OI 154 eng by criativos

# 154 vol XXXVIII may/june 2011 - English Edition

All about PEOPLE, their dreams and their capacity to fulfill them on the job and in life

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The stories of Gilson, Donizete and Daniel, supervisors on the Santo Antônio Hydroelectric Plant construction project in Rondônia, Brazil

Arisson Santos: a young role model from the Southern Bahia Lowlands who is proud to be a rural producer and contribute to his community’s growth >

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Innovations

Members from OOG’s Macaé Base, Guaraci Almeida Costa and Djalma Menezes have overcome challenges, acquired skills and qualifications and grown in their personal and professional lives

Access all back issues of Odebrecht Informa since no. 1, and download full issues in PDF

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Special publications (Special Issue on Social Programs, 60 years of the Odebrecht Group, 40 Years of the Odebrecht Foundation and 10 Years of Odeprev)

From Igarapava to the United States, then on to Palestine and back to Brazil. Today he is in Rondônia. That’s life for José Amin

Comment on blog entries and participate by sending suggestions to the editors

Brian Perantoni Jr.: he started working in construction during his school vacations alongside his father, and is now a Project Director

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Read posts on the Odebrecht Informa blog by the magazine’s reporters and editors, including Cláudio Lovato Filho, Fabiana Cabral, José Enrique Barreiro, Karolina Gutiez, Renata Meyer, Rodrigo Vilar, Thereza Martins, Zaccaria Júnior and collaborators.

Marcelo Menéndez and Liliana Guerrero: together since the Young Partner Program, they have fully experienced life on the jobsites

A MAGAZINE IN MOTION The Odebrecht Informa team introduces the magazine’s new graphic and editorial design

COVER Illustration by Rico Lins

Guilherme Afonso

PEOPLE

photo:

#154

In Mexico, three young engineers show how to grasp opportunities

General Supervisors: at the jobsites, “impossible” is not in their vocabulary

Arlecio: an example of shared principles and unwavering determination

Roger and Rafael are two young men with a mission: carrying forward Braskem’s dream

Acreditar Program: a new opportunity for professional education in Angola

People development programs: outstanding and vital tools

Carla Barreto and the crucial importance of a leader’s example

Entrepreneurial Leaders (CEOs) and Board Members discuss their challenges for growth

Bruno, Gilberto and Marcos are role models in Portugal and Mozambique

Contact with different cultures has shaped Gustavo Silveira’s career

Johnny and Franyine: the stories of two Venezuelan leaders

Luisa and Nelson and the paths that led to their growth in Peru

Guilherme, Sérgio, Ticiana and Pedro: assimilating TEO from an early age

Juliana: a pioneer who is keenly aware that educating people is key

Arisson Santos: knowledge and leadership skills in the Southern Bahia Lowlands for the Southern Bahia Lowlands

Meriane da Conceição: student, artisan, future cooperative member, citizen

An award that recognizes and encourages the pursuit and transmission of knowledge

The Organization’s founder, Norberto Odebrecht, writes about people development

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EDITORIAL

Names, stories and dreams come true

na Carolina, José Eduardo, Fábio, Luisa, Nelson, Juliana, Johnny, Franyine, Bruno, Gilberto, Marcos,

Carla, Gilson, Daniel, Donizete, Tzitziki, Roger, Rafael, Ticiana, Guilherme, Sérgio, Pedro...

At Odebrecht, people’s development takes place through work, starting with the leader-team member relationship and overcoming increasing challenges based on individual Action Programs. Encouraged to create, innovate and share knowledge, Odebrecht members know they belong to a “Living University” grounded on the practice of Education through Work.

These are the names of some of the people

whose stories of personal and professional growth are featured

in this issue of Odebrecht Informa, which is entirely devoted to the people who are using their knowledge, capacity for work, humility and desire to learn and develop to build the Organization. These people are determined to make the most of the opportunities offered to them by an entrepreneurial organization that is active in various parts of the world and continually improving in order to meet the needs of its clients and contribute to the development of the communities where it is present. People who seek to make dreams come true – their own and those of their peers – based on the spirit of service. Each of these people understands that, at Odebrecht, people’s growth and development takes place through work, starting with the leader-team member relationship and overcoming increasing challenges based on individual Action Programs. Encouraged to create, innovate and share knowledge, Odebrecht members know they belong to a “Living University” grounded on the practice of Education through Work. In this issue, number 154, our features showcase how the people interviewed perceive and experience this reality. People like Selma, Ibrahim, Helder, Arlecio, Gustavo, Gonzalo, Evaristo, Azziray, André, Anelisa...and you. Good reading.

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ties

Family

The stories of three young people who have found a working environment marked by unity and work opportunities in their home country written by Eliana Simonetti

photos by Guilherme Afonso

n the Purépecha language, spoken by one of the dozens of pre-Columbian civilizations that have left visible marks in modern Mexico, tzitziki means flower. It is also the name of one of Odebrecht’s Young Partners in that country: Tzitziki Del Valle. She was about to graduate in Economics in 2008

when she found out that the company was hiring and decided to apply for a job. During the activities involved in that process, she met two engineers in her group: Gonzalo Antonio Cortez Ceniceros and Evaristo Martinez. The hiring process was led by Fernando Martins, then the Project Director for the Michoacán Irrigation Project (PHM), to whom the young people are deeply grateful – for the opportunity to become part of Odebrecht, for his friendship, and for the unconditional support he has always given them. The three young partners, who

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Evaristo, Gonzalo and Tzitziki: young people determined to deepen their knowledge, hone their skills, grow and lead

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“The Mexican people have made me feel at home in their country. They have tremendous heart”

central Mexico.

Jorge Gavino

Venezuela and Peru in 2009, where they took part in the

all grew up and graduated in Morelia, the capital of the State of Michoacán, joined the PHM at the same time. Odebrecht is building the project to irrigate farmland in a semi-arid region for the Government of Michoacán in The trio is part of a group of 20 young people who are learning to practice the Odebrecht Entrepreneurial Technology (TEO) at work and through educational programs – all three traveled to Argentina, Panama, Young Builder Latin America Program. “This has been an amazing experience. We’re like family. More than co-workers, we’re friends who share the same values,” says Gonzalo. His gateway into the company was the commercial area. He started out by learning to produce estimates and budgets and negotiate with subcontractors. After that he spent three months helping the team plan new business projects. He was then invited join the costs area, and spent two months in the Dominican Republic to prepare himself for that responsibility. “I’ve found out that, wherever you are, there is unity at Odebrecht, a thread that binds us and leads us in the same direction of growth,” he says. In April, Gonzalo became the officer Responsible for the Costs Program on the Michoacán Project and his immediate future began to take shape in the area of new businesses, where he will learn to develop budgets for a project from start to finish.

Surpassing expectations Evaristo, his co-worker, joined the production line for the Michoacán irrigation project. He worked on the dam, tunnel, and powerhouse, and finally took charge of equipment assembly for the hydroelectric plant before the contract was completed and the venture was delivered to the State Government. Born in Mexico, as a teenager he spent six years in the US state of California with his family. He likes working with people from different cultures. “Mexicans and Brazilians are similar. They’re happy people,” he observes. “In my two and a half years with Odebrecht, all my expectations about establishing new relationships, learning and achieving on the job have been surpassed. I want to keep on learning.” His shortterm plans? Traveling to Brazil to attend the FIFA World Cup in 2014.

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“By sharing knowledge we come up with the best solutions” Luiz Gordilho

Tzitziki, the flower that opened this story, also started working at Odebrecht on the Michoacán jobsite. Today she is assigned to the company’s office in Morelia, where she is helping with the final paperwork prior to delivery of the project. Her smile and the sparkle in her eye say a lot. But to leave no room for doubt, she voices her satisfaction – in Portuguese, with a slight Rio accent: “I love working with Odebrecht people. We all have a common denominator – we want to help each other and the company.” Tzitziki has enrolled in a Portuguese language course at university. “I love the Brazilian culture and I want to speak the language fluently,” she says. There’s a simple explanation for her accent: her first Portuguese teacher was a native of Rio de Janeiro. When asked to recall the names of key leaders in their education as young partners during their two and a half years of life and work at Odebrecht, Tzitziki, Evaristo and Gonzalo each have their own list. They include Brazilians and Mexicans who have helped them become part of the company and grow. Evaristo names engineers Paulo Muter and Benjamin Herrera, who have imparted knowledge and responsibilities and provided support for solving problems. Tzitziki mentions Raúl Silva, the Commercial Manager who taught her to negotiate, and Jesus Wagner, who put her in direct contact the client; Odilon Sposito, from whom she learned to set clear goals and meet them, and Carlos Terra, who places the highest value on teamwork. Gonzalo’s list includes Mario Oikawa, an Odebrecht member based in the Dominican Republic, who taught him to use concepts and action programs; Marcelo da Fonseca, the Odebrecht Administration and Finance Manager for Mexico, who has set him challenges and delegated responsibilities, and Jesus Wagner, who is also on Tzitziki’s list, for encouraging him to think through problems to find solutions.

A symbol of unity One name was on all three young partners’ lists: Jorge Gavino, the Project Director for Michoacán. “His presence and leadership have been the main drivers of my growth,” says Evaristo. “He’s meticulous. He gets us to look everything over twice and hone our skills,” says Gonzalo. “His confidence in our ability is motivating,” adds Tzitziki. Engineer Jorge da Silva Gavino Filho, a native of Rio de Janeiro, has 20 years’ experience at Odebrecht. He joined the company as an intern in 1991 during Phase

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Luis Weyll, the Michoacán Irrigation Project jobsite and Lucio Palominos: Odebrecht offers comprehensive solutions for the challenges facing Mexico

I of the Red Line subway project and discovered that

try. They have tremendous heart,” he says. Not surpris-

he liked heavy construction work, earthmoving and big

ingly, Gavino is married to Magdalena, who was born in

machines. The following year, he took part in a selec-

Michoacán. The couple is expecting a baby in September.

tion process and Odebrecht hired him to work on the Rio

“I have experienced many changes in my personal and

de Janeiro International Airport project. During his two

professional lives. TEO prepared me for that. I am proud of

decades with the company, in addition to working on the

Odebrecht, of taking part in its projects, sharing its values

heavy construction projects he loves so much, Gavino

and grooming people - especially when I realize that they

has participated in the Odebrecht Foundation’s social

might be better than me,” he observes.

projects, such as the restoration of the Benedictine Mon-

astery of Bahia and the implementation of the cassava

Growth prospects

supply chain in the Southern Bahia Lowlands. He also

Odebrecht arrived in Mexico in 1992. Its first achieve-

worked in Peru and Portugal before arriving in Mexico in

ment there was the construction of a dam and hydroelec-

2006, where he conducted studies and developed the bid

tric plant in the Huítes region in the State of Sinaloa. The

that Odebrecht tendered to the State of Michoacán - and

Michoacán Project, which will be completed in 2011, is

then took charge of the project’s execution.

similar. It includes a reservoir, a hydroelectric plant and the

We already know three of Gavino’s team members.

irrigation of fertile land in an arid zone – Ejido de Nueva Ita-

The leaders who have influenced him the most include

lia, the largest association of small farmers in the country.

the Organization’s founder, Norberto Odebrecht (“for

Lucio Palominos, 42, is the association’s commis-

his patience and determination as a teacher”), José

sioner - not just because irrigation will make his man-

Isidoro Silva (the engineer who imparted knowledge and

groves more productive, but also because, through

confidence in him during his first project, the Red Line),

Odebrecht, the association has had access to consul-

Fernando Martins (the mentor and co-worker who in-

tants from the Brazilian Agricultural Research Corpo-

troduced him to his wife), André Vital (who heightened

ration (Embrapa) and methods for crop management

his appreciation for detail) and Marcelo Walter (always

and pest control. His parents, grandparents and great-

eager to operationalize social projects).

grandparents were all farmers. He exports his harvests

You could say that Gavino is a symbol of unity between

to Japan, but has bigger ambitions. “I enjoy working,

Mexicans and Brazilians at Odebrecht. He is known for

learning, and when my production is larger, I plan to

his work in the project’s neighboring communities. “The

deal directly with international buyers and eliminate

Mexican people have made me feel at home in their coun-

the middleman,” he says.

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Since 2008, Odebrecht Mexico has presented itself as

the plant’s infrastructure. He arrived in Mexico earlier

a provider of comprehensive solutions to problems fac-

this year along with his wife, Louise, and two daugh-

ing the country. “We have a well-structured team and

ters, Maria Luiza, 3, and Liza, 1. Before long, he had

prospects for growth through to 2020,” said Luis Weyll,

formed a team of Brazilians and Mexicans, including

Odebrecht’s CEO for Mexico. He has been with the com-

older members and younger people with little experi-

pany for 33 years – he joined at age 20 as a trainee in

ence at the company. “By sharing knowledge, we come

Cost Engineering in Bahia, under the leadership of Luís

up with the best solutions,” he says.

Mameri, who now leads Odebrecht’s operations in Latin America and Angola.

At the age of 35, with 11 years’ experience at Odebrecht, Gordilho enjoys sports, discipline and competition.

During its most recent phase, Odebrecht Mexico has

But he loves Engineering and is passionate about entre-

won the title of Socially Responsible Company from

preneurship. He worked in Brazil, Peru and Angola before

the Alliance for Social Responsibility (AliaRSE) and the

arriving in Mexico.

Mexican Center for Philanthropy (Cemefi) four years in a

“I’ve been very lucky. Many people who have been

row. It has also been on the list of “100 Best Companies

important to my education have appeared in my life –

to Work For” for four straight years, based on a survey

people who have taught me a great deal and given me

conducted by the Great Place to Work Institute, which

good advice,” he observes. People like Moacir Cardoso

measures the quality of the work environment and the

(who taught him to work with indicators and productiv-

strength of the organizational culture. “Our commitment

ity on the Salvador Trade Center construction project),

to Mexico and Mexicans is recognized,” says Weyll.

André Bastos (a gifted designer who also practices the pedagogy of presence with tremendous patience),

Sharing knowledge

Djean Cruz (the leader of real estate developments

Braskem’s biggest investment outside Brazil is the

in Salvador and Recife, who encouraged him to be

Ethylene XXI project, expected to go online in the State

more detail-oriented), André Vital (always very quick

of Veracruz in 2015. During the construction phase,

and careful) and Amilton Sendai and Luiz Bueno (who

the project will create work opportunities for 12,000

taught him to understand and give more importance to

people. When it is up and running, the plant will pro-

the numbers).

duce one million metric tons per year of ethylene and

At Odebrecht Mexico, the working environment is a

polyethylene. Luiz Martins Catharino Gordilho Neto is

unified and harmonious place where everyone works

the Odebrecht Project Director for the construction of

together for the growth of all.

