01a80 ingles

CONCESSIONS

MISSION: ENCHANTING USERS

π Maria Cláudia Lopes with her daughter, Ana Catarina (left), and Maria Eduarda Marques with her daughter, Valentina, at Maracanã Stadium in Rio de Janeiro

DOMINICAN REPUBLIC BREAKING WORKPLACE SAFETY RECORDS

LOGISTICS A ROTOR’S LONG JOURNEY TO THE POWER PLANT

JA NE IR O PA UL O

Odebrecht is helping increase urban mobility in several cities around the world. Through projects that make their Clients’ dreams come true and ventures in the transportation sector, Odebrecht companies help cities and countries grow, and millions of people enjoy a better quality of life.

SÃ O

DE RI O

AL EG RE RE CI FE

PO RT O

M IA M I

LI SB ON

CA RA CA S LO S TE QU ES LI M A

LI A BR AS Í

In these cities, you take the metro with us.

E D I T O R I A L

THE CHALLENGE OF DIRECT INTERACTION O

ver the course of its sevendecade history, Odebrecht has never been closer to the direct users of its projects and ventures than it is today. The Group is experiencing a strong expansion of its operations in the concession sector, which gives it an opportunity literally to look the end users of its operations straight in the eye. Actively present in the operations and management of roadways, sports arenas and water and sewer services, among other segments, its teams work directly with the people who give the concept of quality service its finest meaning.

How is that direct relationship conducted? How are the Group’s teams groomed to work with this new type of client? And how can its concessionaires and companies that do not necessarily work directly with concesssions generate synergy?

You will find the answers to these questions in the special report in this issue of Odebrecht Informa.

In Brazil, Odebrecht’s involvement in concession

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projects is enabling the Group to find solutions to major infrastructural bottlenecks for transportation and logistics that have prevented those sectors from keeping pace with the nation’s growth. But much demand remains unmet.

The Federal Government understands that the private sector has an important role to play in this context. The Group is doing its bit and will continue to do so. By combining its experience and expertise in engineering and construction with its long track record in projects carried out through PrivatePublic Partnerships (PPPs), Odebrecht is reaffirming its commitment to being where it is most needed - in Brazil and other countries, such as Peru and Colombia. That way, the Group is answering the call of governments and, more broadly, the societies it aims to serve.

Good reading. ]

π Rota das Bandeiras highway concession’s Operational Control Center in São Paulo State

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H I G H L I G H T S

COVER

ALL IN THE FAMILY

Photo by AmĂŠrico Vermelho

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Concessions Direct relations with end clients are a challenge and motivation for the Odebrecht teams working in concessions

Fathers and sons work side by side at jobsites in Ecuador, making them a second home

A SAFE WORKPLACE

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In the Dominican Republic, a culture of prevention sets new records in workplace safety

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FUEL

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CITIZENSHIP

Argentina makes progress in the manufacture of premium products

The IDC surpasses the mark of 350,000 services provided in 2013 in northeastern Brazil

FOLKS

INTERVIEW

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A conversation with Belkis, Otimário, Marcos and Maurício Paulo Cesena and the art of good relations with the concession companies’ end users

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SUSTAINABLE NATION Angola’s accomplishments in housing, professional education and other key areas

GIANT ON THE MOVE

ARGUMENT

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Transporting a 267-tonne rotor from Taubaté, São Paulo, to the Teles Pires Hydroelectric Plant

João Borba writes about the calling of thinking “outside the curve” to give better service

Odebrecht informa

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C O V E R

REACHING THE END CLIENT ODEBRECHT CONCESSIONAIRES’ TEAMS EXPERIENCE THE DAILY AND TRANSFORMING CHALLENGE OF DIRECT INTERACTION WITH USERS

π IIRSA North, in Peru: road improvements made it possible to triple the palmetto-growing area

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Odebrecht informa

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Fred Chalub

C o n c e s s i o n s

π Rota das Bandeiras team on the road: the concessionaire’s fleet includes seven ambulances and a mobile ICU

The story of Ana Lídia Borba is here. A brilliant triathlete, she almost lost her life in a road accident and is now back to high-level competition, motivated and grateful. The story of Janaina Pedrosa Dias, assistant principal of a public school in Belo Horizonte, is also here. She is experiencing a time of tremendous satisfaction, because she can devote more time to teaching children. And there is also the story of Maria Aparecida de Jesus, a resident of Itapemirim, Espírito Santo, who can now do household chores more easily and cheerfully. And there’s more.

You will also find the stories of Maria Eduarda Marques, Maria Cláudia Lopes, Dilsa Vasconcelos and Thiago Mascarenhas, passionate soccer fans who can enjoy the beautiful game in comfort and safety at Maracanã Stadium, the Itaipava Pernambuco Arena and the Itaipava Fonte Nova Arena.

You can read about all them and more in this special report on concessions, which begins on the next page. These are stories about good business strategies, but, above all, they are accounts of life solutions in action - equations in which the result is highly qualified services provided to direct beneficiaries, that is, the users. They are you. They are all of us. So don’t be surprised if you see part of your own story in the following pages.

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DIALOG MAKES ALL THE DIFFERENCE INTERGENERATIONAL UNITY IS THE HIGHLIGHT AT ODEBRECHT TRANSPORT Written by Fabiana Cabral

Director. “The thing that motivates me most is that our work changes the lives of our local communities.”

Fernando Goes helped create Foz do Brasil, now Odebrecht Ambiental (Environment), in 2007. He developed expertise in sanitation and concessions on the job, with the decisive aid of leaders like Geraldo Villin, Paulo Welzel, João Borba and Fernando Reis.

“They passed on their experiences through the process of Education through Work.” He also helped conduct studies and win concession contracts - Rio

Rogério Reis

In 1995, Fernando Goes arrived in Limeira, São Paulo, to tackle an unprecedented challenge in a brand-new business segment: leading the Quality program for Brazil’s first sanitation (water and sewer) concession.

“Concession contracts were a novelty in this country, and so was the Group’s operations in the sanitation sector. It required long-term investments and management,” he says. He spent four years in that city, during which time he held the responsibilities of Administrative-Financial Manager and General

π Fernando Goes: changing a community’s life

Odebrecht informa

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Guilherme Perez

C o n c e s s i o n s

π Júlio Perdigão: “Educational leaders empowered me”

das Ostras and Foz Águas 5, in Rio de Janeiro, and Cachoeiro do Itapemirim, Espírito Santo.

Three years later, he switched from “cubic meters per second” to “passengers per kilometer” when he joined the Odebrecht TransPort team.

As the leader of the Via Rio concession company (formed by Odebrecht TransPort, Invepar and CCR), he and his team are responsible for operating the TransOlímpica expressway linking the West and North Zones of Rio de Janeiro.

“When the project got started, we received support from two concessionaires, Bahia Norte, through Ricardo Ribeiro, and Rota das Bandeiras, through Luiz Cesar Costa,” observes Fernando Goes. Scheduled for completion by April 2016, the 13-km TransOlímpica

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Expressway is being built by TransRio, a joint venture of Odebrecht Infraestrutura, Andrade Gutierrez, OAS and Camargo Corrêa.

“As a result of the Group’s increasing investments in concessions, its Businesses have started bringing in people with experience in that field. In their turn, those people are helping groom a new generation that is being born and raised within Odebrecht,” says Fernando Goes.

Ongoing learning process Júlio Perdigão entered the world of Private-Public Partnerships (PPPs) and concessions when the Brazilian law regulating that area was enacted. He started out by working on the Codeverde

leaders who empowered me. Norberto Odebrecht taught me to make my own decisions and seek what is right; João Pacífico showed me how to be more patient, and Renato Mello contributed to clear and transparent relations with our partners,” he observes.

In late 2013, Júlio Perdigão took the helm at Rota das Bandeiras, the concessionaire that runs the Dom Pedro Corridor in São Paulo State. “Rota das Bandeiras marked Odebrecht’s return to road concessions. We won the concession contract four years ago, but we still have a lot of growing to do,” he comments. The main challenge is balancing teams made up of young and veteran members who have been groomed inside and outside the Group: “My leaders were my role models, and I am passing on that experience to my teams on the basis of discipline, respect and trust.”

Rogério Reis

agricultural development project on the São Francisco River. “Concessions run for 20 to 35 years, so our responsibility to our local communities is that much greater. The Ethos of Service is more intense, and must be ongoing.” He played an active role in the project from the initial studies to the signing of the contract for what is now the Itaipava Pernambuco Arena, and the creation of the Rota dos Coqueiros concession company. On the Rota do Atlântico concession, also in the state of Pernambuco, he “started the project from zero” and played an active role until it broke ground. Under the leadership of Renato Mello, the Roadways Director at Odebrecht TransPort, he went on to develop PPP programs for roadways in several Brazilian states.

“During my 18 years with the Group, I’ve had the good fortune to work closely with educational

π Gustavo Bacellar: learning from leaders like Goes and Perdigão

Down the generations Fernando Goes and Júlio Perdigão were two of the leaders who helped Gustavo Bacellar when he joined Odebrecht TransPort. After two and a half years with the Group, he took on the challenge of leading the feasibility studies, and then bidding for and winning a contract to operate the city of Goiânia’s LRV (Light Rail Vehicle) system. Now he is celebrating what he calls “a hard-won victory.” According to Gustavo, the fact that this is Brazil’s first LRV system meant that the team had to travel abroad to learn about that technology. “We had the humility to learn throughout the planning stage, and that fueled the exchange of experiences.”

According to Gustavo Bacellar, Odebrecht TransPort fosters a dynamic environment of exchange with more experienced leaders. Before he joined Urban Mobility Director Rodrigo Carnaúba’s team, his first leader was Renato Mello. “It was the best possible start I could have had at Odebrecht. I got lucky,” he observes with a smile.

One of the watchwords for the concessions business is “selectivity.” “In Goiânia, the metropolitan region’s transport system has an integrated design, including physical infrastructure and fares, and the partners are the bus line operators.” Now, the challenges include building the LRV system through a joint venture between Odebrecht Infraestrutura and Alstom, and grooming teams to operate the 33-year concession. “Maintaining balance among professionals from different generations will be fundamental.

I need experienced people who will help educate young talent,” observes Gustavo Bacellar. ]

Odebrecht informa

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C o n c e s s i o n s

π Ana Lídia: “The speed and efficiency of the care I received were essential to saving my life and my athletic career”

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Written by João Marcondes | Photos by Fred Chalub

LIFE PREVAILS, LIFE GOES ON A STORY OF PERSISTENCE, EXPERTISE AND GRATITUDE

The date is December 3, 2009. A cool, sunny morning. Ideal for sports. For mere mortals, that is. For Ana Lídia Borba, one of Brazil’s top triathletes, it is just another day to train. She jumps out of bed at dawn and hits the road, the stretch of the Dom Pedro I Highway between Campinas and Itatiba in São Paulo State. She is riding her bike, surrounded by friends and fellow athletes.

Ana Lídia has just one thing on her mind – the numbers “9 hours, 38 minutes and 3 seconds.”

That is her personal best in the Ironman competition, one of the world’s most demanding sporting events. It involves swimming 3,800 meters, riding a bike for 180 kilometers and running another 42 km.

This competition is her specialty, the equivalent of swimming 76 laps in an Olympic pool, cycling from Tucson to Phoenix, and topping it off by running an Olympic marathon – without a break.

She is cycling at 45 km/h on the shoulder of the Dom Pedro I Highway, following in the slipstream (wheel to wheel) of the rider in front of her.

Another friend, a beginner, is right behind her. Ana glances back to see how he is doing. But just then, when she takes her eyes off the road, her bike hits a “cat’s eye.” She tries to regain her balance, but ends up tumbling onto the asphalt. A truck is heading towards her, but brakes in time. Meanwhile, Ana is rolling into the left lane. When the truck driver slams on his brakes, the silver Corsa sedan behind him swerves into the left lane to avoid a collision.

The driver succeeds, but then spots Ana lying on the ground. There is no more room for maneuver, and the triathlete is crushed beneath the wheels of the car.

After that, everything happens fast. It is 10:26 am. One of her friends calls Rota das Bandeiras, the concession company that runs the highway, and in just seven minutes, EMTs are strapping Ana Lídia to a gurney. The doctor providing emergency care thinks quickly: he won’t follow protocol and send her to the nearest hospital. Instead, she goes to a facility that is better equipped to handle a case like hers. Twenty-nine minutes later, she is in the excellent hands of the medical team at the Unicamp (State University at Campinas) Trauma Center.

The young woman, who is 1.6 m tall and weighs 47 kilos, is in serious condition. She has a ruptured bladder, internal bleeding and all her left ribs are broken, along with four on the right. She has two

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C o n c e s s i o n s

π From left, Tiago Borges, Ediclei Rodrigues and José Cruvinel: ongoing training for emergency rescue teams

dislocated vertebrae and her spleen is shredded, just to mention the worst of her injuries.

Fast forward. In May 2011, eighteen months after the accident, Ana Lídia is once again competing in the Ironman triathlon. She finishes it in 12 hours. A miracle? The answer is no. “The speed and efficiency of the care I received were essential to saving my life and my athletic career,” says Ana with conviction.

She now lives in the city of Florianópolis, the triathlete’s mecca in Brazil. She is not just competing again, but competing at a high level. Today, at the age of 29, she is one of the top three Brazilian women in that field. She has since reduced her time to 10 hours and 2 minutes, which is close to her personal best before the accident (which she intends to surpass very soon).

In a nutshell, her recovery involved a month in the ICU, three operations, 12 blood transfusions, four months in a wheelchair and eight months on crutches. “I never wondered if I’d walk again. All I really thought about was going back to competitive running,” says Ana.

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Source of pride The doctor who provided emergency care at the scene of the accident is Rodrigo Carvalho, the Medical Rescue Coordinator at Rota das Bandeiras and a surgeon at the university hospital. “Right then it was vital to take her to the best possible facility, which was Unicamp. And that is why she is performing at such a high level today,” he says.

“We are very proud of our road safety team,” says Júlio Perdigão, President and CEO of Rota das Bandeiras and Investment Director at Odebrecht TransPort. “We are well aware of the major responsibility we have undertaken, because over 140,000 vehicles travel this route on a daily basis. That’s over half a million people per day. Our goal is to make our roads safer and more user friendly all the time.”

