OI 160 en

# 160 VOL. XXXIX may/junE 2012 ENGLISH EDITION

KNOWLEDGE Producing, storing and sharing the Organization’s most essential resource

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www.odebrechtonline.co Online edition

Online archive

> Braskem’s physical libraries house integrated systems that enable them to lend reference materials to partners and members wherever they may be

> The Odebrecht Sustainable Development Award encourages young college students to develop innovative projects

> When refurbishing MaracanĂŁ stadium, some of the waste materials from the old stadium are reused to make bricks and reforest urban areas

> Construction of a solar power plant will enable the Pernambuco Arena to consume renewable, ecofriendly energy

> You can view this entire issue in HTML and PDF

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

> Odebrecht Annual Reports since 2002

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

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> Read Odebrecht Informa on your tablet and smartphone > Reports, features, videos, photos, animations and infographics

Video reports

> The Odebrecht Culture Center (NCO) is a tool for preserving and sharing the experiences of Odebrecht teams in Brazil and worldwide

> Julio Lopes Ramos, the officer Responsible for the Curundú Project in Panama, is the fifth member interviewed for the Savvy Project

> The Program for Developing Entrepreneurs (PDE) enables members to hone their knowledge and understand the values of the Odebrecht Entrepreneurial Technology (TEO)

Blog

> Odebrecht Realizações Imobiliárias (OR) sponsors the creation of the Pelé Museum in Santos, São Paulo

> Visit Mussolo Island, one of Angola’s loveliest tourist destinations

> Sports are the theme of Odebrecht Informa’s new photo contest

> Follow Odebrecht Informa on Twitter and get news in real time @odbinforma

> Comment on blog posts and participate by sending your suggestions to the editors

> LOGISTICS OF EFFICIENCY From the cane fields to the industrial unit: see how ETH Bioenergy guarantees fast, reliable delivery of sugarcane

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The PDE enables different generations of entrepreneurs to engage in motivating and productive interaction

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Professor Moises Swirski addresses (and celebrates) the first 10 years of the Program for Developing Entrepreneurs

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Highlight Awards: an instrument at the service of valuing collective intelligence

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Knowledge Communities provide a forum for sharing experiences and finding support

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Olindina Dominguez discusses the challenges of the Organization’s growth and the importance of the knowledge network for meeting them

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A journey through the Organization’s past, present and future in the Odebrecht Culture Center

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The Child Cancer Treatment Institute (Itaci) expands its service capacity

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Braskem finds innovative solutions to consolidate, centralize and store information

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At Odebrecht Engenharia Industrial, advanced technology projects confirm its talent for innovation

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Passionate about sharing knowledge during day-to-day operations at the jobsites, ZĂŠ Bodinho marks 50 years of work at Odebrecht

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knowledge

COVER: Participants in the first module of the 2012 edition of the Program for Developing Entrepreneurs (PDE) meet in Atibaia, São Paulo. Photo by Bruna Romaro

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In Angola, an initiative is marked by a combination of technology transfer and streamlined public services

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The ongoing exchange of information and experiences involving all members of ETH Bioenergy

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Workers in Panama bolster health and safety training with the support of Odebrecht’s teams in that country

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Yuri Tomina: the story of a young man who personifies Braskem’s confidence and dynamism

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OOG: lessons that inspire diligence and appreciation for knowledge and prevention

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OR’s communication system encourages discipline, reflection and transversality

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The Program for Developing Young Entrepreneurs gives the Southern Bahia Lowlands a new reason to believe in the future

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Savvy: Julio Lopes Ramos helps rehabilitate citizens in Panama City

The map shows the countries and Brazilian states (in white) where the projects and programs featured in this issue of Odebrecht Informa are located. These wide-ranging initiatives are linked to all the countries where the Organization’s companies are active. informa

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EDITORIAL

Intangible achievements

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nowledge is always the result of a collective process.

Even when it apparently springs from the efforts of a lone individual, what actually happened was that that person, at any given time, arrived at a discovery, confir-

mation or extension of an achievement by using a storehouse of data that was initially generated long before they (or their parents and

“Creating the conditions for the no less crucial sharing of accumulated knowledge is just as essential as stimulating the generation of knowledge in the first place”

grandparents) came into the world. Knowledge is a magnificent opus to which all of us, like those who came before us, contribute every day of our lives.

Today – and this is increasingly evident in the business world, but not just there – creating the conditions for the no less crucial sharing of accumulated knowledge is just as essential as stimulating the generation of knowledge in the first place. After all, what good is knowledge if it cannot be used by everyone for the common good? It would be like writing and publishing wonderful books that can’t be read, or building beautiful homes that stand unoccupied.

In this issue of Odebrecht Informa, you will find features that also contain stories about the love of knowledge – and sharing. You will see how initiatives like the Highlight Awards, the Program for Developing Entrepreneurs (PDE), Knowledge Communities and the Odebrecht Culture Center have contributed and are still contributing to the formation of a knowledge network that enables Odebrecht’s teams to energize their spirit to serve and help make their clients’ dreams come true.

Through the reports in the following pages, you will see how each edition of the Highlight Awards, every meeting of the Knowledge Communities, each module of the PDE, all the data added to the Organization’s Intranet portals, every visit to the Culture Center, and every Thematic Café adds a new chord to this transcendent opus called knowledge in a never-ending symphony, contributing to our happiness, fulfillment and the ongoing reaffirmation of faith in humankind.

The facts of written by Edilson Lima photos by Bruna Romaro

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Program for Developing Entrepreneurs enables participants to engage in a rich and productive exchange of experiences through informal contact between different generations

Moises Swirski and Renato Baiardi (wearing dark jacket) conversing with the PDE participants: sharing lessons learned

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D

etermined to dream the Organization’s

tivities with an overview of the current real estate boom

future together, 88 members met with

in Brazil. He underscored one of the main challenges

Odebrecht leaders in Atibaia, São Paulo,

OR has taken on: helping prepare Rio de Janeiro for the

during a five-day seminar. The event was

2016 Olympics, including the construction of residential

the first module of the 10th edition of the

villages for athletes.

Program for Developing Entrepreneurs (PDE). For the

Then the participants saw a presentation on the case

first time, the initial module of the program was con-

of Aquapolo Ambiental, a sewage treatment plant that

ducted jointly, involving members of Braskem and the

produces reused water for industrial use in the São

Organization’s Engineering & Construction companies.

Paulo metropolitan region. The project involves three

Odebrecht Informa was present and got an up-close and

Odebrecht companies: Foz do Brasil, Braskem and Ode-

personal look at every step of their experience.

brecht Infraestrutura. Led by Pedro Novis, a member of

At the opening session on the afternoon of April 15,

the Board of Odebrecht S.A., the presentation aimed to

participants received a warm welcome and heard a pre-

encourage reflection on the implementation of the con-

sentation of the PDE program’s first module. That eve-

cept of transversality in the Organization.

ning, they enjoyed a classical music concert, and went on to dinner.

The next day started with a lecture by Felipe Jens, the

In the evening, the young participants once again

officer Responsible for Finance at Odebrecht S.A., who

divided into groups, and had the opportunity to interact

gave a general assessment of the consolidated assets

with graduates of previous editions of the PDE. Marcus

of the Organization’s companies and their investments.

Vinícius Dias participated in the first edition of the pro-

Then, Marcelo Odebrecht, President and CEO of Ode-

gram in 2003. Today he is a Project Director at Odebrecht

brecht S.A., gave a presentation on the Organization’s Vi-

Oil & Gas (OOG). “There were less than 30 students in

sion for 2020, highlighting the leaders’ challenge of con-

our class. We heard the stories of our leaders, their hits

veying the principles of the Odebrecht Entrepreneurial

and misses. It made a lasting impression on us.” Antonio

Technology (TEO) to new members.

