# 163 vol. XL NOVEMBER/DECEMBER 2012 English Edition
Major Milestones in 2012 Symbols of conviction, partnership and the ethos of service
The Carvalhos Bridge, the first project built through the Group’s Recife Office, which turned 50 in 2012
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www.odebrechtonline.co Online edition
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> The focus on the sustainability of its products, projects and practices is a key differentiator that makes Braskem an outstanding company. > Norberto Odebrecht’s father, the pioneering engineer Emílio Odebrecht, died 50 years ago. Emílio got his son started in the civil construction business. > You can read this entire issue in HTML and PDF.
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> Online edition of Odebrecht Informa. > Reports, features, videos, photos, animations and infographics.
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> Diversification of business activities throughout the country and grooming leaders mark the current phase of Odebrecht Argentina as it celebrates its 25th anniversary in 2012. > Members recall the trajectory of Braskem, a company created 10 years ago whose origins are linked to the most important milestones in the history of Brazilian petrochemicals. > The most important venue for the dramatic arts in Salvador, Bahia, the Castro Alves Theater is marking its 45th anniversary as the backdrop for watershed moments in the history of music and drama in Brazil.
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> A conversation with engineer Piero Marianetti, who used his profession to make another dream come true – becoming a farmer.
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> PURIFYING CYCLE The Aquapolo Project prevents water shortages through sewage treatment and recycling for industrial use.
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Cover: Braskem members at the Camaçari Complex, Bahia, Brazil Photo by Edu Simões
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#163
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Message: Marcelo Odebrecht, who is marking 20 years of work with the Group, discusses a company’s greatest asset – people
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Braskem, 10 years: the ideas and initiatives that led to the construction of the leading petrochemical company in the Americas
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Interview: Braskem Entrepreneurial Leader (CEO) Carlos Fadigas speaks of the need to bolster the petrochemical industry’s supply chain
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Dominican Republic, 10 years: teams are actively present wherever development requires them
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TEO: eight Angolan members mark 25 years with the company; eight exemplary stories of growth and overcoming obstacles
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Recife Office, 50 years: after playing a key role in Odebrecht’s national expansion in Brazil, it is also a hub for grooming the Group’s leaders
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Venezuela, 20 years: the iconic story of a partnership between a company and a country
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ETH, 5 years: a company destined to transform the sugar-ethanol sector in Brazil
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Argentina, 25 years: a joint journey that began with a hydroelectric plant in Patagonia
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Folks: José Manuel, André and Elizabeth and their daily lives in Angola, Mozambique and the United States
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Odebrecht Energia, 1 year: the challenges and protagonists of a young energy sector pioneer
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Mexico, 20 years: the Group’s crosscutting operations, from Los Huites to Ethylene XXI, Sinaloa to Veracruz
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Southern Bahia Lowlands: the President Tancredo Neves and Igrapiúna Rural Family Houses mark 10 and 5 years of educational activity
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MAJOR MILESTONES 58
Profile: Tiago Britto, a 40-year Odebrecht member, and the pleasure of passing on his knowledge to young partners
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Ecuador, 25 years, and Colombia, 20 years: different stories with the same theme of contribution through key projects
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FDOT: Odebrecht’s productive 20-year relationship with the Florida Department of Transportation
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Castro Alves Theater, 45 years: the doors to this temple of Bahian culture are opening ever wider
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Savvy: HĂŠlcio Colodete and the childhood lessons he carries with him to this day
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PRP project, 10 years: people are the beginning and end of this initiative in the metropolitan region of Luanda, Angola
The map shows the countries and Brazilian states (in beige) where the projects and programs described in this issue of Odebrecht Informa are located, and where the people who feature in these stories live and work
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Odebrecht Energia
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IgrapiĂşna
ETH
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PRP - Angola
Braskem
Pres. Tancredo Neves
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25 years
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Recife Office
Castro Alves Theater
Colombia
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Mexico
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EDITORIAL
“This year, Odebrecht is celebrating many ‘birthdays’ of special significance. These are numbers that especially symbolize the success of the conceptualization and execution of entrepreneurial strategies, as well as the successful aim of establishing a permanent presence in its chosen businesses and countries”
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Truth in numbers his issue of Odebrecht Informa is dedicated to milestone dates for the Group’s companies in 2012. This year, Odebrecht is celebrating many “birthdays” of special significance. These are
numbers that especially symbolize the success of the conceptualization and execution of entrepreneurial strategies, as well as the successful aim of establishing a permanent presence in our chosen businesses and countries. These major milestones in 2012 reflect the basic premises of an entrepreneurial trajectory in which the words “disengagement” and “superficiality” are not in our vocabulary. Coming to stay. That’s the idea. So is the goal of providing qualified assistance and growing on the basis of our Ethos of Service. Whether it is in Venezuela, where Odebrecht teams began working 20 years ago, or in the Ethanol and Sugar business, which the Group entered precisely five years ago through ETH Bioenergy; in Argentina, a country where we are celebrating a 25-year presence, or at Braskem, which is marking the 10th anniversary of its creation, we certainly view these dates as cause for celebration, but they particularly represent opportunities for reflection. As the saying goes, “The numbers don’t lie.” We could say in this case that the numbers tell major and definitive truths - the truth about work, outstanding contributions, confidence in people and the thrill of being alongside them when they see their future being unveiled. With this issue, Odebrecht Informa - which, incidentally,
will celebrate its 40th anniversary next year - congratulates everyone who, in one way or another, has helped build the trajectories reported in the following pages. And this, of course, includes you - our reader. Good reading.
In an essay written especially for this issue, Marcelo Odebrecht, President and CEO of Odebrecht S.A., underscores the role of Culture in the Group’s history and future
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Bruna Romaro
culture is the key
ur organization has grown considerably in recent years, in every sphere. One of them draws particular attention: in three years, we have brought in nearly 100,000 new members. In 2009, we had 87,000, and by
the second half of 2012, we were almost 180,000 strong (including people of 60 nationalities who are working in and exporting products and services to 60 countries around the globe). This new reality poses challenges of equal proportion. The biggest is preserving our Culture and renewing it on a basis of principles and philosophical concepts that never changes.
For this reason, the history of the Group has a role to play - and not a minor one. By learning about the activities,
rector of their mission but also plays the decisive role of Educator.
feats and achievements of the people who are part of our
By Leaders, we mean Educational Leaders who have
entrepreneurial trajectory, we gain access to useful experi-
adhered to our principles with conviction, assimilating our
ences for our lives and work, establishing a connection to
beliefs and values, and putting them into practice. They en-
the generations that came before us. We can propel our-
courage their team members’ self-development, and use
selves into the future by walking the paths of past genera-
their own example to develop the Ethos of Service in every-
tions, and learning from their examples and achievements.
one around them.
Therefore, I would like to take the opportunity of this
Our significant growth in recent years, which has gener-
issue of Odebrecht Informa, which is dedicated to major
ated a remarkable increase in the hiring of new members,
milestones in our history in 2012, to underscore some key
has taught us that our Culture and its humanistic values
points that I feel to be essential, and share them with you.
can be assimilated and practiced more easily and quickly than we had thought. It simply depends on the team mem-
The role of our Culture
ber’s character and disposition, on the one hand, and the
The first point is the decisive role of our Culture in the
practice of the Pedagogy of Presence by their Educational
construction of our journey so far.
Leader on the other.
Our Culture is our way of being, thinking, acting, producing, and relating with our Clients and partners, and the
Belonging and staying
communities in which we are present.
Finally, by publishing the statements of people who have
Our Culture is the ethos that drives our leaders, their
been with Odebrecht for many years, this issue enhances
teams, and each of us individually, as we carry and transmit
our ability to attract and assimilate high-quality people and
the values and principles of TEO [the Odebrecht Entrepre-
continually offer them fresh opportunities to grow and rein-
neurial Technology] in our everyday activities, which en-
vent their careers.
ables us to establish relationships of trust with our Clients
This is one of our differentiators: the low turnover of our
and Shareholders, working in a decentralized fashion with
teams. Most people who join Odebrecht stay on for many
planned delegation of responsibility, as partners who share
years. For this reason, among others, we are innovating our
the results achieved.
annual program of presenting medals for time spent with
Hence the importance of keeping our Culture alive and up to date.
the Group by expanding the milestones to include members who are completing or have completed 30, 40 and 50 years of work.
Team spirit and the role of the Leader
These long journeys involve a process of continuous
It is also important to recognize that the trajectories and
self-development, and are directly linked to our Culture,
results the Odebrecht Group has achieved so far are the re-
the Society of Trust in which we work, the freedom to create
sult of team spirit, with a focus on giving better service to
and produce, and the presence of down-to-earth, acces-
each individual Client.
sible Leaders, among many other aspects that foster a true
Odebrecht’s 25th anniversary in Argentina and Ecuador,
sense of belonging.
20 years in Mexico, Colombia and Venezuela, 10 years of
Our Culture is the key, and preserving and enhancing
Braskem and our presence in the Dominican Republic, five
this asset is the biggest challenge facing each and every
years of ETH, and other milestones represent a collective
one of us today.
effort in several areas, on the Management Line and in
Therefore – as I said at the beginning of this mes-
Support, based on qualified, in-depth communication be-
sage – our history plays an important role. In an anal-
tween people from different generations.
ogy with archery, we know that the more we stretch the
However, qualified teams cannot form or get to work
bow, the farther, stronger and more accurately the arrow
without the presence of Leaders who know their team
will travel. In other words, by broadening our knowledge
members’ strengths, consolidate their activities and foster
of our past, we are strengthening the foundations for
the conditions for the success of the program under their
achieving more and better results in the future.
responsibility. At Odebrecht, these attributes are necessary but not sufficient. In our organization, a Leader is not just the Di-
Marcelo Bahia Odebrecht is President and CEO of Odebrecht S.A., and a 20-year Member of the Group.
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Braskem invests in grooming leaders and moves forward with its international expansion written by Thereza Martins
A Braskem member at one of the company’s units in Brazil: global outlook and cultural alignment
People and their Edu SimĂľes
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A
lagoas, Bahia, Rio Grande do Sul, Rio de Janeiro, São Paulo, Pennsylvania, Texas, West Virginia, Schkopau, Wesseling and Veracruz. Brazil, the USA, Germany and Mexico. This is Braskem’s
geography today, the map on which its 36 plants are distributed 10 years after the company’s inception. In 2002, the Braskem brand arrived in the market
through ads placed in newspapers and magazines to reflect the spirit of the company that had just been born: “The future of Brazilian petrochemicals has a name.” Two hundred options were assessed before reaching the final decision. Braskem was the chosen name because it combines “Bras,” known in the international market as an indicator of a Brazilian company, and “kem,” from the Greek root for “chemicals.” Ten years later, confirming that inaugural announcement, Braskem is the industry’s leader in the Americas, with annual production of 16 million metric tons of thermoplastic resins and other petrochemical products. It is also the world’s largest producer of biopolymers, a position achieved in 2010 through industrial-scale production of “green” plastic made with sugarcane ethanol. After a decade of operations, Braskem has many stories to tell.
Origins at Odebrecht
in companies operating in that sector. In the 1990s, it made acquisitions through the Federal Government’s
Braskem’s history dates back to the late 1970s and
National Privatization Program, which fostered a new
early 80s, when the Brazilian government invited Ode-
business environment in which competitiveness was
brecht to invest in the petrochemical industry. At the
the number-one rule for the companies’ survival.
time, the Group’s operations, were focused on civil
For the petrochemical industry, one of the fac-
engineering and construction. It wanted to diversify its
tors of competitiveness was (and still is) derived from
businesses, so it accepted the invitation, going on to ac-
economies of scale and synergies. This was the path
quire a 33% stake in Companhia Petroquímica Cama-
that Odebrecht took through holdings and acquisi-
çari (CPC), a PVC producer based in the state of Bahia.
tions made over the course of two decades. In 2001,
Carlos Fadigas, Braskem’s CEO since 2010, recalls
in partnership with the Mariani Group, Odebrecht ac-
some of the highlights of this story in this article, as well
quired control of Companhia Petroquímica do Nordeste
as in the Interview section of Odebrecht Informa (begin-
(Copene) in Camaçari, thereby consolidating ethylene
ning on page 20). “We faced numerous challenges at
plants with polymer producers – an unprecedented
first. They ranged from ensuring the availability of raw
process in Brazil – resulting in the creation of Braskem
materials and inputs to grooming specialized teams.
one year later.
Additionally, the companies that eventually merged to form Braskem had low production scale, only manufac-
Rapid growth
tured one or just a few products, and were not vertically
Thanks to its origins, Braskem is a company that
integrated, so they did not benefit from synergies.”
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was born with a diversified portfolio, industrial units
In the early years, Odebrecht’s business strategy for
and offices in Brazil, and commercial bases abroad.
the petrochemical industry focused on acquiring stakes
Successive acquisitions have marked the company’s
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rochemical company, Idesa. “The petrochemical
Braskem Unit in the USA: the company arrived in that country in 2010
complex will have annual production capacity of over one million metric tons of polyethylene in competitive conditions, increasing the share of gas in our mix of raw materials,” said Marcelo Lyra, the company’s Vice President for Institutional Relations and Sustainable Development. The new plant is expected to begin operations by 2015. Other projects are under study in Peru and Venezuela, both based on the use of gas extracted from natural reserves, which is more competitive than naphtha.
People and culture To support its internationalization process, Braskem invests in grooming leaders with global vision and cultural alignment. Another challenge has been to groom and unify people, considering the characteristics of the company’s growth through successive acquisitions in
Odebrecht Archive
Brazil and other countries. While fulfilling their mission of sharing the company’s corporate culture with their new colleagues, Braskem’s People & Organization (P&O) teams have focused on disseminating the principles of the Odebrecht Entrepreneurial Technology (TEO), with emphasis on Education through Work, confidence in people, decentralization, and clear and rapid growth to this day, initially in Brazil, consolidating
transparent communication.
the petrochemical industry, and then seeking oppor-
“Our members have shown an interest in and
tunities abroad. Odebrecht and Petrobras, Braskem’s
admiration for Braskem’s culture,” says Eduardo
two main shareholders, spearheaded the acquisition
Bulgarelli, Responsible for P&O in Latin America.
of the Ipiranga Group (2007) and Quattor (2010), driv-
“Adapting it to the local language and implementing it
ing the company to become the leading thermoplastics
in practice are major challenges,” said Irlam Aragão,
producer in the Americas.
Responsible for P&O in the United States and Europe.