Perdigão observes that Rota das Bandeiras represents Odebrecht’s return to road concessions, a major milestone that took place in early 2009. As a result, it is an iconic concession that maintains the highest standards of excellence through its

Operational Control Center (CCO), and 73 cameras installed along 297 km of highways in São Paulo State. The CCO operates around the clock and receives emergency calls from its 448 call boxes, installed on routes that run through 17 counties (altogether, they are called the Dom Pedro Corridor). To handle the emergencies, Rota has 8 inspection vehicles, 7 ambulances, a mobile ICU, 10 tow trucks, 2 tank trucks, and 4 User Service bases (SAUs).

The company plans to invest BRL 2.7 billion over the course of the 30-year concession. The top priority is prevention. As a result, the number of fatalities and accidents has fallen sharply. Between 2010 and 2013, the annual figure for highway deaths dropped from 87 to 58 (33.4%), and the number of road accidents fell from 3,107 to 2,687 (13.4%). “We have the very best when it comes to technology, but our biggest investment is in people. They’re the ones who save lives,” says Perdigão.

The concession company invests in the ongoing education of its emergency rescue teams, such as the three-man crew made up of physician José Cruvinel, 31, nurse Ediclei Rodrigues, 34, and fireman and

ROTA DAS BANDEIRAS

ambulance driver Tiago Borges, 28. “Our work here is a constant learning experience,” says Cruvinel.

Before he joined Rota das Bandeiras, Ediclei responded to an emergency call involving “multiple victims” on another highway. A bus had fallen down an embankment. When he reached the site, he experienced the painful dilemma of choosing which people to help first. “There are codes, protocols that indicate who has the best chance of surviving.” He took a deep breath and did his job. “The very fact that it was hard made me decide to invest in my education,” he says.

He now has a doctorate in emergency care.

“A lot of people give up on the first day,” observes driver Tiago Borges. “Driving an ambulance takes a lot of skill. But the most important thing is to keep in mind that somebody needs your help. You can’t be too careful,” he observes. “Some people see us as heroes, and that goes to a lot of folks’ heads,” observes Dr. José Cruvinel. “For that very reason, we must always remember that we are just human beings, and make mistakes like everyone else. That way, we’ll follow the strict safety protocols to the letter and save more lives,” he argues. ]

OVER HALF A MILLION PEOPLE DRIVE THROUGH THE CONCESSION AREA EVERY DAY

NUMBER OF USER SERVICE CALLS ANSWERED

BRL 2.7

(from April 2009 to October 2013)

BILLION

155,025 inspections

102,436

emergency road services

392,000

16,122

pre-hospital services

8

Vehicles/day

min

The concession’s Daily Average Volume(DAV)

73 OPERATIONAL CONTROL CENTER (CCO)

CCTV CAMERAS

448

CALL BOXES

2,414

water truck services

EMERGENCY CARE The waiting time for pre-hospital care is, on average, 2 minutes less than the maximum time stipulated in the concession tender documents

592 members hired directly

+

18 min

968 professionals working as subcontractors

the amount invested in rehabilitation, conservation and retrofitting of the Dom Pedro Corridor during the 30-year concession

ROADSIDE ASSISTANCE The average waiting time is 18 minutes, 12 less than the maximum stipulated in the concession tender documents

=

1,560 total work opportunities created

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C o n c e s s i o n s

SMILES THAT SAY IT ALL GROOMING TEAMS TO HELP USERS IN NORTHEASTERN BRAZIL Written by Shirley Emerick | Photos by Lia Lubambo/Lusco

This is the first time Rozeli Rodrigues and Hosama Nascimento have worked directly with the public, but they had no trouble learning how to be charming and disarming. “Your smile says it all,” says Hosama. “Wishing people a good work day makes all the difference,” adds Rozeli. Confident and poised, they work in the toll booths of Rota do Atlântico, the concession company responsible for managing State Highway PE-009 and the Suape Logistics and Road Complex in the northeastern Brazilian state of Pernambuco.

The ease with which they do their jobs reflects the results of a process that ranged from placing job announcements to conducting a qualitative survey of company members to determine how users are responding to the operation. The company has made every effort to build a team that takes pride in this new enterprise.

Anyone who drives through the concession’s five toll plazas can see that a group of women is in the front lines of user service. This was a major opportunity for them, because of the lack of job openings in the port and industrial park. “We also realized that for many of the people who recently joined the company, this is their first professional experience,” explains Natalie Dowsley, who coordinates the People area at Rota do Atlântico. In fact, 55% of the company’s members are between 25 and 35 years old.

Focus on local communities The placement of job announcements prioritized communities near the industrial port, a process undertaken in partnership with social and environmental consultants from Suape (the concession grantor) and local community leaders. Because there was just one road concession charging tolls in the entire state of Pernambuco, the company produced detailed materials to introduce itself and explain its operations. “There was no culture of road concessions in this region, so we intensified the information campaign about the company and the description of the job openings, and made it clear that Rota do Atlântico would provide all the necessary skills,” says Natalie.

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π Hosama (left) and Rozeli: well prepared and motivated to give cordial and efficient service

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C o n c e s s i o n s

π CRA’s Operational Control Center: technology guarantees quality and efficient service

The professional education process began long before company members started working directly with the public. This is the secret behind a good part of the two toll booth operators’ poise and confidence.

“This kind of work was new to us, but our training covered every kind of situation that could arise,” adds Rozeli.

The classes were tailored to the group’s specific characteristics and included topics like quality service, traffic regulations, traffic inspections, ethics and good conduct, among others. Simulations covered every step of emergency signaling in case a vehicle runs into problems on the highway, as well as a key operation for any toll plaza: giving change. The concession company issued coins and banknotes based on models authorized by Brazil’s Central Bank so the toll booth operators could experience that aspect of their job firsthand.

Another factor behind the team’s success was their interaction with users before the toll booths went into operation. It was an opportunity to understand the questions that arise, memorize directions for the most frequently requested routes, and answer more specific questions about the concession. “The users of the toll plazas have different characteristics, and the operators can handle all of them,” says Wilson Ferreira, Rota do Atlântico’s Operations Manager. Tourists heading for the south coast of Pernambuco, trucks carrying cargo to the port, and motorists driving from the state of Paraíba to Alagoas are among the types of users who usually require additional information from toll booth operators.

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Investing in technology The concession company is always investing in technology to support the work done at the toll plazas and ensure users’ comfort and safety in every aspect of the operation. Its teams have installed a fiber optic network to permit the transmission of images from 120 cameras at the toll plazas and the most sensitive points of the highway. The team at the Operational Control Center (CCO) monitors them 24 hours a day, seven days a week. Other services provided to users include a toll-free number, the “Contact Us” program, and radio communications between toll booth operators and teams working on the highway. By July 2014, five variable-message signs will be part of the landscape along that route.

Systems and Equipment Manager Ruyther Parente headed the project. He explains that the team that planned and implemented the technological aspect, and now operates it, was hired and groomed locally. That had a direct and positive impact on quality. “The professionals who work with the technology deployed here have been actively involved in the project from the very start, when we designed the entire system,” he adds.

Providing high-quality and efficient service to the highway’s users is the company members’ greatest mission – from issuing toll booth tickets to handling incidents on the road. According to Hosama Nascimento, really listening to people and being cordial and attentive are fundamental. “I feel that I’ve matured since I started this job.” Service users can feel the difference. So much so that, the other day, she heard a driver say: “It must be nice to work with a smile, eh?” Hosama agrees. ]

MORE TIME TO TEACH NEW SYSTEM FREES TEACHERS FROM NON-EDUCATIONAL WORK Written by Stephanie Nogueira | Photos by Eugênio Sávio

π Janaina Dias: more freedom to focus on the school’s educational planning

When she learned that she would be taking charge of a school run through the Inova BH Private-Public Partnership (PPP), the assistant principal of the Belmonte Municipal Preschool Unit, Janaina Pedrosa Dias, only had a vague idea of the services provided. However, she felt sure that it would be “one less headache.” Although her job is still demanding, today Janaina believes that her first impression was right. The PPP takes care of many of the tasks that she would normally have to do herself when running a school, such as hiring the custodial and security staff. That

gives her more time to focus on the educational side of the school’s administration.

Inova BH, a partnership between the City of Belo Horizonte and Odebrecht Properties, will set up and manage non-educational services (such as electrical and plumbing maintenance, security, cleaning, and purchasing materials and equipment) for 37 Belo Horizonte educational units. Five of them are elementary schools and 32 are preschools (UMEIs). Inova BH has delivered 5 UMEIs so far. The administration and faculty at those schools are already enjoying the

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C o n c e s s i o n s

benefits of private-sector management, which enables them to put teaching first instead of spending valuable time on administrative tasks.

One of the main features that set the PPP schools apart is the administrative aides who supervise all the work of the teams responsible for non-educational services. The assistant principal of the Minaslândia UMEI, Anamaria Santos Silva, thinks the presence of an administrative aide is a very good thing: “When you’re part of the administration, it’s wonderful to have someone there to manage the custodians and security staff, for example.”

According to Anamaria, it is simpler for the administrative aide to handle those services instead of assigning tasks to each individual custodian. In addition to managing these services, the aide works proactively. If she spots a leaky faucet, she can call in the maintenance team, which will solve the problem without involving (or bothering) the principal.

Anamaria was surprised when she took charge of the Minaslândia UMEI. “I never dreamed that it would be such an open and accessible relationship,” she says, underscoring one of the main advantages of the PPP: fast problem solving. “We are very well received, and they are very efficient about finding solutions,” says Anamaria.

Relationship of trust That relationship of trust and guarantee of quality service enables the administration to focus on the school’s educational planning. This is Letícia Araújo’s first experience as assistant principal, at the Vila São João Batista UMEI. She knows that it will be a challenging job, especially when it comes to the bureaucratic side.

However, she is convinced that, thanks to the PPP, she will be free from handling most of the red tape, and have more time to devote to teaching. “I’m the kind of principal who likes to be near the children. I don’t want to just sit behind a desk,” says Letícia. Since she doesn’t have to worry about non-educational services, Letícia will be better able to do just that.

While the administration gets more time to focus on educational planning, the services Inova BH provides also free the teachers to do their jobs in the classroom and gives them more peace of mind. Minaslândia UMEI teacher Ivanete Alves says that it makes her job easier. “Today there are people there to put on the

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π Viviane with her daughter, Rebeca: peace of mind

children’s bibs in the classroom. They bring in and remove the meals from the nursery, and change the sheets of the cribs and mats. The team is doing a terrific job, which gives us more time to look after the children,” she explains.

The most important thing for the parents is that their kids are happy and eager to go to school. Taiane Aparecida, the mother of Emanuele, a student at the Belmonte UMEI, feels confident that the work done there is of high quality: “My daughter loves going there.

Yesterday she said, ‘I’m so happy that I'm going,

Mom.’ That shows me that they are taking good care of her.” Viviane Silva is also sure that her three-year-old daughter Rebeca, a student at the Minaslândia UMEI, is being well looked after: “I can drop her off here and don’t have to worry about her while I’m out job hunting,” she says. Jaqueline Oliveira Lima, the mother of Larissa, a student at the Elos Educational Unit, also believes that the school is giving good service and getting results: “It’s good for her to grow and learn to share with others. And we can be sure that they will take good care of her.” ]

π Classroom activity at the Belmonte UMEI: improving the quality of educational work

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Elvio Luiz

C o n c e s s i o n s

π Dilsa Vasconcelos and her son, Evencio: the pleasure of seeing their beloved team up close

IT’S GREAT TO BE HERE! BRAZILIANS DISCOVER A NEW WAY TO ENJOY A MAJOR PASSION Written by Ricardo Sangiovanni

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During a leisurely chat on the beach just a few hours before the start of the match, two friends, Maria Eduarda Marques, a Flamengo supporter, and Maria Cláudia Lopes, a Fluminense fan, decided to leave their husbands at home that Saturday afternoon and take their 5-year-old daughters Valentina and Ana Catarina to watch their teams go head-to-head at Maracanã. “The stadium was safer, more relaxed and organized, and the restrooms are clean. It’s really great,” says Maria Eduarda.

“It has become a pleasant place to go. I would never have taken my young daughter to the old Maracanã without my husband,” comments Maria Cláudia.

The friends’ comments reflect what the majority of supporters have said about the new Maracanã. For

82% of the people who attend matches there, the stadium is now better than it was before. And for 94% of them, it has become a good place to take the family. The data is from a Datafolha Institute survey commissioned by the Maracanã concessionaire, led by Odebrecht Properties, which runs the venture.

Groups of friends and fan clubs still take flags and musical instruments to soccer matches. “But the stadium is no longer just a place for traditional supporters. Mothers and children are also going along. The new design has made the stadium more accessible, and that attracts different kinds of audiences. We have not had any reports of conflicts between supporters so far,” says Maracanã PR analyst Larissa Lunin, who is

responsible for hospitality in the stands and box areas, as well as “Maracanã Mais” (More Maracanã), an area close to the pitch with 1,600 seats, air conditioning and an open buffet.

This is where Maria Eduarda, Maria Cláudia and their daughters sat to watch the match. Larissa made little Ana Catarina’s dream of entering the pitch with the Fluminense team come true. “Our mission is to make each match the best ever for the spectators.”

Understanding clients’ needs and providing a prompt response are daily challenges for Larissa, 26, a publicity graduate who started her career in the financial sector. She heads a team of 25 promoters who have welcomed and guided the public at every match held at the stadium since October 2013. “Some of them have even received gifts from supporters as an expression of thanks,” she says.

Fluminense fans have started taking their children to the stadium more often, Larissa observes. Orlando Pacheco Júnior, a 36-year-old attorney, watched Fluminense beat Flamengo by three goals to nil from the “Maracanã Mais” area with his wife, Katiucy, 35, and their daughters Amabile, 6, and Maria Eduarda, 8 months. It was an excellent treat for these visitors from the southern Brazilian state of Santa Catarina, who were on vacation in Rio. “There is a diaper-changing area, which really helps, and access is much easier.

I would never have brought my baby daughter to the old Maracanã.”

The traditional supporters are still coming to the stadium and cheering from the stands. Sales representative Cláudio Monnerat, 37, has returned to a pastime he has nurtured “since he was a young boy,” following the reopening of Maracanã in June 2013: going to the stadium with the whole family. “I go to practically all the matches, usually with my two sons, who are 8 and 5, and with my father, who is 63. My grandfather also joined us up until September.” He passed away last year at the age of 87.

Cláudio’s family of Flamengo club members and supporters prefer to watch the matches from the seats in the lower north sector. When he goes with his friends, he usually chooses the upper north sector.

Satisfied with the security and ease of access to the stadium, he sees the restrooms as the major difference in comparison with the old Maracanã. “There used to be very few restrooms, which were very basic and dirty. They are now at a different standard.”