Augusto Santos was in the class of 2004. He is currently

In his talk, Renato Baiardi, a Member of the Board

the Project Director for the Teles Pires Hydroelectric

of Odebrecht S.A. and one of the mentors of the PDE,

Plant project in Mato Grosso. “I learned that Odebrecht’s

stressed the importance of leader-team member rela-

future depends on us,” he says.

tions to the smooth conduct of business activities and

Juliana Monteiro and Ana Carolina Farias respec-

people’s growth. After their meeting with Baiardi, the

tively attended the 2008 and 2009 editions. In 2010,

participants formed small groups to discuss and reflect

Juliana became the first woman Project Director at

on his presentation.

OR. “It’s an honor,” she says. In 2011, Ana Carolina be-

On the third day, Entrepreneurial Leaders (CEOs) Luiz

came the first woman Project Director at Odebrecht In-

Mameri, from Odebrecht América Latina e Angola, and

fraestrutura: “The PDE taught me to focus on people’s

Fernando Reis, from Foz do Brasil, spoke about their

growth. Today I try to convey positive inspiration to my

businesses. Mameri emphasized the challenge of work-

team members.”

ing in countries with different political situations in Latin

The fifth and final day began with a lecture by the En-

America. Fernando Reis pointed out Foz do Brazil’s ex-

trepreneurial Leader of Braskem, Carlos Fadigas, who

cellent performance in the field of water and sanitation,

emphasized the acquisition of assets of Quattor and Su-

an area historically dominated by state companies.

noco Chemicals in 2010, and Dow Chemical in 2011.

In the afternoon, participants attended a panel dis-

Respect for cultural differences was one of the points

cussion on sustainability, with the participation of Sér-

Emílio Odebrecht, Chairman of the Board of Directors of

gio Leão, Carla Pires and Jorge Soto, the officers Re-

Odebrecht S.A., underscored in his talk. He stressed that

sponsible for that area at Odebrecht, ETH Bioenergy and

TEO must be conveyed to all members of the Organiza-

Braskem, respectively. The mediator was Sergio Foguel,

tion while respecting their local customs and habits.

a Member of the Board of Odebrecht S.A.

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Hits and misses

After lunch, Márcio Polidoro, the Odebrecht officer

Paul Altit, Entrepreneurial Leader of Odebrecht Re-

Responsible for Corporate Communications, and Board

alizações Imobiliárias (OR), started the fourth day’s ac-

Member Luiz Villar gave a talk on “Representativeness

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Marcelo Odebrecht: conveying the principles of TEO to new members

and Image Building.” After a presentation of case stud-

According to the academic coordinator of the PDE,

ies, the participants were encouraged to reflect on im-

Moises Swirski (see his article in this issue), the pro-

age building within the sphere of their own businesses.

gram is in its 10th edition, and is staying true to its

In the evening, there was a farewell social event and

original purpose: “Being a space for reflection on TEO

the presentation of a “video-overview” of the five-day

involving interactions between the generations of Nor-

seminar. Throughout the coming year, the two groups

berto Odebrecht, Emílio Odebrecht and the youth of to-

of participants (members of Braskem and Odebrecht’s

day, led by Marcelo Odebrecht.” Renato Baiardi adds:

Engineering & Construction companies) will separately

“Over these 10 years, many participants have proved

take part in three more program modules.

themselves to be excellent entrepreneurs. This means that the PDE is on the right track. The practice of TEO

Open hearts and souls

should be intensified in all of the Organization’s small

Some participants reported their impressions to

businesses.”

Odebrecht Informa. “The PDE gives us a comprehen-

According to Antonio Rezende, the officer Respon-

sive view of the Organization businesses,” said Marcelo

sible for the People and Development Team of the Vice

Nunes, from OOG. “The PDE gives us an opportunity to

President for Engineering & Construction Operations,

be face to face with people who have lived and are liv-

the PDE’s greatest legacy is encouraging a feeling of

ing the history of Odebrecht,” observed Alaíde Barbosa,

belonging to Odebrecht among the participants. “They

from Foz. Fernando Cervera, from Odebrecht Peru, said:

leave here motivated to preserve the Organization’s cul-

“I’m leaving here with a tremendous desire to be a better

ture and convey it to their team members.”

person.” The issue of sustainability drew the attention of

One of the high points of each edition of the PDE has

Manuel Kai, from Angola: “When I came here I had few

been the participation of Norberto Odebrecht since the

ideas on that subject, but now it’s as if several lights have

program’s inception. “Norberto Odebrecht always amaz-

gone on in my head.” Becoming an educational leader

es us with his stories. Young people have the opportunity

is one of the goals of Warren Springer, from the USA,

to interact directly with him,” says Moises Swirski. You

a member of Braskem in the United States. “Odebrecht

could say they have the opportunity to dream the Organi-

has a culture of always giving the best possible service.”

zation’s future together. informa informa

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ARGUMENT

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The PDE marks its 10th anniversary

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he PDE [Program for Developing Entre-

As the Academic Coordinator of the PDE, I have

preneurs] is celebrating the 10th anni-

three reminders for our participants. The first is that

versary of its mission to accelerate the

each individual brings their own truth, because there

education of entrepreneurs in line with

is no one answer in business. Furthermore, it is our

the Odebrecht Culture, contributing syn-

differences that make us stronger and will allow us

ergistically to Education through Work.

The PDE is at the service of the Organization’s leaders in the effort to overcome the challenge of grooming

to review the way we perceive things. When everyone thinks alike, it is more than likely that no one is thinking at all.

future generations of leaders in the art of conducting

The second is that each individual must be fully

the Entrepreneurial Task, keeping pace with the rate of

committed to the program. Bring all of yourself to the

growth of their businesses.

plenary session, along with everything you represent.

By the end of 2012, 10 classes will have taken the Engineering PDE, which includes Foz do Brasil, Ode-

And, finally, each individual is responsible for building an environment of trust for their peers.

brecht Realizações Imobiliárias [Real Estate Develop-

I have a PhD in Finance from the Stern School of

ments], Odebrecht Oil & Gas and OCS, and six will have

Business at New York University and am a partner in

taken the Braskem PDE, making a total of more than

a company focused on Valuation and M&A. However,

700 participants.

I have always been involved in education. I helped to

The program provides a break in the participants’ dai-

found the UFRJ Coppead (Federal University at Rio de

ly lives that enables them to reflect on their own experi-

Janeiro Graduate Institute of Business Administra-

ences and engage in self-assessment. We learn through

tion), and went on to help create the PDE, a pioneer-

the application of TEO and lessons taught by leaders from

ing project in Brazil for grooming senior executives.

the three generations that have built the Organization.

I like people and enjoy helping them, so I am fully

Reflection inspires the possibilities of each individual

committed to the PDE’s journey. And for the last ten

and increases their drive to achieve. Dialogue strength-

years, I have been learning important lessons from the

ens their sense of mission and the freedom to pursue

art of grooming entrepreneurs, from the participants,

personal fulfillment within the Organization. The PDE

from the Organization’s leaders who share their art

does not create entrepreneurs; the talent for becoming

and lives, from the entrepreneurial coordinators (An-

an entrepreneur is already innate.

tonio Rezende, Olindina Dominguez, Carlos Hupsel

The educational program is geared to broadening perspectives, thereby enhancing people’s capacity to

and Ciro Barbosa), teachers Nilton Ricardino and Roberto Vargas, and my colleagues at MSW.

conceptualize, focus, plan and evaluate the implementation of their Action Program. We do not develop the skills required to perform specific tasks. The PDE prioritizes developing the sensitivity required to be an entrepreneur.

Our values emerge from our actions, and it is those values which make us stand out. As Rubem Alves tells us: “Knowledge gives us the means to live, but it is our sensibilities that give us our reason for living.”