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written by Marco Ant么nio Antunes photos by Edu Sim玫es

Folks

from the jobsites General supervisors Gilson, Donizete and Daniel love their jobs and represent the spirit of the front line in engineering & construction

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Gilson: “I’m getting ready to tackle even more challenges”

egina, the wife of Gilson Gomes de Aguiar, 34, General Supervisor for Rock Excavation at the Santo Antônio hydroelectric plant construction project in the Brazilian state of Rondônia, was startled when she got a

phone call on a sunny June day last year at the family’s home in Porto Velho. “Good morning,” said the voice at the other end of the line. “Is this Gilson Aguiar’s residence?” “Who is this? What do you want? My husband’s at work,” she said. “This is the University of Rondônia, and we’re calling to let you know that Gilson has passed the entrance exams for Engineering School. He has to come in and register right away.” Relieved and surprised at the same time, she thanked the

caller and phoned up her husband to tell him the news. He had also been wondering whether he had passed the tough college entrance exams. “It was a joy for the whole family,” he recalls - he and Regina have two daughters, aged 11 and 9. “Who’d have thought it? I’d only managed to finish high school when I was ‘old’ and I was finally going to get a college degree.” Six years ago, Gilson only had a basic education and had given up on returning to the classroom, but he never failed to seize the growth opportunities available at Odebrecht, such as classes, seminars and lectures on various topics related to his profession, including management methods, safety and environment. After working on several other projects such as the Lajeado (Luís Eduardo Magalhães) Dam, where he was one of the youngest supervisors, he took part in the Capim Branco Hydroelectric Plant project on the border of Uberlândia and Araguari, Minas Gerais, where one of his leaders on that project, engineer Marcelo Piller, encouraged him to go back to school. At that moment it became clear to Gilson that if he didn’t accept that suggestion, he would not go any higher. “It was tough going, working and studying at the same time, but thanks to him and my direct leader, Divino Teodoro da Silva, I made the right decision. I completed my basic education, and new opportunities arose. Now I’m already in the second semester of my first year of college, and getting ready to tackle even more challenges.” That is considerable progress for the son of a peasant farmer and a maid who started working at the age of 9, selling popsicles. He also worked at a coffee plant nursery and in a supermarket as a grocery packer. That was where he met his future wife, Regina, the daughter of a

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Donizete: “I’ve discovered that studying is fantastic. I don’t know when I’ll ever stop”

dam builder who helped build the Miranda hydroelec-

tion to teaching me everything I know, before he retired

tric plant on the Araguari River, working for another

he passed onto me the job of supervisor when we were

contractor.

working on a project for the former Fepasa (Ferrovia

“Thanks to him, I got a job on that project. I started out planting grass on the slopes. But 10 months later, some-

Paulista S.A., a state-owned rail company privatized in early 2000) in Mairinque, São Paulo, in 1993.”

one else recommended me for a job at Odebrecht. I start-

Mato Grosso, who also went back to school and is now

ed working as a concrete pump operator, helping build

about to complete his basic education, considers himself

the Igarapava hydroelectric plant (on the Rio Grande, on

self-taught in many areas of his profession, because, in

the state line of São Paulo and Minas Gerais).”

addition to taking several classes, he makes a habit of reading everything he can find on earthmoving machines

Her professional life began on a farm Like Gilson, Donizete Pereira Dias, 55, a 34-year vet-

don’t know when I’ll ever stop,” he says. He is also taking

eran of Odebrecht, has never missed an opportunity pre-

part in the Program for Developing Supervisors (PDS),

sented to him on the various projects he has helped build.

which Odebrecht Energia has developed to give partici-

Better known as “Mato Grosso,” he was born in Cas-

pants fresh opportunities for professional growth.

silândia, Mato Grosso do Sul, the son of a barber and a

Based on his experience on other projects, such as

maid, and began working at the age of 14 as a bricklayer’s

the São Paulo Metro, the Red Line in Rio de Janeiro, and

helper on a farm whose owners built infrastructure facili-

several hydropower plants, including Itá (Santa Catarina),

ties and housing on their property. He is now the General

Cana Brava (Goiás), and Irapé and Capim Branco (Minas

Supervisor for Earthmoving on the Santo Antônio project.

Gerais), in addition to the Benguela water supply project

In 1977, after leaving the military, he got a job at

in Angola, he always teaches his team members, includ-

CBPO as a truck driver (the company would merge with

ing trainee engineers, that “at Odebrecht there’s no job

Odebrecht three years later) on the Foz do Areia, Rio

that can’t be done.” “Here, when things get tough, every-

Iguaçu and Paraná hydroelectric plant projects. With an

one helps out, they all have your back. And you should do

infectious desire to take on new challenges, Mato Gros-

the same thing if someone else has a problem to solve.

so took all the classes he could to advance in his pro-

Like Mr. Norberto Odebrecht puts it so well, humility and

fession. Step by step, he learned to drive off-road trucks

the spirit of service must always come first,” says the su-

and operate bulldozers, motor scrapers and graders.

pervisor, who has put both his children through college.

“One of the things I still like best is driving a ‘patrol’

and methods. “I’ve discovered that studying is fantastic. I

His son Fernando graduated in Environmental Engineer-

(also known as a motor grader),” he says. After four

ing and has taken a graduate course in Occupational

years as an operator, he became a foreman in 1982, on

Safety. His daughter Fabiane has a degree in Psychology.

the Nova Avanhandava hydroelectric plant project on

Both of them work at Odebrecht.

the Tietê River in São Paulo. “I owe a lot of what I’ve

Mato Grosso also has a role model for life and work

achieved in my career to my former supervisor Valde-

in another leader, with whom he has worked on sev-

vino Junqueira. We worked together 12 years. In addi-

eral projects: Mário Lúcio Pinheiro, a Director of the

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Daniel: “This is a company that keeps giving me opportunities”

Consórcio Construtor Santo Antônio, the joint-venture

Since then, he has helped build iconic projects in

contractor responsible for the general management of

the history of Brazilian engineering, while learning les-

construction of the Santo Antônio plant. “He knows ev-

sons from other teachers and many hours of internal

erything,” says Mato Grosso.

and external classes that have given him experience in his field that few manage to acquire. Daniel has worked

Bus collector before enlisting

on several hydroelectric plant projects such as Ilha

Education through Work has also marked the career of

Solteira and Três Irmãos (São Paulo), Cachoeira Dou-

Daniel Coelho Coutinho, 59, who in 1973 began working

rada (Minas Gerais), São Simão (Goiás), Itapebi (Bahia)

at Tenenge, which merged with Odebrecht in 1986. Today,

and Baguari (Minas Gerais), as well as several industri-

as the general supervisor for the assembly of the Santo

al assembly projects for aluminum and steel mills and

Antônio plant, he is responsible, among other things, for

fertilizer factories. He was working on a project for the

lowering and installing the parts for each of the facility’s

Alunorte aluminum company in Barcarena, Pará, when

44 high-tech bulb turbines, which will comprise the power

Levi Simão, then the officer Responsible for Production

generation system for the hydro on the Madeira River.

and his leader and “instructor” from 1978 to 1986, pre-

On April 14, Daniel was leading the team of 12 people that was lowering the distributor for the first turbine to be

sented him with a major challenge: the job of general supervisor.

installed. “The distributor weighs 186 metric tons. It’s the

The biggest challenge of his life, however, is the one he

part of the turbine that controls the flow of water through

is facing now: working on the team assembling the Santo

the generating unit. The more it opens, the more water

Antônio hydro, headed by Project Director Miguel Senna

flows through it and, consequently, more energy is gen-

Figueiredo. “Like me, many of the people here have never

erated,” he explains. Skillfully performed by the supervi-

worked on such a massive, complex project,” says Daniel,

sor’s select team, the operation took six hours.

who has also been an assembly worker, an assembly me-

Like Gilson Aguiar and Mato Grosso, this native of

chanic, adjuster, foreman and assembly supervisor.

Presidente Venceslao, São Paulo, also had to overcome

Although he believes that, professionally, he has

major challenges early in life to become a general super-

reached the pinnacle of his career, Daniel Coutinho still

visor on one of the most important projects for the Federal

strives to improve himself with the help of teachers and

Government’s Growth Acceleration Program (PAC). His

books. He is also taking the Program for Developing

father worked in sawmills, and by the age of 13, Daniel

Supervisors (PDS) and guarantees that he will not stop

was already working in the cotton fields before becoming

there. “I’ve helped my three children graduate, I’ve re-

a bus fare collector and enlisting in the military.

ceived the medal for 25 years of work at a ceremony in

“When I left the army, I went to work on a project for

Bahia, and I’ve had the pleasure of meeting our great-

Camargo Corrêa (a contractor), where my father was a car-

est teacher, Mr. Norberto Odebrecht,” says Daniel, “but

penter. Then, when I was 22, I joined Tenenge as an assem-

I don’t plan to stop because of that. This is a company

bler. My first teacher was general supervisor José Balo,

that keeps giving me opportunities. So why not enjoy

who taught me a lot of what I know today,” says Daniel.

some more?”

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16 While still at school, Arlecio already knew where he wanted to work. He dreamed, struggled and achieved written by Vรกlber Carvalho photo by Dario de Freitas

He had an obsession 16

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resh from Jequié, a rural town in the state

With the end of the project approaching, he be-

of Bahia, and a freshman at the Catholic

gan to focus on his next goal within the Organization:

University of Salvador’s Business School,

working at OCS. In January 2000, he contacted Mar-

Arlecio Rodrigues had an obsession: get-

cos Lima, the officer Responsible for the company,

ting a job at the Odebrecht Organization.

who, upon learning about Arlecio’s background, as-

“Odebrecht was cited as an exemplary company in

signed him to the Personal Insurance program, and

most of the classes I took,” he recalls.

he joined Bettina Skelton’s team. The cycle of his stu-

When he found out that one of his classmates had

dent dreams was finally completed.

a sister who worked at the Organization, Arlecio be-

After nine years of tremendous learning ex-

gan to put into practice one of the characteristics that

periences that qualified him to work with various

would strongly mark his future career: an unwaver-

types of insurance, the call came to go to São Paulo

ing focus on the goals he sets for himself. So he kept

and take charge of the Program for Insurance and

after his classmate until she finally introduced him to

Bonds for Santo Antônio Energia, the company re-

her sister. She was Bettina Skelton, then a jobs and

sponsible for contracting the Santo Antônio Con-

salaries analyst at Odebrecht S.A.

struction Consortium to build the Santo Antônio

“It was Bettina who first told me about the teachings

hydroelectric plant on the Madeira River in the

of the Odebrecht Entrepreneurial Technology (TEO). I

state of Rondônia. Then came another invitation: to

was delighted. I asked her if she could submit my re-

become the officer Responsible for the Insurance

sume, because Odebrecht was my dream company,”

and Bonds Market in Venezuela. “OCS is increas-

says Arlecio. His future leader said she would.

ingly crucial to the Organization’s growth,” says Ar-

On December 19, 1991, Arlecio Rodrigues dos San-

lecio proudly.

tos began working as an administrative assistant in the People Program at Odebrecht S.A. Today, 19 years later, he is Responsible for Insurance and Bonds for the Venezuelan market at Odebrecht Administradora e Corretora de Seguros (OCS), the Organization’s captive brokerage. Working directly with the CEO of Odebrecht Venezuela, Euzenando Azevedo, Arlecio is

“At the jobsite I came to understand that, above all, TEO is a philosophy of life” Arlecio Rodrigues

responsible for taking out policies for six major projects in a market whose backlog totals USD 7.4 billion.

Experience at the jobsites

Flexibility and the ability to listen, as well as a way

Arlecio spent six years at Odebrecht S.A. “The

of relating easily with others, have been important

holding company is the hub from which all the Orga-

drivers for the development of this native of Bahia.

nization’s policies emanate. It was very important to

Born in 1967 in the small town of Iguaí, in the south

have worked there,” he says. While living in Salvador

of the state, he plans to get his MBA at the Institute

in late 1990s, Arlecio decided it was time to under-

of Education and Research (Insper) in São Paulo in

stand how the concepts he had learned at the holding

mid-2012.

company were applied in practice in the environment of a construction site. In February 1998, he worked as the officer Respon-

As for the greatest joys he has experienced in his career, Arlecio Rodrigues doesn’t hesitate: “I’ve had the tremendous privilege of meeting leaders at Ode-

sible for People Development at the Sauípe Project,

brecht who marked my life by living TEO and practic-

which Construtora Norberto Odebrecht was building

ing the pedagogy of presence. Listing them in chron-

on the north coast of Bahia. “That’s where I came to

ological order, they include Gilberto Aragão, Ivette

understand that the concepts of TEO not only served

Guimarães and Jô Antunes, at Odebrecht S.A.; Mau-

as an Organization’s principles, but above all as a phi-

rício Medeiros, at Sauípe; and Bettina Skelton, Kátia

losophy of life,” stresses Arlecio.

Luz and Marcos Lima, at OCS.”

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Infectious written by Álvaro Oppermann photos by Marco Antônio Sá

t’s a Thursday morning at Braskem’s headquarters in the west zone of São Paulo City. A lively team comes out of one of the meeting rooms. Near the coffee machine, a small group discusses the launch of a new product. The age range of these professionals varies. Some have gray hair, others still have pimples. But enthusiasm

is widespread. And infectious. Among them are chemical engineers Roger Marchioni and Rafael

Christo, both in their 30s. The two young men are experiencing accelerated professional growth. They are leaders of the new generation at Braskem. “The management structure at Braskem is based on trust and planned delegation,” said Marchioni, 36, the Strategic Marketing and Market Intelligence Manager at the Polymers Unit. He is also responsible for regional sales management and accounts at the Polypropylene Unit. “The company has a profile of dynamism and focus on results that makes me very happy,” adds Rafael, 31, the officer Responsible for Strategy, Marketing and Performance Management at Braskem’s Polymers Unit. Grooming leaders is a strategic imperative for Braskem, which was created in 2002 through the consolidation of six companies from the petrochemical sector. Education and people management are an ongoing process, from hiring to the post-career phase. As Rafael says: “One week after I arrived here as an intern in 2001, Patrícia Maia, from the P&O (People and Organization) team at the time, called me in to find out what I thought about the company and the program. That was when I decided that this was the company I wanted to work for.” A graduate of the Federal University at Rio Grande do Sul, Roger joined OPP Petroquímica (one of the companies that would form Braskem) as an intern in 1996. He spent a year on his own in the United States between 1997 and 1998. “In San Diego, California, I took a ‘graduate’ program in dishwashing,” he says proudly. As a student at USP, Rafael walked from school to his internship at Braskem, crossing the busy Marginal Pinheiros avenue.

PDE and MBA Roger Marchioni has participated in Braskem’s Program for Developing Entrepreneurs (PDE), which is specially designed for business management and leadership. It was held in Bahia, with the participa-

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nergy Motivated and enthusiastic, Roger and Rafael are two young people who are setting an example by putting their leadership skills and knowledge into practice

Roger and his team: â&#x20AC;&#x153;What we find here is the possibility of having several leaders who give a boost to our self-developmentâ&#x20AC;?

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tion of the Organization’s founder, Norberto Odebrecht,

ers. Both agree that the hallmark of that relationship

Emílio Odebrecht, Chairman of the Board, and Marcelo

is transparency. “If I made a mistake, I wanted them to

Odebrecht, President and CEO, and Renato Baiardi,

correct me on the spot,” says Rafael.

a Member of the Board, all from Odebrecht S.A. “It is

Roger Marchioni became an Account Manager in

inspiring see that they all have a sparkle in their eyes

mid-2006 and started leading a team of six profession-

after so many years in business,” says Roger.

als in 2008. Relying on his leaders’ teachings was cru-

Rafael Christo, in turn, chose to make the Braskem

cial to that process. Early in his career, Rafael Christo

MBA his path to leadership. He was apprehensive at

left the office routine in the planning sector to work in

first, fearing that an in-company master’s would be

a factory, at the PVC Unit. He made the move with the

limited to networking. But his fears were unfounded.

backing of the leader of that unit at the time, Roberto

Taught by professors from the FGV (Getúlio Vargas

Simões (now Responsible for Odebrecht Defesa e Tec-

Foundation) and the Harvard Business School, among

nologia). He spent a year on the factory floor. “It was

others, the course served as an efficient interface be-

great. At the plant, I learned to be a real engineer and

tween academic knowledge and the realities of the

understand the essence of the company,” he says.

market. What’s more, it actually was a valuable net-

Roger and Rafael firmly believe that planned del-

working tool. “The company is massive,” he says. Ra-

egation, which imbues professionals with a sense of

fael met a vast range of professionals from different

responsibility and fosters trust, also has undeniable

areas of Braskem, many of whom are still good friends

value in the educational process. “When you feel free

and working throughout the Odebrecht Organization.

to contribute, any kind of learning becomes easier,” says Roger. “I kid around that the day there’s a leader

Boosting self-development

breathing down my neck, I’ll be in big trouble. A leader

Their coaches or mentors – older, more experienced

doesn’t need to keep checking up on you for things to

leaders who advise young professionals – have also

get done around here,” adds Rafael.

played a prominent role in the education of these two

According to Roger, despite being a large company,

young managers. “What we’ve found here is the pos-

Braskem cultivates the spirit of a small firm. An agile

sibility of having several leaders who give a boost to our

environment with standalone units makes planning del-

self-development,” says Roger, who believes that the

egation and fostering individual responsibility easier and

leader-team member relationship lasts forever. “I con-

more effective. “Both the leader and team member can

sider them my leaders to this day,” he says of his teach-

develop to the max in this environment,” says Roger.