Another piece of good news which he highlights is the presence of guides for fans throughout the stadium, which prevents them from standing up all through the matches and crowding the circulation areas. “It doesn’t bother me when people stand up, shout and

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Odebrecht Archives

C o n c e s s i o n s

Ď€ Standing room only at the Itaipava Fonte Nova Arena: comfort and safety throughout the new stadium

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Américo Vermelho

π Larissa: understanding needs and responding quickly

support their teams, but you need to sit down again after a pass so other people can watch too,” suggests Cláudio, who guarantees that the thrill of supporting his team at the packed new “Maraca” is just as good as anything he experienced at the former stadium.

Fernando Vivas

Debut at 83 If little Maria Eduarda went to the stadium for the first time at 8 months, Dilsa Vasconcelos waited more than 80 years before doing the same thing. At the age of 83, she finally got up the nerve to go and watch her beloved team, Náutico, play at the Itaipava Pernambuco Arena, which is also run by an Odebrecht Properties concessionaire.

Accompanied by her son Evencio, 49, she guarantees: “When he comes on Sundays, I come along too.

This is my seventh match.” It is interesting because Dilsa has lived in Espinheiro, a neighborhood that is close to the Aflitos stadium where Náutico used to play, for more than forty years. "I didn’t go there because I was afraid to. There was a lot of brawling outside of the stadium and it was very hard to reach the stands.”

Dilsa watched the match from a special area for people with reduced mobility – there are a total of eight at the stadium. “There are also vans that bring in supporters who have difficulties in walking from the parking lots to the turnstiles. The stadium is 100% accessible,” confirms Gabriela Leão, who is responsible for the client service area.

A marketing graduate, Gabriela, 29, brought five years of experience in producing events to the stadium.

Before the matches, she said the following to her team of approximately 60 professionals: “We are the eyes of the arena. We are not here just to say where the restrooms are. We have to welcome the clients, be patient and know how to talk to them.” Part of her job involves talking to the fan clubs. “I welcome them, keep things light and fun, and let them know that the goal is supporting the teams peacefully. We can see the results in their behavior: there have been no fights at all so far.”

The arena’s accessibility and peaceful atmosphere persuaded Arthur Cabral, a 19-year-old student, to return to the matches played by his team, Náutico.

A wheelchair-user since he was a child, he preferred staying home to facing the chaos on classic match days at the Aflitos stadium. “My father used to carry

π Gabriela and her team: “We’re the eyes of the arena”

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Elvio Luiz

C o n c e s s i o n s

π Arthur: best conditions for watching matches

me there when I was little, but then I grew up and he couldn’t do it anymore. I had to leave a long time before or after the end of a match to avoid the headaches when I went to the stadium in my wheelchair. It’s totally different here.”

Planning security Security at the Itaipava Fonte Nova Arena in Salvador, run by Fonte Nova Participações, an Odebrecht Properties and OAS Arenas company, is the task of security analyst Bruno da Hora. Responsible for ensuring that the private security companies which work inside the stadium and the Military Police work together smoothly, Bruno, 30, applies all the know-how he accumulated in 10 years of preparing risk maps for a cash/ valuables-in-transit (CVIT) company at the new arena.

Planning the security for a match in a modern stadium requires complex calculations, taking variables such as the number of people expected, rivalries between supporters, and even the teams’ position in the league into account. “I learned to make on-the-spot risk assessments when I worked with CVIT. This is essential here because the situation could change in a matter of minutes.” Bruno leads teams that can include up to 350 people for major matches, and also coordinates the video monitoring of 100% of the internal areas and those surrounding the stadium, using 210 CCTV cameras.

Hospitality analyst Laís Coelho works in this protected area: her job involves guaranteeing that guests

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are settled in comfortably in the boxes and Premium Lounge, which offers 2,000 seats with a privileged view of the pitch, a buffet service and a children’s play area.

After graduating in hotel management from a university in Miami, Florida, Laís, 24, found her first opportunity for regular employment at the arena. She leads a team of 25 promoters and she usually says the following to them: “We want the client to remember that they have been well-received and leave with a good impression.”

The arena launched a promotion in January: supporters of Bahia – the club that holds its matches at the stadium – have the right to watch all of the team’s matches in the Premium Lounge for BRL 199.00 per month.

Edgard and Roberta Távora took up the offer and, together with their sons Leonardo, 12, and Guilherme, 9, who pay half-price for their tickets, they never miss a match. “The kids are free to run around, and we don’t need to worry about them. Coming to the stadium is one of my favorite pastimes,” Roberta observed on the day she saw Bahia beat CSA from Alagoas by one goal to nil. With its own parking space in the stadium, the family loves to show their admiration for the players at the end of the matches. And in case anyone thinks it was all her husband’s idea, Roberta says: “You can write that I was the first woman to buy Premium seats for the whole family at Fonte Nova.”

For economist Thiago Mascarenhas, 30, a Bahia supporter, the opportunity to go to a completely new stadium that was built on the same spot as the former one,

Fernando Vivas

where he had some really amazing experiences, is even more important. Despite missing the victorious period experienced by his team at the old Fonte Nova stadium, Thiago, who has been a supporter since childhood, prefers the new arena. “The restrooms are excellent; the guides work efficiently; the parking area is convenient and is easily accessible. Nowadays it is much easier to get in and out of the stadium,” he observes.

A resident of Vila Laura, a central district in Salvador, which is close to the arena, Thiago guarantees that it takes 10 minutes to leave the stadium and get home from the time the referee whistles to signal the end of the match. “I used to wait 20 or 30 minutes before leaving to avoid the chaos at the end of the match. Then I had to walk to my car, which was usually parked in an unofficial area, and face the traffic. It used to take between 40 minutes and an hour to get home.”

Thiago, who attended all of the Bahia matches in the Brasileirão championship last year, usually goes to the stadium with his parents or girlfriend and roots for his team from the lower stands in the west or east sectors, where he can watch the match from close quarters. His mother, who never used to go to the matches because she was afraid of facing the crowds, went to two matches at the new arena last year. “I haven’t seen any more fights inside the stadium. I can go without any worries,” guarantees Thiago. For him, rooting more “politely” from the stands does not make a match any less exciting. ]

Fernando Vivas

π Edgard and Roberta with sons Leonardo (left) and Guilherme: fewer worries about the kids

π Laís: focus on clients’ individual satisfaction

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APPRECIABLE DIFFERENCES THE QUALITY OF WATER AND SEWER SERVICES IMPACTS COMMUNITIES AROUND BRAZIL Written by Cibelle Silva | Photos by Holanda Cavalcanti

Washing clothes used to be a thankless task in Cachoeiro do Itapemirim. “There was practically no piped-in water. What’s worse, the few drops that came out of the faucet were muddy. You couldn’t wash your whites with it,” recalls Maria Aparecida de Jesus. Today, that household chore and other aspects of life are much easier for her and the other 200,000 residents of Cachoeiro do Itapemirim, a city in the northeastern Brazilian state of Espírito Santo. The water supply problem has been handled. “Now I turn on the faucet and I can trust that the water is clean. I can wash and rinse my clothes and they come out sparkling white,” says Maria Aparecida.

Cachoeiro was one of the first Brazilian cities to establish a partnership with the private sector to solve its water supply and sewage collection

and treatment problems. Odebrecht Ambiental (Environment) has been part of that pioneering effort since 1998, when the city government implemented a new concession system. The contract expires in 2048.

This concession has changed the lives of Cacheiro’s residents. Treated water that is pure by international standards now reaches 99.5% of households, and the percentage of buildings connected to the sewer system has risen from 5% to 95% in the urban part of the city. These figures show that partnerships between the government and the private sector in the field of sanitation are a good way for Brazil to make water and sewer services available to all its citizens. According to the Trata Brazil Institute, just 46.2% of the population has access to sewerage. If investments in

π Cachoeiro do Itapemirim, with the Itapemirim River in the foreground: 99.5% of the city’s residents currently have water and sewer service

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π Maria Aparecida de Jesus: “Now I can trust that the water is clean”

sanitation keep going at the present rate, by 2122, all Brazilians will have access to that basic service.

According to a survey conducted for Odebrecht Ambiental by the Brazilian Institute of Opinion and Statistics (IBOPE), most Brazilians are still unaware of the importance of sewage collection and treatment. Many do not associate poor sewerage service with health problems. Little is being said about sewer systems in Brazil. One of the basic guidelines for Odebrecht Ambiental’s day-today operations is establishing a closer relationship with the people who receive those services.

Recognition for good service One of the company’s strategies for public relations with users and clients is getting to know the local residents who will be receiving the water or sewer service and helping them make the best use of those services. Among other initiatives, Odebrecht Ambiental’s teams organize class trips and visits from local residents to the water and sewage treatment plants, give talks on social and environmental education at public schools and hold meetings with community leaders.

One example is Brasília Teimosa, a low-income community in Recife, Pernambuco, where

Odebrecht Ambiental undertook responsibility for running the sewer service for the state sanitation company, Compesa, in July 2013. This is a 35-year administrative concession in which the company is responsible for revamping and operating all the sewer systems in 14 municipalities in the Recife metropolitan region, as well as the city of Goiana, and expanding sewage collection in the entire region from 30% to 90%. As a result, within 12 years, it will have guaranteed 100% treatment of sewage collected.

Brasília Teimosa residents Rita Lima and Melquisedec Soares da Silva met up in a town square to discuss the services the Odebrecht Ambiental team is providing in their community.

“The folks from the company speak our language.

They’ve brought in manuals about sanitation and tips on waste disposal, and have gone door to door to explain how the entire process would be carried out in our community. They did us the courtesy of coming here and asking us to help out by sharing what we learn with our families,” says Rita.

Melquisedec stresses the professionals’ expertise and the quality of the relationship between the company and the local residents. “The big difference we’ve seen is that we have an opportunity

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C o n c e s s i o n s

CRUCIAL INVESTMENT

25 %

Getulio Vargas Foundation (FGV) figures reaffirm the vital importance of universal water and sewer service

BRL

decrease in inpatient care

42 million

65 %

The amount saved annually by preventing hospitalizations, let alone the savings from fewer drug purchases and doctor’s visits

217,000 The annual number of people who miss work because of gastrointestinal problems due to a lack of clean water

reduction in deaths related to gastrointestinal infections

Every illness represents

17 work hours lost

30 % The difference in academic performance between schoolchildren who do and don’t have access to basic sanitation

18 % Property values in a mid-sized city could increase that much after it benefits from full water and sewer coverage

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π Sewage Treatment Plant in Cachoeiro do Itapemirim: Odebrecht Ambiental members receive widespread public recognition

for dialog. Odebrecht Ambiental’s teams listen to us and are open to asking for our help about some historic factors. In addition to using modern equipment, they know what they’re doing, and answer our questions.”

In the middle of the interview with the Odebrecht Informa team, they spot one of the company’s maintenance cars. “That’s Felipe. We call him ‘Fê’ for short. He, Bruninho, Alexandre, Gilson, Celiane and the others are just like family,” says Rita with a smile.

The company member they call “Fê” is environmental engineer Felipe Parente, 24, the Odebrecht Ambiental officer Responsible for Network Supervision and Maintenance. When asked about his relationship with the system’s users and clients, he replies emphatically: “They charm us more than we do them. According to TEO [the Odebrecht Entrepreneurial Technology], the client’s needs keep our company alive. That’s why I have come here imbued with the ethos of service to help meet those needs. If I serve them with excellence, our company will be well represented, and that reflects a positive image.”

From dismay to satisfaction The image Felipe mentioned in Recife is very clear to Osmar Ribeiro Rosa, 80, who lives in Cachoeiro do Itapemirim. When he welcomes the Odebrecht Informa team to his home, he is sitting in a chair on the front porch, wearing flip-flops. The founder of the Princesa do Sul (Princess of the South) charity, Osmar recounts his experience with the services provided by Odebrecht Ambiental’s team members.

“It was a Saturday. The sewer backed up and my wife and I were horrified. We thought we’d have to put up with it all weekend long. But then we called the company’s 24-hour service line, and I saw that truck drive up to my door in no time at all.”

According to Osmar, the team identified themselves and solved the problem in a flash. “We were overwhelmed by their warmth and attentiveness.

That’s why I wanted to give those two workers medals of honor. We don’t do that for just anyone, no sir!” explains Osmar. He gives a hearty welcome to plumbers José Carlos de Andrade and Jamir Pereira, the Odebrecht Ambiental members who provided that service and received the medals from a satisfied resident. “I feel honored

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Lia Lubambo/Lusco

C o n c e s s i o n s

π Good relations in Brasília Teimosa: from left, resident Melquisedec da Silva, with Odebrecht members Lilian Freire, Leonicy Lima and Felipe “Fê” Parente

by the affection and admiration of a client like Osmar. Whenever we get a call, we always listen to the client so we can understand how we can help them. Gestures like this make us realize that our dedication makes all the difference,” says José Carlos. Jamir adds: “This gives you a good idea of how important Odebrecht Ambiental’s services are to people here in Cachoeiro.”

In Uruguaiana, Rio Grande do Sul, a town on the Argentine border where the company has a full concession (water and sewer services) and benefits over 125,000 residents, its services to users and clients have received an added plus. In addition to the brick-and-mortar outlet, toll-free number,

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website and text messages sent out to register clients and send service requests, the company also uses a mobile laboratory to interact with the community. It is a vehicle equipped with a lab that directly answers people’s questions and collects water from over 100 sites around town, performing 3,200 analyses per month to ensure water quality throughout the distribution system.

“Our Entrepreneur-Partners’ way of operating ensures that users of Odebrecht Ambiental’s concessions in all the 11 states where we are present offer the same high quality of service and care, which are based on our ethos of service,” says CEO Fernando Reis. ]

“ There is no such thing as a strong company in a weak country, or a strong country with weak companies.”

This is one of the ideas that Emílio Odebrecht, Chairman of the Board of Odebrecht S.A., expounds in his book Confiar e servir. The English edition, To Trust and to Serve, has just been published.