Moises Swirski

is the academic coordinator of the Odebrecht Organization’s Program for Developing Entrepreneurs (PDE) moises@msw.com.br

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14 Creators of an ESSENTIAL written by Emanuella Sombra photos by Fred Chalub

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Braskem’s Highlight Awards gain strength as a tool for supporting the company’s growth

Camila Dantas (center) with Felipe Yukio Matsumoto and Carolina Mirabeli: increasing productivity by encouraging creativity

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t all started the way good ideas often arise

bers share their acquired knowledge within the

in the workplace: a practical obstacle led to

company, which helps improve the work done in

strategic planning that resulted in short- and

all spheres of activity,” says Camila Dantas, the

long-term gains for the client. “We needed to

Braskem officer Responsible for Education and

provide them with support, which meant re-

Careers. “The Braskem Highlight Awards rec-

ducing their costs and ensuring our competitive-

ognize professionals by valuing their knowledge.

ness in the current scenario for the petrochemical

This helps increase productivity while encourag-

industry,” says Braskem Energy Manager Gustavo

ing creativity,” she adds.

Checcucci. “In other words, we were strengthening the entire supply chain,” he summarizes.

At the Braskem unit in São Paulo, Camila and the other organizers of the awards keep track

The characters in this story were members

of entries for the next edition, which are due by

of Braskem, which produces polypropylene, and

July. At this stage, the routine will gradually cre-

their client Borealis, a company that makes auto

ate a climate in which creativity and the exchange

parts from the polymer after adding other chemi-

of ideas predominate - in many cases, ideas that

cal components. Based on observations of how

have already been tried and tested within the Or-

Borealis’s power consumption was impacting its

ganization. “People begin to form groups, which

competitiveness in the market, Gustavo and his

ends up creating pools of expertise. With each

colleagues Octavio Pimenta Neto, Lucas Nishioka

passing year, we have seen the awards make a

and Fabio Yanaguita came up with an alternative

contribution in this regard,” she says.

way to reduce the costs of inputs used to make plastic products - in this case, auto parts.

According to Camila, the number of entries in 2012 is expected to exceed the milestones

That is how the winner in the Adding Value

reached in previous years. And this expectation

for the Client category of the 2011 edition of the

is justified. In 2011, the competition totaled 194

Braskem Highlight Awards came about. The proposal was to mediate the energy purchased on the Free Power Market and manage it so Borealis could save 17% of its annual consumption. “Negotiating cheaper energy required expertise that midsize companies such as Borealis do not possess. Not to mention that Braskem has been in this market a long time, which made negotiating the purchase easier,” explains Checcucci.

After the initial stage of the project, in which the partners studied several legal and economic variables, they began applying the idea in practice. The bond of trust between the two companies grew stronger, and the client is enjoying a savings of BRL 600,000 annually. Furthermore, Braskem’s entrepreneurial legacy had gained yet another example of how shared knowledge and experiences result in an archive of solutions that can be applied and replicated over the years.

Encouraging creativity “In addition to encouraging the emergence of innovative ideas that can be applied in our own Organization, the awards ensure that our mem-

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Gustavo Checucci, Fabio Yanaguita and Octavio Pimenta: reducing the costs of inputs used to make plastic products

Nicolai Natal: boosting the Brazilian oil industry

entries, 20% more than 2007, the first year the

I’ve gone from being a team member to a leader,”

awards were held. During that period, the pro-

says Braskem Product Development Manager

gram made adjustments aligned with Braskem’s

Alessandro Lima. Alessandro and his group won

Vision for 2020, such as the number of partici-

the 2010 Braskem Highlight Awards in the Adding

pants per group and the inclusion of new cat-

Value for the Client category.

egories. Other categories have been eliminated

Along with colleagues Nicolai Duboc Natal, Fer-

for strategic reasons. Now in its sixth edition,

nando Cruz and João Caiado (the latter two are

Braskem offers Highlight Awards in four catego-

former company members), Alessandro developed

ries: Innovative Solutions, HSE (Health, Safety

a new alternative for the Brazilian offshore indus-

and Environment), Adding Value for the Client

try’s logistics: producing and supplying a type of

and Continuous Improvement.

polypropylene that Petrobras had previously im-

Conceived as a tool for recording and sharing

ported to coat oil pipelines. “Our direct client was

knowledge, the Braskem Highlight Awards are held

not Petrobras, but the suppliers of that polymer.

annually. All company members can participate, as

And it was much more advantageous for them to

long as each group has at least two members. En-

have a Brazilian product and technical assistance

tries must be original and unpublished, and imple-

in this country.”

mented the same year or the year before each edi-

Used as an insulator, the polypropylene main-

tion. Criteria such as sustainability, originality and

tains the temperature at which oil is extracted from

impact on the company’s development are taken

the earth. Furthermore, the polymer protects steel

into account when selecting the best entries.

pipelines from seawater corrosion. Braskem underwent a lengthy approval process to be accred-

From team member to leader

ited as a supplier of the raw material for Petrobras.

Most members who submit winning projects

“It is Petrobras’s policy to promote the national

share the feeling that this is a form of recognition

oil industry, and we were able to contribute to

and are encouraged to participate in other edi-

that effort,” says an exultant Nicolai Duboc Natal,

tions. The resulting exchange of experiences and

Braskem’s Polypropylene Marketing Coordinator.

knowledge also ends up having a positive impact

“Better yet, we can use this technical track record

on their professional careers. “I can safely say this

in other applications, now that Braskem already

award has directly influenced my career, because

has the know-how,” he adds.

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good id The path TO

written by Renata Meyer

18 An initiative created to showcase and reward collective intelligence and encourage members to seek and reuse creative solutions, the Engineering & Construction business’s Highlight Awards mark 20 years informa

deas

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n 1992, the Odebrecht Knowledge Network gained an important tool for recording and sharing innovative ideas developed in the technical and social fields of the Organization’s companies’ operational areas. The Highlight

Awards, as it became known, have helped recognize knowledgeable people, while capturing synergies and enhancing Odebrecht’s collective intelligence, providing a stimulus for the pursuit, dissemination and reuse of creative solutions.

IIRSA South Highway in Peru: the project’s team used an innovative solution born at the construction site for another route in that country – the Tingo María-Aguaytía Highway

Any Odebrecht member in Brazil and other countries can compete for the awards, individually or in groups. There is no limit to the number of entries per author or the number of participants per group.

All the entries submitted become part of the Organization’s archives and are available in full for consultation on the Highlight Awards website and the Engineering & Construction Business’s Corporate Portal.

Over the course of 20 years, more than 4,000 members have shared the knowledge acquired through day-to-day activities, forming a rich trove of over 2,000 innovations. These projects reduce costs and time, minimize social and environmental impacts, and improve productivity, among many other

Odebrecht archives

benefits. During those two decades, the awards have evolved, adapting to new market needs and the growth of the Organization, adding new categories and means of delivery, consultation and access.

“At first, we would call members on the phone to encourage them to submit their work. Today, people participate spontaneously. Every year, more people realize the importance of sharing knowledge,” says Olindina Perez Dominguez, the officer Responsible for Ciaden (Knowledge and Information to Support

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Business Development), who is in charge of orga-

some procedures, the team created a paving tent,

nizing the Highlight Awards. Over the years, the

a movable metal frame shaped like an arch and

number of members taking part has steadily in-

covered with a plastic tarp that was high enough

creased: between 2010 and 2011 alone, it jumped

to allow the work fronts to operate normally un-

from 227 entries to 367.

derneath it.

Hosted annually, the awards are presented to

The idea was submitted to the Highlight Awards

members whose work has been selected in each

in 2005 and became a benchmark for other projects

of the six categories evaluated: Innovation, Young

the Organization is building in similar situations.