Internationalizing its industrial operations is part
In this context, building lasting relationships with
of Braskem’s business strategy, and the first move in
clients while meeting their needs with the ethos of
this direction took place in 2010, with the acquisition
service is a key factor. The fulfillment of this com-
and merger of the polypropylene (PP) assets of a US
mitment, coupled with creativity, stands to benefit
company, Sunoco Chemicals. In 2011, Braskem also
the country’s entire plastics supply chain. A recent
acquired the PP assets of another American company,
example was Braskem’s work to influence the Bra-
Dow Chemical: two plants in the US and two in Ger-
zilian government’s measures in favor of the do-
many, making Braskem the leading PP producer in the
mestic industry. “We were successful in including
United States, the world’s biggest market for thermo-
plastic manufacturing in the sectors that benefit
plastic resins.
from payroll tax relief,” says Carlos Fadigas. He also
Keeping to the path of international expansion,
mentions the work being done in conjunction with
Braskem is also investing in new plants in Latin
Abiquim (the Brazilian Chemical Industry Associa-
America. Currently, the most advanced project is
tion) to include the industry’s products among the
Ethylene XXI, which is being developed in the State
100 items that were temporarily subject to higher
of Veracruz, Mexico, in partnership with a local pet-
import tariffs this year.to grow
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Since its inception, Braskem has prioritized new
Apart from its own laboratories, Braskem works
ideas and technologies to better serve its clients, pro-
in partnership with research institutes and centers.
viding products that will benefit consumers and society
One example is the National Bioscience Laboratory
as a whole while streamlining industrial processes. A
(LNBio) in Campinas, São Paulo, which is linked to
significant milestone was the creation of the Braskem
the Ministry of Science and Technology. There, the
Innovation Program in 2004, giving a major boost to the
company has a 250-sq.m area at its disposal, includ-
sector.
ing offices and laboratories where researchers study
“The advances achieved through investments and
the genetic manipulation of microorganisms with a
hard work have enabled us to develop more sophis-
focus on sugarcane, and seek new paths for produc-
ticated products with better performance, use more
ing renewables.
competitive catalysts in polymer plants, and make ad-
“About 50 research centers around the world are
vances in research on renewables,” says Luis Cassi-
manipulating technologies, like we are, looking for
nelli, the officer Responsible for Corporate Innovation,
breakthrough solutions in the field of renewables,”
an area that works with long-term projects. Braskem
says Renewables Process Manager Roberto Werneck
owns and operates three research centers, two in Bra-
do Carmo. Standing beside him, Biotechnology Man-
zil and the other in the United States, as well as 19
ager Avram Slovic observes: “Braskem has a long
high-quality labs.
track record in petrochemical processes, and has left and invest in the line of renewables.”
nyls Units, emphasizes that the firms Braskem has
The research that opened the doors to this new
acquired have retained their own innovation struc-
universe was initially conducted at the Triunfo Pet-
tures, and the consolidation of these areas has
rochemical Complex Center for Technology and In-
brought numerous benefits. “The merger has meant
novation in the Brazilian state of Rio Grande do Sul,
that today we have an outstanding and diverse team
and gave rise to the “green” polyethylene (PE) project.
in terms of experience, qualifications, training and
In 2010, Braskem opened its “green” ethylene plant
knowledge,” he says.
at the same complex, with production based on sug-
Plant in Germany: putting down roots in Europe. Opposite, one of the company’s Technology & Innovation Center units in Triunfo, Brazil: new fronts of knowledge
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its comfort zone to seek new sources of knowledge
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Odebrecht archive
Patrick Teyssonneyre, the officer Responsible for Innovation and Technology at the Polyolefins and Vi-
Odebrecht Archive
arcane ethanol. The unit has an annual production
greenhouse gas emissions, compared with 2008; recy-
capacity of 200,000 metric tons.
cling 18% of consumed water, and energy consumption
Marcelo Nunes, the officer Responsible for the
in 2011 that was 4% lower than in 2010.
Renewable Chemicals Business, explains that there
“In these last 10 years, Braskem has projected it-
is a global trend to find products with renewable
self around the globe. Today, we are partnering with
sources, and the market’s demand for “green” PE
Abiquim to engage in global negotiations on issues such
is growing. “There are also expectations regarding
as climate change and chemical safety,” says Soto. “We
‘green’ PP, another project Braskem is developing,
played a major role in the debates held during Rio+20 in
although the launch date has not been set,” he says.
June, and I am pleased to see Braskem make progress, alongside the chemical and petrochemical industry,
Sustainable chemicals
and together with Brazil, in the pursuit of more sus-
Braskem is marking its tenth anniversary with ac-
tainable paths for our planet.”
cumulated experience and achievements in keeping with its long-term vision, its Vision for 2020: being a world leader in sustainable chemicals, and innovat-
BRASKEM
ing to give people better service. This means ensuring sustainable performance in the management of the environmental, social and economic impacts of the company’s operations. “Our activities in this regard include seeking increasingly sustainable sources, operations and products, and offering solutions for a more sustainable lifestyle,” says Jorge Soto, the officer Responsible for
Some highlights • Industrial units: 35 (28 in Brazil, five in the US and two in Germany)
• Company members: 7,600
Sustainability. Some examples include the 43% reduction in the rates of lost-time and non-lost-time accidents in 2011,
• Clients: based in more than 60 countries worldwide
compared with the previous year; an 11% reduction in
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A word from the
protago
Fernando Silveira “You get the feeling of constantly growing and learning on a daily basis,” says Fernando Silveira, 43, whose career in the Group’s Petrochemicals
Ricardo Chaves
written by Mayara Thomazini y Luciana Moglia
area started 25 years ago. With 20 years’ experience as a plant operator, Fernando became a catalysis researcher, and ran the laboratory for that area. He is now a pilot plant manager. “That promotion from operator to researcher was my watershed moment with the company. I changed my role and work schedule, and made new friends,” he says. “The company gives us the opportunity to participate in all its achievements through our own initiatives.”
Roberto Matte At 51, Roberto Matte is the industrial manager of the PP1 and PP2 polypropylene plants in Rio Grande do Sul. He began working at the Triunfo Petrochemical Complex as a plant operator in 1981, and since then he has focused on industrial activities
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related to polypropylene plants. He says that one of the biggest milestones for Braskem was the startup of the polypropylene unit in Paulínia, São Paulo,
Ricardo Chaves
the first PP plant the company built as a greenfield
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project. “The plant was assembled by Braskem peo-
ple, which was highly significant for the company,
as well as revealing because it shows that people make all the difference,” he observes. This recogni-
Braskem members talk about the experience of helping build a global leader
Edu Simões
nists tion has a chain effect. “In the past 10 years, we’ve seen colleagues get a chance to work on projects in Brazil and worldwide, acquiring knowledge and experiencing new situations in their personal lives. These changes provide opportunities for other colleagues because open up new horizons.”
Edison Kolton Mechanical engineer Edison Kolton, 49, is celebrating his 10th anniversary with Braskem. He has been with the company since its inception. After working on the Companhia Petroquímica do Sul (Copesul) equipment inspection team, he was invited to work at Braskem, in the Camaçari Complex in Bahia, as a member of the reliability engineering team, with the mission of helping organize that area. “The move from Rio Grande do Sul to Bahia was a watershed in my life. Once I had overcome my attachment to my hometown, I realized that different cultures can make us grow as human beings,” he says. Two years later, Kolton started working in the integrated assets management area, which was set up to find the synergies among Braskem’s polymer plants throughout Brazil. “The company’s acquisinumber of plants, and we had to intensify the standardization process and seek out best practices,” he recalls.
Edu Simões
tions during that period significantly increased the
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Gustavo Laranja, 37, is no longer known at Braskem as just another process engineer based in Rio Grande do Sul, but as the “drum operator,”
Artur ikishima
Gustavo Laranja
one of the stars of the company’s 10th-anniversary advertising campaign. “It was really great to be part of it. When the ad was showing, people I hadn’t spoken to in a while would come over and chat, and we’d reconnect. I also thought it was very cool to associate my name with the image of Braskem,” he observes. Gustavo considers the watershed of his career at the company to be his participation in the merger of Ipiranga’s assets. “I was on the synergy team, which started talking to people and exchanging information on procedures and practices. That exchange of knowledge was a first. It was a time of significant knowledge
Ricardo Chaves
gain,” he says.
Mauro Oliveira Originally from Trikem, one of the six companies that merged to form Braskem, Mauro Oliveira, 30, emphasizes: “I can say that I’ve followed these 10 years closely and that working here gives me a unique feeling that I can’t quite describe. After all, I work at a company that’s concerned about our planet and its members, and has a very strong culture. I admire the Odebrecht Entrepreneurial Technology (TEO) tremendously. It’s not just a corporate culture, it’s a philosophy of life,” he argues. According to Mauro, the opening of the “Green” Polyethylene plant and the company’s international expansion were its main achievements in the past decade. “Braskem is a gigantic school where I’ve learned and am still learning a lot,” says Mauro, who is currently an operator at the PE3 plant in the Camaçari Complex.
Edison Terra “Working at Braskem means experiencing the constant challenge of participating in the growth of one of the largest industrial companies in Brazil. We are at the beginning of a chain, and there are many sectors of Brazil’s economy that depend on our capacity,” says Edison Terra, 41, who joined the company 10 years ago. Now Braskem’s Polyethylene Director, Edison points out that, among many other achievements, the
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at Polibrasil as an intern in the product development lab, and believes that, since then, he has acquired the knowledge and maturity he needs to confidently take on ever-bigger challenges in his career. Martin joined Braskem through the Quattor acquisition, and is proud to work at a company that is focused on growing and perpetuating itself, and knows that this can only be accomplished through people. “During the acquisition of Quattor, I could see, from day one, the professionalism of Braskem’s leadership. They were able to reassure and sensitize Quattor members about the opportunities that we would have in the future, since the company will always need qualified people who are Júlio Bitencourt
motivated to continue on its successful trajectory,” he recalls.
Mônica Mazzucatto A nine-year member of Braskem, Mônica Maz-
consolidation of the Brazilian petrochemicals industry
zucatto, 36, has worked in the Production Plan-
through the acquisition of Quattor, and the purchase
ning, Logistics, and Packaging areas. Four years
of Sunoco’s polypropylene assets in the United States,
ago, she saw her dream come true: “I wanted to
Braskem’s the first industrial assets outside Brazil,
work in the Quality and Productivity area at the
are the highlights of the company’s journey. Edison
PP3 PLN plant in Paulínia [São Paulo],” she says.
played an active role in both achievements.
And it was thanks to Braskem that Mônica met her husband, Luiz Henrique (Responsible for Industrial
Martin Clemesha
Operations at the PP3 PLN plant), and started a
Martin Clemesha, 35, works on the company’s
family. Their daughter, Maria Eduarda, was born two years ago.
Júlio Bitencourt
Mathias Cramer
International Business team. He began his career
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19
interview
20 Carlos Fadigas: operating strategy focused on sustainability
strong A chain with links
written by JosĂŠ Enrique Barreiro photo by JĂşlio Bitencourt
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A
t 43, Carlos Fadigas de Souza is
international partner, who owned the technology,
one of the youngest Entrepreneur-
and a private-sector Brazilian group with the
ial Leaders (CEOs) in the Odebrecht
capacity to invest in the industry. Odebrecht was
Group. Born in Salvador, Bahia, and
invited to become one of those domestic investors
married with two children, Fadigas
and accepted. In addition to its commitment to the
holds a degree in Business Administration, and an
development of Brazil and Bahia, the state that was
MBA from the Institute for Management Develop-
chosen to host the nation’s second petrochemical
ment (IMD) in Switzerland. He began his career at
complex, investing in petrochemicals fit in with the
Citibank, as a college student. He then joined the
Group’s decision to diversify its businesses, which
Odebrecht Group in 1992, and worked on several
had previously focused on construction.
programs at OPP Petroquímica and Trikem, chemical and petrochemical companies that were con-
OI – Apparently, that model got off to a rocky
solidated under Braskem. After a stint (2004-2006)
start.
as the officer Responsible for the financial area at
Fadigas – There were major challenges. Typical
Construtora Norberto Odebrecht, he shifted his focus
of a nascent industry, the main challenges ranged
back to petrochemicals as Braskem’s Vice President
from the availability of raw materials to forming
for Finance and was promoted to CEO of Braskem
and grooming specialized teams. Furthermore,
America in 2010. On December 7 of that year, he
Brazil was completely dependent on imports
took the helm of the entire company. In this in-
of almost all petrochemical feedstocks, from
terview with Odebrecht Informa, he discusses the
naphtha to catalysts. Businesses were small-
Group’s track record in petrochemicals, the cre-
scale producers, manufacturing just one or a
ation of Braskem, the main challenges the com-
few products, and were not vertically integrated,
pany faces, and his projections for its future. Fadi-
so they didn’t benefit from synergies. Not to
gas believes that Braskem cannot grow on its own.
mention that the fragmented corporate model
Its growth is achieved together with its clients and
created conflicts of interest that suppressed the
other agents in the petrochemicals supply chain: “It
investments needed to keep up with the country’s
must be clear to everyone that a supply chain is only
growth.
as strong as its links.” And he points out the path to continuous growth: “We must increasingly help our
OI – Did the market respond well to the creation
clients to develop along with us and become more
of the Brazilian petrochemical industry?
competitive and innovative, so they can conquer new
Fadigas – It did respond well, because the country
markets with higher added value products.”
was growing and industrializing. But the market was closed to international competition, and the
Odebrecht Informa – When and why did Odebrecht
government controlled prices, along with the
begin investing in petrochemicals?
rest of the Brazilian economy. As a result, the
Carlos Fadigas – It all started in the late 1970s, with
petrochemical industry was even more closed
the acquisition of a one-third stake in Companhia
off and dependent on the state. It was losing
Petroquímica Camaçari (CPC), a PVC producer based
its investment capacity and going through a
in Bahia. In the early 70s, the Brazilian Government
period of a certain stagnation, which continued
wanted to boost the process of import substitution
after the onset of privatization during the Collor
and industrialization underway in Brazil, and made
administration in the early 90s.
the petrochemical sector a priority for public investments, since this sector is involved in virtually
OI – But Odebrecht continued to invest in the
all supply chains. The Government developed a
sector, even so.
tripartite model of corporate ownership based
Fadigas – Yes, that’s right. Odebrecht had a long-
on a public-sector partner (Petrobras itself), an
term vision of the industry. While international
informa
21
groups preferred to sell off their equity in that
company with the right scale, vertical integration,
sector, Odebrecht, which had begun diversifying
investments in research and development, in short,
its businesses in the previous decade, decided to
what we call a “world-class Brazilian petrochemical
grow its stake in petrochemicals. We made some
company.” Furthermore, based on our operational
acquisitions in the 80s and invested heavily in
principles and values, we undertook a Public
buying equity that the Brazilian government sold
Commitment to our Clients, Members, Shareholders
at auction in the early 90s.
and society in general, which we are fulfilling to this day. Our corporate governance model is in line with
OI – Throughout the 90s, after making those
international best practices and based on value
acquisitions, Odebrecht began consolidating its
creation for all stakeholders. Braskem’s growth over
petrochemical assets in the run-up to the creation
the past 10 years, following the logic of strengthening
of Braskem in 2002. How did that process come
the entire supply chain for petrochemicals and
about?
plastics in Brazil, demonstrates that this model is a
Fadigas – When Brazil opened its economy [by
winner.
progressively removing trade barriers] in the 90s, competitiveness became a matter of survival,
OI – What were the main challenges in these last
and petrochemicals were no exception. One way
10 years and how were they overcome?
to improve the industry’s competitiveness was
Fadigas – I would stress the challenge of grooming
through gains in scale and synergy. Odebrecht
people and forming teams, since the company has
followed this path after acquiring several
also grown through a series of acquisitions. The
businesses and stakes in that decade, and
cultural diversity and wealth of experience that
consolidated them under two companies: OPP,
our Members bring with them are major intangible
with a focus on polyolefins, and Trikem, which
assets for our company. At the same time, we face
focused on vinyl. But we still lacked vertical
the challenge of permanently imbuing new people
integration
with the culture of the Odebrecht Entrepreneurial
with
ethylene
plants
[naphtha
crackers].
Technology (TEO) in all the countries where we should come to operate, overcoming any cultural
OI – When did that type of integration begin?
differences. We have also invested in grooming
Fadigas – The opportunity arose in late 2000,
leaders with global vision and cultural alignment
when Brazil’s Central Bank auctioned off the
to bolster our internationalization process.
assets of the bankrupt Econômico Group. There were two attempts to sell those assets
OI – How has Braskem exercised its leadership
without any buyers. On the third try, Odebrecht
to qualify the domestic petrochemical supply
tendered a bid and acquired control of Copene,
chain and put Brazil in a better position, given the
the Camaçari Complex’s ethylene plant, in July
current global economy?
2001. That move paved the way for the creation of
Fadigas – We’ve used our ethos of service to benefit
Braskem the following year, in partnership with
our clients, as well as to further our commitment
the Mariani Group.
to the competitiveness of the entire petrochemicals and plastics supply chain in Brazil. This role as
22
OI – Could we say that this was a watershed for
an agent of the sector is always very important,
Brazilian petrochemicals?
but especially now, in the face of challenging
Fadigas – The creation of Braskem gave the
situations such as the one we are experiencing in
Brazilian petrochemical sector the “big company”
the international petrochemical industry due to the
it needed to compete with the industry’s global
economic crisis and the loss of competitiveness in
giants in the international market. The conditions
the domestic industry, which ultimately impacts
were in place for the emergence of an integrated
our clients. We have worked hard in a joint effort
informa
with the industry and its representative entities
OI – What has Braskem’s experience been like in
to influence the Federal Government’s measures
the United States and Mexico?
on behalf of the domestic industry, and we’ve
Fadigas – Achieving leadership in the North
achieved significant victories. We are currently
American polypropylene market in the second year
obtaining the approval of the Special Chemical
of our presence in the United States is a source of
Industry Policy (Reiq), which proposes boosting
pride for Braskem. Our North American operations
the sector through exemptions for raw materials
have been a tremendous learning experience,
and investment in and incentives for innovation,
particularly when it comes to the supply of raw
especially in the area of “green” chemicals.
materials. That’s because, unlike Brazil, there is no vertical integration there, and we must continually
OI – What sort of role has Petrobras played in
develop our relationships with propylene suppliers.