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who actually paints the picture is the young manager. For the Marketing team Roger Marchioni leads, the big challenge is gaining a thorough understanding of the client’s needs and using it to direct the Polymers Unit’s strategy. “That’s the source of power (the client),” says Roger. “We help translate their real needs. Many times, what they ask for is not exactly what they need,” he adds. The big challenge for Rafael Christo has been to share and implement Braskem’s best practices and culture in the firms that have merged with the company. It is a fine balance: knowing how to keep the best pre-existing practices without diluting Braskem’s culRafael (foreground, third from the left): “A leader doesn’t need to keep checking up on you for things to get done around here”

ture of meritocracy and transparency. Recently, Rafael took the Brazilian home company’s culture to its US subsidiary, Braskem America, created in 2010 through the acquisition of the polypropylene assets of Sunoco Chemicals. When Rafael traveled to Philadelphia, he was apprehensive. He wasn’t sure what the climate

Unified team

would be like when he arrived. The “office culture” he

Roger and Rafael respectively lead teams of 16 and

found there was radically different from what he was

50 professionals. “Being a leader is motivating,” says

used to. Unlike the horizontal and modern environment

Roger. The age range on Rafael’s team is 22 to 45. On

of the Brazilian office, a top-down structure reigned

Roger’s team there are several different accents. “Di-

there. The hallways were empty. But the Brazilian re-

versity rules,” he says. “We have people from southern

ceived a warm welcome. The US team was very recep-

Brazil, Bahia, Rio, São Paulo. There’s even a Colorado,”

tive. And even the clouds at the airport vanished. When

he quips, alluding to the Internacional soccer club,

he caught a taxi, the Puerto Rican cab driver introduced

archrival of his favorite team, Grêmio. Roger guarantees that one of the main things he has

himself as Jesus. “And I’m Christo, nice to meet you,” said Rafael, playfully.

learned from his leaders is to maintain team unity. “The leader conveys the goals and a plan to achieve them, and

Grooming successors

sets a clear course for his team as a result,” he says.

At Braskem, the motto is “we must groom succes-

He also stresses the importance of developing trust in

sors who are better than ourselves.” Though young,

each team member. The key to the art of delegation is

Roger and Rafael are already actively engaged in

correctly assessing the “point on the curve” where each

grooming new leaders. Both managers are considered

team member is located. “You can delegate more com-

the “previous generation” by 20-something profession-

plex responsibilities to some and less complex ones to

als. And both agree that rather than passing on tech-

others. You need to have the sensitivity to gauge that.”

nical knowledge, the leader’s most important role is

An important educational tool at Braskem is the

to foster a sense of ethics in younger members. They

Skill Development System (SDC). Its role is to map

look for both personal and technical skills. In this task

each member’s skills and identify opportunities for

- which is far from an exact science - Roger is inspired

their development. “The gaps may lie in the individual.

by his upbringing. “In terms of ethical behavior, my par-

They have to learn to invest in themselves,” empha-

ents have been my biggest inspiration,” he says. The

sizes Roger.

results are gratifying. “Today I have people on my team

Learning to be a leader means learning to over-

who could be my leaders,” says Rafael. “It makes me

come challenges. And that can only learned from

extremely happy to see people from my team growing

day to day. Classes, programs and coaching can add

and developing. My team members’ accomplishments

color, but as this pair amply demonstrates, the person

are very gratifying,” says Roger.

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Acreditar Angola participants: playing a leading role in a new era for their country

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bel

ieving is a must “E

very human being has strengths they can develop, provided that they have character, talent, a calling, and motivation, find the right organizational environment and are guided by a leader who is truly

committed to supporting their education. When these

requirements are met, there is no limit to that individual’s development: they will tend to be the best in

Angolan workers see the Acreditar Program as an opportunity to grow and develop, and help their nation do the same

whatever field of work they choose.” This statement by Norberto Odebrecht sums up the tremendous care the Organization takes in developing people, and its understanding that this is intrinsic to the business – as well as being vital for the existence of humankind. It precedes the introductory materials for Odebrecht’s latest educational initiative in Angola, the Acreditar (Believe) Angola Ongoing Professional Educational Program, first introduced in that country in 2009, based on the successful experience of Acreditar Brazil. It is the “latest initiative” because, during its 27 years of experience in Angola, Odebrecht has carried out various educational activities with outstanding and assertive strategies. In this report, you will learn about some of these programs – including Acreditar, Young Builder, and the startup of Biocom – and how the people who take part in them are growing, living and learning to become part of this new era in Angolan history. It is a modest sampling of activities dating back to 1984 that have provided educational and

written by Zaccaria Júnior photos by Holanda Cavalcanti

work opportunities for more than 40,000 people, 70% of whom found their first job at Odebrecht Angola.

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From left, Yasser Salukila, Walter Chingala, Mateus Kalei and Antonio Segunda: the Acreditar Program’s activities have been tailored to Angola’s specific needs and characteristics

Tailored to local realities

ceived, and took the tests, the medical check-up and

“Based on its excellent track record in Brazil, be-

exams. Now I’m part of the class, learning useful

ginning in 2008, we knew that we had to implement

things, which is something I never thought I’d be able

the Acreditar program here as soon as possible, al-

to do,” explains Yasser. He says he is amazed at the

though we hadn’t established our strategies at the

kind of education he is getting, referring to the funda-

time,” recalls Diana Ortiz, the officer Responsible for

mentals taught in the classroom, which he had never

People & Organization in Angola. “So in 2009 we got

known before. “I’ve come across people who make me

started on the planning process, mulling over just

understand things,” he observes.

how it would be implemented, and we realized that

While Yasser was recounting his experiences to

we couldn’t simply replicate Acreditar Brazil as it is

Odebrecht Informa, sitting beside him was young Ma-

because it would have to be adapted to local realities,”

teus Dumbo Kalei, 20, who nodded in agreement with

she adds, moving her fingers in the air as if to draw

his classmate’s comments. Enrolled in the mechanics

a timeline of the challenge she has experienced from

course, Mateus was raised by his mother. Because of

the very start.

the financial hardship caused by his father’s absence,

The first step was to produce a diagnosis of the Angolan situation through interviews, tests and visits to

he began working at an early age, making a living at a small workshop.

Odebrecht projects in that country. “We used all that

Mateus signed up for Acreditar, took the tests, re-

data to set up Acreditar, and were finally able to imple-

ceived the assessments and is amazed at what has

ment the program in September 2010. It was a hard

happened since. He only expected to learn about me-

road, but it was definitely worthwhile. We want to con-

chanics. “First we were taught the fundamentals of

tribute to community development in Angola. A lot of

health and the environment, which caught my attention.

people here just need an opportunity,” observes Diana.

I found it all very special. I’ve never known a father’s

Yasser da Conceiçao Salukila, 28, is learning to op-

love, and because of the hardships I’ve faced, this op-

erate a digger. He says he heard about Acreditar from

portunity at Acreditar is unforgettable. It’s something

his father and a cousin. “They told me there was this

that I believe will stay with me all my life.”

new program that offered the possibility of learning a

A hip-hop dancer and stage actor during what’s

range of skills. So I went to Odebrecht, was well re-

left of his spare time, Mateus sees Acreditar as an

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opportunity for youth. “It will help us discover more

for participants who become Odebrecht members,

knowledge. I am very grateful for finding this opportu-

including 20 hours covering information about the

nity now, because I’m not only growing and developing

Odebrecht Entrepreneurial Technology (TEO), Labor

but I will be able to make a bigger contribution to my

Relations and Productivity.

country in the future. We must seize the opportunities that, unfortunately, our parents did not have.” Antonio Moisés Segunda, 21, shares Mateus’s

There are already more than 2,200 students enrolled in Acreditar Angola, which has been active in the city of Benguela since September 2010. So far,

views about opportunities for young people. Passion-

456 people have taken the basic module, and 228

ate about football and mechanics, Antonio says he

have taken a specific module to learn to become a

spent a long time looking for a specialization course in mechanics. After applying for Acreditar, he was overcome by anxiety until he heard he’d been accepted. “When I think about mechanics, I don’t feel hungry. I forget everything. And when I got the call from the Acreditar people telling me to go in for the medical evaluation, I thought, My God, how I’ve waited for this moment!” Antonio adds: “I hope the Acreditar Program won’t stop here. It’s time to start correcting our mistakes, to realize our dreams. I am living my dream, which is to get an education and a job.” Acreditar includes a 60-hour basic module for everyone who enrolls in the program, which covers subjects like health, workplace safety, environment, quality and occupational psychology, and a specific module, which takes from 160 to 260 hours depending on the course. A second basic module is designed

“The Young Builder Program makes you think with an open mind. All my questions were answered. It was a tremendous experience” Selma da Silva

“This entire period has been wonderful. I’ve matured a lot” Ibrahim da Costa

“This facility is a major challenge, since Angola was a sugar-producing nation in the past” Helder Cardoso

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truck driver, digger operator, heavy equipment me-

“It was a very good thing for my leader to do, be-

chanic, motor grader bulldozer operator. Soon, more

cause I believe everyone wants to grow more with

courses will be added for Steelfixers (rebar fitters),

each passing day. And if you give us the opportunity

Plumbers, Bricklayers, Carpenters and Loader Op-

to take a course in which we can have a greater focus

erators, among others.

on what we will actually be experiencing within our company, we have to make the best possible use of

Open mind, broad view

it,” says Ibrahim. He observes that his development

With a beautiful smile and speaking with the

has been intense, not only in his professional life but

rhythm of “Morena de Angola” by Chico Buarque

also in his relationships with his family, friends and

– in fact, it was in Benguela, the backdrop of this

girlfriend. “In every class, training session and activity

section of this article, that the Brazilian songwriter

I take part in at the company, I try to apply some of the

was inspired to write the lyrics – Selma Ottiliana

concepts I learn to my personal relationships. This en-

Marcos da Silva, 31, has a degree in Social Work

tire period has been wonderful. I’ve managed to grow

and currently leads the People and Social Respon-

and mature a lot. I have a different perspective. I’ve

sibility team for the Águas de Benguela water sup-

changed in terms of adaptability and coexistence.”

ply project. She was one of the participants in the Young Builder Program – which aims to accelerate

Converging cultures

the education of young partners by giving them a

Located 450 km from Luanda, Biocom - Com-

broad perspective on the Engineering & Construc-

panhia de Bioenergia de Angola Ltda., an Angolan

tion business, from winning contracts to demobiliz-

sugar company, has been based in Malange Prov-

ing projects. Born in Angola, Selma says she spent more than

ince since its inception in 2009. The factory, which is currently under construction, will begin operating,

half her life in Portugal with her family, who in 1993

and consequently producing sugar, in 2012. Bio-

decided to escape the armed conflict in their coun-

com’s shareholders include Odebrecht, the Angolan

try. While on vacation in Angola in 2007, Selma be-

state oil company Sonangol - Sociedade Nacional de

came interested in what she saw there. She sent in

Petróleos de Angola and the Damer group. In August

her resume to Odebrecht in 2008, and was invited to

2010, 62 members of Biocom went to Brazil to par-

join the company. “The Young Builder Program makes

ticipate in a training program including 1,200 hours

you think with an open mind, because we get a very

of theoretical and practical classes in farming, in-

broad overview of the areas involved. All my questions

dustry and administration, taught at ETH Bioenergy’s

were answered. We covered Logistics, as well as En-

Eldorado Unit in Rio Brilhante, in the state of Mato

gineering and Social Responsibility, among other top-

Grosso do Sul.

ics. It was a tremendous experience for my personal

One of those Angolan technicians was Helder

growth.” When working in the field, Selma observes

Fragoso da Silva Cardoso, Head of Biocom’s Sugar

that every day holds a surprise, and that she always

Production Division, who currently supervises the

views each case she handles as a learning experience.

industrial assembly of the factory. “Building this fa-

“Being a social worker means helping others. There is

cility is a major challenge, because Angola was a

no room here for the so-called syndrome of compla-

sugar-producing nation in the past. However, due to

cency,” she says with a smile.

armed conflicts, those large sugar factories no lon-

In Luanda, another Young Builder recounts his ex-

ger exist, and today 100% of the sugar consumed in

periences since joining Odebrecht. Ibrahim Oliveira

this country is imported.” In a determined tone, Hel-

Bravo da Costa, 26, loves Sidney Sheldon novels,

der underscores that the greatest source of wealth

has a degree in Civil Engineering and is working as

is shared experiences based on knowledge transfer

a Production Engineer on the Expressways Project.

and cultural exchange. He predicts that Angola will

He joined the company as an intern in 2007, when he

once again become a major sugar producer, which

was in his junior year of college, and was later as-

will help improve the living conditions of its com-

signed to the Young Builder Program.

munities.

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Allies of People development programs are bolstering the growth of Odebrecht members

develo

written by Renata Meyer photos by Júlio Bittencourt

native of Rio de Janeiro, civil engineer

ing projects - Onça Puma in Ourilândia do Norte and

José Eduardo Quintella joined Odebre-

the Carajás Iron Mine - both for Vale, and carried out

cht as a Young Partner in 2005, dur-

in the state of Pará.

ing the first stage of the Light for All

Throughout their careers at Odebrecht, José

rural electrification program. Today, at

Eduardo, Ana and Fábio have been able to rely on

31 years of age, he is leading the second and third

strong allies: people development programs. Carried

stages of the program, at the head of a team of 2,000

out by the People & Organization area, these initia-

people. The projects cover 330 municipalities in the

tives focus on spreading and deepening knowledge

Brazilian state of Minas Gerais, with works being

of the Odebrecht Entrepreneurial Technology (TEO).

carried out simultaneously in several locations. For

Programs like Culture 101, Young Builder and the

José Eduardo, it requires constant delegation of re-

Program for Developing Entrepreneurs (PDE) have

sponsibility, dynamism and prioritizing.

proven to be effective ways of acculturating, integrat-

Ana Carolina Farias, 33, is a native of Pernambuco who has worked on the BR-101 highway and

ing and grooming members and honing their management skills.

Abreu e Lima Refinery (Renest) projects. She joined the Organization as an intern in 2001, on the Recife airport construction works, and is currently the officer Responsible for Engineering Management for one the largest infrastructure projects now underway in Brazil, the Transnordestina Railway linking the northeastern states of Pernambuco, Piauí and Ceará. Ana Carolina’s fellow interns included Fábio Toscano. Like Ana, Fábio was born in Recife and has a degree in Civil Engineering. At 32, he is also tackling a major challenge: as Project Director, he is taking part in the construction of the rocket launch site in Alcântara, Maranhão, a complex project distinguished by advanced technology. Fábio has worked on several projects for Odebrecht Infraestrutura, including min-

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pment

Fรกbio: at the age of 32, he is leading the Odebrecht team engaged in a complex, high-tech project

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History and philosophy

tary reading of Survival, Growth and Perpetuity and

When Anna and Fábio joined Odebrecht, the

Education through Work, by Norberto Odebrecht.

method for learning about the Organization’s prin-

The Young Builders Program was established

ciples and values was very different from the current

in 2004 to give Young Partners a broad and holistic

format of Culture 101. For 30 days, the young mem-

perspective on the business in which they are work-

bers participated in meetings to read and reflect on

ing. With a duration of one year, it is divided into two

the concepts of TEO with the guidance of a tutor -

modules that cover the entire implementation cycle

usually a Project Manager or Director.

of a project, from preparation of the bid to delivery

Today, Culture 101 is organized in three modules

to the client. Through lectures, group activities, case

that present a general approach to the history of the

studies, practical research and distance education,

Organization and its entrepreneurial philosophy, and

participants deepen their knowledge of areas such

the characteristics and competencies of Odebrecht

as business management, finance, legal issues and

Partners. The current method includes personal

quality. Fábio Toscano was a member of the first class

Culture Center in Salvador, Bahia, and supplemen-

to take the Young Builder Program. “It enables you

photo:

Ana Carolina: understanding the context of the company’s operations

Élvio Luiz

meetings, distance learning, visits to the Odebrecht

to exchange experiences and perceptions through examples and practical exercises. That way, you acquire an overall view of business, which is key to each member’s education and performance.” Ana Carolina also took part in the first edition of the Young Builder Program. She observes: “It helps you realize that you’re part of something much bigger than just one construction project. Sectors that had seemed remote become closer and you start to realize their importance to the overall business.” In general, to complete the Young Builder Program, each member becomes Responsible for a Program (RP), taking on new responsibilities and bigger challenges. “It’s time to put into practice all the experience you’ve gained inside and outside the corporate environment,” said Paulo Quaresma, the officer Responsible for People & Organization at Odebrecht Infraestrutura. “At this stage, we observe attributes like maturity, attitude toward challenges, overall perception of the business, innovation and way of relating with clients, and those who show major potential for entrepreneurship are recommended to participate in the PDE,” he explains. First held in 2003, the PDE enables the Organization’s young leaders to hone their managerial skills by exchanging experiences with members from different generations and spheres in the company. During faceto-face meetings, the leaders who helped build the Organization discuss their successes and failures and how they have overcome challenges in the course of their careers. The year-long program reinforces the leader’s educational role, encourages people’s capacity for self-

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José Eduardo: learnings must become tools for the job

development and provides a space for reflection on the

in procurement and logistics, and specializations in

interrelationship between their life and career plans.

finance, foreign languages and leadership. In 2010,

“It’s a time when everyone’s attention is focused

the Organization’s Engineering & Construction

on individual Odebrecht members, and you realize

Business companies invested about BRL 7 million

you’re always being observed. You always have to

in in-house educational programs, which helped

show who you are and what you’re doing here,” says

groom 7,846 members.