Partner, Knowledge Reuse, Environment, Commu-

This was true for the IIRSA South Project, where

nity Relations, and Health and Workplace Safety.

the harsh temperatures limited the work of plac-

The selection process takes place in two stages.

ing the asphalt mixture to a total of five hours per

First, an international panel of judges composed

day. By using the tent, they were able to ensure a

of multidisciplinary technical teams from the Ode-

temperature-controlled environment and increase

brecht Organization assesses the entries. All Ode-

productivity during construction of the road system

brecht members can also vote for their favorites

linking Brazil and Peru.

through the Corporate Portal (Intranet). The 10

The Odebrecht Angola team has also been in-

highest-scoring entries are pre-screened and un-

spired by an existing initiative to promote the pro-

dergo another round of evaluations by an outside

fessional education of Angolan workers. Originally

panel of judges - in the case of the Environment

deployed in Santo Antônio, Brazil, the Acreditar (Be-

and Community Relations categories - and a sec-

lieve) program has been replicated in Angola, and,

ond internal committee for the others. At the end

since 2010, it has graduated more than 2,000 skilled

of this process, the winning project in each cat-

workers in various construction trades and related

egory is chosen.

areas in three provinces.

The Angolan version of the program won the

Reusing knowledge

2011 Highlights Award in the Knowledge Reuse

Creativity, dedication and persistence were the

category, which this year received the record num-

tools the management team for the Tingo María-

ber of 70 entries. “Winning the Award gives us the

Aguaytía Highway rehabilitation project in Peru

certainty that we made the right choices when we

used to overcome the challenges posed by the

decided to create a program based on the local

weather and climate and ensure productivity. To

realities, using an educational technology aligned

avoid demobilizing the workforce during the rainy

with TEO and the most advanced trends in mod-

season, which made it impossible to carry out

ern education,” says Adriana Bezerra, who coauthored the project along with Diana Ortiz and Paloma Alencar.

Grooming new entrepreneurs The award ceremony for the last edition, which marked the 20th anniversary of the Highlight Awards, took place in December during the Annual Meeting in Costa do Sauípe, Bahia. The occasion was also marked by a tribute to Mauro Odebrecht Archives

Martins, the officer Responsible for Engineering

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on the Manuel Piar (Tocoma) Hydroelectric Plant project in Venezuela. Mauro is the Organization member who has submitted the most entries Mauro Martins: record holder

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throughout the history of the awards: a total of 38 projects.

Guilherme Afonso

Aida Yolanda José da Silva (foreground) and other Acreditar Program students in Angola: professional education

Mauro is acclaimed within the Organization as one

an innovation developed in conjunction with their

of the greatest promoters of the Awards. “Through

team or recording the knowledge of experienced su-

the Highlight Awards, we have been able to ‘contage’

pervisors, these young people will grow and develop

and influence colleagues from different generations

because they have to find the technical data to sup-

to engage in joint projects focused on important is-

port the idea they are presenting,” she says.

sues related to the different challenges that arise in

Whether they are Young Partners or seasoned

our business environments. This promotes the con-

professionals, all Odebrecht members have the

tinuous pursuit of scientific and technical knowledge

transformative potential to innovate, renew and con-

while always valuing the spirit of innovation,” says

stantly improve their work and themselves. This is

Mauro.

the essence of the Highlight Awards, which symbol-

Under his leadership, Robinson Areaza won the

ize the entire Organization’s recognition of the spirit

Award in 2011 in the Young Partner category for

of service of people who share their knowledge to

“Breaking Paradigms on the Road to Success. Us-

serve the future.

ing Postcooling in High-Altitude Paving.” Created in 1997, this category recognizes younger members who see opportunities for innovation in their day-to-

2012 HIGHLIGHT AWARDS

day work. “I am convinced that each and every one of us can find solutions to overcome obstacles and forge ahead, becoming increasingly efficient and effective in the execution of any project we are building,” says Robinson.

According to Olindina Dominguez, for young people, participating in the Highlight Awards is primarily

Registration and submissions due by September 28.

Don’t miss out! www.premiodestaque.com For more information on the Highlight Awards, write to premiodestaque@odebrecht.com

a learning opportunity. “Whether they are reporting

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Engineering & Construction Knowledge Communities provide support for any situation anywhere. Just give them a call written by João Marcondes

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Danilo Abdanur (right) and Venezuelan engineer José Gonçalves: reinforcing Education through Work

Andres Manner

peers The pleasure of finding your

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I

n 2009, engineer Manuel Ximenes arrived in Co-

struction sites around the world in an organization

lombia. The challenge he faced was verging on

where decentralization is part of its cultural and philo-

impossible: putting together a bid for the Ruta

sophical essence? It started off in 1996 as a modest

del Sol Highway contract in just four months.

Intranet network through which people exchanged

The scope: building a 500-km roadway in a re-

information, but soon took on the form of an “archi-

gion with heavy rainfall in the extremely short period

pelago of excellence linking islands of competence” (a

of five years. A month had gone by since the tender

concept devised by geologist José Carlos Leal Bezerra,

announcement was published. They were not even

a former member of the Organization).

100% sure they would win. There were technical gaps

In 2001, the first community meeting took place at

to overcome. Then, in the course of a conversation, his

the Itapebi Hydroelectric Plant project in Bahia. Roque,

leader, Odebrecht Colombia CEO Luiz Bueno, sug-

now Engineering Director at Odebrecht Energia, became

gested that Ximenes attend the meeting of the Road-

the leader. Since then, the communities have multiplied

ways Community that would soon be held in Panama.

quickly. Today, there are 12 for Odebrecht’s Engineering

“I didn’t belong to that Community, and I wasn’t even

& Construction business, totaling over 4,000 members,

sure what it was. I wondered whether it would be

and more communities are expected to start up later this

worthwhile missing a week of work on the bid to make

year.

One person who has played a key role in this story

the trip,” he admits.

Ximenes went, and his time wasn’t wasted. In fact,

is Olindina Perez Dominguez (see interview in this is-

he won the contract. “I told them my troubles and ev-

sue). The officer Responsible for Ciaden (Knowledge

eryone offered to help,” he says, highlighting the com-

and Information to Support Business Development),

munity’s willingness to pitch in and work together to

she observes: “In a company where Education through

find solutions. “It was like opening a book and finding

Work is part of our philosophy, we had to think of a

almost all the answers you needed.” Never had the

way to design processes and methods to further en-

spirit of service seemed so clear to Ximenes, who im-

hance knowledge transfer. One challenge was figuring

mediately became one of the community’s most active

out how to motivate people to structure and share this

members. He called in colleagues from similar proj-

knowledge.”

ects in Peru, Brazil and Panama to help him with his

To accomplish this, she turned to Nilton Vargas,

mission. They held a mini-community meeting in Bo-

from the Neolabor company, an Odebrecht partner

gota, where they produced the winning bid in record

for two decades. “First, we redirected the focus of

time. Manuel Ximenes says the support of “Maurão”

the network (Intranet), which used to be on process-

was crucial. “Maurão” is Mauro Hueb, the Roadways

es and technology. The target became people, which

Community Leader and a Project Director at Odebrecht

was more in tune with the Odebrecht Entrepreneurial

América Latina e Angola (Latin America and Angola).

Inception Augusto Roque Dias Fernandes was one of the founders of the first Odebrecht Knowledge Community - Power Plants and Dams, created in 2001. “When you have a question, someone comes up with an idea. Then another member contributes a second idea about the with a third idea. That one is usually the best, and the one that gets used,” he explains.