Braskem’s growth?
In this regard, we have also detected several
Fadigas – Our two major shareholders, Odebrecht
opportunities for partnerships, such as the one we
and Petrobras, share converging views. This
have formed with Enterprise, which will expand its
convergence has been built up over the years in
supply to Braskem in order to share in the benefits
regard to the benefits generated by the industry’s
of the US’s current shale gas boom, which has
consolidation, which has given a major boost not
enabled the American petrochemical industry to
only to Braskem’s growth but also to strengthening
regain its highly competitive position in that sector.
our entire supply chain. The acquisitions of Ipiranga
In Mexico, we are proceeding with the Ethylene XXI
and Quattor, carried out jointly with Petrobras
project in partnership with Mexico’s Idesa for the
and Odebrecht, were important milestones in this
consolidated production of over one million metric
process. They boosted the international expansion
tons per year of ethylene and polyethylene with the
of our operations and allowed us to become
aim of increasing the share of gas in our mix of raw
leaders in thermoplastic resin production in the
materials.
Americas, and one of the top five petrochemical companies in the world.
OI – What are your expectations for 2020 as Braskem’s Entrepreneurial Leader?
OI – What sort of partnership relationship does
Fadigas – Braskem’s Vision for 2020 is becoming a
Braskem establish with its clients?
world leader in sustainable chemicals, innovating
Fadigas – Competition in the petrochemical
to give people better service. Our business
industry is global. Therefore, to be competitive,
strategy is focused on sustainability, which is
the company must be big and strong, have global
based on three pillars: increasingly sustainable
scale, technological autonomy and investment
processes, which is about eco-efficiency; having
capacity, because the petrochemical industry is
more efficient products - here I should mention
capital intensive. In this context, it must be clear
our investments in research and development for
to everyone that the supply chain is only as strong
new "green" chemical products - and offering our
as its links. That is, to continue growing our own
clients and society more sustainable solutions.
company, we must help our clients thrive and
Sustainability is at the heart of TEO, and has
become more competitive and innovative, so they
always been a priority for Braskem. Long before
can conquer new markets with higher value added
becoming global leaders in the production
products. We have to improve our ethos of service
of biopolymers with “Green” Polyethylene, our
and continually strengthen our partnership with
performance indicators in Health, Safety and
our clients, which includes supporting and driving
Environment were already comparable to the best
those clients who are willing and able to keep
international benchmarks, and our commitment
pace with us as we expand our operations outside
to social issues has always been a hallmark of
Brazil.
our entrepreneurship.
informa
23
10
years
a presence Dominican Republic
where it makes the difference
24 24
informa
A
Odebrecht teams are actively involved in key projects for the nation’s growth in several sectors
three-bedroom apartment with an area of just over 100 square meters in Bella Vista, a leafy neighborhood in Santo Domingo, provides accommodations and office space for four
Odebrecht members, including engineer Luis José Bartolomeu. They have brought a few personal belongings with them, along with four computers and a printer. The year is 2001. A seasoned traveler, Bartolomeu has worked in
written by João Marcondes
Chile, Argentina, Peru, Colombia and other countries. Now the challenge is to win Odebrecht’s first contract in the Dominican Republic: a water pipeline in the Cibao Valley, in the northwest of the country. He is accompanied by Guilherme Di Cavalcanti, Marcelo Jardim and Jorge Montoya. It takes hard work, adaptability and persistence. But the reward comes on March 7, 2002, with the signing of the contract for the project. The following year, one hot Sunday in May, it is 40ºC in the shade when friends and his wife are getting together at a barbecue for Brazilians in the Dominican capital. Meanwhile, Bartolomeu is “burying” (as he calls it) the first pipeline of the Northwest Line Aqueduct near the town of Mao. Today, 10 years later, Bartolomeu sees Odebrecht’s presence in the Dominican Republic as a two-way virtuous circle. “We help this country devel-
Palomino hydroelectric plant: the nation’s first public works project to be classified as a Clean Development Mechanism
op, and the country does the same for the company and its members,” he says. The first of 11 projects Odebrecht has built in the DR, the aqueduct has ensured the efficient supply of water to more than one million people. According to Bartolomeu, 48, now the Project Director for a new contract, the Hermanas Mirabal Aqueduct, the country has given him a sure-fire opportunity for professional and personal growth, as well as access to a new culture for him and his family (his wife and three children). “I feel at home here,” he says. The development of countries and companies is reflected in the growth of the individuals who comprise Pedr Schettino
them. Wanda Dorville Garcia, 44, is a Dominican CPA specializing in people management who worked in the textile industry before joining Odebrecht 10 years ago. “I was looking for the kind of experience that I could get from working for a large, international company,” she explains. A decade later, that experience has changed her in many ways. “Thanks to Odebrecht, I can say that
informa
25
Odebrecht Archive
Luis José Bartolomeu: “I feel at home here”
I truly know my country,” she say, clearly moved. Born in the city of Santo Domingo, which she had rarely left, she has since traveled around the island from north to south to visit projects in towns and cities like Mao, Samaná, San Francisco, Dajabon and Santiago Rodríguez. “The most amazing thing was coming into contact with my own people in all these places I had never seen be-
present in those towns and cities after a project is
fore.”
delivered,” he explains.
Wanda is now the officer Responsible for People
The Palomino hydroelectric plant, for example, is
at Odebrecht Dominican Republic. She plays a direct
the Dominican Republic’s first public works project
role in recruitment for all the company’s projects in
to be ranked as a CDM (Clean Development Mecha-
that country. Wanda still nurtures a dream, which
nism). As a result, it will garner carbon credits for
she seldom shares with anyone: “I’d like to visit Bra-
the country, all of which will go to social projects. In
zil,” she sighs. “Salvador, Rio, Minas Gerais...”
addition to setting up “green” worker accommoda-
Major projects and sustainability
tions powered with solar energy (the panels will be donated to the local communities after each project
During the company’s 10-year presence in the DR,
is delivered), Odebrecht prioritizes water recycling
Odebrecht’s teams have installed 1,031 km of water
on projects like the construction of the Miches High-
distribution systems, three water treatment plants
way. According to Marco Cruz, these initiatives are
and two dams (which generate a total of 312,000
part of a standard that will be implemented on all the
MWh/year, freeing the country from importing
company’s projects in the DR.
715,000 barrels of oil annually and reducing emis-
26
sions equivalent to 215,000 metric tons/year of CO2).
“Aplatanado”
In addition, they have built or refurbished 150 km of
Representing 22% of the country’s Gross Domes-
roads, and another 207 km are under construction.
tic Product (GDP), tourism is the main economic
About 8,000 people have worked for the company
activity for an island nation with beautiful beaches
during that period.
and crystal clear waters. That sector is getting a
“We give top priority to sustainability in our opera-
major boost from hundreds of kilometers of road-
tions, both in the environmental and social spheres,”
ways constructed (or under construction) through
says Marco Cruz, the CEO for that country. “Not only
highway and freeway projects like Casabito, Coral
do we support the local communities but we do our
and Miches. “We have always wanted to shorten the
work productively, regardless of whether we will be
distance between Punta Cana and Santo Domingo,
informa
Odebrecht Archive
Coral Highway
our cultural capital. This was only possible thanks to
“Dominicans are very affectionate, cheerful and skill-
the Coral Highway, which is a 70-km masterpiece of
ful, just like Bahians,” jokes Cláudio, who hails from
engineering,” extols Minister of Tourism Francisco
Bahia himself. “They thrive in the atmosphere of the
Javier García.
Odebrecht Entrepreneurial Technology (TEO), Education
Cláudio Medeiros, Odebrecht’s Administrative and
through Work and the ethos of service,” he adds. In the
Financial Officer in the Dominican Republic, says he
last 10 years, more than 200 people have taken part in the
feels “aplatanado” in that country. It means “rooted,”
Young Partner Program. Today, Dominican graduates of
and refers to one of the main local crops, plantains.
that initiative are working for Odebrecht in countries like
He, too, has spent 10 years there. He got married in
Ecuador, the United States, Angola and Panama.
the Dominican Republic and has two children, Mateus, 9, and Manuela, 7.
In one decade, Odebrecht has built essential works in the nation’s capital - including the Duarte Corridor, a complex of overpasses and underpasses that will improve mobility for 800,000 vehicles in a city choked
DOMINICAN REPUBLIC
with traffic - and other parts of the country, such as the Pinalito and Palomino hydroelectric plants, which have increased the country’s supply of clean energy and reduced its dependence on fossil fuels and oil products,
Some Highlights • Two hydroelectric plants built (generating a total of 312,000 MWh / year)
• 1,031 km of water distribution systems • 150 km of roads built or refurbished
which still represent 85% of its power generation mix. What lies ahead? “There are plenty of opportunities here because this country is growing nonstop. There is a need for port and water and sewage treatment facilities. We have established an excellent partnership, making the Dominican Republic a nation-client. We have also fallen in love with the Dominican people, and we hope the feeling is mutual. We believe we have a bright future ahead,” says Cláudio Medeiros.
informa
27
Odebrecht Entrepreneurial Technology
People who have found their path Eight Angolan members marking 25 years of work at Odebrecht discuss their learning experiences and expectations written by Edilson Lima photo by Kamene Traça
W
28
hen she heard that she was
within the company. From painting
going to be interviewed by
he went on to the Quality Program
Odebrecht Informa, Filo-
and then to Administrative Support.
mena Belo, 54, was happy to travel
In the early 1990s, the work was sus-
about 200 km from the Cambambe
pended due to armed conflicts, and
project, where she works in Kwanza
he was transferred to the Luanda Sul
Norte Province, to the Odebrecht
project, where he stayed until 2004.
construction site in Luanda. Smiling,
Today, he is an administrative tech-
the Angolan woman says: “I do not
nician. “What attracts me most at
expect to be served, I have learned to
Odebrecht is the company’s interest
give service to others first.” She did
in people,” he says.
not learn that lesson by chance. In
Like Carlos, João Cardoso has
2012, she and seven other Odebrecht
wasted no time. He began his ca-
Angola members are marking 25
reer as an assistant on the produc-
years of service to the company and
tion fronts, but was soon promoted
their country. They all started out on
to operations manager and later on
the Capanda hydroelectric plant con-
became a team supervisor. Today he
struction project in Malanje province,
is on the People area’s team. “The
the first contract Odebrecht signed in
biggest lesson I’ve learned is doing
Angola, in 1984. “I am proud to say I
the right things. I teach my children
built Capanda,” says Filomena, who
that every day,” he says. The elec-
worked on the project until 2008.
trician and team supervisor Alcino
Carlos Paciência, 46, João Car-
Teixeira worked on the Capanda
doso, 50, and Alcino Teixeira, 56, are
project until 2002, when he was
currently working on two projects
transferred to Luanda. “In the last
at the same time: Águas de Lu-
25 years, I have learned that educa-
anda (water supply) and the Special
tion, work and respect are the basis
Economic Zone. Carlos joined the
of life,” he observes.
company as an apprentice painter.
Antônia da Costa, 47, and Ros-
Keeping an eye out for opportuni-
inho Eduardo, 54, are now working
ties, he took advantage of initiatives
on the Structuring Routes project.
like Education for Work, and grew
Antônia joined the company as a
informa informa
From left, Carlos Paciência, Alcino Teixeira, Maria Bernardo, Rosinho Eduardo, Antonia da Costa, Antonio Carvalho, Filomena Belo and João Cardoso: careers marked by the motivation to grow and give service to others
communications technician at the
Rosinho Eduardo, a driver supervi-
he recalls cheerfully. Vila do Gamek
Capanda jobsite. The first time the
sor (or “godfather,” as he calls it)
was where Maria Bernardo began
project came to a halt, she was
showed the reporter his diploma
her career at Odebrecht as well. She
transferred to the administrative
for a course the company offered,
was responsible for home mainte-
support area in Vila do Gamek,
which enabled him to reach the po-
nance while the members who lived
Luanda, where expatriates and
sition he holds today: “Odebrecht is
there were working in Capanda. “I
their families lived. Then she went
a school. If people don’t grow here,
kept everything spic and span so
on to work on the Luanda Sul and
it’s because they don’t want to.”
they could enjoy their weekends at
Luanda Roadways projects before
For Antônio Carvalho, 54, and
home,” she recalls. Her dedication
taking on her current assignment.
Maria Bernardo, 55, Vila do Gamek
got her the job she holds today: tak-
“My greatest source of pride in all
is a special place. Antônio is a driv-
ing care of the company’s transit
these years has been my relation-
er, and joined the company in 1987.
house in Luanda, where directors
ship with my leaders. I have learned
One of his first jobs was transport-
receive special visitors. “It’s a big-
a lot from them and am still learn-
ing furnishings for the community. “I
ger responsibility, but I do everything
ing,” she says. During his interview,
assembled every piece of furniture,”
with love.”
Carlos José: “Toda obra tem começo, meio e fim, mas esta aqui é permanente”
informa
29
anos years years anos
20 4550
Recife Office Escritório Recife de Recife Office México
school
office and
R
enato Martins was a young engineer, fresh out of college, in 1961 when
he joined the team that would found the Recife branch of Construtora Norberto Odebrecht (CNO) – the company’s first base outside the state of Bahia – the following year. It was not an easy task, and its success would be decisive - after all, it was a test case for Odebrecht’s planned
expansion in the next few decades. Founded in 1944, the company was 18 years old. Renato was just a few years older: 26.
But four years after joining the construction firm as a trainee, he had already taken on several different roles, so he met the requirements for the challenges ahead. Renato also had the most important attribute for the professionals entrusted with that mission: mastery of and alignment with the company’s philosophy and culture. More than just winning new business in the Northeast, Odebrecht wanted to put down permanent roots in Recife. “The team sent from Salvador was small, consisting of just a few strategic people who were prepared to recruit and groom new team members, while maintaining the profile of an inclusive, educational
Lia Lubambo
The Pernambuco Arena, under construction, and the Carvalhos Bridge, the branch’s first project: the Recife Office played a decisive role in Odebrecht’s national expansion
30
28 informa
30 Viveiro de mudas no canteiro de Santo Antonio: 124 espécies nativas
The Recife Branch has become renowned as a hub for grooming the Group’s leaders
Odebrecht Archive
written by Ricardo Sangiovanni
company that respects the local environment,” says
result, there was huge demand for infrastructure - roads,
Renato Martins, now 76.
ports and urban facilities.
In Recife, the company rediscovered earlier roots: the
For CNO, by then firmly established in Bahia, growth was
state capital of Pernambuco was the city where the com-
essential. The largest market in the country at that time was
pany’s founder, Norberto Odebrecht, was born and lived
Brasília, the nation’s new capital. However, the company
until age 9, before his family moved to Salvador, Bahia.
chose a different path. Closer geographically and familiar
Norberto’s hometown was also the city where his father,
terrain, the vibrant Northeast was the best alternative.
Emílio Odebrecht, had worked as a contractor in the 1920s,
Working from its Recife Office, CNO would provide ser-
leaving behind strong relationships and important works,
vices throughout the region, except for the states of Sergipe
like the Buarque de Macedo Bridge and Derby Barracks,
and Bahia. The branch’s first director was the Swiss ar-
which have become landmarks in Recife.
chitect Heinz Spilgberg, and its first project, the Carvalhos Bridge on federal highway BR-101, built in 1962.