Ana Carolina. The PDE was a watershed in her life.

The companies’ People & Organization teams

She participated in the program in 2009, the same

design and implement development programs in-

year she first took on responsibility for managing a

ternally, and in some cases, in partnership with

project. About 410 members from Odebrecht’s Engi-

educational institutions. According to Paulo Qua-

neering & Construction companies have participated

resma: “Our biggest challenge is to strike a balance

in the PDE since its inception.

between the expectations of people’s life and career plans and the Organization’s objectives, particularly

The school of experience

with respect to its commitments to its Clients. But

For more mature leaders, mainly project directors,

decisions should be taken within the sphere of the

the Organization offers an MBA Program developed in

leader-team member relationship.”

partnership with the Getúlio Vargas Foundation. The

José Eduardo Quintella, Ana Carolina Farias

530-hour course furthers the participants’ profes-

and Fábio Toscano joined Odebrecht when they

sional development by carrying out wide-ranging and

were very young, assimilated its entrepreneurial

systematic corporate activities in strategic areas such

philosophy, and have learned how to transform

as finance, people management and sustainability.

challenges into opportunities. They are still quite

José Eduardo Quintella and Fábio Toscano are

young, and have attained important positions in the

part of the group of 30 members who currently tak-

Organization. Although their backgrounds, experi-

ing the MBA course. José Eduardo sees it as an

ences and challenges vary, they all agree on one

opportunity to refresh his knowledge and return to

point: the real school is day-to-day experience on

academia. “You need to find the right time to invest

the job. “Our working environments are very rich

in this level of education, so learnings become tools

and rewarding, and learning opportunities are ev-

for the job.”

erywhere. Development programs are key, but ev-

Odebrecht also invests in courses focused on developing specific skills, such as training programs

eryone is responsible for the educational process,” argues José Eduardo.

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INTERVIEW

“Our principles, concepts and values are pointless unl ess the

organiza

leaders a pply them

written by José Enrique Barreiro photo by Lívia Aquino

challenge-driven woman. Just a few words sum up the professional spirit of Carla Barreto, the officer Responsible for People & Organization at Odebrecht S.A. A native of Salvador,

Bahia, Carla has been with Odebrecht since 1994, when she entered the comptrollership area of Construtora Norberto Odebrecht (CNO). Most of her career so far has been dedicated to financial programs: at CNO, in the petrochemicals area (she has worked at OPP, took part in the first steps to acquire Copene and took over the comptrollership of Braskem’s Polyolefins Unit) and Odebrecht S.A. Ten years after she joined the Organization, she returned to CNO. “It was nothing like the company I had left. When I went back, 70% of its earnings came from other countries and 30% from Brazil. Previously, it was the other way around,” says Carla. After participating in the reorganization of CNO (a task that included restructuring the assets and investments of more than 100 sub-

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2 3

concepts and values are pointless unl ess the

ation’s

leaders a pply them”

Carla Barreto: “When I look back, I am grateful to have worked with leaders who always encouraged me and took me outside my comfort zone”

sidiaries and affiliates and the creation of OOG, OR

need to make sure that what got us here, our en-

and Foz do Brasil), Carla moved on to the Planning

trepreneurial culture, continues to drive us forward,

Area of Odebrecht S.A. A year ago, she went to her

regardless of our size, diversification and complex-

leader, André Amaro, and made a request: “I want to

ity. We must ensure, in all areas, the presence of

work with the People agenda.” Coming from some-

educational leaders who have been integrated into

one who had always dealt with Finance, that request

our culture and are committed to grooming new

might have sounded strange. But André knew she

generations of leaders. That agenda is strategic for

was a person who always seeks new challenges, and

the Organization.

offered her the People & Organization program at Odebrecht S.A. The mother of two, Rafael and Júlia,

OI – What is being done to ensure growth ac-

married to Jayme Fonseca, the officer Responsible

companied by cultural integration?

for Finance at CNO, Carla enjoys reading and study-

Carla – The important thing is to ensure that peo-

ing, traveling with her family and doing Yoga in her

ple assimilate our culture. We always seek to iden-

spare time. Professionally, she is in the right place at

tify and recruit young college students and work with

the right stage in Ode-

them to build their life

brecht’s trajectory: “Our

and career plans. We

biggest challenge is issues involving people.” Odebrecht Informa – Why, after a solid career in Finance, did you decide to take on the People agenda?

Carla

Barreto

–

That decision was the result of working with Marcelo Odebrecht to help with the consoli-

“Educational leaders are irreplaceable. They are the hub of people’s education and development. When I look back, I am grateful to have worked with leaders who always encouraged me and, especially, took me outside my comfort zone.”

are continuing that process, but we are also facing the challenge of rapid growth. There is an amazing infrastructure boom in Brazil and other countries, so we have intensified our search for young members and brought back former members who had retired or left the Organization. Finally, we

dation of the Vision for

are tapping the market

2020, which I had the

and leveraging mature

opportunity to do. That intense and strategic effort

leaders. We must ensure that these leaders are

gave me a chance me to talk to Marcelo and the Or-

quickly integrated into our culture. Bolstering the

ganization’s leaders, which gave me a different per-

role of the educational leader is crucial, because

spective on the challenges that lie ahead in the next

corporate efforts will not speed up people’s inte-

decade. During that period of intense and extensive

gration into the Organization. On the contrary, that

debate, I came to understand that the Organization

process will always depend on the Leader-Team

was well established in the area of Finance, and that

Member relationship. Some initiatives are already

our biggest challenge would be the People agenda.

underway, but I believe we still have a lot to do in

That challenge caught my attention, and I mobilized

that regard.

myself in that direction. OI – What does it mean to assimilate the Ode-

OI – Why has the People agenda become deci-

brecht culture?

sive?

Carla – A culture is the application of values and

Carla – Five years ago, we had 40,000 members,

principles. Unless they are put into practice, values

and today we are 120,000 strong, with clear pros-

and principles do not make a culture. They are dead

pects for growth. It is an overwhelming trend. We

letters, words in the wind, signifiers without sig-

informa

nificance. Our challenge is to foster entrepreneurial

ing the proposal: “You want what? You want me to

practices linked to our values and principles. That

build a brick-and-mortar school with classrooms

requires discipline, the pedagogy of presence, and

to educate people? Never. Our university is the con-

educational leaders and processes. Our culture

struction sites, industrial plants, power plants and

must permeate everything we do. All our activities

oil rigs. That’s where we were schooled, and that

must reflect our culture. And our leaders are the ba-

is where we will school the next generations. That

sis for all of that. I’ll never forget Mr. Norberto Ode-

is the real Odebrecht University, where we are the

brecht’s message at the meeting when we started

teachers. Education through Work, that is our path,

building the Vision for 2020: “These principles, con-

and no other.” In other words, study is very impor-

cepts and values will be pointless unless the Organi-

tant, there’s no doubt about that. But leaders are

zation’s leaders apply them.”

groomed by learning from day to day.

OI – What exactly is the leaders’ role in this

OI – What role does the holding company Ode-

process?

brecht S.A. play in the task of grooming leaders?

Carla – The develop-

Carla – We steward the

ment of our members

practice of our culture

depends on educational

and seek to ensure that

leaders. Looking back, I am thankful to have worked

with

leaders

who always encouraged me and, especially, took me outside my comfort zone. I owe them a lot. I’d like to mention Hélio Guimarães, Ney Silva, Luiz Mendonça, Carlos Fadigas, Paulo Cesena and, more recently, André Amaro, all of whom are role models who

“Five years ago we had 40,000 members; today we are 120,000 strong, with clear prospects for growth. It is an overwhelming trend. We need to make

the measures taken in

sure that what got us here, our entrepreneurial

as an integral part of

culture, continues to drive us forward”

have set me challenges.

that regard are consistent. We foster the view of an Organization that is committed to change. We consolidate policies, but we also look at each business individually and the whole. We encourage mainstreaming, and the mobilization of synergistic forces to foresee and satisfy our clients’ needs. But we do all that

There is no formula.

at the management line

Education takes place through work, on a daily basis.

(in the companies’ operations with clients) and for the

It requires an educational leader’s vision and commit-

line. Our People & Organization agenda will only make

ment to grooming his or her team.

sense if it is offered to, shared with and carried out by the management line.

OI – What about education for work?

Carla – It’s a supplement, but it’s no substitute.

OI – How would you define an Odebrecht Partner?

Let me tell you a story. During those discussions

Carla – A knowledgeable person who has assimi-

about the formulation of our Vision for 2020, Mar-

lated our culture. He or she must have communica-

celo Odebrecht was asked to create an Odebrecht

tions skills and a modest, humble attitude, because

University, a corporate university like so many that

it’s no good keeping knowledge to yourself. Knowl-

are already out there. There was some expectation

edge must be shared. An Odebrecht Partner is also a

that Marcelo would back the proposal. I’ll never

gutsy individual who makes things happen; someone

forget his words when commenting on the mat-

who likes to educate and groom people, and aspires

ter at the meeting in front of everyone and reject-

to be a true educational leader.

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Stories

for inspir

written by Rodrigo Vilar

his report spotlights the cases of six Odebrecht members who started their careers with the Organization at a young age and built up emblematic stories of learning, achievement and growth. Entrepreneurial leaders (CEOs) Carlos Fadigas (Braskem), Benedicto Júnior (Odebrecht Infraestrutura) and Euzenando Azevedo (Odebrecht Venezuela), and Board Members Luiz Villar, Renato Baiardi and Pedro Novis have followed different paths, all marked by full and therefore symbolic affinity with the values and principles of the Odebrecht Entrepreneurial Technology (TEO).

From the classroom to a major entrepreneurial challenge Carlos Fadigas was 22 and fresh out of business school when he started working as an investment analyst at Odebrecht Química in Salvador, Bahia, in 1992. “We formed a very small group in the holding company for petrochemicals, as we only had minority stakes in some companies,” he recalls. However, that was the time when the Brazilian Government began privatizing the sector and – through the leadership of Alvaro Cunha – Odebrecht acquired control of two petrochemical companies, PPH and Poliolefinas. Those moves marked the beginning of Odebrecht’s operations in the chemical industry. When that stage began, Fadigas moved to São Paulo, where he took charge of the Planning Program for the newly created OPP. The young manager had just left the college classroom to take on a major entrepreneurial challenge that allowed him to participate in meetings as an aide, along with Emílio Odebrecht (then CEO of Odebrecht S.A. and currently Chairman of the Board of that company), Gilberto Sá (then CFO of the holding company and now a Board Member) and Alvaro Cunha (then CEO of OPP). “The topics discussed at those meetings included the corporate structure of Brazil’s petrochemical industry:

Entrepreneurial Leaders and Board Members discuss particularly significant events, challenges and lessons learned during their careers with the Organization whether downstream companies would acquire upstream companies; if we would have two national and three international players; if the industry would be dominated by domestic firms; what the role of the BNDES (Brazil’s national socioeconomic development bank) would be, and so on. At any rate, the debate was about how the future of the Brazilian chemical industry was being built,” recalls Fadigas. He observes that his early career is a textbook example of how the Organization entrusts and delegates responsibility to its members in a very sincere and unique way. “After that, you can never think small again. I’ve been conditioned to think holistically, on a permanent basis.” During that phase, as well as the next one, Fadigas always had his leaders’ support. “Alvaro Cunha was an educator throughout, and although I did not report to him directly, I had a very strong interaction with him.” To illustrate this, Fadigas mentions the time when he identified some risk factors he considered important and gave a presentation to explain the situation to the Board for the Petrochemicals area. He spared no detail, but left out the solutions. Then, he heard Alvaro Cunha say something he has never forgotten. “You want us to be surprised, amazed? But what should we do? What’s the solution? Never bring us a problem without suggesting a solution.” Alvaro taught him that lesson in a friendly tone with a dose of humor, but the message was clear. “That is another important trait of the leaders I’ve worked with. Good humor and, above all, optimism.” A few years later, he worked with Marcelo Odebrecht, then Vice President

ation for Investments in the Petrochemicals area and now President and CEO of Odebrecht S.A. In 2002, Marcelo invited Fadigas to work in the Finance area of Construtora Norberto Odebrecht (CNO), where he became a Director in 2004. “Marcelo’s optimism is one of his most outstanding traits. It’s a very strong one, and a lesson I carry with me always. Being an entrepreneur means believing. Before you build, you have to believe,” he emphasizes. Emílio Odebrecht was also an important role model in his entrepreneurial education. According to Fadigas, his most striking traits are his dynamic thinking and action, as well as his captivating leadership style. “In a very personal and charismatic way, Mr. Emílio Odebrecht always gets people to go farther and think bigger. As with Alvaro Cunha, my interaction with him was an inspiration.” At the age of 41, Fadigas is now the Entrepreneurial Leader (CEO) of Braskem. “I’ve always believed in the power of individual fulfillment, that we are fully responsible for building up our future, and we need to know what we want,” he says. Fadigas believes that trust, planned delegation and partnership develop and strengthen this kind of feeling in people. “Today, looking back at the recent past, I realize that two things have been very important in my career: the leaders I’ve had, and the fact that the personal values my parents instilled in me jibe with those of TEO,” he observes.

The time and presence of dedicated leaders From petrochemicals to engineering and construction. The time is the 1980s. When he was 25, Benedicto Barbosa da Silva Júnior joined Odebrecht through Companhia Brasileira de Projetos e Obras (CBPO). His story began with a presentation about the company’s trainee program, held at the Lins Engineering School, where he studied in São Paulo State. He was impressed at how CNO structured its members’ growth and development. “For me, it was a different outlook on how to relate to people,” he explains. At first, he spent six months at the company’s central office in Osasco, São Paulo, helping develop bids at the

Budgets and Costs Division. Soon afterward, he went to work on the Flores Dam, a project built to prevent flooding in the state of Maranhão. “It was a very rewarding experience that lasted four years. While there, I realized that everything I’d seen at the head office, working on bids, became reality at the jobsites.” In three years, Júnior, as he is called by longtime colleagues, went from trainee to project director. “I experienced every area of a project, starting with the commercial program, then on to equipment, production and engineering.” For him, it was time to assimilate a broad view of the business, and learn to relate to others and get results as a team member while starting to lead a team of his own. “That growth was down to my desire to work, and my leaders, who devoted their time and attention to educating me. I was fortunate to work with Pedro Novis, Renato Baiardi and Getúlio Giacóia. Now I’m in direct contact with Marcelo Odebrecht, which complements my entrepreneurial vision with his audacity.” In mid-1988, young Benedicto went to Rio de Janeiro to take charge of the Commercial sector for Line I of the Copacabana Metro. “I left a BRL 100-million project to work on a highly complex, high-risk BRL 400-million project that was located in an urban area and required a very close relationship with the community.” Soon, he distinguished himself and took on more and bigger responsibilities. Two years later, he was a project director again. “For me, that project was a test of fire where I learned a great deal and gained the expertise I needed to take on even greater challenges,” he says. Thanks to the knowledge he acquired there, he went on to participate in the Xingó hydroelectric plant construction project on the border of the states of Sergipe and Alagoas, where he took over the Project Management. Then it came time to see the world. In 1993, at the age of 33, he went to China, where he focused on market development for the construction of the Tiangsianqiao hydroelectric plant. A year later, he became the CEO for the Southeast Asian market. “A service provider must be humble in spirit. The expat experience helps you that way,” he explains. Today, as Entrepreneurial Leader (CEO) of Odebrecht Infraestrutura, he always remembers that lesson. According to Benedicto, one of the things young people find attractive in Odebrecht’s business model is that it is based on planned delegation of responsibility and authority, starting with a previously agreed action program. “When young people fit in here, they stay. Regardless of where they are in the ranks, people interact to seek what is right. It’s important to note that members have room to grow and instigate their leaders to give them opportunities. You can’t just wait around.”

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Regarding the importance of shaping the new generations, Benedicto says that grooming people is the heart and soul of the company. A leader’s most important task is not seeking outstanding businesses but rather to transfer what they have learned to the generation that will succeed them. “We are leading an Organization where the generation that came before us surmounted challenges that many believed were impossible. So today, we have a responsibility to prepare the young people that will succeed us and lead the Organization to an even higher and more solid level of accomplishment.”