The concept of Knowledge Communities began to take shape at Odebrecht in the 1990s to address the following question: how to manage, focus and qualify the new knowledge generated in hundreds of con-

24

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Odebrecht Archives

same problem. When they get together, they come up

Manuel Ximenes: “I told them my troubles and everyone offered to help”

Odebrecht Archives

Augusto Roque: pioneer

Technology (TEO),” she explains. “Then we established

Enthusiasts of knowledge

three strategies: bringing together professionals with

Danilo Abdanur, the officer Responsible for Produc-

the same interests; recording video testimonials, in-

tion on the Line 2 construction project for the Los Teques

stead of just written texts and data, because we wanted

Metro in Venezuela, is the Leader of the Rail Transport

to see the players in action, face and soul, and, not least,

Community. He says: “Joining a community is the best way

for everything to be done from the bottom up - that is,

to get to know the Organization’s philosophy.” An enthu-

forming communities and electing their leaders should

siast of knowledge in all its forms, Danilo has innovated

go beyond the structure and prioritize the desire to par-

by creating the first theoretical course within a Knowledge

ticipate.”

Community - the Tunnel Builders’ Training Program - to

The environment of these communities is a kind of

enhance the expertise of company engineers in the field

“social network” (“predating the famous social networks

of NATM (New Austrian Tunneling Method) tunnels and

we have today,” says Vargas). There, members can send

TBMs (Tunnel Boring (Machines). It brought together 37

out technical questions to their community. Members like

people, had various teachers, ranging from consultants

Pedro Paiva, who had a question about how to develop

to renowned academics, and included two phases: one in

the planning for Solid Waste Management on a project in

Venezuela and another in Germany, where Herrenknecht,

Venezuela, and received prompt support from the Sustain-

a leading TBM manufacturer, is based.

ability Community Forum. In this environment, community

The young Venezuelan engineer José Goncalves, 20,

members also share journal articles, progress reports on

says: “Participating in the Tunnel Builders’ Training Pro-

projects, video testimonials and other information. Face-

gram raised my level of knowledge, which was basically

to-face meetings are another important tool for encourag-

that of a mechanical engineer. I learned about geology and

ing interaction and fostering the exchange of knowledge

the civil engineering side of the work and got to know peo-

among community members. Also acting as Technical

ple from all over the world,” he says. Danilo was pleased.

Missions, the communities visit benchmark jobsites and

Increased theoretical knowledge fits in perfectly with Edu-

institutes. At the end of each meeting, recommendations

cation through Work.

on the main topics discussed at the event are published

Augusto Roque stresses that energizing knowledge

on the Corporate Portal so all Organization members can

is just as important as the energy projects currently in

consult them.

progress (which will generate 22,000 megawatts in sev-

Another product of the communities’ work is their

eral countries in the next few years). “What we’re looking

Best Practices compendiums, which deal with critical

for is to reach a higher level and climb up steadily from

issues that require further consideration. They are orga-

there,” he says.

nized by knowledgeable people who compare the practices used in various areas of the company and draw up best practices with the help of contributions from other members.

The complete list of Odebrecht Engineering & Construction Knowledge Communities and their leaders is available in the online edition of Odebrecht Informa (www.odebrechtonline.com.br).

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25

26 Worker at a Braskem unit: Knowledge Communities help improve quality, productivity and sustainability

Escalating

knowled

26

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dge

At Braskem, a mosaic of Knowledge Communities provides virtual forums for debate

Odebrecht archives

written by Thereza Martins photos by Marcos SĂĄ

T

he Braskem Knowledge Communities were developed in line with the existing model within the Odebrecht Organization. They provide a place to exchange information, experience and knowledge. Knowledge built by many hands, and incorporated into the company’s memory and heritage.

By definition, these communities are groups of experts on a particular topic, project,

service or product who interact to form a diversified pool of knowledge, which, in turn, enables the dissemination of information and experiences. Based on these guidelines, the communities foster the application of the principle of education through and for work expressed in the Odebrecht Entrepreneurial Technology (TEO).

In addition to face-to-face meetings, the communities get together in a virtual environment that could be compared to special interest or discussion groups on the Internet, with the possibility of posting files and comments and revisiting the group’s history.

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27

Edileni Leão and Backer da Rosa: spirit of cooperation

The goal is to collect the specific knowledge generated in the company within the same environment,

The Braskem+ Knowledge Community has the

which is called a digital collaboration platform, to

largest number of participants – about 60 – because

share that knowledge more easily while preserving

of the breadth of the subject, which covers all the

the memory resulting from this process.

company’s business units and support. Braskem+

”The drive to create a community and be a part of

is a corporate program designed to provide support

it is closely linked to the Organization’s culture, be-

for these units in their drive to improve the quality,

cause it involves the spirit of serving the current and

operational productivity and sustainability of their

future generations of members, the humility to teach

results.

and learn, and the desire to discover new things and

“Right now, the production teams are working

preserve knowledge built up through work,” says In-

on building standards for the company’s produc-

formation and Knowledge Resources (RIC) analyst

tion system, a process that has become more agile

Edileni Leão.

through the exchanges of information, ideas and

The RIC area is responsible for reviewing proposals

experiences made possible by the Braskem+ Com-

and approving new groups, as well as running the com-

munity,” says Vladimir Araújo Ornelas, a specialist

munities. Each community has one or more modera-

in the Corporate Quality and Productivity (Q&P) area

tors in charge of sending out invitations, encouraging

and one of the community’s moderators.

participation and coordinating collaborations internally.

Vladimir also underscores another benefit of this

The most important milestone in the development

tool – the ability to record all the contributions, which

of these communities at Braskem dates back to 2009,

are stored in its archives. “That way, we can identify

when the RIC began discussing the concept. The fol-

the people who made the contributions, when they

lowing year, they developed a pilot project focused on

were made and their originality,” he stresses. As a

innovation and technology. By 2011, there were five

result, if any members want to see how the process

communities at different stages of participation and

of constructing and establishing standards was car-

maturity. By April 2012, another three groups had

ried out, they can do so easily.

been added, and the goal is to have two more by the end of the year.

28

Braskem+

The significance of this debate and improvements in quality, productivity and sustainability for the

The focus topics include the Braskem+ Program,

company is reflected in the variety of topics on the

PP (Polypropylene) Process Engineering, Green Ethyl-

agenda: the production and reliability of equipment,

ene Technology, People & Organization, and Sustain-

focused improvement, physical organization, and

ability. Altogether, the company’s eight communities

process systemization. Each topic opens up a range

include over 300 people.

of more specific subtopics.

informa

“This discussion could be carried out using tradi-

opment experts working on the Green Ethylene proj-

tional methods, such as workshops, file sharing on the

ect whose knowledge is considered strategic for the

corporate network or videoconferencing, but we real-

company.

ized that it is more productive through the community,”

Roberto is one of the community’s moderators,

says engineer Rubem Ede, a Q&P expert who works at

based on his experience at another company that he

the Camaçari Industrial Complex in Bahia. “We need to

describes as motivating and rewarding. “One of the

be representative to conclude the debate on the stan-

challenges of being a moderator is to encourage peo-

dardization of the Braskem+ production system, and

ple to participate, showing them the benefits of this

we are achieving this through the communities, where

forum for their own work and the company,” he says.

each participant represents their area of activity and their team, thereby enriching the process,” he adds.

Collaboration platform The pillars of the digital collaboration platform, the

Green Ethylene Technology

environment that supports the knowledge communi-

Innovation is in the DNA of the Green Ethylene

ties and the users’ interactions, are integration, cen-

Technology Community, which is completely in line

tralization and stored information, shared workflow

with Braskem’s Vision for 2020 – being the world

collaboration, knowledge networks, data security and

leader in sustainable chemicals. To achieve this, the

confidentiality, and access permissions per participant

company must continue to develop research on alter-

profile. This information comes from Backer Luis Vie-

native technologies for renewable raw materials. The

ira da Rosa, a systems analyst who helped build the

initial and decisive step was the development of the

platform. Based on Microsoft SharePoint technology,

production technology for green ethylene, and after

it offers users features to which they are already ac-

that for green polyethylene, both of which are made

customed.

from sugarcane ethanol at the Triunfo Petrochemical Complex in Rio Grande do Sul.