Construction site
There were more bridge projects, as well as roadworks
The city was a hub for new business. It was experienc-
and a number of industrial plants. “Willys Overland, Tintas
ing an urban boom: in 20 years, its population had dou-
Coral, Rhodia Nordeste, Alba Nordeste, Formiplac, Coper-
bled, reaching 800,000 in 1960. And that growth received
bo, Alcoa... There were lots of projects in several states,” re-
a boost through the creation of Sudene (the Agency for
calls Renato Martins, the leader for most of those contracts.
the Development of the Northeast, based in Recife), cre-
Thanks to its thorough understanding of the region’s
ated by President Juscelino Kubitschek’s administration
geography, climate and politics, Odebrecht offered the
in 1959 to accelerate industrialization in that region. As a
best construction solutions and delivered projects faster
informa
31
Lia lubambo
Murillo Martins: “I was able to imbibe knowledge straight from the source”
than the competition. The demand from industry was so
Back in Recife, now under the supervision of engineer
great that the company created an exclusive engineering
Adelmar Xavier (then the director, and now deceased),
design department. “We ran the risk of breaking a crystal
Murillo would take on his first projects: constructing the
vase: a possible inefficiency in one project would mar our
City Hall, the administrative building for the Federal Uni-
effectiveness in the others. The goal was to always leave
versity at Pernambuco (UFPE), the Convention Center and
the client satisfied,” says Renato.
the Sudene Building. “There was plenty of competition. We succeeded through technology, and the best solutions,” re-
From one Martins to another
calls the engineer, who took charge of the office in 1976 and
In 1963, Renato took on another Martins as a trainee:
stayed there until he left the company in 1999.
Murillo, a young engineer from Pernambuco. There are not related, but, like Renato, Murillo would make history at the company. Shortly after joining the company, in 1964 Murillo received an invitation from Norberto Odebrecht to work in Salvador. “I was able to imbibe knowledge straight from the source. Mr. Norberto Odebrecht knew how to point out inefficiencies in a very subtle and humane way,” says Murillo, 72. Soon Murillo would be sent to the Pedras Dam jobsite in Rio de Contas (565 km from Salvador), one of the largest projects underway at that time. In addition to being an intense professional learning experience, the year he spent in the Bahia countryside was a survival course. “It was a very rugged place; everything there was rough going. I lived in a small wooden house. It wasn’t unusual to go two days without a shower because the river water was used to wash livestock, and raw sewage was dumped in the waterway.... Things were different back then.” In 1967, Renato left Pernambuco and returned to Bahia, ready to use the know-how he had acquired in Recife to drive CNO’s expansion in other states and countries. That same year, a seasoned Murillo would follow the opposite path.
32
informa
People engineer, educational leader Under Murillo’s leadership, CNO entered the 1980s fully energized, tackling major challenges like the construction of the Recife Metro and the Port of Suape. That was when the engineer proved to be an accomplished educator, specialized in grooming professionals. “He would call the university to ask them to recommend its students. He created simple tests with a few questions about methods and procedures. Right away, you already got a feeling for the guy’s personality, you know?” Through this simple method, Murillo recruited a genSome examples include Henrique Valladares (now CEO of Odebrecht Energia), Euzenando Azevedo (CEO of Odebrecht
Renato Martins, one of the pioneers in Recife: leading several Odebrecht projects
Venezuela) and Luiz Augusto Teive (CEO of ODT - Odebrecht Defense and Technology). But the list is much longer.
Odebrecht Archive
eration of talent that would become leaders at Odebrecht.
“Murillo Martins had a lasting influence on me through his reliability, confidence and dedication to educating peo-
jumped right in the deep end, says Pacífico, who has been
ple,” says Paulo Lacerda, now Vice President of Opera-
the company’s CEO in Recife since 2000 and is now re-
tions at Odebrecht. Paulo was one of Murillo’s “pupils,”
sponsible for the Northeast, North and Midwest of Brazil. Odebrecht has taken part in major projects under
and led the Recife Metro project. It was delivered in three
Pacífico’s leadership, such as the Transnordestina Rail-
years, a record to this today. One of Murillo’s trainees in 1977 was João Pacífico –
road, which will link the Port of Pecém in Ceará with
his future successor. “Right when I joined the company,
the Port of Suape in Pernambuco; Recife Airport, new
my immediate leader got sick and I started working di-
stages of the Suape industrial complex in Ipojuca county,
rectly with Murillo on the Convention Center project. I
and, more recently, the Pernambuco Arena, in the Recife metropolitan region, and the Reserva do Paiva Residential Complex in Cabo de Santo Agostinho. “In Recife
The Derby Barracks in Recife, restored in 1924 by Emílio Odebrecht & Cia., the company that gave rise to Construtora Norberto Odebrecht
we are in the sky, on the ground and in the sea,” says Pacífico with a smile. Although the Suape and Transnordestina projects, among others, are being carried out in the interior of the state, they are coordinated from the Recife Office. The office maintains partnerships with universities, and still grooms team members for the Group. A recent standout is engineer Ana Carolina Farias, 35. She was a trainee before going on to work on major projects like the airport and the Transnordestina Railroad, and became Odebrecht’s first female Project Director: she will lead the construction of the Itaipava brewery. “I do what I like to do, and it’s wonderful to achieve success by doing my job well. I devote my life to it,” says Ana Carolina. This is a sign that the mission undertaken in 1962 has Lia lubambo
been very well accomplished. The next chapters of that story are up to Ana Carolina’s trainees. And their trainees. And then their trainees’ trainees... An example of continuity.
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33
years
20
pillars Venezuela
of development
written by Luiz Carlos Ramos photos by AndrĂŠs Manner
Local members, the vast majority at Odebrecht Venezuela, contribute to the country’s unity and growth
34 34
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T
here are more than 20,000 Venezuelans in the company’s workforce, including almost 8,000 members directly on its payroll. While participating in major projects that contribute to the nation’s unification and growth, they are making
a crucial contribution to ensuring that many of their fellow countrymen enjoy ever-better living conditions. As it marks its 20th year of operations, Odebrecht Venezuela enjoys public recognition, and its teams primarily view that recognition as an incentive to produce more and do it even better. “We are proud of our contribution to the nation’s progress throughout the last 20 years,” says Euzenando Azevedo, CEO of Odebrecht Venezuela, who has led that company’s operations since 1994. “This is made possible by the projects we build, as well as the implementation of sustainability programs in the communities in which we operate, the growing number of Venezuelans on our teams, and technology transfer,” he adds. An Odebrecht Venezuela member since 2000, José Cláudio Daltro, the officer Responsible for Administration, Finance and People, argues: “In these past two decades, we have become part of the Venezuelan family. From the start, we set out to participate in community life, creating opportunities for young Venezuelan professionals and seeking dialogue with the business community and academia. We have delved deeply into the reality of this country to get to know it and make it our workplace and our home.”
From a mall to bridges on the Orinoco From 1992 to 2012, Venezuela’s population has jumped from 20 million to nearly 30 million. The pursuit of solutions for transportation infrastructure and power supply is one of the country’s current imperatives. Odebrecht is playing a key role in these areas. However, the company was nowhere near this “front” when it arrived in the country. In 1992, Odebrecht signed the contract for its first project there: the construction of the Centro Lago Mall in Maracaibo, Venezuela’s secondlargest city. Six years of patience and persistence followed that initial achievement, until the company won its first conBuilding the Third Orinoco River Bridge: this new span will help unify the country geographically
tract in Caracas in 1998, for the construction of Metro Line 4. Two years later, it broke ground on an iconic project (for Odebrecht and Venezuela): the second bridge across the Orinoco River, the 3,156-m Orinoquia Bridge, opened in 2006, which firmly established Odebrecht’s nationwide presence in Venezuela. Today, the company is building another bridge, the third span across the same river, as well as the Tocoma Dam on
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35
the Caroní River. It is also continuing its strong performance on the Caracas and Los Teques subway systems, with a total 65 km of light-rail lines under
Renato Gerab: responsibility for the entire system
construction. Its current prospects include participation in projects in the infrastructure, industrial, oil & gas, petrochemical, food security and housing sectors. Odebrecht Venezuela is actively seeking new forms of contribution and renewing itself through the nation’s youth. Venezuelan engineer Kaira Visaez is an example of the new generation of company members. She was 8 years old when Odebrecht arrived in her homeland. “I grew up hearing about Odebrecht. Then I went to college and joined the company in 2007.” Now 28, she is working on the Tocoma project. Kaira is the daughter of two engineers, Johnny Gamboa, the officer Responsible for the Tocoma Technical Engineering Facility, and Dorje Longart, who has also worked for the company. “I learned to admire this style of work and life when I was growing up.” The 2,280-MW Tocoma Dam is the fourth and last of the hydroelectric plants built on the Caroní River. All told, they will add 17,700 MW to the
between the cities of Cabruta, in Guarico State, and
nation’s power supply.
Caicara, in Bolívar State. Begun six years ago, the
A little over 500 kilometers from Tocoma, Ode-
project is scheduled for completion by 2017. It in-
brecht is building the third Orinoco River bridge,
cludes a 30-km road system, which will provide access to both cities and links to other highways. The 11,125-m bridge will be the second-longest span in Latin America, the longest being the Rio-Niterói Bridge (13,290 m). Engineer Christian Saghy, the first Venezuelan Production Manager on an Odebrecht project in that country, explains: “The link the bridge provides will make it possible to develop mineral resources and facilitate the settlement of the southern part of the country.”
Caracas and Los Teques Metros With a population of about 7 million, the Caracas metropolitan region is among the 10 most populous areas in Latin America. Its residents face huge traffic jams, and the subway is a saving grace. Caracas Kaira Visaez: TEO at home
has two metro systems, which are now united: one in the Federal Capital itself and another in Los Teques, the state capital of Miranda, almost 40 km away. Odebrecht Venezuela began working on these light-rail systems in 1998, and in the next few years
36
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Metrocable cable-car systems and the Cabletren (cable-train), is getting the Caracas-GuarenasGuatire System ready for operations, and was responsible for building Line 1 of Los Teques, which guaranteed the connection with Caracas in 2006. Odebrecht is also completing Line 2 of Los Teques, and will soon begin construction of Line 3. Engineer Ricardo Gomez, who joined Odebrecht nine years ago, is Responsible for Teams on Line 5 of the Caracas Metro, which is being built with shield TBMs (tunnel boring machines). “We are excavating tunnels under a busy area of the capital, and even so, the work does not affect local residents or disrupt traffic in any way,” he observes. Line 2 of the Los Teques Metro is in a similar situation, according to mechanical engineer José Avelino Goncalves de Oliveira, the Venezuelan son of Portuguese immigrants. He joined Odebrecht through the Young Partner Program in 2006. “This 12-km line runs through the center of town, including six stations and underground sections. Working on this project has been a thrilling experience.” it will have been responsible for building a total of
Commercial Manager Renato Gerab, a Brazilian
over 119 km of metro lines. In Caracas, the compa-
from São Paulo with seven years’ experience at
ny is responsible for Line 5, and has also built Lines
Odebrecht, observes: “In addition to the civil en-
3 and 4. It installed the Mariche and San Agustín
gineering works, we are responsible for the entire
Ricardo Gomez: challenging experience
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37
Christian Saghy: young leader at Odebrecht Venezuela
system, which includes the installation of perma-
its infrastructure is based on a network including
nent tracks, and the operations control, electrifica-
a main 48-km pipeline and secondary and tertiary
tion and ticketing systems.”
channels. The project’s expansion led to the construction of houses and modern facilities for the
Food production
development of farming and livestock husbandry.
Odebrecht Venezuela also develops agrarian
The José Inácio de Abreu Lima Integral Agrar-
projects for the Government with a focus on food
ian Socialist Project, now underway in the state of
production. The first initiative, which involves sev-
Anzoategui, consists of an agro-industrial complex
eral stages that were initially completed in 2006,
that will produce soy products. It is made up of five
was the El Diluvio-Palmar Irrigation Project, in the
modules: a drying plant and storage facility, a meat
Maracaibo region. At first it was intended to irrigate
and soy milk plant, an agribusiness unit, a central
a specific area, but the program was later expand-
mechanization unit, and an educational center.
ed to become a full-fledged development plan fo-
Through a binational cooperative agreement, Bra-
cused on rural areas, food security and the orderly
zilian technicians are exchanging information with
settlement of the Colombian border. Renamed the
Venezuelan professionals so the program will al-
Maracaibo Plain Integral Socialist Agrarian Project,
ways receive the technical assistance it needs to increase production on an annual basis. Odebrecht’s 20 years of achievement in Venezu-
VENEZUELA
ela have received important recognition from the community, government, academia and trade associations during that entire period. Examples include Builder of the Year awards from the State of
Some highlights • Members: 7,500 (only 163 non-Venezuelans) • 5 metro lines running and under construction: 3 in Caracas and 2 in Los Teques)
• 2 bridges: the Orinoquia Bridge, the Second
Orinoco River Bridge, completed in 2006, and the Third Orinoco River Bridge (under construction)
• 1 hydroelectric plant under construction:
Tocoma, with installed capacity of 2,280 MW
38
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Zulia for the company’s construction of the Centro Lago Mall (1998), and from the Venezuelan Chamber of Construction for the Orinoquia Bridge (2007), an honor repeated in 2011 for the construction of the San Agustín Metrocable system. “For us, these awards symbolize the nation’s acceptance and confirmation of Odebrecht as a Venezuelan company, built by Venezuela for Venezuelans,” says Euzenando Azevedo.
years
5
ETH
new and better
days
written by Elea Almeida photos by Guilherme Afonso
By investing in people and technology, ETH is making a strategic contribution to improving the sugar-ethanol sector in Brazil
“I
helped plant the grass outside the main office. This building wasn’t even here when ETH first arrived,” says Sérgio Ostete, the agricultural irrigation supervisor at ETH Bioenergy’s Alcídia Unit, which is part of the company’s São Paulo Hub. An ETH member since
the unit was acquired in 2007, the company’s first acquisition, Sérgio is one of the people who has closely followed the company’s growth and developed along with it. He started out as a tractor driver and is now a leader. The Odebrecht Group began its operations in the ethanol, electricity from biomass and sugar industry in July 2007, spearheaded by ETH. It was confident in the business’s growth potential and Brazil’s competitive advantages. “ETH is a prime
39
example of the Odebrecht Group’s capacity for bold entrepreneurship. We entered a new sector in which we had no tradition or expertise, and entrepreneured a fantastic project,” said Entrepreneurial Leader (CEO) Luiz de Mendonça.
ETH work front: modernizing work in the canefields
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39
Sérgio Ostete: with ETH since 2007
Just five years later, the company operates nine
brothers and sisters, she has never stopped working.
units distributed in five hubs in the states of São Pau-
She doesn’t know how. Although she has little formal
lo, Goiás, Mato Grosso and Mato Grosso do Sul. It ac-
schooling, she is keeping pace with the technologi-
quired Eldorado, the second unit in the Mato Grosso
cal changes introduced by ETH. Milda is a member
do Sul Hub, in 2008, and utilities leader Leandro Mota
of the unit that is part of the Taquari Hub, which also
has worked there ever since. He says that ETH’s ar-
includes the Alto Taquari Unit.
rival has changed things, starting with safety rules, prioritizing the lives of company members, and development opportunities. “I’ve learned to listen and put
The number of ETH members has grown from
myself in the other person’s place. Leadership isn’t
about a thousand to over 15,000 today. In 2009, the
easy: you have to engage in dialogue, and empower
company’s commitment to developing people led to
and motivate people.” In 2009, the company opened
a partnership with the National Industrial Education
three more units: Rio Claro (Goiás Hub), Santa Luzia
Service (SENAI) in the counties where ETH operates.
(Mato Grosso do Sul Hub) and Conquista do Pontal
Givanildo Rufiro, the mechanized planting supervisor
(São Paulo Hub).
at the Rio Claro Unit in the Goiás Hub, was initially
At the Araguaia Hub, in the Morro Vermelho and
surprised by the company’s focus on people. “I used to
Água Emendada units, which respectively opened
work at plants that only thought about production, not
in 2010 and 2011, work front leader Ana Paula Ber-
people,” says Givanildo, who joined ETH when the Rio
nardes focuses on helping empower the company’s
Claro Unit was still on the drawing board.
members. When she joined ETH, she knew little about
For Luiz de Mendonça, the biggest challenge is
farm production, but now she uses her own story to
grooming and acculturating people. “All our members
motivate other members, especially women. “Some-
are the owners of their own business, entrepreneurs
times it’s harder for women to see that they can grow
and agents of their personal growth and develop-
and develop. They want to, but don’t know how to han-
ment,” he says.
dle it,” she says.