Order your copy from Regina Ribamar (email: reginar@odebrecht.com) or one of these online booksellers:

www.livrariacultura.com.br | www.travessa.com.br | www.corujabooks.com.br

Kraws Penas

C o n c e s s i o n s

π PlastPrime team member at the company’s plant in Curitiba, with the innovative product called PlastFloor. Opposite, positioning a slab filled with BubbleDeck balls in Taguatinga (top) and installing manholes in Uruguaiana: plastic is gaining ground on construction sites

PLASTIC IS IN THE HOUSE BRASKEM PRODUCTS ARE PRESENT IN CONCESSIONS AND PPP PROJECTS Written by Thereza Martins

Uruguaiana, Rio Grande do Sul, is a Brazilian city of 130,000 on the Argentine border. That is where Odebrecht Ambiental (Environment) is providing water and sewer services through a 30-year concession contract. The initial goal is to connect all households to the sewer system and the sewage treatment plant by 2016. “We started work on this project in 2011, with the challenge of installing a 250-km sewer system in four years,” says Concession Director Eduardo Frediani. To meet the challenge, the team analyzed the alternatives and technologies that were easiest to use with guaranteed quality, which opened up opportunities for Braskem. Today, Uruguaiana is an example of how Odebrecht’s petrochemical company can work in concessions and Private-Public Partnerships (PPPs) involving other Group companies.

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“We identified an opportunity to gain time and boost efficiency by installing polyethylene [PE] manholes,” says Frediani. In this case, the material of choice was plastic instead of concrete and masonry, which are conventionally used in water and sewer projects. Used to clean and maintain the sewer system, the manholes are 2 to 4 meters deep, depending on the amount of sewage collected. Frediani explains that these units must be installed every 80 to 100 meters. When they are made of concrete, they represent one of the longest phases of a sanitation project. “It takes nearly a day and a half of work to install a concrete manhole, from digging the ditch to installing the cover, while the PE option is ready in an hour because it is pre-manufactured and ready to install when it arrives at the jobsite.”

Ricardo Sagebin Mathias Cramer

This advantage is enhanced by lab-tested and approved technical characteristics certified by Braskem, which produces the PE, independent labs and Asperbras, the manufacturer. “Polyethylene is impervious to bacteria and the chemicals present in household sewage. It is sturdy, and doesn’t chip like concrete. That stops sewage from leaking into the groundwater and prevents the infiltration of stormwater into the sewer system,” says Jorge Alexandre da Silva, Braskem’s PE Market Development Projects Coordinator. The new manholes meet the technical standards of São Paulo State’s water and sewer company, Sabesp, which are a benchmark for the industry. Odebrecht Ambiental’s teams will install over 4,000 units in Uruguaiana’s 250-km sewer system.

After nearly five years of technological development and testing of its structure, materials, and chemical, physical and mechanical resistance, the product arrived on the market in 2012. It still has a long way to go before being well known and fully accepted, but Asperbras, which is based in Penápolis, São Paulo, sees good short-term prospects. It is so optimistic that it is about to open a new factory in Bahia to make products for its clients in northern and northeastern Brazil.

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C o n c e s s i o n s

“Just 50% of the Brazilian public receives sewer services. That figure alone shows the potential of the market we have in mind,” says Asperbras’s Technical and Sales Director for Sanitation, Vicente Silva. “We are working to provide information to city governments and concession companies, as well as grooming the teams that are responsible for installing the manholes.

When they are installed properly, they can last for decades.”

Mathias Cramer

PPP in Rio Claro Products made from Braskem plastic are also an integral part of the sewer system that Odebrecht Ambiental is installing in Rio Claro, São Paulo, through a PPP contract with the city government.

All told, the project requires 21 km of high-density polyethylene (HDPE) pipe made by Tigre as an alternative to concrete and galvanized steel.

“The use of HDPE in sewer systems is a relatively recent development. It is replacing conventional materials because it is easily processed and has excellent mechanical and chemical properties,” observes Paula Violante, Odebrecht Ambiental’s Concession Director for Rio Claro.

π Eduardo Frediani: faster and more efficient

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She explains that HDPE pipe can withstand high overloads because the outer surface is corrugated (ridged). The inner surface is smooth, enabling the sewage to flow faster. As a result, HDPE pipe can have smaller diameters and a higher flow rate than the concrete equivalent. One of the main characteristics of plastic – lightness – increases productivity. It makes the process of transporting and installing the pipe faster and more efficient, and eliminates the need for special equipment.

“The fact that this material is easier and faster to handle has been key to the successful execution of this project,” says Paula Violante. The company’s teams began installing the HDPE sewer system in 2013, and the work is still going on this year. The system runs from north to south, passing through the urban area and heavily traveled roads. “Because this project is being built in a densely populated area, we wanted to use materials that would guarantee quality, as well as speed and efficiency,” Paula explains. The results have been excellent. Over half the new system is already in place, and expectations are that the project will be delivered this year.

By the end of 2014, Rio Claro will be celebrating a major milestone: universal sewer service.

Holanda Cavalcanti

π Paula Violante: underscoring the mechanical and chemical properties of HDPE

New businesses Plastic is also making significant headway on another front, the construction industry, through solutions based on technological advances and market development. Braskem is focusing on finding partners in the construction supply chain. They include clients that convert thermoplastic resins (polyethylene, polypropylene and PVC) into products for that sector, and the architects, designers and builders who specify the materials to be used in their projects. The company establishes closer ties with these partners through professionals active in that market and members of other Odebrecht companies.

“Our goal is to bring the two links in the chain closer together,” says Mônica Evangelista, the Polypropylene Market Development Manager for the Construction Industry. She observes that there is a wide range of opportunities for using

plastic in that sector, but information on the subject is still lacking. “The engineer needs to be aware of the benefits of plastic and be able to trust them. We are getting the word out by organizing lectures at universities, among other venues. We can see that professionals are open to this innovation, but they require additional information, such as tests and official reports.”

The fact that several Odebrecht companies are active in the same business environment creates opportunities for every link in the supply chain. Cross-cutting synergy increases when more partners come together to better serve their clients. In addition to the two sanitation projects already mentioned, the Jardins Mangueiral Housing PPP in Brasilia is a particularly significant case: it brought together Odebrecht Realizações Imobiliárias (Real Estate Developments), Braskem and PlastPrime, a

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Kraws Penas

C o n c e s s i o n s

π Suelen Oliveira: PlastFloor’s advantages include easy installation, high load resistance and permeability

plastic manufacturer, to introduce an innovation to the construction industry.

A plastic paver called PlastFloor was used to build some residential complexes, replacing concrete in the parking lots and roadways. “PlastFloor can be filled with grass, gravel or sand and is completely permeable, which facilitates drainage,” says PlastPrime Marketing Manager Suelen Oliveira.

She explains that, for the Jardins Mangueiral project, it was filled with gravel. The project used 36,000 square meters of PlastFloor. Made from high-density polyethylene, it is easy to install, highly resistant to loads and UV light, and permeable, a basic requirement for sustainability that is increasingly valued in construction projects.

PVC roof tiles The Inova BH PPP project for the construction and operation of 37 schools over 20 years

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in Belo Horizonte, Minas Gerais, is another example of cross-cutting operations within the Group. Odebrecht Infraestruturea (Infrastructure), Braskem and Precon have added value to the project by proposing a more durable and easy to maintain solution: PVC roof tiles.

PVC Accounts Manager Paulo Freire explains that PVC tiles are gaining ground against their ceramic, metal and fiber cement counterparts.

“When compared with asbestos cement tiles, for example, PVC provides more thermal and acoustic comfort, there are no losses due to wear and tear during shipment or installation, and it ensures low-cost maintenance.”

Precon, a PVC tile manufacturer based in Pedro Leopoldo, Minas Gerais, has built a new factory in Marechal, Alagoas, where Braskem’s PVC units are located, to supply the market in the Brazilian Northeast.

The new plant went into operation in January 2014.

Marcelo Moreira, the officer Responsible for the Commercial division of the joint venture contractor for the CADF, formed by Odebrecht Infraestrutura and Via Engenharia. The use of PP balls makes the slabs up to 35% lighter, which means that they do not require supporting steel beams.

The CADF is made up of 16 buildings with a built area of 182,000 sq.m and requires about 161,000 sq.m of BubbleDeck panels per day.

The units were manufactured at a plant that the joint venture set up at the jobsite. The complex will be run as a PPP by the concessionaire for the Federal District Administrative Center (Centrad), also formed by Odebrecht Properties and Via Engenharia. ] Ricardo Sagebin

BubbleDeck technology The Federal District Administrative Center (CADF) project in Brasilia is the first major Brazilian construction project built with the BubbleDeck system. “This originally Danish technology is well known in European countries and has won awards for innovation and sustainability,” says Wlício Chaveiro Nascimento, Managing Partner of BubbleDeck Brasil.

This new technology uses polypropylene (PP) balls to reduce the weight of slabs, which makes them easier to install while lowering costs and environmental impacts. “The PP balls are spread out evenly between two welded metal lattices to occupy spaces where concrete does not have a structural function,” explains

π Marcelo Moreira: slabs are up to 35% lighter

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Odebrecht Archives

C o n c e s s i o n s

Ď€ Peruvian rural worker with an alpaca beside the IIRSA South highway: connecting the mountains of Cusco with the Brazilian border in Acre

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A BROAD OUTLOOK NOW FOCUSED ON PERU AND COLOMBIA, ODEBRECHT LATINVEST IS TAKING PART IN PROJECTS WHOSE BENEFITS FOR THE COMMUNITIES GO BEYOND THE ASSET’S SPHERE OF INFLUENCE

Written by Eliana Simonetti

Candelaria Condori, 45, is a street vendor. She and Victoria De La Cruz, a 56-year-old homemaker, go way back. As long as they can remember. They meet up almost every day on a sidewalk near the Alipio Ponce Bridge on the North Panamerican Highway, one of the main access routes to Lima, Peru. These days, they can get together and chat in a clean, paved area surrounded by grass. Victoria, who catches the bus there, recalls: “Things used to be chaotic around here. It was a dangerous place, badly lit, with no sidewalks. Motorists parked their cars wherever they pleased, and people had to run and shove each other to catch a bus.” Candelaria adds: “Not just that but there was trash all over the place. Trucks used to come here to dump demolition rubble and even bags of household trash in the middle of the street.”

The “before” period the two women are talking about is the time prior to February 2013. That month, the Rutas de Lima concessionaire began clearing tons of trash from the road, building pedestrian bridges, installing signaling with educational messages, building bus stops, and restoring green areas. By early 2014, the residents of the Peruvian capital could already feel the positive change taking place on the outskirts of the city.

Rutas de Lima is an affiliate of Odebrecht Latinvest, which focuses on transport and logistics infrastructure concessions in Latin America (except Brazil), Odebrecht Infraestrutura (Infrastructure) – Latin America and an infrastructure investment fund managed by Sigma, an old and respected management firm for private-sector investments in Peru.

Working for the City of Lima, for the next three years Rutas de Lima will refurbish and upgrade the three main access routes to the nation’s capital: Panamerican North, Panamerican South and the Ramiro Prialé Highway - a total of 115 km of urban roadways. As a result, the project will link 23 urban districts. The investment is estimated to total USD 590 million, and Odebrecht Latinvest expects to complete the financial engineering by July.

The return on that investment will come from tolls charged on all three routes over the course of the 30-year concession period.

“We want to make investments viable so they can create opportunities for long-term projects.

Our aim is to consolidate the Group’s expertise, mitigate risks, and ensure the quality of the entire process,” says Jorge Barata, CEO of Latinvest.

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Odebrecht Latinvest currently has assets in Peru and Colombia and is studying opportunities for expansion in Mexico and Panama. Its focus goes beyond highways and expressways to include ports, pipelines, airports and light-rail lines (metros). “Our direct contact with the users of these assets enables us to provide services that meet their needs. That way, we are reaffirming our commitment to shareholders to make investments that create wellbeing in the communities,” says Barata.

Odebrecht Archives

IIRSA North Here is one example: since 1997, the Peruvian Ministry of Agriculture has been working to find an alternative to coca farming in the forested

region of northern Peru, and one viable substitute is growing palmetto trees to produce hearts-ofpalm. In 2003, the Association of Hearts-of-Palm Producers’ Alliance (Apropal) was created with 250 farmers in its membership. However, hearts-ofpalm are produced for export, and there is no use having a product if it cannot be shipped abroad.

This is where another Odebrecht Latinvest road concession comes into play: IIRSA North, part of the Initiative for the Integration of Regional Infrastructure in South America – North, connecting the port of Paita and the cities of Tarapoto and Yurimaguas, in the Peruvian Amazon.

“The improvements made on the highway have enabled us to triple the area planted with palmetto

π IIRSA North: a more efficient means of exporting farm produce

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palms. Currently our industry employs 70% more workers than it did in 2006,” says Apropal Manager Raúl Talledo. Another indicator of the improved wellbeing of the local communities comes from Ricardo Paredes, the Chairman of the Board of Transportation for the Department of San Martín.

He explains that, in 2006, it was impossible to travel the 127 kilometers between Tarapoto and Yurimaguas in less than eight hours. Now, that distance can be covered in just two hours. “Because traveling time is shorter and expenses are lower, shipping companies are investing in new trucks, and freight costs are also falling,” he observes.

According to data from the local government, the average growth rate for the Department of

San Martín’s GDP in the last four years was 9.8% annually. That is very high compared to the average for the 15 previous years, which was just 1.5% per year.

In addition to being present in the Rutas de Lima and IIRSA North assets in Peru, Latinvest also invests in IIRSA South, which operates 656 km of roads between the mountains of Cusco and the Brazilian border.

Colombia Odebrecht Latinvest is making a contribution to Colombia through Ruta del Sol, the concession company responsible for a 528-km highway that is being refurbished and widened. The nation’s

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Odebrecht Archives

π Ruta del Sol: Colombia’s main road artery, linking Bogotá to the interior and the Caribbean coast

most important road artery, Ruta del Sol links the capital, Bogotá, with the interior of the country and the Caribbean coast. It also connects three of Colombia’s main ports: Santa Marta, Cartagena and Barranquilla. The duration of the concession is 25 years.

In addition to Odebrecht Latinvest and Odebrecht Infraestrutura – Latin America, the partners in Rutas del Sol include Corficolombiana, one of the nation’s largest corporations, founded in 1959, and the Solarte Group, a family business and Colombia’s biggest construction company.

The highway runs through several communities. A large number of schools sit right on the edge of the route, where vehicles travel at high speeds. Rosa Edith Montiel, the principal of the Luis Alberto Badillo Aguachica Educational Center in the Department of Cesar, recalls that before the roadworks began to refurbish the highway, there was a high accident rate on that route.

The entrance to the school, which has 250 pupils

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between the ages of 4 and 18, is just 50 meters from the road.