“The access system is similar to the functions available in Office, with a toolbar. Also, the navigation is sim-

“Our community has 17 participants and is still

ilar to social networking on the Internet, with panels for

in the pilot phase of implementation,” says Roberto

comments and an area for posting files to be shared

Werneck do Carmo, the officer Responsible for Re-

in a kind of virtual library,” Backer explains. “Further-

newable Processes, who does his research at one of

more, participants can customize the alert systems, so

Braskem’s partner labs in Campinas, São Paulo. At

they get an email whenever a new file or comment is

this initial stage, the members being invited to join

available for consultation. This keeps users updated on

the community are technology research and devel-

the communities’ recent activities.”

Roberto Werneck do Carmo: encouraging people to participate

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29

INTERVIEW

A collective opus called

knowledge written by Karolina Gutiez photo by Holanda Cavalcanti

T

hirty-three years have gone by since

her hometown. With a technical background,

Olindina Perez Dominguez joined

combined with training at the School of Fine Arts,

Odebrecht. Her four medals in rec-

Dina, as her colleagues call her, has witnessed

ognition of 10, 15, 20 and 25 years of

many milestones on projects in that segment and

work at the Organization are framed

stayed on when her department was consolidat-

and arranged on the cabinet behind her desk

ed with the corporate environment to support the

amid stacks of papers, attesting to the acknowl-

development of bids for the whole of what was

edgment she has received for a career that began

then Construtora Norberto Odebrecht. She went

on the dam design area team in Salvador, Bahia,

on to groom the teams conducting studies to bid for new contracts. “Winning a tender is price-

30

30 informa

less. But if you lose, it really gets you down.” In the process, whenever the construction company had to prove its technical and commercial ability to participate in a tender, professionals relied on previously generated knowledge. “That’s why we always say that Odebrecht has had a knowledge network since its inception. It is inherent to the business.” That’s how Ciaden (Knowledge and Information to Support Business Development), which Olindina leads, originated: as part of the

Olindina Dominguez: “When you submit a project, you improve on your own idea and conceptualize what was done in practice�

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31

bid development area. In this interview with Ode-

not shared. Our challenge is to create the tools

brecht Informa at Odebrecht’s São Paulo office,

and means to share knowledge and make it

Olindina discusses the challenges Ciaden faces

available for use in all our businesses.

to keep pace with the growth of the Organization, whose main allies include the knowledge

OI – And how does a decentralized

network.

Organization like Odebrecht provide that knowledge to all its members?

Odebrecht Informa – What are Ciaden’s

Olindina – The Highlight Awards were the first

main focuses today?

step, taken in 1992 to encourage members to

Olindina Dominguez – We have three focuses

exercise increasing productivity and creativity,

for our activities, which are both integrated

reuse the knowledge generated in their work

and dependent: qualification, business security

experiences, and strengthen the culture of

and the knowledge network. The first has to do

recording and disseminating knowledge. When

with our support for the bid development teams

you submit a project, you improve on your own

so they can participate in tenders. Everything

idea. You conceptualize what was done in prac-

that is generated at the construction sites and

tice. In their 20 years of existence, the awards

serves to qualify businesses and members, like

have built up a collection of 2,900 projects. To-

a Construction Certificate, must, in turn, be

day there are six categories. In 2011, members

fed into our corporate information base so we

from 15 countries and 10 Organization compa-

can support future bids. To meet this demand,

nies participated, but the awards are open to

we’ve created a tool called a checklist, a tally

all of them. The Corporate Portal (Intranet) was

of the minimum documentation required for the

the next step. It was created in 1996 to transfer

Organization’s survival in the market, with the

our team’s memory to an online tool. We use

observation that all projects are responsible for

the site to provide all information necessary

providing the information requested on that list.

for developing bids, winning tenders, executing

This is how we preserve our technical memory

contracts and demobilizing projects. Over time

and guarantee our business security. Then we

we realized that, despite the large amount of

go on to disseminate the knowledge generated

content, members weren’t visiting the por-

in all the settings in which we operate, because

tal because we had developed solutions that

our treasure trove of archives is worthless if it’s

concentrated more on technology than people.

So the Intranet has changed. We’ve adopted the taxonomy system used by the Google search engine, but in 2001 we also got to work on another

“Our challenge is to create the tools and means to share knowledge and

ties. We've brought together people with common interests who are willing to share their knowledge and learnings with each other. The first community was for dams and hydroelectric plants. Today there are 12, and all of them have a large membership.

OI – You mentioned sharing both knowledge

make it available

and learnings...

for use in all our

the wrong path. The communities don’t

businesses” 32

initiative: the creation of Knowledge Communi-

informa

Olindina – Losses occur when you take just share success stories. Quite the contrary. They realize that the biggest lessons

“The way forward

OI – Can you give a successful example of knowledge reuse that is emblematic for the

is reusing

Organization?

knowledge.

program. It was initially deployed on the Au-

The spirit of

in São Roque do Paraguaçu, Bahia, and won

service is a pillar

inclusion program for workers and communities

of our Culture and helps us follow that path”

Olindina – The “Caia na Rede” (Hit the Net) tonomous Repumping Platform (ARP-1) project a Highlight Award in 2005. Today, that digital in the vicinity of our projects is a reality at many of the Organization’s jobsites in several countries. The Acreditar (Believe) Ongoing Professional Education Program won one edition of the award, was replicated, and in 2011 it won again in the Knowledge Reuse category.

OI – After three decades of work in the Organization, are there any learnings you’d like to share with us?

Olindina – Being decentralized does not mean

come from failures. That’s when you learn

being isolated. Seeking integration and coop-

the most. And in these settings, whether they

eration between individuals, businesses and

meet face-to-face or via the Internet, there is

settings is a constant effort, but it has gratify-

a favorable climate for people to speak openly

ing results. Transversality, which is already

and plainly and engage in in-house consulting.

happening in the Knowledge Communities,

Recording these reports on Education through

for example, with the involvement of different

Work contributes to in-house programs that

businesses, is a cause for celebration. Using

are tailored to Education for Work, for example,

knowledge generated in different contexts is

the Program for Developing Entrepreneurs

both productive and wise. We can’t keep going

(PDE).

back to square one. This will enable us to evolve more and more. We have built more than 320

OI – Have members always been willing to

tunnels and over 280 roads, so we have also

share their expertise and experiences?

built up extensive knowledge that we need to

Olindina – José Carlos Leal Bezerra, a geologist

share.

who is a former member of the Organization, once set us the following challenge: “We need to transform islands of competence into an archipelago of excellence.” People had a tendency to keep their knowledge to themselves. Once we’ve overcome that barrier, it’s easy to get them out of the tacit and make it explicit, because they are among knowledgeable people. We repeatedly invest resources to solve the same issues.

However, the challenges and opportunities are similar. So the way forward is reusing knowledge. The spirit of service is a pillar of our Culture that helps us follow that path.

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33

culture Symbolic representation of a

Visitors at the Center in Salvador: opportunities to learn about the people and feats that have made, and are still making Odebrecht what it is today

34

34 informa

The Culture Center in Salvador, Bahia, provides Odebrecht members and partners a historical perspective on the results achieved and inspires them to do even more and better

T

he day after reading an article on the Odebrecht Culture Center in a local newspaper, Aloísio Procópio Nascimento headed to the Organization’s

headquarters on Avenida Paralela in Salvador, Bahia, to visit it. “I worked for Odebrecht my whole life, and I wanted to see the place that tells my company’s story.” So he introduced himself to Fátima Berbert, the officer Responsible for the Center, and she took him on a tour of the exhibition space where visitors can come into contact with the Organization’s history, from its origins during the nineteenth-century German immigration to Brazil, to the present day.

written by José Enrique Barreiro photos by Fernando Vivas

When he reached the display case that contains the work IDs of supervisors who worked with the Organization’s founder, Norberto Odebrecht, in the decades between 1940 and 1970, Aloísio Procópio Nascimento didn’t see his and protested: “Why are Bonifácio’s and Zé Vital’s IDs here and not mine?” He didn’t need an answer, and made up his mind on the spot. “I’ll go home and get it right now.”