40
The challenge of grooming people
In 2010, ETH accelerated its growth plan, and today
At the Costa Rica Unit, which opened in 2011,
it is seeking to establish itself as the world’s largest
farm machine operator Milda Nunes is one of the few
producer of ethanol and electricity from sugarcane
women working in that area, but that does not faze
bagasse. Following the opening that same year of the
her in the least. Since she was 10, when she lost her
Morro Vermelho and Alto Taquari units, the company
mother and dropped out of school to take care of her
produced roughly 944 million liters of ethanol during
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the 2011-2012 harvest, from 12 million metric tons of
“ETH will continue to grow at the pace that Brazil
sugarcane milled. The forecast for the next harvest,
requires to increase its production of clean and re-
which ends in 2013, is 1,434 million liters of ethanol.
newable energy. In 2012, we also began studying the
“By 2015, our company will be able to mill 40 million
expansion plans for the existing units and programs
metric tons of cane, produce 3 billion gallons of etha-
for internationalizing the production of ethanol, sug-
nol and co-generate 2,700 gigawatt/hours of electricity,
ar and electricity in Africa and other Latin American
which will ensure a supply of clean and renewable en-
countries.
ergy for 4.5 million people,” Luiz de Mendonça explains.
“The results we have achieved so far, and the
The company’s social outreach efforts are also
speed with which we have become one of the largest
making progress through initiatives like the Social
bioenergy companies in the country, reflect the entre-
Energy Program for Local Sustainability. Introduced in
preneurship of each and every ETH member. They are
2010 in just one county, it now serves nine towns and
increasingly engaged and committed to our mutual
cities through 20 different programs.
success,” says the Entrepreneurial Leader.
Leandro Mota: “You have to engage in dialogue, and empower and motivate people”
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41
years
25
42
Argentina
leaders in construction 42
informa
Esteban Trouet, second from the left, with members of his direct team (Adrian Eckert, Javier Maurizzi and Sergio Sapienza, from left): the new face of Odebrecht Argentina
A new generation of members is cementing Odebrecht’s leading position in Argentina written by Clåudio Lovato Filho photos by Bruna Romaro
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43
E
steban Trouet was a 12-year-old boy in his
CCR Project construction site, in YPF’s Industrial
native Córdoba at the time. Back in 1987,
Complex in Ensenada, greater La Plata. The magni-
the year Mercosur was officially created, a
tude of the project Esteban leads is inversely propor-
few pioneers were setting up Odebrecht’s
tional to the amount of working room he and his team
office in Buenos Aires. They went there
have at their disposal.
with the expectation of enabling the company to par-
The petrochemical naphtha treatment unit, which
ticipate in the construction of Pichi Picún Leufú, a large
will increase Argentina’s production of Super and
hydroelectric dam in Patagonia. Its name is so compli-
Premium fuels (better-quality products that are less
cated that many prefer to call it by its initials: PPL. Ode-
harmful to the environment), is being installed in a
brecht won the contract, and its teams broke ground at
very small area, while the entire YPF complex is in full
the construction site in 1989. Esteban Trouet graduated
operation. There is no free space to the sides, front
in civil engineering and left Córdoba. Today, aged 37,
or back. Cranes must be operated with extreme care.
he is the Director of the CCR project, which Odebrecht
The original structure, most of which has been run-
Argentina is building in the city of La Plata.
ning for over 30 years, surrounds the new unit, which
What do 25 years mean? For Odebrecht Argentina,
began construction in 2009 and will be delivered to the
they mean a lot. Everything, in fact. At the same time,
client by February 2013. The contract also includes a
this is only the beginning of a story that is still going
new 118-m flare and the revamp of existing facilities.
on today, with the hallmark of productivity. For three
More than 1,300 people are working on the project,
straight years, the company has been the highest-
which is at its peak.
earning contractor in Argentina. In 2012, it was voted
“This is the largest petrochemical project un-
the contractor with the best image and reputation in
dertaken in Argentina in the last decade,” says Es-
the country, according to the Merco (Corporate Repu-
teban. He arrived in La Plata in September 2010,
tation Monitor) ranking published by the newspaper
fresh from the gas pipeline project where he was
El Clarin, and one of the 40 best companies to work
responsible for Compressor Plant Management. On
for, according to Apertura, a magazine specializing in
the CCR Project, he started out as the Production
economics and business. The company is currently
Manager and provided support for Contract Admin-
responsible for six major contracts, including the
istration, among other tasks. Then, in August 2012,
capacity expansion project for firm transportation of
he took on the challenge of becoming Odebrecht’s
natural gas, which covers 15 provinces; construction
second Argentine Project Director. The first was
of the Continuous Catalytic Reformer (CCR) Plant in
Pablo Brottier, who is now on the team reporting
La Plata, and deployment of the North Area water
directly to Flávio Faria.
treatment system in the northern metropolitan area of Buenos Aires.
Esteban was in Macaé, Rio de Janeiro, working for another organization, when he met Flávio Faria in De-
“There are plenty of opportunities in Argentina,” says
cember 2006. A month later, he had rejoined his family
Flávio Faria, Odebrecht’s CEO in that country since Feb-
in his native land. “I wanted to work at Odebrecht. That
ruary 2008. He arrived there in 2004 to become the Proj-
was my goal,” says Esteban. “At Odebrecht, I’ve found
ect Director for the expansion of the Libertador General
an environment of trust that is empowering and sup-
San Martín and Neuba II gas pipelines. “Both in the area
portive. Each in their own way, my leaders have intro-
of infrastructure and industrial projects, there are nu-
duced me to the Odebrecht Entrepreneurial Technol-
merous demands that the country wants and needs to
ogy (TEO). I wanted a change and tried to keep an open
meet. And there is an awareness that Brazil and Argen-
mind so it could happen.”
tina will not go far without each other.”
Every morning on the CCR project brings fresh challenges. “Our team is mostly made up of young
44
“Odebrecht was my goal”
people, so we are looking to bring in experienced
It is a 60-km drive from downtown Buenos Aires,
members,” says Esteban, the first Argentine com-
where Flávio Faria’s office at Odebrecht’s headquar-
pany member to join the Program for Developing En-
ters is located, to the office of Esteban Trouet at the
trepreneurs (PDE). The high percentage of younger
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Odebrecht Member working on the CCR Project: the nation’s biggest investment in the petrochemical sector in the last decade
several projects in his home country. He arrived in Argentina in January 2012, and is a valued advisor during the day-to-day operations at the construction site. “I make suggestions and give advice. It has been a very good experience. I feel welcome here.”
Environment of trust Allan Abrantes also got a warm welcome when he arrived in Argentina in 2011, coming from Peru. He is the Project Director for the North Area Water Treatment System, under construction in the region of Tigre, a city in the Buenos Aires metropolitan area. An initiative of the Argentine Water and Sanitation Company (AySA), the project is designed to ensure the supply of clean drinking water to more than 2.5 million people living in the northern area of Greater Buenos Aires. Collected from the Paraná de las Palmas River, it will be conveyed through a 14-km tunnel to a complex of purifiers that covers a 16-hectare area. A 40-km network of pipelines takes the water to the communities benefiting from this initiative. Begun in 2008, the first of the project’s three phases should be completed by December 2012. Led by Odebrecht, the joint venture building the project also includes Benito Roggio e Hijos, Supermercado SAIC and José Cartellone Construcciones Civiles. The water supply system is the result of one of the biggest infrastructure investments made in Argentina in the last 50 years. “Community relations is one of the most complex aspects of our work,” says Allan, a Brazilian from the state of Paraíba. “People see the works coming closer to their homes, but members on Esteban’s team is a familiar situation
there’s no water. Not yet, at least, because the system
on Odebrecht’s projects in Argentina. “Today, 91% of
hasn’t been completed. We have to know how to deal
our 2,366 direct members have been with the com-
with their expectations, paying attention and providing
pany for less than two years,” says Diego Pugliesso,
information.”
the officer Responsible for People, Organization, Ad-
Allan has eight Young Partners on his team. “This
ministration and Finance at Odebrecht Argentina,
is a school, and bringing in local youths is essential to
and one of the company’s longest-serving members
establishing the company’s legitimacy in this country,”
in that country.
he argues. A 23-year member of the Group, Allan is
The presence of Tácito Antônio Soares at the CCR
enjoying what he feels is a particularly positive phase
construction site is a testament to the practice of
of his career. “We are working in an environment of
blending youth with experience. On the verge of com-
reciprocity and trust that makes it easier to bolster
pleting 30 years of work in the organization, Tácito is
Odebrecht’s image in this country.”
the general supervisor for electromechanical assem-
This is an image that the first Odebrecht mem-
bly. A Brazilian from Blumenau, Santa Catarina, he
bers to arrive in Buenos Aires began cultivating
has worked in Chile and Venezuela, and helped build
with tremendous care and competence 25 years
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45
Allan Abrantes (third from left) with Young Partners at the jobsite: legitimizing the company in Argentina
ber of the CBPO and Bento Pedroso Construções (BPC) who joined Odebrecht Argentina’s bid development team three years ago. He had the immediate support of Roberto Rodriguez, the Project Director in charge of Business Development and one of the oldest members of Odebrecht Argentina. Roberto joined the company in 1993 and worked with Francisco Valladares. When they heard Francisco’s story and understood the importance of his leadership, the younger members had no doubt about whose name to choose. The library is the responsibility of Ofelia Mesa, 66, a company member since August 2002. She says she is proud to take care of a place that may be new, but already has such a long history.
ARGENTINA Ofelia Mesa, Roberto Rodríguez and João Sérgio Torres at the library: tribute to a leader who made history
ago. Pioneers like Francisco Valladares, who died in 2004. The officer Responsible for the company when the job title was DPA (Country Director), he was recently honored by Odebrecht Argentina members. They gave his name to the library installed at the company’s headquarters this year. This tribute was suggested by João Sérgio Torres, a former mem-
46
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Some highlights • Ongoing projects: 6 • Members: 2,366 (direct) • The Engineering and Expansion of Firm Gas
Transportation project involves the company’s operations in 15 of the country’s 23 provinces
• For three consecutive years, the company has reported the highest earnings in Argentina’s engineering and construction industry
Folks Building stronger ties André, Tanja, and life on a jobsite in Mozambique
T
he officer Responsible for Production on the Moatize Coal Mine Expansion Project in Tete, Mozambique,
São Paulo engineer André Canoas has been with Ode-
Denise Cruz
brecht for five years. He says his most memorable expeElizabeth with her husband and kids: a mother and a professional
rience of working there involves dealing with wildlife. For example, he has had to adapt his routine to the habits of hippos. André lives at the construction site with his
A double (and fulfilling) journey
wife, Tanja Guimarães, a lawyer who is working on the Contract Administration Program. They have an unusu-
Elizabeth is now the only female Production Manager in the United States
N
al marriage. He was in Salvador, taking a PDE course, when he proposed to Tanja online. They were wed by
ew Yorker Elizabeth Lamborghini has a degree in
proxy. “Living on a jobsite strengthens our relationship.
Construction Management and joined Odebrecht
My wife and I have several ‘kids, siblings and parents’
six years ago, as assistant engineer on the construction
here in Tete. We are like a cell of the Odebrecht family.
of the South Terminal at Miami International Airport. In
We’re growing to overcome the challenging goals of our
2011, she was promoted to Assistant Production Manager
Vision for 2020,” he says.
on the AirportLink Metrorail project. In the meantime, she had two children: Michael, 3, and Joseph, 1. Her husband looks after them when Elizabeth can’t be close by. She is now the Production Manager on the Structural Recovery Program of the Herbert Hoover Dike on Lake Okeechobee,
spare time, she goes swimming and boating with her family. The next step is going back to college to take a leadership course. “I was born to be a mother and a professional,” she says. José Manuel, with his wife and son: his family is his rock
André and Tanja: an unusual marriage
Moatize Project
takes hard work and dedication. In her few moments of
foto:
the Program for Developing Entrepreneurs (PDE), which
Holanda Cavalcanti
far from home, in central Florida. She is also taking part in
Essential support At home and at work, José Manuel enjoys the gifts of life
J
osé Manuel Bravo has served in the military, where he learned to drive automobiles. In 2004, he heard there were job openings at Odebrecht in Benguela
province, Angola, where he lives, and he joined the company as a driver on the Águas de Benguela water supply project. He acquired more job skills by participating in the company’s Education-through-Work initiatives, and now, as a Specialized Technician – Level 3, he is responsible for the Benguela Infrastructure Projects work front, as well as being in charge of security for the entire venture’s assets. Married with
Kamene Traça
five children, he says his family is his rock. He often goes for walks with his wife and kids, and plays soccer on the beach or in parks to maintain a healthy lifestyle. “I’m very happy with my personal and professional growth,” he says. “I’m living proof that Odebrecht is not just building projects: it also grooms people.”
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47
year
1
Odebrecht archive
Odebrecht Energia
Santo Antônio Hydroelectric Plant construction project team in Rondônia: one of five ventures administered by Odebrecht Energia
transition Time of
Odebrecht Energia is the Group’s leading company in its new challenge as an investor and operator of power generating assets
I
written by João Paulo Carvalho
t’s 7 o’clock in the morning, and company mem-
northeast), round out the portfolio of assets managed
bers are arriving at the Santo Antônio hydroelec-
by the company, which has negotiated the energy these
tric plant jobsite in the city of Porto Velho to con-
ventures will produce. Through its share of these assets,
tinue on the journey towards the conclusion of a
the company will be responsible for producing more than
project that will soon be one of the biggest elec-
1,400 MW, with a total investment of BRL 8.3 billion, of
tric power generation developments in Brazil. When
48
which BRL 4.5 billion have already been invested.
it is fully operational and online in 2016, the dam will
The Odebrecht Group’s experience as an investor in
provide 3,150 MW, enough power to meet the needs of
energy generation began in the 1990s, with the Itá hy-
40 million Brazilians.
droelectric plant in Santa Catarina, a project for which
Santo Antônio is one of five projects administered by
it was also the contractor. At the time, it shared control
Odebrecht Energia (Energy), the subsidiary the Group
with Companhia Siderúrgica Nacional (CSN). Accord-
created a year ago to focus exclusively on investing in
ing to Gabriel Ybarra, the officer Responsible for Busi-
and operating power generation, distribution and sales
ness Development at Odebrecht Energia, Odebrecht
businesses. Besides Santo Antônio, the Chaglla hydro-
put down roots in this segment through its participa-
electric plant in Peru, Teles Pires, on the border of the
tion as an investor in the project. Almost two decades
Brazilian states of Pará and Mato Grosso, the Senandes
later, in July 2011, the Board of Directors of Odebrecht
Wind Corridor Complex in southern Brazil (Rio Grande
S.A. approved the creation of Odebrecht Energia,
do Sul), and the solar plant to be installed in the Per-
marking the beginning of a new cycle of learning ex-
nambuco Arena, in metropolitan Recife (in the Brazilian
periences and expertise.
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48
“Odebrecht Energia arose from the need to connect
Legacy in practice
the links in the value chain for this segment,” explains
The experience the Group has built up over the
Entrepreneurial Leader (CEO) Henrique Valladares.
years has many practical benefits for Odebrecht En-
“We have been playing an active role as builders for
ergia. One of the company’s biggest strengths was
decades, and now we are entering the business as
ensuring that Santo Antônio began generating pow-
investors. We want to use all the Group’s experience,
er ahead of time, in March of this year, nine months
coupled with strong project management, and focus
ahead of schedule. Six of its 44 turbines are already
on the investment and operation of power generating
online, providing power to the states of Rondônia and
assets.”