Rutas del Sol has introduced a program called “Enrutados con la seguridad vial” (“En route to road safety”) to develop good road safety habits. “Over 6,000 students of all ages from 80 schools have taken part in the project, and it has had a remarkable multiplier effect. We soon realized that, in addition to making a marked change in the students’ behavior, it was also changing the way their families behaved as well,” says Rosa, who is impressed with the results achieved.

Paula Andrea Díaz Calderon, one of Principal Montiel’s students, is 11 years old and lives and studies right next to the highway. She has learned to be careful when crossing the road. More than that, she has discovered that the highway leads to interesting places that she wants to visit some day. She could also study there so she can fulfill her dream of becoming a doctor and helping other people. “I think I can make my dreams come true,” she says. ]

Our brand has changed.

Olex has a new name and a new brand.

It is now called Odebrecht Serviços de Exportação (Export Services; OSE).

With over 30 years’ experience and partners imbued with the Odebrecht Culture, we hone people’s skills and invest in new technologies so we will always be your best choice for exports and imports of goods and services, global sourcing and expatriation of company Members.

New name. New brand.

And investments to provide ever-better services.

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A R G U M E N T

OUTSIDE THE CURVE B O R B A Américo Vermelho

J O Ã O

“WE CANNOT STOP. WE MUST DO EVEN BETTER EVERY DAY”

The year was 1993, and Odebrecht was actively seeking new businesses, particularly the kind that are what I like to call “outside the curve.”

In the power sector, there were already concerns that if Brazil’s economy grew a little bit more, it would face an energy shortage. Since we’re used to taking on challenges, we immediately understood the message: go out and find a new business in this area so we can study it and get there before the competition.

So then we discovered that Centrais Elétricas do Sul (Eletrosul) had been trying for at least a decade to start up a billion-dollar-plus venture that would become the first hydroelectric dam on the Uruguai River. Considering that the legislation for the power industry was rudimentary, the value of the project way too steep, and the conditions for obtaining long-term loans, surety bonds and insurance extremely complicated, it was almost impossible for the public sector to implement a project like that at the time.

We arrived in the Southern Brazilian state of Santa Catarina with the Odebrecht Entrepreneurial Technology (TEO) and the certainty that “Our business is simple. It is all about giving more and better service to the Client.” We had laid the path towards making the Itá Dam, a 1,450-MW hydroelectric plant, the Brazilian power sector’s first concession to private enterprise.

João Borba is the President and CEO of the Maracanã concession company

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Since then, Odebrecht has come to specialize in all forms of Private-Public Partnerships (PPPs) in Brazil and other countries, investing heavily in the power, road, railroad, port, airport and sanitation (water and sewer) sectors, among others.

We work with all kinds of concessions in segments that would have been unthinkable in Brazil just a decade ago.

Today, we are involved in sophisticated Statements of Public Interest (MIPs), which are bringing in the private sector to transform and manage entire districts of Rio de Janeiro. We are also taking over the State’s role in the operation of mass transportation and being responsible for the construction of equipment and facilities for the FIFA 2014 World Cup and the 2016 Olympics in Rio, using private sector funding.

As if the investments and risks of all this hectic construction and vast variety of financial engineering solutions weren’t enough, we decided to move in the direction of sports and entertainment, servicing the mass audiences that fill our stadiums and arenas. Instead of satisfying individual clients, we guarantee the satisfaction of thousands of clients at a time.

The management and operation of arenas, urban transportation systems, roads, and – in the future – airports and ports, has made one thing clear: we cannot stop. We must do even better every day.

That is our destiny. It is the destiny of Odebrecht itself, which is on the path to the future, on the path to perpetuity.

Except that, first, we must continue growing, offering our clients our highly qualified entrepreneurial contribution as a key partner in the implementation of strategic projects that are essential to the growth of our Group and the nation. ]

E C U A D O R

FROM FATHER TO SON FOR FAMILY MEMBERS WORKING ON THE DAULE-VINCES PROJECT, THE JOBSITE IS AN EXTENSION OF HOME (AND VICE VERSA)

Written by Edilson Lima | Photos by Guilherme Afonso

The day is ending. It is time for the shift change at the Daule-Vinces Diversion Project, underway on the border of Guayas and Los Ríos provinces in Ecuador. The Párraga family has invited the Odebrecht Informa team to dinner at their apartment in Balzar, a town 17 km from the main jobsite. “That’s where we sleep during the week.

My son will fix something for us to eat,” says Manuel Párraga, the Engineer Responsible for the Surveying Area. Over supper, the team interviewed them for this report on fathers and sons working side by side on that project.

Manuel Párraga, 47, was born in Manabí Province and joined Odebrecht in 1999. He has helped build several projects in his country, such as the San

Francisco Dam, and then went on to tackle challenges in the Dominican Republic, Panama and Peru.

Now he is back in Ecuador, and since 2012 he has been working on the Daule-Vinces Project, or as the teams call it, the Dauvin Project.

Built under the responsibility of Odebrecht Infraestrutura – Latin America, one of the main features of the Dauvin Project is the 70-km artificial channel that connects the Daule and Vinces rivers and conducts water to seven smaller waterways. The project will benefit a 215,000-hectare area that is home to 130,000 people in 11 municipalities. Today, farm production virtually stops during the dry season (from June to December). The aim of the project is to guarantee a year-round water supply, give

π Electrical supervisor Pedro Pablo Bastidas Sanabria (left) and his son, maintenance and production assistant Pedro Pablo Bastidas Morejon: family at the jobsite

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a boost to the economy and create jobs in the countryside. Over 900 people are working on the project, which is 40% complete and scheduled for delivery

by December 2015.

Manuel Párraga talked his 22-year-old son Manuel Alejandro Párraga into joining the project as a surveyor. When asked about his main career goal, Manuel Alejandro replies: “I want to be as good as my father, or even better.”

Like the Párragas, the Mendozas are also working alongside family members at the jobsite. Felix Mendoza Andrade, a surveyor who has been with the company for 17 years, had always urged his son Felix Mendoza Tubay, 22, to work with him. “I’ve learned a lot, and I’m showing him that when you work hard, you grow,” the father argues. Now his son is an assistant surveyor and plans to go to college soon to study Civil Engineering. “I know that nothing is easy, but I want to make the most of every opportunity I get,” he says.

Shared values If having one of your children follow in your footsteps is a source of pride, imagine two. This is the case with Luis Burgos, 63, the officer Responsible for Workplace Safety, who joined Odebrecht 20 years ago. Whenever he could, he used to take his sons Luis Joel Burgos and Richard Burgos to events at the company to make them feel closer to Odebrecht. “A person’s first school is their family.

If you raise your son well, he will become a great man,” says Luis.

Now 38, Richard is working on the project as the officer Responsible for the Concrete Batching Plant. “Meeting targets, doing the right thing, being responsible. I learned all that on the job and from my Dad,” says Richard. Workplace Safety technician Luis Joel, 29, adds: “My father is demanding and is always sharing his know-how.

That’s made me grow both personally and professionally.”

π Manuel Alejandro Párraga (left) and Manuel Párraga Pisco: “I want to be as good as my father, or even better,” says Manuel Alejandro

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π From left, Luis Joel Burgos Alonso, Luis Joel Burgos Bernal and Richard Fabian Burgos Alonso: “A person’s first school is their family,” says the father

Marçal Silva, 63, and his son Márcio Silva, 27, are both Brazilian. Because his father worked in Ecuador from 1992 to 2009 (with a break between 2000 and 2003), Márcio spent most of his childhood in that country until 2000, when he returned to Brazil. He got a degree in International Relations and joined Odebrecht five years ago, starting out on projects in Rio de Janeiro. In early 2013, he returned to Ecuador as the officer Responsible for Imports.

“I feel right at home here. Even though my father is far away, in Rio de Janeiro, we talk and share our experiences every day,” he observes.

There are plenty of stories like these at the jobsite. Young Abel Moreno, 22, is starting out his professional life as a metalworker, the same trade his father, Rafael Moreno, started out with nearly 20 years ago. Now, at the age of 50, Rafael is a general supervisor, doing the same job as José Baquerizo, 48, the father of metalworker Ronald Baquerizo, 22. Aged 49, Pedro Pablo Bastidas Sanabria is an electrical

supervisor. He learned all about the challenges of major construction projects on the job, and now he is working alongside his son Pedro Pablo Bastidas Morejon, 21, a maintenance and production assistant. Another case in point is Young Partner Carlos Huayamare Filho, from the Imports area, the son of Carlos Huayamare, who has worked in Ecuador and is now involved in Odebrecht’s projects in Peru.

Job satisfaction permeates the description of the working environment provided by Project Director Júlio Lopes Ramos. He is enthusiastic about the interaction between fathers and sons at the construction site. Júlio has previously worked in Ecuador from 1992 to 2003. After that, he was active in Angola, Bolivia, Cuba and Panama before returning to Ecuador in 2013. “I hired many of those fathers in the 1990s. It makes me proud to welcome the company’s second generation and see how they are perpetuating Odebrecht’s expertise and philosophy.” ]

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I N T E R V I E W

FOCUS ON CITIZEN SATISFACTION PAULO CESENA, CEO OF ODEBRECHT TRANSPORT Written by Bárbara Rezendes | Photo by Paulo Fridman

“The situation is challenging and motivating. We have a number of opportunities to provide ever better service to our citizens,” says Paulo Cesena. A member of the Odebrecht Group since 1998, he started out at OPP Petroquímica, one of the petrochemical companies consolidated under Braskem. He has also worked at Construtora Norberto Odebrecht, and in 2008, he was the officer Responsible for Finance at Odebrecht S.A. “I worked at the holding company at a time when we only had three Businesses: Engineering & Construction, Chemicals & Petrochemicals, and Bioenergy. Then came the decision to dismember them and form new companies,” he recalls. Cesena says that he relies on a great deal of his experience as the leader of the Finance program when developing Odebrecht’s Transportation & Logistics Business in Brazil, which he has helmed since 2011. In this interview, Paulo Cesena, the CEO of Odebrecht TransPort, recalls particularly significant moments in the Group’s work in concessions and underscores his team’s achievements in the three years he has been responsible for leading the 19 companies that make up that Business. They include the urban mobility, roadways, logistics and airport segments, most of which provide services directly to end consumers.

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π How did the Group get into the concessions business, which has not only diversified its operations but its end clients?

Odebrecht has been involved with concessions for nearly 30 years. Some of them were the Brazil’s very first concessions in the power, sanitation [water and sewer] and road segments. Like Odebrecht TransPort, the Group companies working with this model come from the Engineering & Construction business. When it was created, we had four assets. We consolidated those companies and formed the new Business in 2010. π Serving the end users of an asset is just the final stage of a concession. What are the stages that come before that contact with the public?

Before serving a concession’s end clients, our teams carry out a very important phase, which is structuring the project, from planning the engineering to handling the legal and financial details. In 2013 alone, Odebrecht TransPort raised approximately USD 8 billion to finance its projects. After winning a concession contract, it takes three years, on average, to implement what has been planned and start operating the asset. Rio de Janeiro’s Galeão [International] Airport is a good example, because it reflects three years of the team’s work to win concessions in the airport area. π The synergy among the Group’s Businesses consolidates expertise and generates productivity. How has Odebrecht TransPort been going about sharing its experiences?

Fortunately, at Odebrecht TransPort, we have people who come from several different Group Businesses. That diversity is fundamental, and supplements our expertise.

We achieved the concession contracts we recently won, for example, because we had the best engineering designs.

We also exchanged a great deal of information on logistics with Odebrecht Agroindustrial and Braskem. Odebrecht Ambiental [Environment] helped us enhance the Private-Public Partnership model and bond structuring.

The Group also offers us its Knowledge Communities on subjects that are very useful for us, so we can share what we learn. π How are Odebrecht TransPort’s investments targeted?

We identify Brazil’s biggest bottlenecks. Then we bid for concessions that will make it possible to consolidate other modes of transportation in each region and invest in routes that can provide new options for diverting traffic or increasing productivity in the cargo shipment sector. In the Mid-West, for example, we took on the challenge of shipping soybeans to market, and we will steadily increase our work to ensure growth in that region, which has a

promising economic dynamic. In Pernambuco, we want to make the Port of Suape a major logistics hub, dynamizing the sugar terminal in a way that is integrated with the Rota do Atlântico concession company (CRA) [see article on the CRA in this issue]. π Brazil’s development potential is being held back by a lack of infrastructure. How can the private sector improve that situation?

This country has grown, its infrastructure has not kept pace with that growth, and taxpayers are becoming more vocal about their rights. The situation is challenging and motivating. We have a number of opportunities to provide ever better service to the public, our user-clients, who are demanding and aware of their rights. There is a tremendous demand, and the Federal, State and Municipal governments understand that the private sector has an important role to play in that context. One example of this is the increasing frequency with which PPPs are emerging, and the growing number of Statements of Interest Procedures [PMIs] through which we, as private investors, study the feasibility of a project and present it to the government. That model resulted from Odebrecht’s experience in other Latin American countries and, because it is more efficient, it is considered a growing trend in the Brazilian market.

"WORKING WITH A LARGE NUMBER OF PEOPLE REQUIRES PERCEIVING INDIVIDUAL TENDENCIES TO MEET COLLECTIVE DEMANDS"

π During its 30 years of experience, Odebrecht has learned to work with a new business model and a new type of client. What is the company’s relationship with the users like in a concession environment, and how are company members involved?

Working with a large number of people requires perceiving individual tendencies to meet collective demands. To do so, we need to focus increasingly on communication.

We are not going to resist the public’s need for real-time information. When we created our Twitter account for the SuperVia concession in Rio de Janeiro, it was a tre-

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We see winning new concessions as a stage that will lead to fresh challenges, including the timely delivery of projects, within the agreed budgets and schedules and with the requisite quality, and adding more Knowledgeable People to our team. We feel that we’ve already achieved a great deal, but there are more opportunities out there. Now our priority is working with exemplary corporate governance to implement the concessions we have already won, enhance the operation of our assets, win select new concessions and maintain fiscal discipline. We need disciplined governance so our partners will always renew their trust in us. We are working to build the reputation of a solid company that provides excellent service but is also highly profitable. ]

mendous learning experience. We opened up a streamlined channel of communication with passengers, who get answers on the spot. In this case, our members need to be prepared to provide top-quality service. Our biggest challenge is disseminating our culture among members who work directly with the public, and offering an efficient internal communication system so they will be better prepared to serve their clients. π Odebrecht TransPort experienced accentuated growth in 2013. It won important concessions, such as Galeão, and started operating major assets, like Embraport.

What comes next?