Life-changing invitations Euzenando Azevedo, Entrepreneurial Leader (CEO) of Odebrecht Venezuela, clearly remembers the day that ended up being the most decisive one for his entry into Construtora Norberto Odebrecht 35 years ago. “Almost a year and a half after I graduated in Civil Engineering in Pernambuco, Project Manager Girleno Gadelha Cordeiro called me in for an interview at the company’s office in Recife,” he says. The meeting took place in the early evening and went very well. However, at the end of their conversation, Girleno said something that took him by surprise: “That was a fine interview, but it won’t do any good unless you go to Maceió with me tomorrow to work on a project there. Can you be at the airport at 5 am?” Aged 23, of humble origins and hailing from a rural Pernambuco town of less than 5,000 inhabitants, Euzenando could not hide his shock. Then Girleno laid down the gauntlet: “If you want to take on challenges in your adult life, this is the first.” The next day, a Tuesday, Euzenando arrived at Guararapes Airport at 4 am. “You can imagine that I didn’t sleep a wink the night before. I couldn’t wait to see what he wanted me to do there,” he says. They took a plane to Maceió. On the way there, they talked about family and other subjects, but did not discuss business. When they reached their destination, they walked toward a wooden building on a tract of land. Girleno asked the doorman to call the officer Responsible for Administration and Finance. To Euzenando’s astonishment, he was introduced to the team as follows: “This is the new project manager.” That is how Euzenando’s story with Odebrecht began. He started out by working with Girleno Gadelha on the team of then-Managing Director Murilo Martins. The project was the construction of a residential building for the Bank of Brazil Staff Pension Fund (Previ). The venture was a success and lasted eighteen months. “I was married and my wife was seven months pregnant with our first child by the time we delivered the project,” he says. Then came the construction of a new unit of the Lojas Americanas department store chain, also in Maceió.

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Carlos Fadigas: optimistic leaders

After completing a few more projects in that city, Murilo Martins – to whom Euzenando already reported directly – invited him to take on a program in Fortaleza. “I learned from Murilo to see the forest without losing sight of the trees, the tiny details that can make the difference between success and failure,” he says. In 1984, as a 32-year-old Project Manager, he identified an opportunity for the company in Rio Grande do Norte. After he received the green light from his leader, Euzenando also got significant reinforcements. “Murilo got Laerte Rabello (who died in 2000) to provide me support. At the time he was Responsible for Business Development. He was a great teacher and I owe him all my skill in negotiations and relations with clients,” he emphasizes. Together, they won the contract to build a port in that state, and went on believing in the potential market in Rio Grande do Norte. In recognition of his outstanding performance, Euzenando was also delegated responsibility for business development in the states of Piauí and Ceará. In 1994, he took on a mission that changed his life, entrusted to him by then-Entrepreneurial Leader (CEO) Renato Baiardi: negotiating the debts for a construction project – a large shopping center, the Centro Lago Mall, in Venezuela – which had come to a halt when the Banco de Maracaibo was liquidated. After that operation was concluded, he was supposed to shut down the company’s operations in that country. “It was my first trip outside Brazil. When I arrived in Caracas on April 23,

Benedicto Júnior: grooming young people

1994, I was on my own, but I had plenty of support – the knowledge that Laerte and Murilo had passed onto me,” he recalls. Euzenando did not know a word of Spanish, and began studying the language and the country up to eight hours per day. After taking some time to get to know the local conditions and learning to speak Spanish, he came to the conclusion that Venezuela was promising territory for Odebrecht. He was convinced that the company should not just find a way to recover what it was owed. It should also finish building the shopping center. He demonstrated this to his leader, Renato Baiardi, and, from then on, his mission was to stay in that country and develop the market. “We got back everything we were owed and, later, we started to win contracts in the interior of the country and in Caracas – projects that tell our story in Venezuela.” The Caracas Metro project, begun in 1998, is a major milestone in Odebrecht’s operations in Venezuela, because it ensured the Organization’s survival and allowed it to grow in that country. Euzenando is grateful to everyone who has supported him, shown him the way forward and inspired his leadership style. “Three of the great teachers in my life were Murilo Martins, Laerte Rabello and Renato Martins. I also feel a strong debt of gratitude to Baiardi, because even though we didn’t work together directly, he believed in my ability.” In 2011, Euzenando completed 17 years in Caracas, where he feels happy to be an integral part of the local community and the company. “We’ve consolidated our op-

Euzenando Azevedo: beginner’s motivation

erations here and have been one of the Organization’s most important markets for a long time, acting as a local company that understands, respects and fosters the Venezuelan culture,” he stresses. Looking back, the engineer from Pernambuco considers himself fulfilled. “I’ve never questioned my decision to get on that plane with Girleno Gadelha back in 1977, and go to Maceió. I’ve always worked with the same drive and motivation I felt that first day.”

Three members of the same generation “My generation is privileged because we had the opportunity to work alongside the founder of the Organization and the man who conceptualized TEO, Mr. Norberto Odebrecht, on a daily basis,” explains Luiz Villar, now a Member of the Board of Odebrecht S.A. Two other Board Members are also part of that generation: Renato Baiardi and Pedro Novis. In 1969, while attending the Federal University at Bahia Polytechnic School, Luiz Villar joined the group of young engineers that Norberto Odebrecht recruited to work at his construction firm. They were delegated the responsibility to absorb the experience of the company’s supervisors, many of whom had been trained by Emílio Odebrecht, Norberto’s father, and were nearing retirement. As soon as he started working at the company, Villar realized that the attitude and behaviors he learned at home, such as the spirit of service and the pursuit of self-development, naturally put him on the same page with Odebrecht. “When I joined the company as an intern, I found the perfect environment to strengthen those two

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Renato Baiardi: human assets and philosophy

concepts and practice a third, which was partnership. Later on, I came to understand the full dimension of partnership, which also involves shared values and behaviors.” His first leader was Alípio Lima, who is now one of the Organization’s Senior Advisors. According to Villar, Alípio has always been very sensitive to and focused on people’s growth and development. Their conversations dealt more with attitudes and values than engineering matters. Alípio also had another good quality – facilitating direct contact with Norberto Odebrecht, who provided support on more complex issues. “I remember that, when I was 22, I was at the head of an important venture for the State of Bahia and the Organization: the civil engineering works for Usiba (a steel mill). At that time, I was called in to have my first one-on-one conversation with Mr. Norberto Odebrecht, after he paid a visit to the jobsite. Alípio wasn’t there. I don’t remember why, but I happened to disagree with Mr. Norberto Odebrecht, and he didn’t impose his authority because he was older than me, or a more experienced professional or even the owner of the business. He was patient, a true teacher. I don’t remember who won that debate, but his generosity in allowing me to defend my ideas impressed me tremendously. I learned that creating the right ‘climate’ is one of an educational leader’s responsibilities.” The early professional life of another young engineering student, Renato Baiardi, was also characterized by easy adaptation. Baiardi had a cousin who worked at Odebrecht, and for his family, that relative was the very model of a successful

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Luiz Villar: the full dimension of partnership

professional. “So my mother always said I had to work at the same company. Since my father knew Mr. Norberto Odebrecht, it wasn’t hard join the Organization in 1967 while I was still at college.” At the time, for Baiardi, the company already stood out head and shoulders from all the rest. According to him, while the other contractors’ main strengths were their construction equipment and physical assets, Odebrecht’s strengths were its people and philosophy. Like his friend Luiz Villar, with whom he worked on major projects such as the Rio International Airport and the Angra I Nuclear Power Plant, Renato Baiardi received a very important contribution to his education from Norberto Odebrecht from the very start. “I was very fortunate during the first 12 years of my career to work closely with Norberto Odebrecht. That was also the time when our Entrepreneurial Technology was being conceptualized and systemized,” he explains. Baiardi fondly remembers one of his first meetings with the Organization’s founder, when he heard him say: “The important thing is not who is right but what is right.” The young newcomer identified with those values and saw the opportunity to learn and develop professionally within the company. “Back then, Norberto didn’t make any age distinctions when delegating challenges. He was like that with me, because I was given challenges that I thought were beyond my ability, but at the same time, I could rely on experienced supervisors and foremen who helped me a lot,” he observes. He has fond memories of one of the first foremen he worked with, Osmar Macedo, who had a technical certifi-

Pedro Novis: trust, support and encouragement

cate in mechanical engineering. Renowned as one of the inventors of the Trio Elétrico (a giant sound truck topped with a stage, used in Bahia’s Carnival), he died in 1997. “He was a great professional in his field and an excellent person. I remember that, after work, we’d get together to play guitar and cavaquinho (also known as the Portuguese ukulele). It was time for the work crew to kick back and relax,” he says, smiling. Another member of that generation who also made the most of opportunities to absorb knowledge from the Organization’s historical leaders was Pedro Novis. Then a thirdyear Law student, he joined Odebrecht as an intern in 1968. “I worked for the company for 42 years. I made my career here, and I had every imaginable opportunity that a young or mature professional could have,” he says proudly. Along the way he underscores two periods that marked his contribution to the Organization: the first, as Entrepreneurial Leader (CEO) of CBPO, and second, as President and CEO of Odebrecht S.A., from 2001 to 2008, when he was succeeded by Marcelo Odebrecht. According to Novis, as a young intern he found an environment at the company in which three things stood out: “The first is trust. A genuine attitude that permeates the entire Organization – believing in people’s potential and ability, and delegating responsibility. The second is a developmental outlook, focused on growing, contributing to and renewing the Organization. The third is the combination of an entrepreneurial outlook and a certain continuity with my family life. I come from a family of entre-

preneurs, and found an opportunity at Odebrecht to act like one, even though I didn’t actually own the company.” Novis recalls a situation involving Norberto Odebrecht that perfectly reflects how a leader should bring about situations that boost his team member’s development. In the early 1970s, when he was working in the real estate arm of the company, Pedro Novis headed up a project involving an ambitious master plan for the Iguatemi region of Salvador, Bahia. To make it feasible, the young man needed to purchase a one-million square meter or 100-hectare plot of land that other companies also coveted. So while Norberto Odebrecht was on vacation, Pedro Novis came up with an unrefusable offer and convinced the owner to sell him the land. “He agreed, we closed the deal, and at the great age of 23, I set about preparing the wording of the contract of sale,” he reports. The document was signed, but soon afterwards the competition spotted gaps and loopholes and convinced the owner to cancel the contract, return the downpayment and seal the deal with them. “And that’s what happened. Then it was up to me to communicate to Mr. Norberto Odebrecht that I had bought and lost the property.” From that point forward, he carried on with the task of renegotiating the land that the competition now owned. After a few months of hard bargaining, he closed the purchase and was able to take the next steps in his plans. “And what is the moral of this story?” Pedro Novis asks. “First, the responsibility delegated to me led me to make a mistake. I had to find ways to fix that mistake, and it was very costly, because we had to pay a sizeable premium. Even so, at no time did Mr. Norberto Odebrecht question me disparagingly, scold me or express displeasure at the fact that my first attempt was frustrated.” Instead, he says, his leader was always supportive and encouraging. For Novis, the lesson he learned was the sense of security and incentive a leader should transmit to his team member and the impact of that gesture on the process of grooming a young man who is seeking professional maturity. “That is something I have never seen anyone else here do with the same courage and consistency that Mr. Norberto Odebrecht has shown all his life,” he says. According to his colleague Luiz Villar, Novis’s experience is part of On-the-Job Training. “That’s what delegating responsibility is all about. Both the leader and the team member must be courageous and understand that mistakes can happen. Even so, we fully understand that if you delegate responsibility to the individual who services clients directly, the decisions taken will always be the best ones.” Renato Baiardi reinforces that message: “The challenges we’re facing are increasingly complex. Sustainable growth can only be achieved through the education of expert new entrepreneurs who grasp and implement these and other teachings of TEO.”

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Grasping the true meaning of

leade Varied and memorable experiences at the jobsites have made a decisive contribution to honing their leadership skills

42 informa

rasping the true meaning of

rship Bruno (left) and Gilberto: experiencing different programs and working environments enables each of them to make a highly qualified contribution to BPC’s growth

written by Cláudio Lovato Filho photos by Ricardo de Sagebin

ong before discovering the meaning of the concept, Bruno André Jimenez Medeiros was already a “citizen of the world.” Born in Brussels in 1973, the son of a Portuguese father and a Spanish mother, he moved to Mozambique with his family

when he was 3 years old. He lived in Maputo for a decade and then returned to Belgium, where he spent four more years. After that, he went to Portugal, where he graduated in Civil Engineer-

ing from Coimbra University in 2001. That same year, he joined the Odebrecht - Bento Pedroso Construções (BPC) Young Partner Program. He had no idea that he was about to go back to his life as a world citizen, but this time with a complete understanding of what it means. After working on Odebrecht projects in Portugal, Bruno went to Dubai, in the United Arab Emirates, and Djibouti, which were decisive experiences for his personal and professional growth. Back in Portugal, in May 2009 he took over the leadership of the IC 32 – Baixo Tejo subconcession works, a road project in the Lisbon

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metropolitan area. In the course of his trajectory from Young Partner to Project Director, Bruno has had a career with the Organization that can inspire young people looking to make the best possible use of their growth opportunities. Back in September 2001, Bruno had a guaranteed job with a Spanish company. He had already been interviewed for admission to Odebrecht’s Young Partner Program, but the call had not come, and the Spaniards were in a hurry. He was just about to take that job when the phone rang. It was Ênio Silva, from Odebrecht, inviting him to join the team that helped build the A-2 Highway between Lisbon and the Algarve. “It was a project with complex logistics. It involved numerous challenges, and challenges are opportunities,” says Bruno. He was responsible for foundations and piers, and spent two years in the Alentejo area, in a village called Al-

Other projects came along, such as the Tunes-Faro Railroad and road concessions in northern Portugal (Aenor) – experiences that helped hone his leadership skills. In 2004, Bruno took part in the Program for Developing Entrepreneurs (PDE) in Brazil. That was his first contact with Ode-

photo:

importance of attention to detail and good communication.”

Gisela Scheinpflug

modovar. “Thanks to my leaders, that project taught me the Marcos: “We mustn’t be afraid to make mistakes, because the company needs people with character and courage”

brecht outside Portugal. In Salvador, Bahia, he interacted

people showed me that, in order to be true leader, you must

directly with the founder, Norberto Odebrecht, and other

be available and dedicated to the task of helping people de-

historical leaders of the Organization.

velop themselves.”

His first opportunity to work outside Portugal came in 2006, on a road project in Dubai. After a year in the UAE, he went to the Horn of Africa, where he was initially responsible for pile driving on the Doraleh Container Terminal project in

One of Bruno’s leaders was Gilberto Vidal Ramos da Cos-

the Port of Djibouti. Shortly thereafter, he became the of-

ta. They worked together on the Aenor project. Like Bruno,

ficer Responsible for Production for the entire pier project.

Gilberto got his Civil Engineering degree at Coimbra, in his

While in Djibouti, Bruno had his first experience of working

hometown, and joined Odebrecht soon after graduating from

in a different area of Production: he joined and then led the

college in 1990. Gilberto is now the Project Director helming

Commercial Program team. “It was a new experience, a

construction of the Baixo Sabor Dam in northern Portugal.

good change, for which I had created the right conditions,” he observes.

Gilberto first came into contact with the Odebrecht philosophy in his last year of college. He recalls that he found it

Today, after two years as the leader of the Baixo Tejo

fascinating. “I had been in contact with the market previous-

projects, Bruno is grateful for the lessons he has learned

ly, but Odebrecht was different. Its decentralized manage-

and the opportunities he has received during 10 years of ex-

ment, planned delegation, focus on individualized clients, in

perience at Odebrecht. He believes that the most important

short, its corporate culture, none of that was like anything I

task is grooming people. “That is our biggest challenge,” he

had seen before.”

stresses. His immediate team of six managers is youthful. The youngest member is 30.

“We are responsible for those who work with us”

Gilberto arrived in Viana do Castelo, northern Portugal, as a trainee and a member of the Engineering Pro-

“Working with leaders with different personalities has

gram team responsible for building roads leading to the

been important to my development as a leader and educa-

new bridge across the Lima River. That experience lasted

tor,” says Bruno. “They’ve been strong role models. Those

about nine months, and left an enduring impression on the

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young engineer. After that, the company won contracts to

lenges he is facing in Mozambique. In 1999, at the age of

build major projects in Porto (Oporto), so he moved there to

24, he became the Production Engineer for the channeling

take on new challenges. In early 1995, he became the of-

project for the Cabuçu de Cima River in Guarulhos, São

ficer Responsible for several road and railway projects in the

Paulo, a project carried out in the middle of the shanty-

Porto region, primarily the construction of the city’s beltway.

towns through which the channel passes. “I was at a phase

“Building a highway inside a city is always a highly complex

when acquiring knowledge was what mattered most. I had

undertaking,” said Gilberto. That same year, he was invited

a leader who was committed to my education and two su-

to take part in Odebrecht’s 50th-anniversary celebrations in

pervisors who had been with the company since before I

Salvador, Bahia. “It was an amazing milestone,” he recalls.

was born. I told them, in private conversations, ‘Supervi-

Gilberto learned a great deal during that period. “Direct

sor, I have no experience with this type of project, but I’m

contact with the client gave me a better understanding of

here to support you.’ From that point on, we established a

the investor-client relationship. It gave me an opportunity to

solid relationship of trust, to the point that, five years later,

show our clients that Odebrecht is different, and will support

I took one of them with me to Angola.”

them and satisfy all their needs. That was a highly educational experience.”