Amazonas until the Porto Velho-Araraquara trans-
Marco Rabello, the officer Responsible for Finance
mission line linking production to the national grid
and Investments at Odebrecht Energia, underscores
goes into operation. When this line is up and running,
a factor that has been especially significant on the
Santo Antônio will also provide power to the South-
path towards the company’s growth: “It was very im-
east. The company completed the diversion of the
portant to begin our activities with a solid corporate
Huallaga River nine months ahead of schedule - a
governance structure, like the Group’s other busi-
milestone in the construction of the Chaglla hydro in
nesses, and a corporate structure formed by profes-
Peru. The plant should be ready in 2016 and will gen-
sionals with extensive experience in that industry.”
erate 406 MW, increasing clean energy generation in
He adds: “One of the main challenges, in addition to
that country by 6.3%.
everything that the market requires of us, was to build
Investing in alternative energy projects is also on
the image of a company that invests in and operates
Odebrecht Energia’s radar. In the last week of October,
power generation assets and that, although detached
the BRL 400-million Senandes Wind Corridor Com-
from the Engineering & Construction side, captures
plex received an installation permit from the State En-
a huge competitive advantage: synergy, considering
vironmental Protection Foundation of Rio Grande do
the Group’s know-how and expertise in building hy-
Sul, and ground was broken in November. In addition
droelectric power plants.” Marco Rabello concludes:
to this complex, Odebrecht Energia also has 16 more
“This image has been consolidated by over 60 years
wind farms, acquired in the states of Bahia and Ceará,
of experience, starting with the construction of our
totaling 365 MW.
first hydro, which has accredited us internationally as
Fernando Chein, Director of Wind, Solar and SHP
the largest builder of hydroelectric dams in the world,
(Small Hydro Power) Generation at Odebrecht En-
outside our country of origin (according to Engineering
ergia, highlights the strategic aspect of this perfor-
News Record - ENR magazine). We have helped install
mance for the nation: “Investments in this type of
over 58,500 MW of capacity by building 72 hydroelec-
energy generation function mainly as a reserve for
tric, 12 thermoelectric and two nuclear plants.”
the Brazilian market.” In Senandes’s first stage, 40 Carlos Junior
wind turbines will be installed, made by Alstom at its plant in Bahia. Each turbine is 95 m in height and generates 2.7 MW. The company is also putting its chips on power generation through biomass. Currently, Odebrecht Energia performs commercial and regulatory management for ETH Bioenergy, which generates energy from sugarcane bagasse and has an installed capacity of 737 MW distributed in nine plants. “In parallel to this, we are studying new projects in Goiás, Bahia and in countries where Odebrecht is already present,” From left, Gabriel Ybarra, Marco Rabello and Fernando Chein: a new cycle of experience and in-depth knowledge for the Group
says Ailton Reis, Director of Generation for the Biomass Market. Good for the nation, and good for the environment.
informa
49
years
20
Mexico
ancestral talent for progress
written by Fabiana Cabral photos by Holanda Cavalcanti
Pyramid of the Moon at the Teotihuacån archeological site, an iconic symbol of Mexico: the country’s pursuit of development goes hand in hand with its past
50 50
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From a hydroelectric dam to petrochemical projects, Odebrecht teams are taking part in ventures that are helping build the future the Mexican people want
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51
“W
e were one of the first Brazilian companies to arrive here. We didn’t have the Internet or cell phones back then.” Carlos Armando Paschoal’s story dates back to 1991,
when he moved to Mexico City. At the invitation of Pedro Novis, now a Member of the Board of Odebrecht S.A., he took on the mission of starting CBPO Mexico, as the CEO for that country. “Mexico had tremendous potential for projects like subways, hydroelectric plants and dams. Our strategy was to seek out local partners,” explains Carlos Armando. The first was Grupo Mexicano de Desarrollo (GMD). In January 1992, the National Water Commission issued a tender for Los Huites – called the Luis Donaldo Colosio Murrieta Dam when it officially opened – to control flooding on the Fuerte River, irrigate farmland in the northwestern State of Sinaloa, and generate electricity. Then Augusto Roque arrived in Mexico City to bid for the contract as Project Manager. “We won with a USD 10 million difference. It
Jorge Gavino in Michoacán: opportunities for work and income generation
was a wonderful feeling,” he says. “We tendered the best technical and financial bid, and formed Consórcio Mexicano Construtor de Huítes, a joint venture of Odebrecht,
recalls Augusto Roque. “We introduced practices like the
GMD, ICA [Ingenieros Civiles Asociados] and La Nacional
Action Program and Education through Work, and did a lot
Compañía Constructora,” adds Carlos Armando.
of planning,” he says. “We earned the trust and recognition
The Los Huites project presented three main challeng-
of our clients and partners,” observes Carlos Armando.
es: advanced technology, a short deadline, and high pro-
Between 1995 and 1998, Odebrecht played an active role
ductivity. “We had three years to deliver our ‘calling card’
in the national program for the construction and expansion
in Mexico, and that’s what we did. We set the world record
of power substations and transmission lines in five states,
for pouring concrete: 250,000 cubic meters per month,”
working for the Federal Power Commission, and built and retrofitted housing platforms for the Cantarell Project, owned by Pemex (Petróleos Mexicanos), the state oil company. “The Mexican people are very creative and supportive, extremely enthusiastic and tremendously productive,” says Carlos Armando, who is now the President of Ilha Pura – a company formed by Odebrecht Realizações Imobiliárias (the Group’s real estate arm) and Carvalho Hosken to build the Olympic Village in Rio de Janeiro for the 2016 Olympics. Mexico has taught the current Director of Odebrecht Energia, Augusto Roque, an enduring lesson: “I’m an optimist, but I tend to worry about things. The Mexicans taught me to take a calmer view of things,” he says with a smile. Luis Weyll, the Odebrecht CEO for Mexico, has been in that country since 2009. He believes that Brazilians and Mexicans identify with each other immediately: “We aren’t
Carlos Armando Paschoal: “Our initial strategy was to find local partners”
52
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viewed as foreigners here. We are Mexican citizens who speak ‘portunhol’ [a mix of Portuguese and Spanish].” He explains that the Group sees several opportunities in that
Guillermo Iturbide, Deputy Director of Projects at Pemex, remembers that the two companies successfully faced the spike in oil and equipment prices in 2005: “We built teams with the same goals and, thanks to efficient communication and trust, we achieved success.” The refinery reopened in July 2011, with its production capacity expanded to 250,000 barrels per year. “We consider ourselves a young Mexican company with growth potential,” says Vito Facciolla.
Water for “hot lands” In 2007, Odebrecht teams arrived in the town of Nueva Italia in the State of Michoacán to build the Michoacán Irrigation Project. In the region called Tierras Calientes (“Hot Lands”), an arid region blessed with fertile soil and a good climate for farming, the project was designed to provide the one thing it lacked through the storage and controlled distribution of water resources. Comprised of a dam with a storage capacity of 100 million cubic meters of water and a gravity conveyance system, the project was completed in 2011. It irrigates 12,500 hectares of land and produces country in the fields of water, power and ethanol, as well
4.5 MW of power. With the onset of irrigation, the produc-
as engineering & construction, and petrochemicals. “Our
tive areas in that region - which is home to Mexico’s largest
capacity for crosscutting is a strength that sets us apart,”
ejido (cooperative), with 1,038 members - increased from
he observes. For the fifth consecutive year, Odebrecht has
10,000 to 18,000 hectares. “During the dry season, we used
been hailed as a Socially Responsible Company, an honor
to go more than 40 days without water. Now, we have gone
bestowed by the Mexican Center for Philanthropy. It has
back to planting rice and sugarcane,” says ejido member
also been named one of the 100 best companies to work
Roberto Doddoli Calderon.
for in that country for the fourth year in a row, according to the Great Place to Work Institute.
A young Mexican company In 2012, when the Group is celebrating two decades of
“Our legacy was creating opportunities for work and income generation in that region. In conjunction with local universities, we groomed 17 Young Partners, and some are now officers Responsible for Programs,” says Project Director Jorge Gavino.
experience in Mexico, Vito Facciolla is marking 10 years in that country. He arrived there in 2002 to support the devel-
Working synergistically
opment of the company’s operations after the Mexican eco-
Back in Veracruz, in the industrial region of Coatza-
nomic crisis of the 1990s. “We saw a market that was heat-
calcos, a joint venture of Braskem and Idesa is building a
ing up. Mexico’s GDP was one of the highest, and Pemex
petrochemical complex with the capacity to produce over
had announced a number of investments,” says the current
1 million metric tons of polyethylene. At present, Mexico
Project Director at Odebrecht Engenharia Industrial.
imports 70% of its supply of that product from the United
The company won another contract in late 2004. In part-
States. “The Ethylene XXI project is one of the greatest
nership with Técnicas Reunidas of Spain and Mexico’s Gru-
examples of crosscutting within the Group, involving the
po Río San Juan, Odebrecht began revamping the General
operations of Odebrecht América Latina, Odebrecht En-
Lázaro Cárdenas refinery in the State of Veracruz in Febru-
genharia Industrial (Industrial Engineering), Foz do Bra-
ary of the following year. Established in 1906, the complex is
sil and Braskem on the same project,” explains Roberto
the oldest in Latin America, and is the target of investments
Bischoff, the CEO of Braskem Idesa. José Luis Uriegas,
totaling USD 4 billion.
Director General of Idesa, says that this is the largest
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53
Ethylene XXI: Odebrecht América Latina, Odebrecht Engenharia Industrial, Foz do Brasil and Braskem on the same project
petrochemicals investment in Mexico (and the largest
portunities, and about 60% of our new members will take
Brazilian investment in that country).
professional education courses,” says Odebrecht CEO
The partnership between the Brazilian and Mexican
Francisco Penteado.
petrochemical companies became official in 2010, after
Gelácio Alvarez Dominguez, 33, used to work as a teach-
Odebrecht won an auction to supply ethane gas to Pemex
er in the town of Nanchital, but left the classroom for a job
under a 20-year contract. “We were seeking to balance
on the Ethylene XXI Project. “I realized that this company is
Braskem’s mix of feedstocks, including naphtha and gas,
concerned about people.” Gilberto Gonzales, 25, started out
and gas is more competitive,” explains Project Director
as an assistant a year ago, and was promoted to production
Stefan Lepecki. “This is Braskem’s first greenfield project
foreman. “I want to go to college and get a degree in engi-
outside Brazil,” underscores Cleantho Leite, the company’s
neering,” he says.
Commercial and Business Development Director.
Currently, 2,000 people are working in the project’s op-
The first phase, earthmoving, was completed in Octo-
erations centers in Italy, France, the Netherlands, India,
ber of this year, two months ahead of schedule. Accord-
Colombia, the United States and Mexico. “By the time the
ing to Odebrecht América Latina Project Director Luiz
complex goes online in 2015, we want to be recognized as
Gordilho, it took just six months to move 7.5 million cu.m
a major supplier of polyethylene in Mexico,” says Roberto
of earth. “Thanks to our teams’ commitment, a produc-
Bischoff. “We will be part of the new reality of investments
tivity incentive introduced in the second month of work,
in this country,” he concludes.
good relations with the local communities, and Health, Safety and Environment programs, we were able to finish the job ahead of time and reduce costs for Braskem Idesa,” says Luiz Gordilho.
MEXICO
For the second stage, the construction of the complex - comprising a cracker plant, two high-density polyeth-
Some highlights
ylene plants, a low-density polyethylene plant and utilities delivery systems – the contractor is a joint venture of Odebrecht Engenharia Industrial (leader), Tecnip of Italy, and the Mexican-American Ica Fluor Group. “These companies complement each other and we will guarantee performance in production and processes, while ensuring conditions for environmental sustainability,” says Project Director Eduardo Rozendo. “It will create 8,000 work op-
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• Odebrecht’s first project in this country
was Los Huítes, a contract awarded in 1992. The project broke the world record for concrete pouring volume.
• Crosscutting: four Group companies are actively
involved in the Ethylene XXI Project (now underway) Odebrecht América Latina, Odebrecht Engenharia Industrial, Foz do Brasil and Braskem.
10
years
anos years
5
Igrapiúna Igrapiúna
Pres.Tancredo Pres. Tancredo Neves Neves
Deian de Andrade on his father’s pineapple farm: the family is pleased with what he has learned, and the results he is getting from his garden
The Presidente Tancredo Neves and Igrapiúna Rural Family Houses groom young entrepreneurs to lead their communities
the future is in the
V
air
written by Carlene Fontoura
photos by
Almir Bindilatti
isitors are soon surrounded by the pleas-
A student at the Presidente Tancredo Neves Rural
ant aroma and natural freshness. There
Family House (CFR-PTN), the 18-year-old cultivates
are many different scents - mint, co-
his crops with methods he is learning at the teach-
riander, parsley - causing a curious
ing unit. Founded in 2002, CFR-PTN is celebrating 10
confusion of the senses. Your nose is
years of contribution to the education of new genera-
called on to perceive odors, and your taste buds seem
tions of rural entrepreneurs. One of them is Deian,
more acute. That green, well-tended garden is a source
who sells vegetables to two establishments in the
of pride for the family. “I’m pleased with the results.
community, earning a profit of BRL 500 per month
Thanks to my son’s hard work, we’re making more
from that business alone. “Here in my hometown,
money and keeping the larder full,” says Iraci Pereira,
I can earn a decent living and am the master of my
Deian de Andrade’s mother. A resident of the Moenda
own fate,” says Deian.
55
community (in the Southern Bahia Lowlands county of
Education Director Quionei Araújo points out
Presidente Tancredo Neves), Deian is in charge of plant-
that the main reason to celebrate a decade of CFR-
ing crops on their property.
PTN is “a total of 250 youths, including graduates
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55
Class at the Presidente Tancredo Neves CFR: the curriculum is focused on the realities of the countryside
and current students, benefiting from the education
with Sustainability of the Southern Bahia Lowlands
offered by this institution.” In 2009, the Bahia State
Mosaic of Environmental Protection Areas (PDCIS)
Board of Education accredited the CFR-PTN to offer
since 2008. Developed by the Odebrecht Foundation
an Agricultural Technical Course in conjunction with
and its partners, the PDCIS aims to achieve a com-
the High School curriculum, making it the first insti-
mon, superior and noble goal: building a rural middle
tution in the North and Northeast of Brazil to receive
class structured in family units, and making them the
this accreditation.
protagonists of their own development and sustain-
The CFR offers a three-year course with a curricu-
able growth.
lum focused on the realities of the countryside, and applies a methodology called Alternation Pedagogy.
Synergy that gets results
Students spend a week boarding at the CFR-PTN
The CFR-PTN works with the Presidente Tan-
and two weeks on their properties, putting what they
credo Neves Farmers’ Cooperative (Coopatan) to
have learned into practice. “We weren’t using the right
form a Cassava and Fruit-Growing Strategic Alliance
planting methods before. When our son explained
Cooperative. This way, young people receive train-
things step by step, we started getting results,” says
ing focused on the countryside, and farmers receive
Iraci Pereira.
technical guidance, get their produce to market, and
Deian de Andrade’s garden is part of the Integrated
56
earn fair pay.
and Sustainable Agroecological Production (PAIS) pro-
Shortly after he enrolled at the CFR-PTN, Deian
gram, a Bank of Brazil Foundation (FBB) “social tech-
encouraged his father to join Coopatan. Denilson de
nology.” Introduced at the CFR-PTN in 2011, this initia-
Andrade has reorganized his pineapple farm, and
tive is being reproduced through the students’ families
now he delivers the fruit directly to the cooperative,
to encourage farming methods that do not harm the
which has 214 other members. Jailton Ribeiro has
environment. The FBB has supported the work of the
had a similar experience. The young man graduated
Program for the Development and Growth Integrated
from the CFR-PTN in 2008, when he was 22. Today,
informa
he works alongside his father and brother, growing a
appreciate my hometown,” she says. A resident of
variety of crops on 40 hectares of land. “Coopatan’s
the Limoeiro community in Camamu, Bahia, Liana
support is critical for getting our produce sold in
is growing cocoa, rubber and banana trees on her
supermarket chains,” says Jailton. “Thanks to the
property.
knowledge I acquired at the CFR, I’m getting good quality at a lower cost,” he adds.
In 2012, the CFR-I is also celebrating its partnerships with the Mitsubishi Corporation of Brazil, which is investing in the education of youth, and the
Changing people’s lives
National Bank for Economic and Social Development
Just as it is for the CFR-PTN, 2012 is also a special
(BNDES), which has approved funds for the renova-
year for the Igrapiúna Rural Family House (CFR-I). While
tion of the school’s headquarters.
celebrating five years of activity, the CFR-I is keeping to
By allowing students to assimilate knowledge
its mission of changing people’s lives. One example is
and put it into practice in their daily lives, the CFRs
Edilton Clemente, 27, who produces hearts-of-palm. A
encapsulate the essence of one of the Odebrecht
resident of the Mata do Sossego settlement in Igrapiú-
Entrepreneurial Technology’s guiding principles:
na, Bahia, he believes that his studies at the CFR have
Education through Work. “That way, future entre-
played a key role in his life choices. “Without that op-
preneurs are groomed to run their businesses re-
portunity, I would have had to leave here to find work,”
sponsibly and play a leading role in their own lives,
he guarantees.
while changing the local realities of their communi-
Liana Souza, 20, graduated in 2011, and shares her experience. “By joining the CFR-I, I learned to
ty,” says Odebrecht Foundation Educational Advisor Joana Almeida.