ODEBRECHT’S PRESENCE IN BRAZIL’S TRANSPORT SECTOR

PERNAMBUCO ConectCar Rota do Atlântico Concessionaire (Ipojuca) Rota dos Coqueiros Concessionaire (South Coast) Agrovia (Ipojuca)

THE COMPANY’S CONCESSIONS ARE LOCATED IN EIGHT STATES IN THREE REGIONS THE COMPANY’S OPERATING SEGMENTS Urban Mobility Highways Integrated Logistics Systems Airports

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RR

AP

AM

PA

CE

MA

PB

PI AC

PE

TO RO

BA

MT

The number of assets the company’s concessionaires currently manage

DF

GO MG

MS SP

GOIÁS VLT (Goiânia)

RN

ES RJ

PR

SE

AL

BAHIA ConectCar Bahia Norte Concessionaire (Salvador) Litoral Norte Concessionaire (from Camaçari to Sergipe state line)

ESPÍRITO SANTO Liquiport (Vila Velha) SC

MATO GROSSO AND MATO GROSSO DO SUL Rota do Oeste/BR-163 (from Itiquira, MS, to Sinop, MT)

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SÃO PAULO (State) ConectCar Rota das Bandeiras Concessionaire (Campinas metropolitan region to Paraíba Valley) Logum (Ribeirão Preto) Embraport (Santos)

RS

SÃO PAULO (City) ViaQuatro Line 4 – São Paulo Metro’s Yellow Line Otima Line 6 – São Paulo Metro’s Orange Line

RIO DE JANEIRO SuperVia VLT Carioca ViaRio International Airport (Galeão)

IDEAS

Written by Emanuella Sombra

An innovative solution will eliminate two months of work and 30% of the cost of the shipyard being built by Enseada Indústria Naval in Bahia, Brazil.

Engineering teams from the joint venture including Odebrecht concluded that using reinforced concrete trusses instead of the conventional metal structures would be the best choice for building the workshop that will produce steel plates for the shipyard.

“The advantages of metal structures include less assembly time. However, they would have to be imported from China, which means more waiting time,” explains Planning Manager Luís Bolpetti.

“Furthermore, the purchase of precast pieces from a local supplier in Bahia resulted in a savings of BRL 19 million.”

The Maragojipe shipyard will build six drillships for Sete Brasil to operate in ultra-deepwater pre-salt oil fields.

Odebrecht Archives

CHANGING HABITS

π Enseada do Paraguaçu Shipyard: using reinforced concrete trusses instead of metal structures

RIGHT IN THE GOAL

GREEN WINE As its name implies, the cork tree, a member of the oak family, provides the raw material used to make corks for bottles. The problem is that it takes decades to grow. Could a substitute – say, plastic, for example – be an ecofriendly rival? The answer is yes, especially if we’re talking about green plastic (I’m GreenTM polyethylene), which is 100% recyclable and has the same oxygen control performance as cork. Branded Select® Bio, and manufactured by Normacorc, a world leader

in the segment, these polyethylene corks look just like the conventional kind. This is an unprecedented use of the green polyethylene that Braskem produces from sugarcane ethanol.

Everyone knows you can “stroll” around the world using Google Street View. A new idea will make that pastime even more fun.

A partnership between Rio’s Maracanã Stadium and Google will make it possible to “walk” on the pitch” and even “step” on the penalty line. The filming involved the same method utilized in the Grand Canyon and around the statue of Christ the Redeemer in Rio de Janeiro: a Google engineer walked all around Maracanã – including the stands – wearing a 15-camera backpack. The images produced will make you feel like you’re right there on the pitch.

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D O M I N I C A N

R E P U B L I C

π Emmanuel Brito: “We’re in it together, and help each other”

FOLKS WHO CARE ABOUT FOLKS FEELING LIKE FAMILY IS ONE OF THE FACTORS BEHIND THE DOMINICAN JOBSITES’ SAFETY RECORDS

Written by Cláudio Lovato Filho | Photos by Erika Santelices/AFP

Emannuel Brito Ramírez has a family, and the center that family is his 4-year-old daughter Smarlin. At the jobsite for the North Santiago Beltway in the Dominican Republic, where he works, he has another family, and the most important member is the person working beside him, his closest kin. “Here we make sure that everybody takes safety precautions. We’re in it together, and we help each other.”

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This feeling, which is present at all of Odebrecht’s jobsites in that country, helps explain how the company managed to achieve a major milestone in December 2013: 25 million manhours worked (MHW) without a single serious accident between November 2011 and December 2013 on all 11 projects under construction during that period. By the time this issue went to press, that figure had reached 26 million MHW.

“Odebrecht has created a new paradigm for the Dominican Republic,” says Public Works and Communications Minister Gonzalo Castillo.

“The company is a benchmark. We now require local contractors to adopt Odebrecht’s exemplary practices. The record of 25 million man-hours worked without serious accidents is not fortuitous. It was the result of investments in professional education. When you visit the construction sites, you soon perceive Odebrecht’s philosophy.”

Like Minister Castillo, engineer Altagracia Espaillat, the head of the Labor Ministry’s Department of Inspection, Monitoring and Assessment, part of the General Directorate of Industrial Hygiene and Safety, is a constant presence at the projects underway in that country. “Odebrecht’s contribution to our work has been fundamental,” she says. “It has made a considerable contribution by setting an example for other companies.” Deputy Labor Minister Mari Norki Ozuna, observes:

π Orlando Santini (third from left, back row) with Antonio Rodríguez, Miguel Bernard, Armando Matías, Rhenny Matos, Francisco Alberto Baez and Yoshiro Hoshikawa Peralta (from left): empowering Dominican professionals’ growth

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Personal initiative The construction of the 24-km beltway began in September 2013. Underway in Santiago, the country’s second-largest city, it includes the execution of 39 special features (overpasses, level crossings and bridges) and was going full swing when the Odebrecht Informa team visited the jobsite in January. The project was scheduled for delivery in late February, and the teams were working around the clock, seven days a week. Under those conditions, strict observance of safety standards is even more vital.

“We realize that our safety strategy is working when workers do things on their own initiative, like using full individual protection equipment, and when they encourage their co-workers to do the same. That’s what is happening at our jobsites,” says Analie García, the Odebrecht officer Responsible for Production on the North Beltway project. “Safety habits must be intrinsic,” she adds.

But how did they achieve this? The sense of family among co-workers and the appreciation of the value of life as part of the company philosophy have been essential factors. However, they would just be fine ideas

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Odebrecht Archives

“In the Dominican Republic, when it comes to [workplace] safety, there is a ‘before’ and ‘after’ Odebrecht. With its preventive mindset and educational and awareness-raising programs, the company is playing a critical role in establishing a culture of safety in this country.”

Antônio Luiz Sanchez Gaspar, the officer Responsible for Sustainability at Odebrecht Infraestrutura - Latin America, observes: “The results achieved in the Dominican Republic are impressive anywhere in the world, including

by North American and European standards.

But the significance of this achievement is not just the numerical result itself. It also lies in the reasons behind it. In all of Odebrecht’s operations in Latin America, the understanding that workplace safety is an integral part of strategic entrepreneurship starts with the Entrepreneurial Leader and is spread by the Managing Directors, Project Directors and their teams.” Gaspar adds: “In the Dominican Republic, in particular, the HSE program is consolidated and carried out consistently under the responsibility of an expert team with full delegation of authority.”

π Minister Gonzalo Castillo at the jobsite: “Odebrecht has created a new paradigm for the Dominican Republic”

and noble sentiments without a clear, strong management system to make them a reality at the work fronts. It is implemented through the Odebrecht Integrated Safety, Health and Environment Program (PI-SSTMA), adapted to the specific characteristics and diversity of the projects underway in the DR (see box). The proper application of its premises depends directly on grooming HSE teams. Ninety-five percent of their members are Dominicans.

Orlando Santini Filho, the officer Responsible for HSE at Odebrecht Dominican Republic, is pleased and proud that a growing number of local professionals are responsible for the workplace safety program at the jobsites.

“They are making sure that we achieve the expected results,” says Orlando.

One of the tools for preparing these members to do their job is a graduate degree in Safety Engineering from the University of São Paulo (USP), a two-year program involving distance and face-to-face education. Armando Matías, 33, and Miguel Bernard, 41, have already taken it. Rhenny Matos, 36, will graduate in 2014. “I just have to finish the final paper,” he says. The subject is “Anxiety and Stress among Truck Drivers.”

Armando is working on the Piedra BlancaCruce de Ocoa Highway. “Knowledge is important, but above all, you must enjoy working safely and like people. You have to like to talk to them and spend time with them.”

Miguel, who works on the North Beltway, adds that the presence of managers in the field is one of the factors that make the difference.

“After a while, the workers start to request the presence of security personnel in the field with increasing frequency, for charlas [chats] that provide information on risks that will be part of that day’s tasks, for example. That is very gratifying.” In addition to Armando, Miguel and Rhenny (who works on the Miches Highway construction project), there are three other Dominican engineers responsible for workplace safety on projects in that country: Yoshiro Hoshikawa Peralta, 30, Francisco Alberto Baez, 38, and Antonio Rodriguez, 36.

“We have made significant progress,” says Orlando Santini. “From the very start of each project, we seek to instill a culture of

prevention, which is implemented through the education and motivation of our teams and making very sure that everyone has the right attitude toward safety, from the workers at the jobsites to the Project Director. But above all, what we have here in the Dominican Republic is tremendous confidence in the work of the HSE team, and that confidence starts with our Managing Director, Marco Cruz, goes on through our Project Directors and extends to everyone who is working on our projects.”

These words are confirmed by the people directly responsible for those projects. “We maintain a constant flow of communication and mutual support,” says Flávio Campos, the Project Director for the Piedra Blanca-Cruce de Ocoa Highway. And that leads to what matters most: “It isn’t about the figures, it’s about life,” says Sergio Tettamanti, the Project Director for the North Santiago Beltway, referring to the 25 (now 26) million MHW with zero accidents and the true meaning behind that number. ]

π Engineer Altagracia Espaillat (left) and Vice Minister Mari Norki Ozuna: the importance of setting an example

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C O M M U N I T Y

π Jéssica da Silva (left) and Agueda Silva: boldly seizing a unique opportunity

JUDO GIS AND GRADES ROTA DAS BANDEIRAS SUPPORTS CITY PROGRAMS THAT BRING SCHOOLS AND SPORTS CLOSER TOGETHER

Written by Júlio César Soares | Photo by Bruna Romaro

Kodokan is the name of the world’s first Judo school, founded in 1882 by the martial art’s creator, Jigoro Kano. In Japanese, it means “road to brotherhood.” More than a century later, another road is helping judokas (Judo practitioners) from São Paulo State get ready to win titles in Brazil and abroad: the Dom Pedro I Corridor, run by the Rota das Bandeiras concession company, an affiliate of Odebrecht TransPort.

Located 60 km from São Paulo City, Atibaia was incredibly hot in January – a summer month in Brazil. In the Alvinópolis district, nearly 50 youths were warming up for their daily Judo lesson. Their heavy gis (traditional Judo uniforms) must have been uncomfortable in all that heat, but the athletes didn’t seem to mind. It takes plenty of

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stamina to withstand the intense training and high temperatures. Jéssica Carvalho da Silva, 14, says determination was key to winning the Pan-American Judo championship in El Salvador. “The fighters from other countries were stronger and had better technique,” she explains. “The fact is that I won the championship through sheer willpower.”

Jéssica is one of the 1,500 children and adolescents taking part in the Social/Educational Judo Program organized by the Paulo Alvim Judo Association of Itaibaia (Apaja) and sponsored by Rota das Bandeiras since 2011. In 2013, this program obtained another source of funding: part of the city’s Service Tax (ISS) revenue.

When the highway’s users drive through its toll plazas, 5% of the amount they pay goes to the local

municipal governments in the form of ISS. Created in October 1995, this tax covers a varied range of services. In the case of the Dom Pedro I Corridor, it is levied on toll charges, outsourced services and maintenance work, such as installing signaling and refurbishing asphalt. It is up to each municipal government to decide how to spend that money. In Atibaia, for example, there is a law providing incentives for sports that allows the use of up to 20% of ISS collected to fund social projects focused on sporting activities. “When we found out about this project, we authorized the transfer of 20% of the tax to Apaja,” explains Rota das Bandeiras’s Administrative and Financial Director, Ricardo Rocha.

Helping identify projects In Conchal, the service tax revenue raised helped build a school. In Paulínia, part of the ISS subsidizes tolls for 48 families who live in the Cascata district. “It is a low-income community that felt that the location of the toll plaza was imposing an undue financial burden on its residents. We talked to the local government, and the city council passed a law that sets aside part of the ISS revenue to pay their tolls,” says Ricardo. As a result, residents can drive through the local toll plaza without charge.

ISS is an obligatory tax. However, that doesn’t stop Rota das Bandeiras from trying to have a say in how part of that revenue is invested, as it did in Paulínia and Atibaia. “Some municipalities have started investing it in social programs, and Rota das Bandeiras helped identify them,” says Ricardo Rocha. In the case of the Social/ Educational Judo program, Apaja requested the funding directly from the city government. The concession company came in with a kind of reference, attesting to Apaja’s bona fides.

“Here we are investing heavily in the merger of schools and sports,” says Apaja President Paulo Alvim, 47, who has devoted 37 years of his life to Judo. He is also a sensei, a Judo master who teaches the martial art. For him, Judo marks the beginning of a change in young people’s lives.

“Today we have managed to associate Judo with good performance at school. In some cases, our older students also get jobs with us as assistants,” he says.

However, Ricardo Rocha notes that the final decision is up to the city government. “Our role is to persuade it to use that revenue to finance projects that focus on educating and grooming better citizens.” ]

π Children and teens from the Social/Educational Judo Program: organized by Apaja with Rota das Bandeiras’s support

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A N G O L A

Ď€ Acreditar Program in Zango: from left, Walter Aroma, Luis Celestino and Aristoteles Zua with educator Suelenildo Santana

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BUILDING HAPPINESS SEE HOW KNOWLEDGE AND SOLIDARITY ARE DRIVING A NATION’S PROGRESS Written by Luiz Carlos Ramos | Photo by Kamene Traça

As it makes a social contribution in Angola, Odebrecht’s priorities include improving housing conditions and professional skills, developing and empowering cooperatives and entrepreneurship, and producing food and energy.

A home, work and income Zango is a district of Viana, a city of 120,000. It is located 25 km from Luanda, which is both the nation’s capital and its largest metropolitan area. Odebrecht is building over 25,000 houses in Zango as part of the Population Resettlement Program (PRP), through which the Angolan government allocates homes with full infrastructure, electricity and piped water to families that had previously lived in precarious housing conditions.