Marcos arrived in Angola in June 2003 to take charge of Production Management for the Atlântico Sul gated com-

By 1998, Gilberto was a Project Director. He began to par-

munity project in Luanda. “Taking on the challenge of go-

ticipate in the early stages of Odebrecht’s operations in road

ing to Angola was the best decision I could have made in

concessions in Portugal. It was a time when governments

my early career,” he says. “When I got there, the country

were starting to invest heavily in concessions as a way of

was in the final phase of the armed conflict and was hun-

making large projects feasible. Gilberto’s involvement in that

gry for growth. My experience in Angola made me realize

area enabled him to broaden and enhance his professional

how the Organization’s people adapt to new environments

outlook and become a better entrepreneur. Similarly to what

and situations, and make things happen based on Odebre-

happened when he worked with concessions, Gilberto also

cht’s philosophy.”

took part in the initial stages of the Madrid-Lisbon bullet

In 2005, Marcos participated in the PDE, which he de-

train project. It is a highly diversified business operation,

scribes as: “A unique experience, with exceptional energy

he allows – and rejoices in the prospect. “We need change.

because of all the exchanges of experiences between people

Change is exciting,” he observes emphatically. “We must al-

of different generations.” Equipped with his initial experience

ways seek new challenges and, above all, never be satisfied

at Guarulhos, the years he’d spent in Angola and a booster

with the results we achieve.”

from the PDE, Marcos packed his bags and headed for Mo-

The mission of educating people is what motivates Gil-

zambique. “I’m proud to be taking part in a pioneering ven-

berto the most. “We need to get to know people and talk to

ture, and to feel how important it is for the country’s progress

them, inside and outside the jobsite,” he stresses. “We are

because it is making a significant impact on a region that

responsible for the people who work with us.”

hadn’t received major investments before.” Asked to send a message to the young people who are

“Supervisor, I have no experience”

now joining the Organization, he says: “It may seem obvious,

From Portugal we go on to Mozambique to find another

but practice TEO. Understand that the Organization is based

growth story. Marcos Martins de Camargo, a native of Ara-

on the principle of confidence in people, and therefore it del-

çatuba, São Paulo, graduated in Civil Engineering from the

egates responsibility, giving us the freedom to always go out

Armando Alvares Penteado Foundation (FAAP) in 1997 at the

in search of what is right. We mustn’t be afraid to make mis-

age of 23. That same year, he joined Odebrecht as a Young

takes, because the company needs people with character

Partner. Since 2009, he has been the Construction Manag-

and courage.”

er for the Moatize Coal Project in Mozambique. “From the

Gilberto Costa agrees: “Get to know the Organization, iden-

get-go, we knew this project wouldn’t be easy, because we

tify with its values and focus on always being dissatisfied with

weren’t just working in a new country but in a remote region,

the results achieved so far.” And Bruno Medeiros concludes:

1,500 km from the capital, Maputo.”

“Always be ready for a change (and to change, he adds, with a

One major milestone in Marcos’s early career at Odebrecht may help explain why he can cope with the chal-

smile). Acquire knowledge, especially through daily work and life experience and contact with people.”

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PERFIL PROFILE: Johann Gustavo Bremmer Silveira

The duty (and pleasure) of adapting

Working as an expat broadened his horizons. Now, in New Orleans, he is helping fulfill a dream for the local community

written by Cláudio Lovato Filho photo by Lia Lubambo

ustavo Silveira was a civil

on the Organization, work and life.

born. At first, Gustavo worked under

engineer who had recently

Soon afterwards, once again at the

the leadership of Dimas Salvia to help

graduated from the Catholic

invitation of Paul Suffredini, Gustavo

build two levees in New Orleans. Then,

University of Salvador when he got

embarked on a new and remark-

Odebrecht won contracts to build two

an invitation from Project Director

able challenge: he went to Iraq and

more projects for the city’s flood and

Paulo Suffredini to go to the Seven

Kuwait to provide services to the US

hurricane protection system. Both

Oaks Dam construction site in Cali-

Army Corps of Engineers, the same

are in progress, and Gustavo is now

fornia in 1998. What started out as

client for the project that marked his

working on one of them as a Project

a three-month internship became a

professional debut in California. “Al-

Manager for the team’s Senior Project

13-year career in the United States.

though it was a very turbulent time

Manager, Rudy Armenta.

After working in San Bernardino

for that region, I am deeply grateful

County, California, Gustavo moved

for the experience of working in the

experienced outside Brazil,” says

to Miami to join the Odebrecht team

Middle East,” says Gustavo.

Gustavo, whose father is from Minas

“I owe a lot to the challenges I’ve

building the Performing Arts Center

A hurricane would take him back to

Gerais and mother is from Bahia. He

there. Then, in 2006, he took part in

the United States. After Katrina devas-

was born in Rio de Janeiro 36 years

the Program for Developing Entre-

tated New Orleans, Gustavo joined the

ago and raised in Salvador, Bahia. “Ex-

preneurs (PDE), a powerful experi-

Odebrecht team that helped (and is still

posure to new markets and different

ence that broadened his outlook

helping) rebuild the city where jazz was

cultures has broadened my horizons. Dealing with people of several nationalities and different kinds of projects

“Dealing with people of several nationalities and different projects in varied settings has made me more adaptable and better prepared”

in varied settings has made me more adaptable and better prepared.” New Orleans has also given Gustavo valuable personal and professional experiences. While there, he has had the opportunity to work with experienced supervisor Frank Doddi, one of Odebrecht’s first members in the United States. “He’s become a mentor and a friend,” says Gustavo.

4646

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Working in that city has also en-

is on the project’s steering commit-

very gratifying for me, personally.”

abled him to help bolster the compa-

tee. He is responsible for Odebrecht’s

And he adds: “We are helping the

ny’s strong ties with the community.

participation, which includes provid-

state of Louisiana and the Children’s

One of the highlights is its relation-

ing technical support for design and

Museum make a dream come true.”

ship with the Louisiana Children’s

construction, surveying and geotech-

The main result of this sort of

Museum, a public institution that is

nical studies.

contribution is winning the public’s

organizing a project to create a sup-

“I see this as an example of our

trust and making the company an in-

port center for parenting and child-

social commitment to the commu-

tegral part of its local realities – two

care. This social and educational

nity around us. Aside from the tan-

goals that are part of the Odebrecht

inclusion initiative is called Early

gible and intangible results we are

Organization’s philosophy, and which

Learning Village, which will be built

getting for the community and the

Gustavo learned early on to prioritize

in New Orleans City Park. Gustavo

company, I must admit that it is also

in his work.

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pluck in the field

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Leading team members and imparting the idea that their growth depends on taking on bigger challenges: this is what Johnny and Franyine are doing in Puerto la Cruz and Caracas written by Ana CecĂlia Americano photos by AndrĂŠs Manner

Johnny: the pleasure of prioritizing, challenging and following up on team members

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hile Johnny Alberto Gamboa, 50, is the officer Responsible for the Engineering Technical Office for the Manuel Pilar (Tocoma) Hydroelectric plant construction project on a tribu-

tary of the Orinoco River in southern Venezuela, Franyine Al-

cala, 31, is the leader of the Engineering Technical Office for the construction of the Mariche Cable Metro and Bolivarian

“What I have to offer is my energy and capacity for action” Franyine

Aerial Train in the north, in the nation’s capital, Caracas. Based on their age difference, one might assume that the two have different management styles. But despite coming from different generations, they share the same philosophy of work and life: the Odebrecht Entrepreneurial Technology (TEO). Both are eager to take on new challenges and participate in a chain of knowledge transmission that grooms new leaders.

A born teacher “Gamboa,” says his direct leader, engineer Mauro Leite Martins, “is a born educational leader.” A Mechanical Engineer from Puerto la Cruz with a degree from the University of Oriente, Gamboa has quite a track record. He has worked on the installation of oil pipelines for PDVSA, the Venezuelan state oil company, and helped build a cement factory and two bridges across the Orinoco River.

Mauro Martins sums it up like this: “Gamboa trains and

hours a day, seven days a week. His team details specifi-

prepares people with tremendous patience, and is keen to

cations for pipes, frames, forms, precast pieces, electrical

impart the company’s culture to his team.” He is also known

installations, carpentry and other services to guide their co-

to be firm when demanding results. But Martins reserves his

workers in the field.

highest praise for Gamboa at the level of personal relation-

The Tocoma plant is a USD 2-billion project that will

ships: “He is my Venezuelan brother.” The partnership be-

harness the hydroelectric power of the Caroni River to

tween the two men began during construction of the second

generate up to 2,160 MW. A joint-venture contractor made

and third Orinoco bridges, and is continuing on the Tocoma

up of three companies – Odebrecht, Impregilo (Italy) and

project.

Vincler (Venezuela) – is building the hydro. Johnny Gam-

The feeling of admiration between the two engineers is

boa is one of the Odebrecht professionals who interface

clearly mutual. The Venezuelan, who occasionally replaces

with members of the other two companies and deal with

Martins as the officer Responsible for Engineering for the

cultural differences.

hydro construction project, refers to his leader with great af-

When working with his team, some routines get the most

fection. “He’s taught me engineering and business methods.

efficient results. “I hold daily meetings with my leader and

But even more important, he’s shown me how to face situ-

my team members,” he says. He also meets weekly with the

ations in life,” he says, particularly referring to his relation-

Project Director, José Carlos Prober. An outstanding mathe-

ships with co-workers, team members and leaders. “He’s

matician, according to Mauro Martins, Gamboa devotes 40%

my role model,” says Gamboa, proudly.

of his time to coordinating his team. “I also have intermediar-

As the leader of a team of 33 people, Gamboa is respon-

ies who lead their own teams,” he says. He admires the new

sible for keeping up the pace of their work. He and his team

features in the process of grooming Young team members,

drew up the initial plans and sketches for the execution of

who have mastered sophisticated computing tools. “When

the project, and work at the jobsite goes on non-stop, 24

I graduated from college, I had to do all the calculations by

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hand. Today, a calculation that once took three days can be

of the Engineering Technical Office. Today I think he fooled

done in three hours,” he explains.

me,” she says, laughing. For her, the most important thing

In his view, all his team members should know how to do

about her job is not the work itself, but the idea of the re-

a little of everything: number-crunching, specifications, find-

sponsibility it entails. For example, the Mariche project,

ing materials and engineering design. One of his everyday

which would normally take two and a half years to complete,

priorities is listening to his team members to identify their

will be delivered in less than half that time.

needs and expectations. “I try to spot each member’s poten-

Antonio Luiz Souza is the officer Responsible for Engi-

tial and enhance their skills while bolstering their specific

neering on the Cable Metro project. He observes that, as the

expertise,” says Gamboa. He emphasizes the importance of

leader of a team of 15 people, Franyine’s background has

putting his team members first and giving them increasing

been shaped as much by her solid academic background

opportunities to fulfill their potential – but he always follows

as the knowledge she acquired by working on the two Ori-

up on their performance.

noco River bridge projects. “She started out as an intern and quickly distinguished herself,” he says. Among the young

“Demystifying” complexity

engineer’s good qualities, Souza lists organization, motiva-

Franyine Alcala can vouch for that. She was on Gamboa’s

tion and humility.

team during construction of the Third Orinoco River Bridge.

“What I really have to offer is my energy and capacity

“Thanks to him, I learned to get organized, because I was

for action,” she says. “I’m the first to arrive and the last to

delegated tremendous responsibility,” the young woman ob-

leave,” she adds, with an upbeat tone. Franyine seeks to

serves, praising her former leader’s patience.

determine what each of her team members is lacking and

Franyine, who joined Odebrecht eight years ago, smiles

find solutions to meet their needs. And with all of them, she

when she recalls that Gamboa made everything seem easy.

always emphasizes the importance of social work for the

“As my educational leader, he demystified the complexities

Venezuelan people.

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learnin

listen and seek what’s right

uisa Carrión Rojas had just graduated

to-day work experience and contact with more experi-

in Environmental Engineering in August

enced members. I also make an effort to improve myself

2003 when she joined the Tingo María-

by taking specialization courses, with the company’s sup-

Aguaytia highway project, which Ode-

port. I’ve taken an MBA in Environmental Management

brecht Peru was building in the Ucayali

at the University of São Paulo and am currently taking a

region. “I was one of the few females at the jobsite,” the

Specialization in Safety, also at USP,” she observes.

young woman recalls. Although it meant being far away

In August 2009, Edson Lemos, then the officer Respon-

from her family and working on her first construction

sible for Administration and Finance at Odebrecht Peru,

project, Luisa adapted quickly.

invited her to lead the Health, Safety and Environment

“I discovered the Odebrecht Entrepreneurial Technology

(HSE) team. Luisa embraced that new challenge with her

(TEO) and realized that its core values are the same ones I

natural enthusiasm. “The company gives us lots of oppor-

had grown up with: trust and respect,” she says. The Pe-

tunities. There’s no limit to how much we can grow.”

ruvian with the easy smile has fond memories of her early

Today she is leading a team of four people and co-

leaders: Lyonel Laulié, from Chile, and Daniel Vilar, from

ordinating the work of nine HSE managers assigned to

Brazil: “They taught me that TEO is a philosophy of life.”

the company’s projects. “We have established a unique

Luisa went on to work on several projects in that

path through communication, respect and trust. Like

country – including IIRSA South and North (highways)

TEO, we consider safety, health and the environment

and the ports of Callao and Bayovar. “When I joined the

our values,” she explains.

company, I supplemented my formal education with day-

Fast adaptation The company’s organizational culture was also a factor that helped Nelson Bulhões, a Brazilian from the state of Bahia, to adapt quickly when he moved from the city of Salvador to Lima, Peru. Nelson had been in contact with Odebrecht since 1995 while working for partner companies: “I’ve always admired the Organization’s culture,” he

says. In 2006, he received an invitation to lead the Finance team in Peru. “When I got here, I found an atmosphere of

trust, discipline, respect and ethics, where the spirit of service is always present.”

Earlier this year, Nelson became the Administrative and Financial Officer of Odebrecht Peru, replacing his

leader, Edson Lemos, who went on to lead the People

& Organization program of Odebrecht América Latina e

Luisa: trust and respect

Angola. Nelson says that professional education courses and his leader’s planned delegation have prepared him

to take on these new challenges. “Edson has taught me

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g to

Luisa and Nelson strive to imbue in their teams the knowledge and values their leaders instilled in them

written by Fabiana Cabral photos by Geraldo Pestalozzi to listen and always seek what’s right while influencing others and being influenced,” he observes. Luisa and Nelson are two examples of Odebrecht Peru members who have grown and developed by means of Education through Work (contact with leaders and lessons learned from day-to-day) and Education for Work (specialized courses focused on their specific areas). “People’s development also depends on the company’s growth. When we combine our concept of grooming members with organizational growth, the process becomes more dynamic,” points out Jorge Barata, Odebrecht’s CEO for that country. According to Barata, overcoming challenges and seizing opportunities while practicing TEO are the main motivating factors for professional growth.

Nelson: bolstering the practice of TEO

A strongly present culture

ducts a survey of members who have not taken Culture

In Peru, Odebrecht has encouraged the dissemination

101 and those who took the program a few years ago. “We

and application of TEO on all projects since the beginning

bring those professionals together to take new classes

of the company’s operations in that country in 1979, the year

on TEO,” she says.

the Organization began working on projects outside Brazil.

The opportunities for improvement that the company

“Our culture is the link between professionals of different

offers to its members also include development courses

nationalities and traditions,” says Barata.

tailored for the areas of Finance, Costs, and People & Orga-

The number of projects grew, along with the number of

nization, and the Career Development and Educating New

members, so the company began intensifying its culture-

Supervisors programs. “We have established partnerships

related programs in 2004. “Ninety percent of our members

with universities and technical schools. Based on the Orga-

were young professionals. We needed to ensure that the

nization’s Vision for 2020, our goal is to grow as a company

10% who had been with the company longer would influ-

and encourage people’s professional growth,” adds Liliana.

ence them about our culture,” says Barata.