Edilton Clemente: “Without that opportunity, I would have had to leave here to find work” informa
57
PROFILE: Tiago Britto
All in the family In his own house and on Odebrecht construction sites, where he has worked for 40 years, Tiago always feels at home
written by Edilson Lima photo by Kamene Traça
I
t was February 1972. Bahia’s
1980 to 1989, Tiago worked on sev-
carnival was in full swing, and
eral projects in the states of Goiás,
there was plenty of sunshine on
Sergipe, Alagoas, Bahia and Per-
the beautiful beaches of Salvador,
nambuco. During that period, one
Bahia, when Tiago Britto started
of the highlights of his career was
working at Odebrecht as an intern.
refurbishing the stretch of federal
“For a young guy from Bahia, it
highway BR-101 between Rio do
was a huge challenge, you know?”
Braço and Rio Preto in Bahia. “It
he jokes. But Tiago knew that that
was the first contract I’d won, and
internship was an opportunity to
I became the Project Director,” he
build the future of his dreams. In
recalls with feeling.
2012, he turned 61 and celebrated
In 1989, when he and his wife
40 years with the Group. “This was
were living in Recife with their
my first and only workplace,” he
daughters Priscila and Flávia, then
says proudly.
7 and 5, respectively, Tiago got
After two years as an intern,
an invitation to direct projects in
Tiago graduated in civil engineer-
Portugal. There, he was in charge
ing from the Federal University at
of road and rail works and bridge
Bahia (UFBA) and moved to Pom-
construction, among other ven-
bal, Paraíba, to work on a high-
tures. In 1996, he became the of-
way construction project. “For the
ficer Responsible for Environment,
first time, I experienced the power
a program created to consolidate
of trust. I was the only engineer
water treatment and supply and
there, and I was responsible for ev-
solid waste treatment projects in
erything. My leader, Vitor Pinheiro,
that country.
who taught me a lot early on in my
58
Tiago learned important lessons
career, was 400 km away, in the
in Portugal. One had to do with con-
city of João Pessoa,” he recalls.
tract administration. “There were
After working in Paraíba, the
times when we’d spend night after
young engineer went to Sergipe
night reading and rereading the
in late 1976, where he met Tereza.
contracts and Portuguese laws,
They got married in 1980. From
so we’d know how best to proceed
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Tiago with his daughter Flávia and his wife, Tereza, in Luanda: participating in Angola’s development
with the client,” he says. During his 13 years there, he visited several countries: “I saw most of Europe. I learned a lot in that period of my life.” When he returned to Brazil in 2002, his family settled down in Salvador, but he was always on the move. He was responsible for projects in several Northeastern states until, in 2007, he was invited to lead the Luanda Roadways project. In no time, he was off to Angola. Once there, he took the helm of a number of infrastructure projects in the nation’s capital. Currently, Tiago is the Project Director for the Structuring Roadways project, a complex of roadworks being built in the metropolitan area to improve access to the city of Luanda. “I am happy to be able to contribute to the nation’s development,” he says. Tiago lives in a condo with Tereza and Flávia, their younger daughter. Priscila lives in Salvador with her 3-year-old son, who is named after his grandfather. On Saturdays, Tiago likes to play tennis, and he never misses the regular Tuesday soccer match with his friends. Reflecting on the meaning of his 40 years of work in the organization, he says: “I’ve grown and developed at Odebrecht. And people like Renato Baiardi [Member of the Board of Odebrecht S.A.] and Silvio Brown [a former Director) played a key role in that process. I enjoy a relationship of trust and loyalty with the company, and want to pay back everything I’ve learned by giving service and teaching, especially young people.”
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59
20
years
years anos
25
Ecuador Argentina
Colombia
Santa Elena Project: first contract in Ecuador
Grooming people and contributing to the community’s sustainable development: hallmarks of Odebrecht’s operations in Ecuador and Colombia
60 curves
of development
odebrecht archive
written by Júlio César Soares and Renata Meyer photos by Yann Vadaru
60
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P
resent in Colombia for 20 years and in Ecuador for 25, Odebrecht is carrying on with its operations in both countries during a time of excellent prospects, particularly economic growth
in Latin America and the consequent increase in investment opportunities, especially in the infrastructure sector. “Our operations will tend to get even stronger, given the economic upturn and the institutional stability of those two countries,” says Luiz Antonio Mameri, CEO of Odebrecht América Latina. “The quality of our professionals is Odebrecht’s main ally in achieving the company’s growth and perpetuity,” he adds.
Ecuador: exporting professionals In the head office of the Daule Vinces irriga-
Jesus Rodríguez: giving back
tion project in Guayaquil, the framed photo of the Trasvase Santa Elena project is getting old and taking on a reddish tinge. Twenty-five years ago,
Grooming people is at the roots of Odebrecht’s
Odebrecht began the project shown in that picture
operations in Ecuador. “When we first established
on the wall, its first in Ecuador. And two and a half
a presence there, we perceived the need to bring in
decades later, it is still telling the same story.
Ecuadorian professionals as a way to understand
“The country is growing steadily, especially in
the local culture, and the best way to work there,”
the hydropower and infrastructure sectors,” says
recalls Genésio Lemos Couto, a former officer Re-
Ecuador CEO Jose Santos. Two of the five proj-
sponsible for Administration and Finance in that
ects now under way involve the energy sector: the
country who now works at ETH Bioenergy. “There
Manduriacu hydroelectric plant, with capacity of
were people with good technical backgrounds, but
60 MW, and the construction of a new 900-m wa-
who lacked practical experience on the jobsites.
ter conveyance tunnel for the Pucará hydroelec-
We created the Entrepreneur Supervisor Program
tric plant. He adds, “Our greatest achievement is
to help accelerate their knowledge of the routine
grooming teams to work here and in other coun-
of Odebrecht’s projects and culture.”
tries”: 1,098 of the 1,168 company members currently working in Ecuador are local hires.
In 1993, Odebrecht Ecuador held the first edition of the Young Partner Program outside Brazil.
Jesus Leonardo Rodríguez, the officer Re-
“Grooming people is paramount, and something
sponsible for Materials at the Daule Vince irriga-
that characterizes Odebrecht: the philosophy of
tion project, is one of Ecuadorians who have gone
making people the basis for everything,” says
abroad to learn and teach. Now with 22 years’ ex-
Katherine Calle, Administrative Manager of Ode-
perience of work at Odebrecht, he started out as
brecht Ecuador. She took the first course offered
an engineer on the Santa Elena project. He worked
in her country. Katherine fondly recalls her days
in Honduras, Cuba, Panama and Bolivia before
as a Young Partner. “It’s amazing. You take in every
returning to Ecuador. “Having the opportunity to
aspect of a project, and see its full scope. That’s
leave my home country and help groom new pro-
essential for students. It helps them figure out
fessionals in other markets makes me feel like I
where they fit in on a project,” she explains.
am giving back to Odebrecht for what I have received,” he says.
The educational drive in Ecuador is ongoing. One example is the Ruta Viva project, a 5.5-km
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61
road linking Quito, the nation’s capital, with the new Mariscal Sucre airport. “We have eight young partners recruited from universities in Quito. They will gain first-hand knowledge of the day-to-day routine of a project,” says Ecuadorian Project Director Gonzalo Diaz. On the recently started Pacífico Refinery project, the first edition of the Ecuadorian Creer (Believe) professional education program already has over a thousand applicants, and it has not even begun. “We contribute actively as partners in this country’s development. This is a joint effort we are carrying out along with all Ecuadorians at Odebrecht,” says José Santos. Flor Gonzalez Chong, who works in the Daule Vinces Project’s Treasury department and has been with the company for 24 years, does not hesitate to say: “Without a doubt, Odebrecht is now more Ecuadorian than Brazilian.” them an opportunity to build a career,” says Luís
Colombia: 99% local members
Batista, the officer Responsible for People and Or-
In Colombia, where Odebrecht has been pres-
ganization.
ent for 20 years, the company’s operations have
Community outreach is also an important fea-
one of the lowest percentages of expats in the
ture of Odebrecht Colombia’s operations. About
entire Group: 99% of its members are Colombian.
7,500 people have acquired job skills through the
“Although the quality of Colombian professionals
Creer Program. Since its inception in 2010, it has
is very good, we have engaged in an intensive ac-
received 16,000 applications and a total invest-
culturation effort. We want to demonstrate that we
ment of USD 1.4 million. To support communities
are not just offering people jobs here but giving
affected by the Ruta del Sol project, currently underway, the company has created the Basic Social
COLOMBIA & ECUADOR
proving people’s quality of life and mitigating the impacts of the highway’s operations. Odebrecht
Some highlights
began operations in Colombia in 1992. It has played
Ecuador • Members: 1,168 (of whom 1,098 are Ecuadorians) • Ongoing projects in the energy, road and oil
Pumping Stations for British Petroleum (BP) and
refining sectors
• In 1993, Odebrecht Ecuador offered the first edition of the Young Partner Program held outside Brazil.
Colombia • Members: 4,986 • More than 7,500 skilled workers, through the Creer Program
• Ruta del Sol, under construction, is one
of the most important road infrastructure work s in Latin America
62
Plan, which consolidates programs focused on im-
informa
an active role in projects like the construction of Oil Ecopetrol, the Drummond Carbon Port, the La Loma-Santa Marta Railroad, and Termocali Thermal Power Plant I. It was also responsible for the Miel I hydroelectric plant, which has increased the country’s power supply by 5%. “All these projects have left a significant legacy for the country’s development,” says Jorge Barragán, a Colombian member who joined the company in 1996 as a production supervisor and is now a Project Director. In 2003, following the completion of the Miel I Dam, the Group stayed in the country to prospect for new opportunities. In late 2009, the com-
Ruta del Sol: making Colombia more competitive. Below, Jorge Barragán: legacy
pany’s teams won two contracts that marked the
be invested in this project, which is divided into
beginning of a new era in Colombia: building the
three sectors. Concessionária Rota do Sol S.A.S.,
Tunjuelo-Canoas Interceptor, an 11-km tunnel
a concession company formed by Odebrecht and
that will convey sewage from Bogotá to the future
two Colombian firms, Corficolombiana and Sol-
Canoas treatment plant, and the concession and
arte, is responsible for the construction, op-
construction of the Ruta del Sol Highway, one of
eration and maintenance of the 528-km stretch
the most important road infrastructure projects
corresponding to Sector 2. That USD 1-billion
currently under construction in Latin America.
stretch links Bogota with the Caribbean coast,
This 1,071-km route will bolster Colombia’s competitiveness in the international market and
and is considered the most important section of the Ruta del Sol.
improve access to the ports of Cartagena, San-
“The highway runs through a region responsible
ta Marta and Barranquilla. USD 2.5 billion will
for approximately 70% of the nation’s GDP, and where 20,000 vehicles circulate daily, including 70% heavy transportation, which indicates that the Ruta del Sol is one of Colombia’s main arteries,” says Eder Paolo Ferracuti, President of Concessionária Ruta del Sol S.A.S. In 2011, Odebrecht won another contract in that country: the construction of the Dos y Medio-Otanche Highway in the state of Boyaca, a major coal producer. According to Luiz Bueno, CEO of Odebrecht Colombia, the prospects are encouraging: “The Colombian government has announced a package of highway concessions worth over USD 20 billion for 2013. This is a sophisticated country where flagship projects will require the participation of the private sector, and this is the way to ensure the qualified growth of our operations going forward,” says Luiz Bueno.
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63
years
20
FDOT - Florida, Flórida, USA USA
partnership with free transit
W
written by Thaís Reiss
hen they arrived in the USA in
sets us apart has always been gaining the trust
the early 1990s, Odebrecht’s
of our clients and members, while adding value to
pioneers in that country set
our partners and communities.”
up a small office near Miami
One of the long-term relationships the team
International Airport. Gilber-
developed back then is now a 20-year partnership
to Neves, now the CEO for the company’s North
with the Florida Department of Transportation
American operations, talks about those days with
(FDOT).
a good-humored smile as he recalls the makeshift furniture they installed in that modest space. The office doors did double duty as a table top
Numerous results of a productive partnership
when meetings were called. It was in this relaxed,
On March 27, 1992, Odebrecht won its first
unassuming – but highly professional – atmo-
contract for an FDOT project: the construction
sphere, imbued with the ethos of service, that the
of a system of overpasses, bridges and accesses
Odebrecht team started winning major contracts
called the Golden Glades Interchange. Approxi-
in one of the world’s most competitive markets.
mately 4 km long and 29 m high, Golden Glades
“The principles of the Odebrecht Entrepreneurial Technology (TEO) were a key part of this process,” says Gilberto. “The main factor that
The Merrill Barber Bridge, in Vero Beach, and the Golden Glades Interchange in Miami are some of the results of Odebrecht’s joint journey with the FDOT in Florida
64
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64
Acervo Odebrecht
is the main hub for five eastern and southern arteries in the state of Florida. One of the project’s main challenges was effectively and safely managing the flow of over 350,000 vehicles that passed through that area on a daily basis. Jose Abreu, now the Director of the Miami-Dade Aviation Department, was the local FDOT Secretary at the time. He recalls: “Our office interacted very well with Odebrecht. As with any large-scale project, there were disagreements between us at times, but we were always successful in working things out amicably and professionally.” This was the first of the many projects Jose Abreu worked on alongside Odebrecht, including the expansion of Miami International Airport’s North Terminal and the donation of the gorgeous murals by Argentine-Brazilian artist Carybé, which have been fully restored and are now hanging in the South Terminal of the same airport, also built by Odebrecht.
Golden Glades
The company’s second contract with the FDOT, awarded in 1993, was for the Merrill Barber Bridge in Vero Beach, on the east coast of Florida. Luiz Simon, who was Responsible for Planning and Costs on that project, observes: “This experience gave rise to a pioneering and successful
Merrill Barber Bridge
model for our team’s operations in other parts of the United States, since it was our first project outside Miami.” That model has since been replicated in other areas. For example, the management team for the Merrill Barber Bridge went to northwestern Florida in 1996 to build a bridge for the FDOT in Santa Rosa. Since 1992, Odebrecht has delivered 10 projects built in partnership with the FDOT, including roads and highways. According to Mauricio Gonzalez, the current Project Director responsible for that client, there is much more work ahead. “Our next project involves the widening of I-395, located between the American Airlines Arena and the Performing Arts Center, two landmarks built Odebrecht Archive
by our team in recent years in Miami. As we start the project, we look forward to the opportunities in front of us to contribute to the community as well.”
informa
65
years
45
spectacle I Castro Alves Theater
of time
written by André Frutuôso
t is not even 9 am, and actor and artist Caio Muniz
is already standing in line, waiting to see Moças
Aéreas (Flying Girls), a show being staged in the
Castro Alves Theater (TCA), the largest cultural complex in the northeast-Brazilian state of Ba-
hia, which completed 45 years activity in 2012. “Every
artist wants to perform here, and everyone wants to sit in the audience. The Castro Alves Theater is a cultural icon and benchmark in Bahia,” said Muniz, before participating in another edition of the “Sunday at the TCA” project. Held once a month on Sunday mornings, it stages productions in a variety of artistic languages at the affordable price of BRL 1.00 (less than 50 cents US). Designed to be one of the most important theaters in Brazil, and built by Odebrecht, the TCA was completed on July 2, 1958, but a fire broke out shortly before the official opening. As a result, it only opened nine years later, on March 4, 1967. Engineer Piero Marianetti, now a Member of the Board of Odebrecht S.A., began working at the company in 1951 and was a “student” of Nelson Peixoto, the supervisor responsible for the construction of the TCA. Although not directly involved in the construction and post-fire “reconstruction” of the theater, Marianetti
The theater’s director since 2007, Moacyr Gramacho
followed the project closely. “The Castro Alves Theater
also attended the celebrations marking Odebrecht’s 50th
was Odebrecht’s first major venture in the field of the
and 60th anniversaries, and designed all the backdrops
arts and culture.”
for those events. He points out that the theater’s history
Luiz Marfuz holds a PhD in Performing Arts and is a
coincides with the history of Brazilian music and drama,
professor at the Federal University at Bahia (UFBA) The-
and highlights another key aspect: “The TCA is now a
ater School. He was the MC for the celebrations marking
cultural complex that brings artists and the public to-
Odebrecht’s 50th and 60th anniversaries, both of which
gether and encourages dialogue between them. It is no
were held at the TCA. Marfuz observes that Bahia’s larg-
longer just a place for shows.”
est theater has a democratic architecture, unlike conventional facilities built in the Italian mold, which are divided
66
66 Memorable productions
into boxes, friezes and balconies that separate members
Several memorable performances and concerts have
of the audience according to their means: “Since its in-
been presented at the TCA: Clementina de Jesus and
ception, the TCA has gone in a different direction, the top
Paulinho da Viola performed as a duo in a concert titled
of the line in modernity, because it abolishes class divi-
“Golden Rose,” one of the theater’s inaugural events;
sions and creates a large audience, without distinction.”
the renowned Brazilian actor Paulo Autran starred in
informa
The history of the Castro Alves Theater is sometimes shocking but always thrilling, making it the main address
Odebrecht Archive
of the arts and culture in Bahia
the play “Bourgeois Gentleman” in 1968, and legendary
Centers for Youth and Children’s Orchestras of Bahia
singer Elis Regina gave a concert there in 1969, among
(Neojiba).
many others.
