ©iStockphoto.com chinaface, ©iStockphoto.com/olaser
Print run 50 copies Paper inside Alta Alvura, 120g/m2, cover in Alta Alvura, 240g/m2 and sleeve in
Duodesign, 300g/m2 Typefaces Flama Basic and Flama Book, Feliciano, 2002.
Invepar Contact
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30th floor – Downtown Rio de Janeiro - RJ Tel. (21) 2211-1300
Investor Relations
[email protected]
In order to minimize the
environmental impact of this
publication, the coating on
the cover is biodegradable.
Selo
FSC
ingles

InvEPAr InStItutE - report:sustentabilidade

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