When leading their teams, Luisa and Nelson focus on

The company organized educational programs to dis-

maintaining the same relationship that they had and still

seminate its culture, such as the TEO Activators Program

enjoy with their own leaders. Luisa believes that, for a

and Culture 101 for new members. The subject was also

team to get good results, the leader must keep a close eye

included in other training courses, such as the Leaders

on each team member’s development. “I always encour-

and Supervisors Program for construction supervisors,

age them to participate in educational and specialization

and the Development on Projects Program (PDEC), fo-

programs,” she explains. Nelson adds: “We seek to bolster

cused on officers Responsible for Programs.

the practice of TEO in our relationships, influencing others

Liliana Vértiz, the officer Responsible for People & Organization in Peru, says that every year, her team con-

and being influenced by them while working together to overcome challenges.”

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54 A

learn Guilherme, Sérgio, Ticiana and Pedro came into contact with the principles of TEO early on written by João Marcondes photos by Lívia Aquino

15-year-old Brazilian travels abroad dur-

trust, delegation of responsibility and respect. But above all,

ing his vacation to visit his father, who lives

he conveyed the idea that you must deserve something to

in Mexico City. From the capital, they take

get it,” recalls Guilherme, now 36, and the COO of Foz do

a two-hour plane ride to Los Mochis. Then

Brasil’s Aquapolo project in São Paulo.

they drive for three hours to a high-alti-

A partnership between Foz do Brasil and Sabesp, the

tude, semi-arid region and finally approach a small town.

São Paulo State water utility, Aquapolo stands out for its

Everything there is modest: a grocery store, small bars and

innovative features. It uses treated water obtained from

houses. But when they drive through the jobsite gates, a

sewage from the ABC region (an industrial region in

new world opens up: everything is massive – the machines,

Greater São Paulo) for industrial reuse. Before leading a

the number of workers, the excavations.

project like this, Guilherme worked in several areas of the

Guilherme Paschoal didn’t know it then, but he was already taking the first steps in his immersion into the

company and had many leaders of his own, starting with his father at home.

Odebrecht culture and the Organization itself, which en-

His first leader at the company left a lasting impression

courages families to visit the workplace. His father, engi-

because of his life experience and accomplishments. Guil-

neer Carlos Armando Guedes Paschoal, an Organization

herme, who joined the Organization in 1998, met him when

member since 1988, had taken him to see the construction

he was 23 and living in southern Bahia, near Eunápolis.

site for the Los Huites Dam on the Fuerte River in the State

He was part of the team building the Itapebi hydroelectric

of Sinaloa, which is remembered to this day for its record-

plant. While the main jobsite was being set up, Guilherme

breaking concrete pours. At Los Huites, the construction

lived at a gas station that served as a cafeteria and dormi-

teams poured as much as 248,000 cubic meters of con-

tory, along with other young professionals. “I learned a lot

crete in a single month.

during that period. Especially forgetting about the past, liv-

“My father had already practiced TEO (the Odebrecht Entrepreneurial Technology) at home, passing on values like

begins a t home

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ing the present, learning as much as possible and thinking about the future,” he says.

ing

begins a t home

Pedro: developing leadership skills

That leader was Clóvis Danúbio, a specialized techni-

fessional life. He began to understand the need to respect

cian with a long track record in the Organization. A native

the environment and people as a small child. His father is a

of Rio Grande do Sul, in southern Brazil, with a military

biologist and his mother, a psychologist.

background, he shared his experience in the university of

Born in the Aclimação district of São Paulo, Trentini has

life with Guilherme, including the six months he spent in

lived in Salvador, Bahia, since 2002. He is now the COO of

the Colombian rain forest.

Cetrel Lumina, an affiliate of Foz do Brasil. A friendly per-

“He was a natural leader, although I have an engineer-

son with a conciliatory style, and a very good listener, Sérgio

ing degree and he has a technical diploma,” says Guil-

demonstrates that, in his case, leadership comes naturally.

herme. “We worked with underground blasting and tun-

He is the leader of a team of 130 people working on a

nels. He was highly skilled in logistics and administration.

project involving huge environmental challenges, such as

He knew all about construction projects, and I didn’t.”

managing waste for Petrobras and monitoring soil qual-

The lessons Guilherme learned from Clóvis are still

ity. “Leadership has to come naturally. It should never be

with him, and have helped him throughout his career with

imposed,” he observes. “You need to listen to people and

the Organization. The learnings and experiences shared

admit your mistakes.”

at Itapebi have also accompanied him in his personal life,

Trentini loves a challenge and is imbued with entre-

continuously shaping his values, and his professional life,

preneurial spirit. As a college student and a geologist, he

including four years outside Brazil during his 13 years at

enjoyed climbing mountains and exploring caves in his

Odebrecht. “An active life replete with constant challenges.

spare time. “There has to be a rock involved somehow,” he

That’s what I’ve always wanted.”

jokes. It wasn’t hard for him to form a symbiotic, organic relationship with the environment. “I have to be close to

Listening and admitting mistakes

nature, always.”

Like Guilherme, Sérgio Trentini, 39, also got an early

The school that groomed him to helm Cetrel Lumina

boost at home that encouraged him to embark on his pro-

was Odebrecht itself. He spent a year in Mossoró, Rio

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A native of Salvador, Bahia, Pedro is the Comptroller of Foz do Brasil. He has been a member of the Organization for 19 years, including nine in Angola. But before he joined Odebrecht in 1992, he was influenced at home. His father, also called Pedro, worked for the company for many years. The Sá family, incidentally, has a long tradition in Odebrecht’s leadership. Pedro’s co-workers at Odebrecht include an uncle, some cousins and a sibling. In 1997, at the age of 25, Pedro faced the biggest challenge of his life: moving to Angola and working on an infrastructure project in the Luanda Sul neighborhood. It was the first Public-Private Partnership (PPP) in that country, led by Odebrecht in partnership with the Prado Valladares firm. “I was a little nervous when the move came up,” he admits. But knowing that the company had his back, Pedro took the plunge and embarked on his new mission. “Any-

“I’ve learned the spirit of service, to focus on others” Ticiana

thing that’s new is a good thing,” he theorizes. Warmly welcomed by the Odebrecht Angola family, he felt upbeat and motivated, and honed his leadership skills. Pedro Sá spent three years on that project. He then returned to Brazil, got married and went to live in Peru. While there, he had even more experience as an expat, absorbing

Grande do Norte (working on a waste treatment project

a new culture. However, Angola came back into his life. In

for Petrobras), an experience that involved the leadership

November 2004, he returned to that country, this time as a

and teachings of his leader Maurício Prado, who made a

director, and lived in the neighborhood he helped build.

lasting impression on his career. “We had a very demanding client (Petrobras) and were working on a complex project full of minutiae. You had to know how to negotiate, be flexible and deal with people. And my leader played a key role in that process,” he says. Like Guilherme Paschoal, Sérgio Trentini has taken the PDE (Program for Developing Entrepreneurs), which immersed him in the Odebrecht culture and made him aware of just how big the Organization is. “We got to establish relationships with people who work all over the world. From the USA to Angola, from Djibouti to Peru. Plus we came into contact with the Organization’s historical leaders,” he says.

Being open to new things You miss going to the movies. Opening a newspaper and checking the theater schedule. But there’s something wrong. There are no movies playing. Worse, there are no movie theaters where you live. What to do? For many people, the solution might be to settle back and watch TV. But in Pedro Sá’s case, that solution wasn’t good enough.

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His two children, Julia and Pedro, spent their first years in Luanda. “The country was much better by then, already developed, with lots of options. It was very good for the kids to experience the realities of Africa during their early childhood.” But there were still no movie theaters. Then, Pedro witnessed the construction of a mall (Belas Shopping, the first in Angola) with a multiplex, thanks to his efforts and those of his Brazilian and Angolan co-workers.

Serving others, not being served “Like father, like son?” In the case of Ticiana Marianetti, 40, it’s “like father, like daughter.” Since she was a child, she has always been interested in numbers. She has also been fascinated by the work of her father, civil engineer Piero Marianetti, who was an Odebrecht member “during Mr. Norberto Odebrecht’s time.” Ticiana didn’t think twice before going to college and studying Civil Engineering, just like her father. The granddaughter of Italians from Lombardy and Tuscany, she was eager to join the big Odebrecht family. And it didn’t take

“An active life replete with constant challenges is what I’ve always wanted” Guilherme

long. She started an internship with the company in 1993. During her early years at the Organization, while still living in her native Bahia, she worked on social projects

veira Foundation and the Benedictine Monastery, under the

supporting the charitable work of Sister Dulce, the José Sil-

supervision of the founder, Norberto Odebrecht. “I learned

photo: márcio lima

the spirit of service, to focus on others,” stresses Ticiana. In 1998, she embarked on an MBA program at Berkeley, California, in the USA, specializing in Project Finance (projects aimed at finding financial solutions for ventures like concessions and PPPs). She wanted to contribute those skills to Odebrecht. After professional experiences in the United States and Europe, she finally returned home in 2006 through Bento Pedroso Construções (BPC) in Portugal. In 2008, she took part in the project that led to the creation of what would become Foz do Brasil. It was a chance to work in a high-visibility area (the environment) and apply what she’d learned in California. That was more than enough to motivate her. Today, as CFO of Foz do Brasil, Ticiana plays a leadership role at the company. She emphasizes the importance

“You need to listen to people and admit your mistakes” Sérgio

of the lessons she learned on social work projects when she began her career at Odebrecht. “Participating in the restoration of the monastery was an unforgettable experience,” she says. “It taught me that both private citizens and businesses have a role to play in society. And a leader has to serve others, instead of being served.”

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ORâ&#x20AC;&#x2122;s first female Project Director is enthusiastically taking on her role as an Educational Leader

A Young, pioneering

educator

written by Domitila Carbonari photos by Yan Vadaru

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he newest Project Director at Odebre-

took part in the Culture 101 program during the

cht Realizações Imobiliárias (OR), the

first edition of that initiative. “Learning about the

Organization’s real estate arm, has a

Odebrecht Entrepreneurial Technology (TEO) was

firm, youthful and feminine way about

important for my professional maturity, and it also

her. Juliana Mesquita Monteiro Gamba,

made me take another look at my family values,”

32, is the first woman to hold that position at the company, and is also its youngest development director.

she says. While she was helming the Alpha Square project,

Juliana was born in Itapemirim, Espírito Santo,

Juliana became the officer Responsible for a Results

and grew up in the state capital, Vitória, where she

Center (RCR) in 2008. That same year, she joined the

completed high school. The daughter of an architect

Program for Developing Entrepreneurs (PDE), where

mother and an engineer father, she always wanted

she had the opportunity to learn from the experiences

to follow the family tradition. She moved to Rio de

of mature leaders and interact with people from dif-

Janeiro, studied Civil Engineering and graduated in

ferent businesses in the Organization. From that point

2002. Then she moved to São Paulo, where she still

on, imbued with greater maturity and confidence, she

lives today.

took charge of more projects, such as Alpha Park,

Juliana joined OR at a time when she was eager

which is also part of the Alpha Square complex, and

for new challenges. “The company enchanted me be-

The One, an office building located in one of São Paulo

cause it was relatively new in real estate, so I would

City’s most exclusive districts, her first commercial

have the opportunity not only to grow along with it,

real estate project for OR.

which was promising, but also to get involved in all

In January 2011, Juliana won the highest acco-

stages of a real estate venture. At the other compa-

lade for her accomplishments: she was promoted to

nies I’d worked for, I was only responsible for one step

Project Director, becoming the first woman to hold

in the development process,” she recalls.

that position at OR. Her direct leader is Paulo Melo,

Juliana started out at OR as an officer Responsible

Development Director for the South Central Region,

for Programs (RP) when she was 27. She followed

and this year she will undergo her first trial by fire,

the development of Alpha Square, OR’s first mega-

launching residential districts in the Paraíso and Vila

venture in Alphaville, São Paulo, from the very start.

Mariana districts of São Paulo.

“I arrived at the right time because we were still con-

She is also taking the Odebrecht Executive MBA

ducting studies for land acquisition,” she says. She

program at the Insper (Institute for Research and

has played a central role in all phases of that venture,

Education) after work, and makes exercise part of

from product design and approval to the creation of

her daily routine. Although she is shouldering a

the marketing strategy, sales and keeping track of

tremendous responsibility, Juliana takes it in stride

results.

and enjoys her personal life. She loves spending

“My leader was always present and that made a

time with her husband and friends, and whenever

huge difference to my education as an entrepreneur,”

she can, she travels to Vitória to see her parents

she says. Alpha Square was a learning experience for

and siblings.

her in the practical application of the Odebrecht Cul-

Being the only woman on the team along with seven

ture. “Once we launched the project, I felt the spirit of

men does not seem to be a big deal for her. “Women

service in my bones. We were all committed to offer-

are tackling and overcoming all kinds of challenges in

ing our clients the best possible products.”

our society,” she says. Reflecting on the position she now holds, Juliana firmly believes that she has expe-

Rediscovering family values

rienced an important phase in OR’s growth, and to-

From that point on, fully assimilating the Ode-

day she is keenly aware of her role as an Educational

brecht Culture became a key goal for Juliana, who

Leader.

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my work, my home

Arisson: “Lots of people thought these new methods wouldn’t work”

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land,

ince childhood, Arisson Santos, 18, has had a strong connection with nature. He has always loved riding on horseback for miles and raising small livestock. His relationship with the land is in his blood.

A resident of the Gendiba community, in Presidente

Tancredo Neves County, Bahia, this young man has decided to make a living from farming. “I’m proud to be a farmer,” he says. His trajectory towards life in the countryside gained even more momentum in 2008 when Arisson joined the Presidente Tancredo Neves Rural Family House (CFR-PTN) – a teaching unit associated with the Odebrecht Foundation’s Program for the Integrated

Arisson Santos has always had a passion for nature in his blood. Today he is doing what he loves most: farming

and Sustainable Development of the Mosaic of Environmental Protection Areas of the Southern Bahia Lowlands (PDIS). Arisson spent three years at that school, and part of his studies involved working on two Educational-Productive projects: the first on his family’s farm, on a hectare of land, and the second on two hectares belonging to relatives. His cassava and banana plantations earned him about BRL 14,000 in 2008 and 2009. Arisson received the inputs needed to tend his crops with the help of Tribute to the Future, which

written by Gabriela Vasconcellos photos by Artur Ikishima

supports initiatives certified by the Odebrecht Foundation through allocations of income tax from Odebrecht Organization Members. He always reinvests his profits in the next season’s crops. “Lots of people thought these new methods wouldn’t work, but I’m getting good results and making a profit,” says Arisson, who took a technical course in Farming at the Rural Family House. His education was based on the Pedagogy of Alternation: a week in boarding school, taking classes in the classroom and the field, and two weeks on his own property, applying the knowledge he had acquired under the supervision and guidance of specialized monitors. Arisson and his classmates learned about farm management, cooperative systems, soil management, irrigation, drainage, and a variety of crops. In 2010, the young farmer discovered how far he could go with his family’s support. And his life began to change. Arisson teamed up with his father, farmer Antônio Santos, and together they bought roughly ten hectares of farmland. Their banana plantation covers almost half that area – the equivalent of four and a half

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Arisson with his parents: building a dream with his family

soccer fields. As a result, their income has doubled,

his smile never wavers. The only way for him is up, and

and they expect to earn BRL 27,000 by the end of this

the sky’s the limit. He is a role model,” says Araújo.

year. “Now we’re thinking big. It was a bold move. You always have to say ‘I know I can,’” says Antônio. Acquiring the new land wasn’t easy. Antônio had

young people to stay in the countryside. “I want them

stopped farming to work as a night watchman, but the

to do better than me. I can only grow if my community

results his son was getting convinced him to go back to

is developing too, so I share my knowledge. That way,

the fields. “It’s amazing to build a dream alongside my

my neighbors will produce high-quality crops and

father,” says the young rural entrepreneur. Together,

so will their neighbors,” explains the farmer, who is

they tend their crops every day and make plans for the

also a poet and a multiplier of the Reading Circles –

future. “We’re going to improve productivity and add

another project linked to the PDIS that encourages

more land,” says Arisson eagerly. His mother, Nadia

reading, reading comprehension, and the study of

Santos, says that everything has changed. “We had no

classic works, and contributes to the development of

place to plant, no fertilizer. Now there’s even money left

new leaders.

over to fix things up at home,” she rejoices.