Considered the heart and soul of the institution, the
Today, the TCA is made up of the Main Hall, the
Technical Center, in the process of being converted into a
Choir Room and the Acoustic Shell, hosting an aver-
Reference Center for Entertainment Engineering, brings
age of 250 events and attracting about 290,000 people
together activities such as set design, makeup and props,
per year. With the support of the State Government, it
lighting, wardrobe design and production, and a costume
is home to the TCA Ballet Company, the Bahia Sym-
collection. The goal of this sector is to spread knowledge
phony Orchestra, and the TCA.Núcleo, which selects
of the behind-the-scenes aspects of the performing arts
one show to be staged each year; Plugged Conversa-
and provide support not only for TCA productions but to
tions, a series of “chats” including the public, artists
groups from other institutions.
and cultural producers involved in the shows staged
Choreographer Lia Robatto sums it up this way: “The
at the theater; and the TCA Series, which allows the
TCA does much more than rent out space for produc-
theater to present famous names and breakthrough
tions. It is a center for the dissemination and promotion
talent from the world scene of music, theater, dance
of culture, because it encourages reflection, training and
and the circus. Additionally, the TCA houses the State
dialogue between artists and the public.”
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67
SAVVY
ACTION AND RESPONSE “Want to reap good things? Plant good things” statement given to Válber Carvalho edited by Alice Galeffi
A
s a child, when he saw his
make my bed and wash up after
nity arose to go to CPC [Companhia
mother make homemade
myself, and that instilled in me the
Petroquímica Camaçari] Alagoas.
soap, Helcio Colodete al-
concept of responsibility, getting
At the time, Odebrecht owned 33%
ready knew he wanted to be a
things done, helping out and mak-
of CPC. We design the plant, started
chemist. The reaction of the ingre-
ing a contribution. As a child, I saw
it up and went through that whole
dients in that process fascinated
my mother making homemade
period of improved performance,
him. Over time, he realized that
soap from organ meats and other
in short, those types of challenges
chemistry goes beyond the labora-
products, and I remember that to
that always arise in a venture when
tory. It also regulates and governs
this day. She would leave ingre-
it begins operations. That’s when
human relationships. Now the
dients to boil in a pot, and soon
my leader, Paulo Maranhão, in-
Odebrecht Oil & Gas (OOG) Man-
they had turned into soap. It was
vited me to take the helm and run
aging Director of Specialized Well
homemade soap, of course. Noth-
the plant. From then on, I realized
Services for the Venezuelan, Mexi-
ing fancy. But it worked very well,
that chemistry also governs and
can and Brazilian markets, Colo-
and that always intrigued me a lot.
regulates human relationships. I
dete is not one to reject a challenge
When I started studying science,
learned the joy of working with peo-
- he believes they elevate human
I realized that it was a chemical
ple and making sure that they’re al-
nature. The following is a summa-
reaction, and at that moment I
ways motivated, engaged and have
ry of his interview with the Savvy
said, ‘That’s what I want to do in
a passion for what they do.”
Project. The full video is available
my life.’”
on the Odebrecht Informa website (www.odebrechtonline.com.br)
First sight “I studied chemical engineering
68
Good example “In 1996, Odebrecht acquired majority stakes in Petroquisa and
Learning chemistry
and, coincidentally, I met the per-
Norquisa
“I was born in the interior of Es-
son I married, and we had a couple
which became the company that
pírito Santo, into a farming family
of great kids. My dream was to join
produced chlor-alkali and PVC. I
with the vision and action of small
an organization that was just get-
had the fortunate opportunity to be
entrepreneurs. I was raised to
ting started, and then the opportu-
chosen for the position of industrial
informa
and
formed
Trikem,
zil. The program involved renewing Braskem’s management processHélcio Colodete: taking pleasure in working with people and motivating them
es. It was a major challenge, not only because of the quality of delivery but the deadline. We started the project in October 2005 and had to deliver the Formula project on September 30, 2006. What a challenge. And challenges elevate human nature. We went into operation, what you call “go live,” on October 1st. Nearly 80% of the company’s management processes began running in a new environment. To my sur-
leader in Alagoas. It was a magical
largest petrochemical company in
prise, in January 2007 I received an
time in my life. We had a plant in
Brazil and the Americas: Braskem.
invitation from Luiz Felli to become
I was leading a group of in-
the Industrial Director for Vinyl. I
dustrial units in Bahia when
saw my mother use those flakes to
This relationship between the
the merger process got start-
make homemade soap, and later on
environment, the community and
ed. I went to Braskem and took
I learned that that was caustic soda.
the people living in the vicinity of
charge of the area of steam
Fifteen years after I graduated from
an active plant must always be
generation, power and pipe-
college, I started to lead the chlor-
harmonious. It was through this
lines. The area was known as
alkali unit, the largest producer of
process that I learned the impor-
“utilities,” meaning that it was
caustic soda in Latin America.”
tance of communication. Form-
not the “valuable” part of the
ing closer relations with the com-
company. Even the members of
Lesson in humility
munity, focused on transparency
that area said the name was not
“I never had a chance to work
and dialogue. Want to reap good
appropriate because it could be
with Mr. Norberto Odebrecht, but
things? Plant good things. If you
confused with home appliances.
I make a point of being by his side
sow good seeds, your harvest will
So we thought about chang-
and listen to his teachings. Once I
be good going forward. We created
ing the name to emphasize the
came to Brazil with a group from
a structured environmental educa-
enormity of what we wanted to
Venezuela to visit our companies,
tion program that involves the mu-
build. The name was changed to
and we went to visit the Founda-
nicipal and state schools, and the
“industrial energy and essential
tion. Mr. Norberto Odebrecht re-
program now reaches more than
services.” When we change the
ceived us kindly, but before that he
40 municipalities within the state.
name, we change the focus. I re-
was already prepared. He called
Therefore, within our principles
member we had a control room
me in advance and asked, ‘Who is
and concepts, I strongly advocate
which only served the leaders at
your client? I want to focus on your
permanent harmony with the con-
the time. We got rid of all that.
client.’ And when we walked into
cept of sustainable development.”
The goal is not to have a hier-
the room to start the meeting, he
archical structure, segregation.
pointed to his chair and wanted me
Focus
The ultimate goal is people and
to sit there. I said I couldn’t sit in his
“The 2000s arrived, and I trans-
the relationship between them.”
chair, but he replied: ‘Here you are
the city of Maceió, with homes and people living 500 meters away.
the leader, so you should sit there
ferred to Bahia. It was a period marked by transition. OPP Trikem
Challenge
and run the meeting.’ What a fan-
ceased to exist and we created a
“Then I got an invitation to lead
tastic thing! That was a great lesson
large company, which is now the
a group of 120 people around Bra-
in humility.”
69
years
10
PRP - Angola
home
home, safe
The Population Resettlement Program guarantees decent housing for the Angolan people written by Edilson Lima photos by Kamene Traça
B 70
efore sunrise in the Zango district
was candlelight, and we had to ask the neighbors
of the town of Viana, in the Luanda
to let us fetch water from their faucets.”
metropolitan region, Antônia Eliza-
Dona Antônia and her family are experiencing
bete Trajano, 52, is making the
a new phase of life. She shares her home with five
breakfast she will serve to custom-
children and a niece. To handle the growing number
ers in her tiny restaurant. Better known as Dona
of customers, she has hired three people to help at
Antônia, she has lived in Zango for the last six
the restaurant, which serves breakfast, lunch, dinner
years. She set up her small business in a room in
and drinks. “More and more customers are coming
the house she received from the Angolan govern-
by, especially when there’s a soccer game,” she says,
ment. Smiling, she says life is different now com-
pointing to the TV mounted high on the wall, an added
pared to the precarious conditions in which she
attraction in her establishment. The bean soup is one
used to live, in a semi-finished building in the town
of the regulars’ favorite dishes. “They love it.”
70
of Rangel: “Here we have water, power, a good
Like Dona Antônia’s family, thousands of oth-
house. There we didn’t have any of that. All we had
ers are now enjoying a better life. That is because
informa
many families started living on roadsides and in high-risk areas. So initially, the Government’s priority was to build dwellings to rehouse a large part of this demand. Since the focus was on building the houses, only some social facilities were built, and the roads were unpaved. Today, our goal is to continue building housing and further expand the Mónica Celeste and Rui Fernando Genito, at home with their daughter Fernanda: “This is where I want to see my children grow up”
infrastructure in existing areas. We will increase the potential water and power supply, as well as making more investments in basic sanitation and other facilities.”
20,000 houses by 2013 In the last 10 years, the program has gone through several stages: Zango I, Zango II, Zango III and Zango IV. Altogether, about 15,000 homes have been built, including 10,300 constructed by Odebrecht, which has played an active role in the program since its inception. In March 2011, the company started working on a new contract for the expansion of Zango IV, including infrastructure for 20,000 more homes and the construction of 6,000 by 2013. “Odebrecht is committed to the nation’s development. We recognize the importance of this housing program for the Angolan people and the Government,” says Project Director Maurizio Bastianelli. To streamline expansion and enable efficiency gains, in 2012 the Odebrecht team changed its construction method with a view to building more homes in less time, without losing sight of the quality of the final product. Previously made of masonry, dwellings are now built with precast concrete walls. “We’ve slashed the time of building a house almost in half through Knowledge Reuse. This way, since 2002 the Government has been implementing the Population Resettlement Program (PRP) to improve the living conditions of the Angolan people, who now have decent housing, water and electricity, the starting point for regaining their status as first-class citizens. Moreover, the program has freed up strategic areas of the capital for urban development, especially major arteries. This year, the initiative was restructured and received a new name: the Provincial Social Housing Program (PPHS). The director of the PPHS, architect Luís Anastácio Manuel, explains the change: “Following the end of the armed conflicts in this country in 2002,
Antónia Elizabete Trajano: “More and more customers are coming by”
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71
The Augusto family (from left, Rita, Williane, Margarida and Eliseu): fresh prospects in Zango
we are meeting the needs of the Government and
Accompanied by his wife, Mônica Celeste, Rui
the beneficiary families more quickly and efficient-
Fernando welcomed Odebrecht Informa into his
ly,” says Maurizio. “We have 2,200 workers on this
home. He proudly showed the team the three bed-
project, 95% of whom are Angolans. The teams also
rooms, living room, kitchen and bathroom that
include graduates of the Acreditar [Believe] Ongoing
make up his 68-sq.m home. They moved in seven
Professional Education Program,” says Administra-
months ago. “This is where I want to see my chil-
tive-Financial Manager Marcus Vinícius Vianna.
dren grow up. Getting my own home is a dream
In addition to water and power, residents receive garbage collection service, schools, health centers,
come true, I have no words to describe it,” he says, clearly moved.
police stations and transportation. The Zango IV
Margarida Augusto, 39, tells a similar story. She
expansion project includes the construction of four
used to live in a corrugated iron shack in the Iraque
Social Services and Community Centers (CSSCs),
neighborhood of Luanda. Because the Government
including new schools, medical facilities, areas for
was building major infrastructure works in that
shops, and a vocational education center, as well
area, her family and the other people who lived
as playing courts. Private establishments like Dona
there were resettled in Zango. Three years later,
Antônia’s restaurant are springing up every day, but
she is now on the Zango III Residents’ Commit-
there are also construction supply outlets, super-
tee, whose responsibilities include looking out for
markets, banks and small service providers.
newly arrived families. “This is a big achievement. It’s nothing like our previous living conditions,” she
“I have no words to describe it” In this atmosphere of transformation and
ter, recalls: “We used to have to walk through al-
change, Rui Fernando Genito feels that he has found
leys, past sewers and ditches. We didn’t have any
a safe place to raise his daughter Fernanda, born
schools. Things are different here.” Besides Rita,
in September, and three other children: Angélica, 4;
Margarida has two other children, Williane, 14, and
Ruicela, 3; and Genito, 2. “I’m 37 years old, and I
Eliseu, 4.
must say that things were tough where we used to live,” he observes.
72
says. Rita Augusto, 18, Margarida’s eldest daugh-
When analyzing the program he runs, Luís Anastácio Manuel is emphatic: “We know that there is a
Born in Moxico Province, in eastern Angola, Rui
big demand for housing, not only in Luanda and the
Fernando arrived in Luanda 20 years ago as a ref-
metropolitan area but in 17 other provinces. We are
ugee. He lived in a Government shelter for a long
studying other areas that will be prepared for the
time, and spent the last three years living with his
construction of affordable housing. These initiatives
family in a corrugated iron shack next to the cem-
are part of a series of infrastructure projects that the
etery in Luanda. “There was no infrastructure at all.
Government is carrying out throughout the country
When it rained, everyone got wet,” he recalls.
to improve the daily lives of the Angolan people.”
informa
Next issue: Social Programs
RESPONSIBLE FOR CORPORATE COMMUNICATION AT CONSTRUTORA NORBERTO ODEBRECHT S.A. Márcio Polidoro
Founded in 1944, Odebrecht is a Brazilian organization made up of diversified businesses with global operations and world-class standards of quality. Its 180,000 members are present in the Americas, the Caribbean, Africa, Asia and Europe.
RESPONSIBLE FOR PUBLICATIONS PROGRAMS AT CONSTRUTORA NORBERTO ODEBRECHT S.A. Karolina Gutiez BUSINESS AREA COORDINATORS Nelson Letaif Chemicals & Petrochemicals | Andressa Saurin Ethanol & Sugar | Bárbara Nitto Oil & Gas | Daelcio Freitas Environmental Engineering | Sergio Kertész Real Estate Developments | Antonio Carlos de Faria Infrastructure & Transport | Josiane Costa Energy | Letícia Natívio Industrial Engineering and Defense & Technology | Herman Nass Shipbuilding Coordinator at Odebrecht Foundation Vivian Barbosa EDITORIAL COORDINATION Versal Editores Editor-in-Chief José Enrique Barreiro Executive Editor Cláudio Lovato Filho English Translation H. Sabrina Gledhill Art and Graphic Production Rogério Nunes Illustrations Adilson Secco Photo Editor Holanda Cavalcanti English Edition Coordinator & Electronic Publishing Maria Celia Olivieri Printing 700 copies | Pre-Press and Printing Pancrom EDITORIAL OFFICES Rio de Janeiro +55 21 2239-4023 | São Paulo +55 11 3641- 4743 email: versal@versal.com.br Originally published in Portuguese. Also available in Spanish.
Amir Bindilatti photo:
“A creative idea is only an entrepreneurial idea when it can become an opportunity to give better service� TEO (Odebrecht Entrepreneurial Technology)
74
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