And so he did. His ID was shown to Norberto Odebrecht, which recognized Aloísio as one of the supervisors who had worked with him and authorized the Center to put it in the showcase alongside the documents of Bonifácio Manuel dos Santos, José Vital da Silva and other supervisors.

Episodes like this are not uncommon in the history of the Odebrecht Culture Center, which often receives documents and other items that contain a piece of the Organization’s 68-year history. “This Peruvian rug,” says José Raimundo Lima, the officer Responsible for Corporate Communications in Salvador, “portrays the city of Machu Picchu. It was presented to Odebrecht by Pedro Huilca, President of the Peruvian Confederation of Construction Workers, in 1989.” Pointing in another direction, he explains: “This is the prize that Odebrecht received from IMD [Institute for Management Development] in Switzerland in 2010, after being voted the best family business in the world

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35

tions. One change was its name. In order to express its essential nature, the word “Memory” has been replaced with “Culture.” As Márcio Polidoro, the officer Responsible for Communication at Odebrecht, explains: “The Center is a symbolic representation of our culture, which is an entrepreneurial philosophy based on core principles, values, concepts and beliefs. It provides our members and partners a historical overview of results achieved in the past to inspire them to get bigger and better results in the future.”

New functions In August 1991, the Center took on new functions through the creation of the CDR (Documentation and Reference Center), a kind of database for the Organization that contains over 80,000 documents, that year.” He adds, “Odebrecht was the second Latin

including photos, texts, videos, and in-house and ex-

American organization to receive that award.”

ternal publications about Odebrecht in newspapers

José Raimundo also shows his visitors items that

and magazines (published in Brazil and the other

precede the Organization’s history, like a telescope,

countries where it operates). All these materials are

which in 1862 belonged to Emil Odebrecht, the grand-

available to members via the Organization compa-

father of the founder, Norberto Odebrecht, that was

nies’ Intranet.

donated to the Culture Center in March 2010 by Nor-

From its creation until February 2012, the CDR was

berto’s cousin Curt Otto Baumgart, as well as several

run by Ulla von Czekus, who is now on the People &

documents, including a letter from the late Bahian

Organization team of Odebrecht S.A. Her successor,

nun Sister Dulce, dated January 29, 1983, thanking

Liana Garrido Fontenelle, observes that there is a huge

Norberto Odebrecht for the construction of new build-

demand for CDR materials. She answers 200 requests

ings for the Santo Antônio Hospital, which she ran

per month, on average (239 in March 2012, about 90%

during her lifetime and still provides free healthcare in

of them via e-mail) and the CDR gets roughly 1,000

Salvador. While showing the Odebrecht Informa team

hits per month on the Intranet (1,080 in March 2012).

the exhibition space at the Center, José Raimundo

“The biggest demand is for photos and writings about

and Fátima Berbert each pointed out other objects

the Odebrecht Entrepreneurial Technology (TEO),” she

and documents and told them something about the

says. “When Odebrecht Informa magazine and the An-

history of each one.

nual Report come out, the demand for photos is much

Young visitors

In recent years, the Culture Center began receiving

A 35-year member of the Organization, José Rai-

an increasing number of young visitors - members of

mundo has been involved with the Culture Center

the Organization and educational and social institu-

since its inception in 1984, when it was called the

tions. This is one of the Center’s main goals: becom-

Odebrecht Memory Center. He recalls that the initia-

ing an educational tool for future generations. Out of

tive came from Renato Martins, Special Advisor to the

the 11,062 people who visited the Center in Salvador

President and CEO of Odebrecht S.A.: “He wanted to

in 2011, 2,492 were either guests invited by the Orga-

bring Odebrecht’s memory and archives together in

nization’s entrepreneur-partners or participants in

one space and give members and visitors an oppor-

internal meetings, including many young people who

tunity to learn more about our history.”

were taking part in the PDE (Program for Developing

Since then, the Center has undergone several transformations, expanded and received new func-

36

bigger.”

informa

Entrepreneurs). The other 8,570 visitors came from schools, universities and social institutions.

turation program of the project’s People & Organization (P&O) area and was making her third visit to the Culture Center. “I’ve watched videos and researched information in the CDR that I needed for the course about the Organization’s history.” She says visiting the Center is an immersion in the Odebrecht Culture and an opportunity to learn about special details: “Yesterday, when I was watching the video ‘Conversa ao pé do Núcleo,’ I learned that Mr. Norberto Odebrecht dreamed of becoming a doctor as a young man. I had never heard that before.”

Rafaella will take the information she found at the Culture Center to Açailândia in the northern Brazilian state of Maranhão, where she works, and may convey it to the Odebrecht Infraestrutura teams there. But she knows that many of her colleagues will be disappointed. Whenever she returns to the construction site after a visit to the Odebrecht Building in Salvador, she always hears the same question: “Did you see Mr. Norberto Odebrecht?” The second time, when she attended a lecture by the Organization’s founder, she was able to satisfy her co-workers’ curiosity. But The Culture Center’s new website went online in April to contribute to its mission of giving members

Rafaella didn’t get to see him this time around. Mr. Norberto Odebrecht was out of town.

and partners a historical overview of the results the Organization’s members have achieved. Visitors can

Exhibition venues worldwide

find a wide range of information there. Among other

Odebrecht has set up exhibition venues inspired

content, the site contains a virtual model of the physi-

by the Culture Center outside Brazil, in some of the

cal area of the Center (in which visitors can move

countries where its teams are present. In Angola, the

about as if they were in the real thing), statements by

venue created two years ago is in the headquarters of

leaders, and the complete collection of items on dis-

Odebrecht Angola in the Talatona district of Luanda,

play in Salvador, with photos and descriptions of each

and usually receives visits from Odebrecht members

item. Organization members and anyone else who is

active in Angola who want to learn more about the

interested can visit this virtual space at www.cultura-

history and achievements of the Organization where

odebrecht.com.br.

Looking for materials During their visit, the Odebrecht Informa team came across Rafaella Lana Figueiredo, from Odebrecht Infraestrutura, in one of the rooms in the Center. She joined the Organization three years ago and is currently working on the Carajás Railroad expansion project being carried out in Maranhão for Vale. “I came here to find materials we can use to develop a course at our project for strategic production people, general supervisors, young partners and officers responsible for programs,” said Rafaella, who works in the Accul-

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37

Historic photo of the Castro Alves Theater in Salvador: one of the highlights of the CDR’s archives

How the Odebrecht Culture Center is organized Salvador Exhibition Space – A permanent exhibition space portraying the history of the Odebrecht Organization from its origins to the present day.

CDR - Reference and Documentation Center – An archive of photos, texts, documents, internal publi-

38

cations and news about the Odebrecht Organization.

Consulted via the Intranet.