With tremendous enthusiasm, every day after work Arisson visits the local schools to encourage

And young Arisson wants even more. “I will continue

According to Quionei Araújo, the CFR-PTN moni-

my education by going to college,” he guarantees. “Af-

tor who follows up on Arisson’s projects, the thing that

ter taking on one challenge, we must plan to take on

sets Arisson apart is his ability to face problems. “His

more. That’s what people are made of. The horizon is

hands are calloused, the noon-day sun is blazing, and

beyond the horizon. We’ll never stop growing!”

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Hands that shape

citizenship Meriane is a student and artisan who is getting ready to join a cooperative

written by Gabriela Vasconcellos photo by Artur Ikishima

eriane da Conceição learned her craft as an artisan from her mother, Maria da Conceição. Residents of the Lagoa Santa quilombola (former maroon) com-

munity in Ituberá County, Bahia, they get

together every evening to make baskets, bags, trays and

lamps, among other things, from piassava palm fiber. That way, they supplement their family’s income, which mainly comes from farming. Both mother and daughter are celebrating the results of their partnership. “Together, we’ve built a new home. If it wasn’t for handicrafts, we would still be living in a mud hut. Today we have a three-bedroom brick-and-mortar house,” says Maria, a member of the Cooperative of Rural Producers in the Pratigi Environmental Protection Area (COOPRAP). Meriane, 17, says that as soon as she reaches the minimum age for membership (18), she will join COOPRAP too. “Doing crafts is like tending a plant. I watch them sprout and grow, and they’re different every day,” says Meriane, who is in high school. In 2010, she completed the Agroforestry Systems qualification offered by the Agroforestry Family House (CFAF), where she also took classes that have helped the artisan improve her craft. “What influenced me most was knowledge. I learned a lot,” she says. Her decision to enroll in the CFAF was inspired by her brother André Carlos da Conceicao, a Family House alumnus. He is now studying Business Administration and works in Finance and Accounting at the Institute for the Sustainable Development of the Southern Bahia Lowlands (IDES), an institution which, like COOPRAP and the CFAF, is part of the PDIS. “I want to be just like him. I want to write my own story,” says Meriane. For André Carlos, young people become protagonists when they are presented with opportunities. “That gives us a different outlook on

Meriane: “I want to write my own story”

the world,” he says.

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Márcio Lima

Luiz Roberto Chagas (2008): with 42 years’ experience at Odebrecht, he is Responsible for Functional Engineering Support. He works with Production teams on projects and bid development. He is the author of Construction Engineering: Large Projects, one of the textbooks for the Young Builder Program

Dario de Freitas

photo:

lever know-how photo:

Sérgio Leão: consolidating a culture of sustainability

The Knowledge for Service prize singles out the work of members who have helped disseminate experiences and solutions throughout the Organization

written by Thereza Martins

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ill, Danilo, Jacques, Luiz Roberto and Sérgio. Five engineers, all over 50, with recognized expertise

in their specialties and firmly established careers

at Odebrecht. These five men have something else in common, as well: their willingness to put

their knowledge at the service of the Organization with a humble,

down-to-earth attitude, and the ability to guide teams, strengthen a collaborative environment and share what they know with their co-workers, even people from other areas, making room in their schedules to help them find solutions. Due to their backgrounds and performance, they have all been honored with the Knowledge for Service prize, created in 2006 and awarded to an Odebrecht member once a year. “The purpose of the prize is to recognize examples of outstanding behavior and attitudes that the Organization values,” says Olindina Dominguez, Responsible for the Ciaden (Knowledge and Information for Business Development Support) program, which coordinates the initiative. “These are members who go above and beyond their duties and serve areas outside their own working environments.” Leaders of the Odebrecht Engineering & Construction companies and the Vice President for Operations, Paulo Lacerda, evaluate nominees and hear recommendations from CEOs, project directors and members of the Dynamic

Organization. A panel of judges chooses the winner, and the award ceremony takes place in December during the year-end events at Sauípe, Bahia.

A leader’s role Sérgio Leão, from Minas Gerais, the officer Responsible

André Valentim photo:

Andrés Manner

photo:

aging

Bill Marques (winner in 2006): a 32-year Odebrecht member, he is Responsible for the Building Materials Technology Program. Based in Rio de Janeiro, he works with all Odebrecht Engineering & Construction companies, providing support for contract management teams and prospecting for new technologies and materials for the Organization’s projects

Danilo Abdanur: sharing what he learns

photo:

Dario de Freitas

Jacques Raigorodsky (2007): a 30-year member of the Organization, he is Responsible for R & D & I (Research, Development and Innovation) Construction Processes. He is a member of the Maritime Infrastructure Knowledge Community and is taking part in the Young Technicians Program

for Sustainability at Odebrecht, was the winner of the 2010

Sérgio Leão, and has worked at Odebrecht since 1983, the

edition of Knowledge for Service. A Civil and Sanitary Engi-

year he graduated from the University of Ouro Preto. He was

neer, he was a college professor and environmental consul-

the winner of Knowledge for Service in 2009.

tant before beginning his activities at the Organization in 1992.

As a Mining Engineer, he has worked in underground

He says a leader’s role is crucial in the performance of

structures and tunnels, the excavation of galleries for

his or her team members. “I was fortunate to have lead-

mining projects and civil construction for subways and

ers who have shown me how a support area fits into the

hydroelectric plants in Brazil and other Latin American

framework of the engineering and construction business,

countries, the United States, Angola and South Africa.

which was important for the consolidation of the culture and structure of sustainability at Odebrecht.”

“I owe my professional development to the practice of Education through Work, interaction with international ex-

Sérgio Leão emphasizes the principles of the Odebrecht

perts and reading technical literature, which I have always

Entrepreneurial Technology (TEO) as a basis for developing

done. I think it’s my duty to share what I’ve learned with my

the spirit of serving clients, in addition to encouraging mem-

co-workers,” he says.

bers’ creativity, the freedom to present proposals, autonomy

Danilo is the leader of the Rail Transport (trains and

and responsibility. Now at the head of a team of 11 people,

subways) Knowledge Community. Knowledge commu-

Sérgio Leão sees knowledge as a dynamic process of ex-

nities coordinate and enable the transfer of knowledge

changing experiences, individual effort and the humility to

produced in different environments throughout the Or-

be open to learning new things.

ganization. The participants are members with expertise in specific types of projects (hydroelectric plants,

Education through Work

highways, ports and airports, among others), common

Danilo Abdanur, the Production Manager for the Los Te-

interests and the willingness to share their know-how

ques Metro project in Venezuela, is from Minas Gerais, like

and innovations.

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ARGUMENT

Productive People should make their lives something extraordinary, replete with special significance

maturity

ome future trends fortunately indicate a change in one indisputable fact: that Western Societies, in contrast with the East, reserve a less than worthy role for People of advanced age. These trends are evidenced by: • increasing Priority for Health and the Environment, reflecting People’s need to establish a better relationship with themselves, their Neighbors and Nature; • aging populations due to falling Birth rates and the gradual increase in Life expectancy; • the increasing Costs that aging represents in terms of Social Security payments and health care for the Elderly. More general Trends point in the same direction, such as the globalization of the Economy and the Information Technology revolution, through which Productive Knowledge stands out as the main competitive factor for countries and Entrepreneurial Organizations. Living longer and better, in a Society that increasingly needs their accumulated Knowledge, the Elderly are valued more and more, although most Brazilians that age today are far from enjoying a decent Old Age. The problem experienced by most Retirees around the World is the yawning gap that appears in their Lives after Retirement. The feeling of emptiness, helplessness and worthlessness makes them lose their vivacity and joy of living. Many Companies contribute to this by letting their Employees go just when they have attained the greatest Wisdom and are most Productive. This procedure results in an incalculable and invisible liability, because that way, the Company is jettisoning a Person whose Knowledge – which that very Company helped him or her acquire – is priceless. In doing so, these Companies are adhering to Standards set during the Industrial Revolution, when physical strength was what mattered; not intellect.

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That way, they induce their Members to lead unproductive Lives. It so happens that we are living in a postindustrial Society in which what matters is brains, not brawn. There are People from three Generations on the straight line that links a Company’s Clients and Shareholders: the First is made up of Young People who, by means of Education through Work, will develop the Wisdom needed to apply their acquired Knowledge; the Second is made up of mature People who occupy Leadership positions and are experts in the applied Knowledge that is key to the Success of their Businesses; the Third Generation is made up of People seasoned by Life, who must be fulfilled as Citizens and age in a productive and dignified manner. These privileged Individuals are the bearers of immense Learning that can be channeled toward Younger People through the practice of Leadership and availability in terms of time, presence and example. Socrates said that “for prudent, well-prepared individuals, old age is not a burden.” Therefore, physical and mental Health are the outcome of our day-to-day lifestyles. Constant attention to our level of Quality of Life will determine the degree of health we will enjoy in our Third Age. A HOLISTIC View of Life will certainly result in a pleasant Outlook on Work, which dignifies us and gives more meaning to Life itself. If people can build up their intellectual capital through Work, they will be useful to their Peers, and instead of merely doing their duty, they will be doing something that is healthy and fulfilling. For any Individual who is endowed with the Spirit of Service, Work is also an endless source of pleasure. As a result, those for whom Serving Others is more of a Right than a Duty will increasingly demand the extension of their Productive Lives.

It is imperative for Leaders, usually found in the intermediate Generation, to help Young People formulate their long-term Life and Career Plans, which must contain ambitious Objectives, because that which satisfies the Elderly today is unlikely to be satisfactory tomorrow. Of course, they will only be able to carry out those Plans if they preserve their Health. This awareness opens up a vast new Field that will enable People to take on increasing responsibility for the Education and Development of the

new Generations as they grow more mature, with a view to: • offering invaluable contributions to the Future of their Organizations; • transferring their Wisdom to Younger People, guiding them in Life; • finding a challenging Task that is both enjoyable and fulfilling and can make them worthy in the eyes of the Community, and • making their lives truly extraordinary, replete with special significance.

THE AUTHOR’S ADDITIONS TO “PRODUCTIVE MATURITY”: • CORRECTIONS The word Competitive (the competitive factor) is no longer part of my entrepreneurial vocabulary. When I used the term it was limited to the objective of constructively using each Individual’s strengths to neutralize weaknesses in the pursuit of high-impact Results. However, I have stopped using it in view of its interpretation as a confrontational mechanism in which Success only goes to the Victor, necessarily resulting in the other Party’s failure. That position is being increasingly bolstered by my conviction that everyone must and should win due to

• DEVELOPMENTS I am continuing to propose a necessary and balanced systemic alignment among: Knowledge, Communication and Information, according to the recently published Document entitled “21st Century – Era of Knowledge and Communication,” whose contents are summed up in the following observation: • Communication is the medium for Knowledge that organizes correct Procedures. To obtain those Procedures, we require highly qualified Information instrumented by Information Technology, issued with precise content and frequency, consistent with the requirements of SUSTAINABILITY.

their effective contributions, in a win-win game that is essential to Sustainability, in all its Spheres and

focuses. • CONFIRMATIONS The importance of Knowledge and Experience – which are made possible by ageing – throughout the World is made clear and increasing in view of Humankind’s growing concerns about the imbalance of Life on this Planet, recommending and demanding new styles of collective and conciliatory understandings among Human Beings, particularly calling for SOLIDARITY. Under these conditions, the vital contributions of Knowledge and Experience are growing and becoming highly qualified. What we need are constructive adjustments and adaptations of these contributions to the limitations imposed by age, which can be optimized by valuable and indispensable contributions based on Knowledge, Experience, Dedication and Commitment.

Norberto Odebrecht Honorary Chairman of the Board of Directors of Odebrecht S.A.

This article by Norberto Odebrecht, the founder of the Odebrecht Organization, was originally published in the “Trends and Debates” section of the Folha de S. Paulo newspaper in 1995. For this issue of Odebrecht Informa, the author critically revised the article and proposed some changes due to the amount of time that has elapsed since it was originally published. The emphasis he requested has been maintained.

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PEOPLE

The experience of being in the world

Azziray and values practiced in her private and professional lives

André and the joy of experiencing different cultures

photo:

Holanda Cavalcanti

TEO at work and at home

Andrés Manner

ndré Borges Gomes has a Business degree and an MBA in Corporate Finance. Born in Rio de Janeiro, he has spent

photo:

15 of his 35 years of life working at Odebrecht Organization

companies. He started out as an intern in the Finance Pro-

orn in Maracaibo, Venezuela, Azziray Priscila Isea González is the daughter of Yarizza González,

one of the Odebrecht’s first members in that country and currently Responsible for Trade Union Relations and the company’s Soybean Community Project in the State of Anzoategui. “I grew up with the principles of the Odebrecht Entrepreneurial Technology (TEO), and that’s how I’m raising my kids. They see their grandma and me working and living with love, dedication, honesty, responsibility and humility,” says Azziray. She is on the Odebrecht Administration and Finance team working on the El Dilúvio-Palmar irrigation project in Maracaibo, which is transforming a region with serious socioeconomic problems. “I have a passion for my country and the Odebrecht Organization. We are working hard to ensure that problems are solved in the best possible way,” she observes.

gram at Odebrecht S.A., and went on to work at OPP Petroquímica and Braskem before joining Odebrecht Administradora e Corretora de Seguros (OCS), the Organization’s captive brokerage, in 2003. Since then, he has provided support for operations in the UAE and spent three years in Abu Dhabi. Today he is OCS’s Insurance and Bonds Manager in Angola, a country where he is fully settled, along with his wife, Fizú, and his son, Rodrigo. “Experiencing different cultures leads to professional, personal and family growth,” he says. In Abu Dhabi, André witnessed the transformation of an oil-producing desert country into one of the most popular holiday destinations on the planet. “I’ve seen how a determined people can change their destiny, and that is what the Angolan people are doing now.”

Shared pride

he experience of being in the world native of São Paulo, Anelisa Cantieri says the Odebrecht

Entrepreneurial Technology (TEO) is in her blood. She

grew up on the dam construction sites where her father worked all over Brazil. “I remember how proud our family was, and that led me to follow in the footsteps of my father, my biggest supporter,” she says. She interned on the Cana Brava hydroelectric

Anelisa, family encouragement and career building

plant project in Goiás, and Capim Branco in Minas Gerais. She

sible for the Environment Program, providing support for her

obtained a technical diploma in Environment and began work-

leader, Nelson Alves, the Environment Business Manager for

ing in environmental management at the Capim Branco jobsite,

that project. “My experience here at Santo Antônio has helped

near Uberlândia, where she went to college and got a degree in

me grow as a professional. We are carrying out sustainable

Production Engineering. In 2009, she went to work on the Santo

projects that are eco-friendly and socially just. They have be-

Antônio hydro in Rondônia, and in 2010 she became Respon-

come benchmarks for other companies and communities.”

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notícias pessoas Veja a seguir reportagens sobre realizações recentes das equipes da Organização Odebrecht no Brasil e no mundo e seções sobre o dia a dia de integrantes das empresas.

Obras em usinas hidrelétricas são realizadas com antecipação de prazos

O exemplo de Bom Jesus da Lapa, polo da agricultura familiar na Bahia

O engenheiro Krishnamurti dos Anjos vai publicar seu quinto livro

O dia a dia de Gabriela, de Paula e do casal Alexandre e Janaíne

O jovem Gregory “Hal” Newman fala de sua experiência com a TEO

No Baixo Sul da Bahia, a construção (literal) da cidadania

da Organização

Next issue:

Innovation and Technology Saiba como foram os eventos de fim de ano 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 120,000 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 | Coordinator at Odebrecht Foundation Vivian Barbosa EDITORIAL COORDINATION Versal Editores Editor-in-Chief José Enrique Barreiro Executive Editor Cláudio Lovato Filho English Translation by H. Sabrina Gledhill Art/Graphic Production Rogério Nunes Graphic Design and Illustrations Rico Lins Photo Editor Holanda Cavalcanti Electronic Publishing Maria Celia Olivieri Printing 1,600 copies | Pre-Press and Printing Pancrom EDITORIAL OFFICES Rio de Janeiro +55 21 2239-1778 | São Paulo + 55 11 3641- 4743 email: versal@versal.com.br Originally published in Portuguese. Also available in Spanish.

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PHOTO: Holanda Cavalcanti

“Confidence in people’s potential and their will to develop is the basis of the Odebrecht Organization’s philosophical concepts. People are the beginning and end of all activities in our society, and their work is the chief means of survival, growth and perpetuity for our species. Work should be both a right and a duty, for it is through productive work that people free and humanize themselves ” TEO [Odebrecht Entrepreneurial Technology]