According to Adriano Maricato Ramos, Odebrecht’s Corporate Social Responsibility (CSR) Manager in Zango: “In 2011, we implemented the Acreditar [Believe] Ongoing Professional Education Program to groom local professionals. It works along the same lines as the version offered in Brazil.” Paulo Cruz, the program’s psychologist, is full of praise: “It makes me happy to see a new enthusiasm in the students.”

Run by Salesian Catholic nuns since 2012, the Center for Social/ Professional Education Assistance (CESA) is a partnership between Odebrecht and “Kambas do Bem” – a group formed by the families of expatriate company members that does volunteer work in the communities. The CESA teaches literacy, English, music, and computer and decorating skills. Its

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director, Sister Jandira Cardoso, observes: “We are also going to offer hairdressing and dressmaking classes.”

Some of the graduates start their own businesses with loans facilitated by the Angolan government. Miliana Salvador, 26, Helena Antonio, 28, and Nazaré Miguel, 25, are going to open small shops in the Zango district.

Another sustainability project underway in their neighborhood is a soap factory. Ezequiel Mualumbo, the coordinator of the cooperative through which the project is run, says: “We use water and soda, as well as recycling cooking oil from the kitchens of Odebrecht and other companies that are participating in the project by just giving us their used oil. The liquid is poured into boxes and, when dry, it turns into bars of soap.”

Every month, the factory recycles over 2,000 liters of cooking oil, generating income for 20 families that belong to the cooperative and are working on this project.

Food and energy In the province of Malanje, Odebrecht is taking part in two major food and energy projects as a builder and investor: the Capanda Agroindustrial Complex (PAC) and Companhia de Bioenergia de Angola (Biocom). The largest private investment in the country outside the oil industry, Biocom will start producing sugar and ethanol from sugarcane and generating power by burning bagasse in 2014.

Malanje is the part of the country where the company built its first project in Angola (and Africa) in the 1980s: the Capanda hydroelectric plant. The sustainability initiatives now underway in that province include the Kukula Ku Moxi (“Growing Together” in the Kumbundu language) family farming program, which Odebrecht introduced about five years ago. Two years ago, Odebrecht client Sociedade de Desenvolvimento do Polo Agroindustrial de Capanda (SODEPAC) expanded and re-launched the initiative, which now serves 28 communities.

“The installation of the complex is an opportunity for the local community. However, they need the right skills to make the most of that opportunity,” says João Alexandre de Lira Cavalcanti, a member of Odebrecht’s CSR and Sustainability team in Malanje.

He adds: “The Capanda Complex is a breadbasket for all of Angola. It will ensure the country’s food security. We want to give a broader scope to family farming, benefiting 10,000 people in the area. The monthly family income here used to be just USD 30 dollars, and it has skyrocketed to USD 200. People used to be limited to planting cassava, sweet potatoes and maize.”

The community was facing the specter of malnutrition. Through this program, they started growing

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a variety of products, such as carrots, beets, lettuce and bananas. Since the program’s expansion in 2013, their produce sales have increased from 2 to 35 tonnes (metric tons) per month. According to Cavalcanti, that figure will reach 50 tonnes in 2014, thanks to the creation of the cooperative. Along with access to clean water and programs for traditional midwives, diversified production has helped reduce the infant mortality rate from 118 per thousand live births (the national rate) to 33 per thousand in the monitored communities.

Taking good advice: Stay Well Vanessa Silva, a Brazilian from Uberlândia, Minas Gerais, is responsible for the Xalenu Kyombote Program (its name means “Stay Well” in Kimbundu).

It has been underway for three years in the area where Odebrecht’s teams are retrofitting the Cambambe Dam project in Kwanza Norte province.

The dam was built 50 years ago, but Odebrecht is increasing its installed power, a project scheduled for completion by 2016. “We have registered 430 families from the surrounding communities: the town of Cambambe, and the villages of Terra Nova, Cambingo and Calenga. Working in partnership with those communities, we conducted 12 participatory workshops in plain, educational language, to seek the collective creation of the program. Synergy emerged among the parties to discuss problems and solutions,” says Vanessa. Currently, agricultural technicians are helping producers enrolled in the family farming program to improve and sell their crops. The dam project has started using part of their produce. The community has also been encouraged to preserve the forests and replant deforested areas. That program is transforming the production of native forest seedlings into an additional source of income and providing an alternative to the practice of making and selling charcoal.

The program also includes projects such as Bwé Saúde (“Plenty of Health”), which provides health information to families. Baobá Linhas e Panos (Baobab Thread and Cloth) encourages people to make handicrafts, producing clothes and dolls for sale. Children, teenagers and adults have also started learning computer skills and English, and the program encourages reading and traditional music as well.

Arlindo Dunguionga, 46, a farmer from Calenga, is clearly pleased: “My family is already producing more and earning more.” Bwé Saúde volunteer Paulo Quiúma, 49, from the village of Terra Nova, observes: “The families are getting better at preventing diseases.” ]

A R G E N T I N A

ICON OF A NEW ERA YPF’S NEW UNIT IN LA PLATA SYMBOLIZES THE PROGRESS OF ARGENTINA’S PETROCHEMICAL INDUSTRY Written by Renata Meyer | Photos by Leo La Valle/AFP

A maze of yellow, orange and gray structures stands out in the imposing Ensenada Industrial Complex in La Plata, Buenos Aires Province, Argentina. This is the South American country’s first continuous catalytic reform (CCR) plant, built

by Odebrecht for YPF (Yacimientos Petrolíferos Fiscales), the Argentine state-owned oil company, which explores, produces, refines and sells crude oil and its derivatives.

Since it went online in September 2013, the unit has become an icon of progress for the nation’s petrochemical industry. It makes advanced technology an integral part of the processing of naphtha into aromatics and hydrogen, which is essential to the manufacture of high-quality fuels that more efficient and less harmful to the environment, as well as a range of other products.

The new technology the CCR has introduced will enable the plant to run non-stop for up to four years. A regenerator unit continually regenerates the catalysts (substances that accelerate chemical reactions) used in the naphtha reforming process. As a result, the plant no longer requires annual maintenance shutdowns. Developed

by UOP LLC, a Honeywell International company, this solution not only ensures a major boost in productivity but more environmental protection and industrial security.

Rising in the international rankings The new CCR is part of a plan to retrofit the industrial complex that YPF is spearheading to increase its oil exploration and production capacity.

The project includes construction of a new 115-m

π Construction Manager Luciano Baroni (left) and Construction Boss Sergio Sapienza, both from Odebrecht, at the CCR project jobsite: more productivity, environmental preservation and safety

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π The new plant: built while the petrochemical complex was fully operational

flare and the complete revamping of the entire industrial park. “The CCR generates by-products that are processed at the petrochemical plant’s other units. Its implementation made it necessary to carry out a master plan to upgrade and adapt the complex to the plant’s production capacity,” explains CCR Project Director Esteban Trouet.

The new plant can produce more aromatics and hydrogen from the same amount of naphtha. This performance will enable YPF to increase its annual production capacity for high-quality fuels from the current 6 million to 8 million cubic meters by 2017, thereby repositioning Argentina in the global market as a producer of energy resources, strengthening the refining industry and making the country more self-sufficient. “It is the biggest investment in this sector in Argentina in the last 10 years,” observes Trouet.

The products generated at the Petrochemical Complex range from upstream substances used to manufacture plastics, paints, solvents, insecticides and mattresses, to inputs that boost fuel

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quality. They have so many applications that they can be found in almost all aspects of daily life hence their strategic importance. But to make that vast range of products feasible, a number of hurdles must be overcome first. The Odebrecht and YPF teams at the Ensenada Industrial Complex that worked together to put the CCR into operation are well aware of the size of that challenge.

“The CCR project was carried out while the complex was fully operational. We had nearly 1,500 people working in a very tight space when it reached its peak. Safety was always at the top of our minds. Even so, we had to conduct two shutdowns at the plant, which are critical processes for any petrochemical company,” says Esteban Trouet.

The challenge of grooming the team For Odebrecht, one of main challenges was grooming an expert team to work on a demanding high-tech, high-quality project in line with the principles of TEO (the Odebrecht Entrepreneurial

Technology). “The team was very young. For most of them, it was their first experience at the Group and each of them had their own style and work philosophy. It was a learning process that required adaptation, but thanks to everyone’s hard work and humility, we overcame that challenge,” says Construction Manager Luciano Baroni.

One of the project’s positive impacts was developing local equipment suppliers. To adapt manufacturers’ production to international standards, the company had to team up with them to fine-tune their procedures and train their technicians. The boost in professional expertise also benefited the community. The Trade School Workshop trained local people to become welders, electricians and fitters, among other specialized skills.

The construction of the CCR was Odebrecht’s first project for YPF, so one of the key aspects was enchanting the client. According to Luciano

Baroni: “Today YPF knows us well and is aware that we are an organization that focuses on delivering value to the client. We follow our philosophy about selecting and developing businesses, and establishing long-term relationships.” Thanks to the company’s work on the CCR project, YPF has entrusted Odebrecht with the task of dismantling the La Plata Refinery’s old coke plant, a few miles from Ensenada, after a fire damaged its facilities.

Ricardo Rios, the Project Director for these new contracts with YPF, believes that the successful delivery of the CCR is an important milestone in Odebrecht’s growth in the industrial engineering business in Argentina. “Building the CCR for a client that is now Argentina’s largest company has established us as ‘EPCistas’ [Engineering, Procurement and Construction specialists] and ranks us among the top players in industrial projects in that country,” he says. ]

π Ricardo Rios: Odebrecht’s growth in the industrial engineering business in Argentina

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L O G I S T I C S

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Written by Patrick Cruz | Photos by Ricardo Teles

GIANT ON THE MOVE FROM SÃO PAULO STATE TO NORTHERN BRAZIL VIA URUGUAY: THE SAGA OF A 267-TONNE ROTOR’S JOURNEY FROM THE FACTORY TO THE HYDROELECTRIC PLANT

Slowly but surely – first by carrier truck, then by ship and barge. That is how to transport cargo with a mass equivalent to the total mass of 60 full-grown elephants. Since January, a rotor weighing 267 tonnes (metric tons) and measuring almost 9 meters in diameter has been traveling along a route that runs through half of South America, bound for the Teles Pires Hydroelectric plant construction site in northern Brazil. The jobsite is located on the river that gave the plant its name, set between the municipalities of Paranaíta, Mato Grosso, and Jacareacanga, Pará. This saga is an eloquent example of the challenges faced by major infrastructure projects in Brazil.

The rotor left the Alstom factory in Taubaté, São Paulo, in January to embark on a four-month trek.

Conveying the unit involved an extremely delicate process to ensure its safe arrival at the port at Santos, where it changed its initial mode of transportation. The apparent monotony was due to the required speed: going at a maximum of 15 km per hour, the carrier truck (with 32 axles, 256 tires, a total length of 94.7 m and height of 5.5 m) that carried the equipment could only travel at night. However, the impression of tedium, if it exists at all, is deceptive: every curve in the road results in tension, which was calculated in advance so the carrier could navigate them safely. The technicians who take care of the logistics involved in transporting the unit also assess the gradients of the roadways. They planned a route that avoided sections with very steep slopes.

This concern with detail is crucial. Directly on leaving Taubaté, resurfacing work left a new section of the road 5 cm higher than the older part. The carrier transporting the rotor had to wait almost two weeks so the team could plan a new route for the journey. There was another surprise further on: an accident involving a conventional truck in the section between Taubaté and Santos limited the flow of vehicles weighing over 150 tonnes for several days, and the carrier needed to wait once more until it could continue on its way.

“It is a highly complex operation, not just because of the size of the unit but also the enormous distance which it will cover,” comments engineer Reinaldo Lopes. As the officer Responsible for liaison at the Teles Pires Hydroelectric plant, he is following the operation involved in getting the rotor to the site, paying close attention to every detail.

π The rotor on the road: traveling at a maximum speed of 15 km/h

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A logistical saga The land part of the journey alone is a logistical saga: more than 200 km from Taubaté to Santos. After reaching the port in early February, the rotor continued on its journey by sea, aboard a ship bound for the port of Montevideo, Uruguay. This voyage added more than 1,500 km to the route. A further transfer would take place in the Uruguayan capital, when the rotor would be loaded onto a barge and travel more than 2,500 km along the Paraguay-Paraná Waterway as far as Cáceres, Mato Grosso, a Brazilian town on the Bolivian border.

The rotor would still need to travel 1,100 km from there to the hydroelectric plant construction site.

But why did the unit have to travel south to Uruguay, if Teles Pires is located northwest of Taubaté, where the journey began? The answer reflects the logistical challenges currently facing Brazil: there was no way of transporting the rotor from the factory to the construction site by land. When planning for the operation began, the initial idea was for the unit to travel exclusively by road.

“After assessing the situation, we realized that 100% land transportation would be much more complex than making a number of transfers,” says engineer Reinaldo Lopes. The difficulties detected during the initial planning stage included the need to refurbish bridges along the route, for example – many of them would not be big enough for the carrier truck to cross them. By land alone, the route would have covered 2,500 km. Using different forms of transportation (land, sea and river), it turned into a journey of over 5,000 km.

The operation will be repeated The rotor transforms the power the hydroelectric plant generates into mechanical energy, which is conveyed to another part, the turbine axis. That will turn a second rotor, for the generator, producing electricity. The Teles Pires hydroelectric power plant will have five turbine rotors, which means that the saga of transporting the 288-tonne part will not be carried out just once but five times by the end of the project. The five turbine rotors will arrive at the hydroelectric plant with two-month intervals between them.

The teams work in shifts, both for the transportation procedure and for preparing the hydroelectric plant to receive the rotors. When the carrier truck delivers the unit to the port of Santos, for example, it has completed one stage of the process and goes back to start the entire procedure over again for the next one.

Meanwhile, on the Teles Pires River, the workers gradually prepare the spaces where they will install the units that will arrive in the coming months.

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π Rigorous planning: studying every stage of the journey in detail

On arriving at the site, the rotor is cleaned and goes through other preparatory stages, which take 10 days.

When that part of the work is done, an overhead crane carries the unit to its final destination, where it is literally fitted into the mechanism. “It is a delicate job, which is carried out very carefully,” says Ricardo Tavares, the officer Responsible for Electromechanical Assembly. It takes two and a half hours to lower each rotor into place.

Eight workers keep a close eye on the unit to ensure that it is on the right track. The rotor may be gigantic but the precision is surgical: the space between that unit and the part of the hydroelectric plant into which it is installed is just 3.7 mm wide.

Six thousand professionals are currently building the hydroelectric plant. The Teles Pires plant is the largest in the Teles Pires Hydroelectric Complex, which is made up of three hydros. The first hydroelectric generating unit will go online in 2015 with installed hydroelectric capacity of 1,820 MW, enough to supply the energy needs of more than 5 million people. The numbers at the construction site and plant are massive, but surprisingly enough, the operation to transport the rotor, which seems to cover half the continent, requires very few people. Although the transportation phase covers more than 5,000 km, it only involves 15 people working on the various operational stages. Another 15 workers carry out the preparatory stages and installation at the construction site. It is a minimalist touch for a plant – and a logistical operation – of giant proportions. ]

VIA LAND, SEA AND RIVER Transporting a rotor to the Teles Pires Hydroelectric Plant in northwestern Brazil involves three modes of transport and international scale

Teles Pires Jobsite

1,100 km 4

Cáceres-MT

BOL

2,500 km

Taubaté-SP Alstom Factory

ROAD

PAR

3

200 km

SEA

1 Santos-SP

RIVER

2

ARG

URU

Montevideo

1,500 km

5,000 km the total distance traveled by the rotor from the factory to the jobsite, using three different logistical modes of transport

288 tonnes

in diameter 9 meters

4 months the time the journey will take

FOUR STRETCHES, THREE LOGISTICAL MODES

1.7 km/h

ROAD STRETCHES

1 4

First part of the journey, from the factory to the port of Santos and from Cáceres to the jobsite

32 axles 15 km/h on the carrier the maximum speed transporting the rotor for safety

MARITIME STRETCH

2 Done by ship, from the port of Santos to Montevideo, Uruguay, where the river stretch begins

the estimated speed of travel for the unit, considering the distance and total travel time

5 times that is how often this logistical saga will be repeated until all the plant’s rotors are delivered

During road transport, the carrier only travels at night

RIVER STRETCH

3 Transported by barge from Montevideo to the Paraguay-Paraná Waterway

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F O L K S

TRAVEL

“Mestre” Otimário. That is how construction supervisor Otimário Cruz Silva, 62, is known in Angola. He has been with Odebrecht for 42 years, and since 2013, he has been learning English so he can communicate better at the increasingly multicultural jobsites. After 10 years in Angola, Otimário is currently on the team building the Structuring Roadways project in Luanda. An inveterate traveler, he hasn’t started exploring the vast territory of Angola yet, but he plans to start soon. He has traveled all over Brazil, and worked on over 20 projects in several parts of the country. And he doesn’t just travel for work - he also likes to take his family along on vacation. His favorite spot is the town of Valença, on the south coast of Bahia.

“There’s nothing like the crystal-clear waters and warm, hospitable people in that part of Brazil,” says Otimário, who hails π Otimário: over 20 construction projects in Brazil from the northeastern state of Sergipe.

Personal Archives

FAMILY

Doctor for a big family

π Belkis: sharing values

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A surgeon who studied in Mexico City, Belkis Santamaría is from Panama. So are her parents and her daughter. After 7 years with Odebrecht, she is now the officer Responsible for Health on the Panama City Metro Line 1 construction project. “This will be the first metro in Central America, which is a source of national pride.

We are building a better country for future generations,” says Belkis. There are about 40 professionals on her team, but during the campaign to sensitize workers about HIV/AIDS, for example, she interacts with over 5,000 people. “I’ve had the good fortune to meet every one of them, share values and reinforce mutual trust. That’s Odebrecht, and I like that. We are one big family,” she concludes.

Personal Archives

Frequent flyer

ARTS & CULTURE Holanda Cavalcanti

SPORTS

Sports in everyday life Maurício Couri Ribeiro, 58, is a civil engineer who has been with Odebrecht for 32 years. Currently the Investment Director at Odebrecht TransPort, he is known among his co-workers as one of the Group’s best soccer players. He has played the beautiful game since he was 8 years old and nearly turned pro. He was courted by several teams but decided to go to engineering school instead. Married to Yvana and the father of two, he does sports almost every day to keep in shape. He walks, cycles and occasionally plays soccer or tennis. “Sports are vital for life and health. You relax and have fun. My health indicators are excellent. That means I can do my job better.”

Márcio Lima

π Marcos: working on a new book

π Maurício: “Sports are vital for life”

Literary engineer Born in Aracaju, Brazil, 57 years ago, Marcos Rabello says that the fact that he kept in close touch with the country’s bustling cultural and political scene by listening to the radio made his youthful imagination soar. As an engineering student in Salvador, Bahia, he felt the influence of filmmaker Glauber Rocha and wrote and directed two short films. His wife, Maristela, is from Bahia, and they have three children. During his 20 years with Odebrecht, he has worked in the Communication & Institutional Relations and Energy areas. After over six years in Angola, he returned to Brazil in 2010 as the Director of the Environment area. Today he is the Group’s Business Development Director in Paraguay. Whenever he can, he constructs stories for the novel he is writing. It won’t be his first.

In 2003, he published O romance do contista (The Storyteller’s Tale), a maze of stories whose architecture is based on a hoard of emotions stored up from his past. “That book was the result of a moment of reflection. When I have the time and opportunity, there’ll be another,” promises Marcos.

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C I T I Z E N S H I P

COMMUNICATION FINDS A WAY CONFLICT MEDIATION IS ONE OF THE HIGHLIGHTS OF THE IDC’S WORK IN NORTHEASTERN BRAZIL Written by Livia Montenegro | Photos by Almir Bindilatti

Telma Andrade, 46, lives in the Moenda community, in Presidente Tancredo Neves county in the northeastern Brazilian state of Bahia.

Her blue eyes reflect peace and calm, which is just what this former telephone operator and office assistant feels. Now a schoolteacher, she is sitting in the room with a round table where conflict mediation helped her peacefully sort out her divorce from her partner of 20 years.

Telma recalls how the Rights and Citizenship Institute (IDC) helped her through that phase of her life.

“When I got here, I had lots of questions, and the attention I got was fundamental. I thought the divorce would drag out for a long time, but we got it done in less than a month,” she

π Telma Andrade: “I trust their work and recommend it”

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explains. Telma already knew about the IDC because it had helped her get ID cards for her two daughters. For her, the institute’s attentiveness, generosity and efficiency made all the difference. “I trust the work they do, and that’s why I recommend it to anyone who needs it.”

Conflict mediation is just one of the services the IDC provides. Founded in 2004, the institute works through two centers: Citizen Service, which offers access to public policies (such as issuing basic civil documentation: work papers, ID cards, etc.), and Citizenship Education, which aims to groom community leaders and train Municipal Councils for the Rights of Children and Adolescents and Juvenile Authorities of Southern Bahia.

π Eduardo (left) and José dos Santos: pleased with the results of the IDC’s conflict mediation

During conflict mediation, both parties must reflect, discuss and decide the course their lives will take from that point forward. Andréa Guedes, the Supervisor of the Citizen Service center, explains that this method makes it possible to inform people about their rights and duties through participative action. “Mediation is also a way to prevent future conflicts by establishing a climate of cooperation between people.”

José Santos, 38, lives in the Toca da Onça community, in the same county. He sought the IDC’s help in dividing up his mother’s estate.

“At first, I went to the deeds office in town and they recommended the IDC because there was less red tape involved.” Since their mother’s death, he and his eight siblings had failed to reach a consensus. “We left here satisfied, and there was no need to go to court,” says Eduardo dos Santos, 61, the eldest heir.

“When you’re involved in a conflict, most of the time you don’t sit down and talk. It’s hard to listen to what the other side has to say. That’s why we encourage dialog, so we can find the best solutions. Then we draw up a document and the parties involved promise to stick to the agreement,” says mediator Joína Soares.

Making the difference The IDC’s four outlets in the Bahian counties of Camamu, Nilo Peçanha, Presidente Tancredo Neves and Valença have provided some 350,000 services, benefiting over 100,000 people. Part of the Odebrecht Foundation’s Southern Bahia Lowlands Environmental Protection Area Mosaic Program for Development and Growth Integrated with Sustainability (PDCIS), the

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π IDC Member Joína Soares (left): conflict mediation is one of the broad range of services the institute provides

institute’s mission is organizing and strengthening social capital and creating the conditions for the full exercise of their rights and duties as citizens.

“We are helping produce a new form of civic spirit. Leaders and council members have started reflecting on a more critical and proactive approach. They are aware of their responsibilities, and seek to influence others and discuss problems, which makes them part of the solution,” says Maria Celeste Pereira, the IDC’s Executive Director.

According to Naiane Oliveira, the Director of the Citizenship Education Center, ongoing training and education is key. “We have to keep pace with national guidelines for providing full services to children and adolescents and have a broad pool of candidates qualified to serve on the municipal councils,” she observes.

Aletícia de Jesus, 25, is on the Juvenile Authority board for Presidente Tancredo Neves county. Like Telma, her eyes shine when she talks about the IDC’s role in her education. “Thanks to the training programs, we have discovered a little more about things you

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only see in theory. We understand that our work plays an essential role in changing the lives of children and adolescents. I can safely say that the institute has helped me love what I do even more.” ]

Other fronts The IDC also runs projects like “Reading Circles” and “Following Trails” in the Southern Bahia Lowlands. They are tools for ensuring the overall development of adolescents on the personal, social and professional levels, encouraging them to read while grooming leaders.

The challenge of enabling rural associations to access the Food Acquisition Program (PAA) has resulted in the training of over 1,000 farm families and injected BRL 3.8 million into the local economy in the last three years. Run by the Ministry of Social Development and Combating Hunger, the PAA matches farm production with the nutritional needs of daycare centers, schools and public hospitals.

TEO “SINCE OUR INCEPTION, WE HAVE ALWAYS BEEN AND SHOULD CONTINUE TO BE AN ORGANIZATION IN WHICH THE FUTURE DETERMINES THE PRESENT”

F I N A L

W O R D

WHAT DOES THE CLIENT NEED?

Personal Archives

RICARDO VIEIRA, MANAGING DIRECTOR OF ODEBRECHT INFRAESTRUTURA IN ARGENTINA

A Brazilian from Ilha Solteira, São Paulo, civil engineer Ricardo Vieira joined Odebrecht 16 years ago as a Young Partner. He moved to Ecuador in 2003 and went on to become Project Director for the Carrizal Chone irrigation project. After 10 years in Ecuador, Ricardo is taking on a new challenge, this time in Argentina, as the officer Responsible for Odebrecht Infraestrutura – Latin America’s operations in that country.

Written by Renata Meyer

π How would you describe your growth process at Odebrecht?

The Group provides lots of opportunities for training and development at work. We learn by interacting with leaders, co-workers, clients and communities. I believe that my growth is also the result of personal effort and dedication.

It is important to always be ready to take on new challenges. π What is the most important contribution that its experience in Ecuador has made to the company?

On several occasions, that experience has made us live the core principles of TEO [the Odebrecht Entrepreneurial Technology] and apply them on a permanent basis: serving the client and doing “what is right,” while always seeking to satisfy them with humility and diligence. π How is the experience of more seasoned members bal-

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anced with the fresh knowledge brought in by young people?

Younger members bring the enthusiasm and energy of youth and the latest technologies. Those qualities are consolidated with the savvy and expertise built up by more experienced leaders. π How do you like to establish your relationships in the workplace?

My relationship with my leaders, peers and team members is based on setting clear objectives and sharing strategies. We always work as a team, with transparency and synergy, preferably face to face. π What are your biggest challenges as the officer Responsible for Odebrecht Infraestrutura Latin America in Argentina?

One of my main focuses is managing the completion and delivery of the Paraná de las Palmas Clean Water Project, and ensuring

the quality and functionality of the construction work. On the Sarmiento subway project, the focus will be on creating a contractual and financial framework that will permit the implementation phase to get started in order to satisfy the client, benefit the community and add value for shareholders. Another goal is to identify outstanding new projects in the delegated market [Argentina, Bolivia, Chile, and Uruguay] that will securely reposition the infrastructure backlog [total value of the contract portfolio] in the medium term. π What message would you like to send out to company members?

Any goal can be achieved with courage, perseverance and dedication, by putting your best efforts into all your tasks, large or small.

Often the details make the all difference between success and failure. ]

The Odebrecht Group is made up of: Businesses Odebrecht Engenharia Industrial Odebrecht Infraestrutura – Brazil Odebrecht Infraestrutura – África, Emirates and Portugal Odebrecht Infraestrutura – Latin America Odebrecht Realizações Imobiliárias Odebrecht Ambiental Odebrecht Latinvest Odebrecht Óleo e Gás Odebrecht Properties Odebrecht TransPort Braskem Estaleiro Enseada do Paraguaçu Odebrecht Agroindustrial Odebrecht Defesa e Tecnologia Investments Odebrecht Energias Brasil Odebrecht Africa Fund Odebrecht Latin Fund Support Companies Odebrecht Comercializadora de Energia Odebrecht Corretora de Seguros Odebrecht Previdência Odebrecht Engenharia de Projetos Odebrecht Serviços de Exportação Social Program Odebrecht Foundation

RESPONSIBLE FOR CORPORATE COMMUNICATION AT ODEBRECHT S.A. Sérgio Bourroul RESPONSIBLE FOR PUBLISHING PROGRAMS AT ODEBRECHT S.A. Karolina Gutiez EDITORIAL COORDINATION Versal Editores Editor-in-Chief José Enrique Barreiro Executive Editor Cláudio Lovato Filho English Translation H. Sabrina Gledhill Photo Editor Holanda Cavalcanti Art/Graphic Production Rogério Nunes Electronic Publishing and English Edition Coordinator Maria Célia Olivieri Printing 440 copies Pre-Press and Printing Ipsis Editorial offices: Rio de Janeiro +55 21 2239-4023 São Paulo +55 11 3641-4743 e-mail: versal@versal.com.br

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Lia Lubambo/Lusco

Holanda Cavalcanti

Holanda Cavalcanti

contribution

Fewer hospitalizations and less need for medication. Lower absenteeism due to illness, and children doing better at school. Rising property values. Present in 11 states - in cities like Cachoeiro do Itapemirim and Recife (photos) – Odebrecht Ambiental is doing its part to help Brazil overcome one of its historical challenges. The results, like the ones confirmed by the company teams’ as they do their jobs from day to day, make it clear that this Brazilian challenge may be complex, but it will soon be a thing of the past as far as the country’s installed capacity to surmount it is concerned.