Hertha Odebrecht Library – A collection of books and publications housed in the Odebrecht Building in Salvador, open for consultation by members and visitors.

they are working. Students, journalists, artists, busi-

look on and respect for the Organization. “Odebrecht

nessmen, representatives of government agencies

is like a university, it’s so vast and its operations are

and members of communities in Luanda and other

so competent.” Zilpah Figueira, who has worked in

Angolan cities also visit to gain a better understand-

Odebrecht Angola’s People Program for five years,

ing of the origins and development of Odebrecht’s

was impressed with a detail she observed. “I already

work in Brazil, Angola and the world.

knew about most of these important construction

“This space helps demonstrate that Odebrecht

works, but I hadn’t realized the broad scope of Ode-

has been a constant partner of Angola over the

brecht’s social outreach programs in Angola. Now I

course of the past 27 years, during the country’s

am better informed, and I’m proud of it.”

struggle to develop and improve the quality of life for

In Venezuela, an area also modeled on the Ode-

its citizens,” said Justino Amaro, Odebrecht’s Insti-

brecht Culture Center opened in the second half of

tutional Relations Manager in Angola. Jorge Benge,

2011 at the company’s office in Caracas. It tells the

the officer Responsible for the Odebrecht Angola

story of the Organization’s 20-year presence in that

Center, gives each group of visitors special atten-

country. On a large central table equipped with mul-

tion. “Here in this room, you can see Odebrecht’s

timedia and interactive resources, visitors can access

philosophical and cultural standards. Visitors are

written information and photos of the projects the

soon impressed with the scope of the work we do,

company has built and is building in Venezuela, such

the investments made and our work in the field of

as the Orinoco Bridge and Metro lines in Caracas and

corporate social responsibility. “

Los Teques. The table is surrounded by panels, maps,

Adilson Job, who has worked for the company for

objects and documents that help tell the story of the

four years as a construction technician, says that

Odebrecht Venezuela. There are also similar spaces

when he first visited the space, he gained a new out-

in Panama and Peru.

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cOMMUNITY

The Itaci’s facilities: social support for the community and resources from private institutions

Compassionate network Opened 10 years ago, the Child Cancer Treatment Institute (Itaci) in São Paulo undergoes expansion of its service capacity

T

written by Fabiana Cabral photo by Holanda Cavalcanti en years ago, the city of São Paulo re-

Paulo Teaching Hospital to the Child Foundation. The

ceived a helping hand in the treatment of

work was done with materials and services donated by

young patients with cancer. An extension

businesses. Engineer Pedro Boscov, a member of Ode-

of the Institute of the Child (Chr), part

brecht, oversaw the project.

of the University of São Paulo Medical

“We sought the social support of the community

School’s Teaching Hospital (HCFMUSP), the Child Can-

and resources from private institutions,” says Aluizio

cer Treatment Institute (Itaci) was officially opened in

de Araujo. He emphasizes the importance of the PPP:

September 2002 by Governor Geraldo Alckmin.

“This partnership between the government, private en-

“The Itaci was born from a wonderful partnership conceived by the Child Foundation, which brought to-

terprise and society, was key to building the hospital, which is now a successful model.”

gether the community and the private-sector business

Currently, the Itaci can treat up to 3,200 in-pa-

world, from which it has received full support,” explains

tients with cancer and blood disorders. Every month,

Aluizio de Araujo, a member of the Board of Odebrecht

it also provides medical consultations for 1,100 out-

S.A. and Chairman of the Board of Trustees of the Child

patients per month, 550 chemotherapy treatments

Foundation, an organization established in 1994 to sup-

and 1,000 consultations with a team of psychologists,

port the ICr.

social workers, occupational therapists, physiother-

The hospital is a result of a Public-Private Partnership (PPP) between ICr, the Child Foundation, private-

apists, nutritionists, pharmacists, nurses and nursing assistants.

sector companies and civil society. “The ICr treated all

The works that will expand the institute’s service ca-

childhood diseases, but we saw the need for a special

pacity will be completed by June this year, including a

service for children with cancer,” says Aluizio de Araujo.

new Hematopoietic Stem Cell Transplantation Center,

The construction of the institute began after the

19 additional beds, seven intensive care unit beds and

Oncocentro Foundation donated land near the São

six semi-intensive care units.

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39

40 looking Braskem Thematic CafĂŠ participants in SĂŁo Paulo: a mix of lectures, technical debates and informal chats

in the right place written by Eliana Simonetti photos by Fred Chalub

40

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Braskem’s Knowledge Base, Expertise

T

haís Beteta is a librarian from São Paulo. Three years ago, she accepted an invitation to work at Braskem, and back then, her activities at the company were not very different

from those to which she had always been ac-

Development Program

customed: there were libraries in various units

and Thematic Cafés

system for publications. To fulfill the research-

help its teams

one of them, which multiplied her work load. But

in their quest for

Information Resources and Knowledge team have

information

for all the company’s archives, including digital

throughout Brazil, each with its own cataloguing ers’ requests, she had to do a full search for each since 2011, Thaís’s life has changed. She and the taken on the challenge of designing a database documents. That is how they created the Braskem

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41

Danielle Espósito and Fabio Carneiro: changing the way they see the world

42

Knowledge Base (BKB, or BBC in Portuguese),

about 1,500 hits (in Portuguese, English and Span-

a specialized search engine available to 7,500

ish), because the acquisition of documents is al-

Braskem members.

ready pre-filtered.

The BKB started out like other search engines

The Information Resources and Knowledge team

available on the Internet, except that it is restricted

constantly updates the research material, which

to publications in the existing archives. Thaís stress-

has been available online since January. In April,

es: “Our challenge is to optimize the researcher’s

the database recorded 80 searches daily, and the

work and Braskem’s results. So soon after the BKB

demand is growing. Considering that Braskem has

was up and running, we added improvements, such

over 300 researchers seeking innovations for prod-

as the possibility of carrying out searches on sites

ucts, production processes, sales and marketing,

containing information sources and specialized pub-

that amount of interest can be seen as an extremely

lications Braskem subscribes to.”

positive result.

Thaís explains that when someone searches the

Members can share the documents retrieved in

word “polymer” on Google, for example, they will

their searches with colleagues from Rio Grande

come up with over 2 million hits. “Selecting and

do Sul, São Paulo, Bahia, Rio de Janeiro, Alagoas

reading all the material available on generic search

and the United States (Pittsburgh). As soon as

engines takes time, doesn’t always get the expected

they hear of an event, they can publicize it; if they

results and therefore increases research costs,”

are participating in the event, they can share the

she argues. Even if you restrict the search to Google

materials received. The same goes for people who

Scholar, which covers more specialized research

produce academic studies. They just send in the

and theses, you will get 26,000 hits in Portuguese

paper and pronto, it will be available to their col-

alone. In the BKB collection, the same search got

leagues.

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Developing expertise

Economics and Business Administration’s Ad-

From the BKB to the EDP – the letters, ac-

ministration Institute Foundation).

tivities and focus may change, but the spirit of

“I’ve been questioning my principles and val-

sharing knowledge and experiences is the same.

ues, asking what I am and how I can contribute,

Journalist Danielle Esposito, 28, used to be on

realistically, to a viable future,” explains Danielle.

Braskem’s Corporate Communications team and

Her coursework completion project, which should

took on a fresh challenge at Odebrecht S.A., the

be delivered and evaluated by the end of the year,

Organization’s holding company, in late April. “I

will focus on principles of educational communi-

have a degree in Communications. Now I under-

cation about sustainability. And, of course, it will

stand a little more about industrial risk, finance

be posted on the BKB.

and toxicology. My way of seeing the world has

Another EDP participant, Fabio Magalhães

changed,” she says, clearly moved. Danielle is

Carneiro, has a degree in Business Administra-

highly motivated by the opportunity to participate,

tion, including an exchange program in Econom-

as one of 31 people chosen to take the Exper-

ics in Vienna, Austria. He has been promoted from

tise Development Program (EDP) in Sustainable

Performance Leader for Polyethylene to Com-

Development, offered sted by Braskem at the

mercial Leader for Renewable Chemicals. “I’ve

FIA-USP (the University of São Paulo School of

acquired information and expertise that were not previously required. Now I can talk to our global clients in the US, Europe and Japan, and present the possibilities of using renewable plastic at

Screen showing informative materials available on the BKB: optimizing the researchers’ work

events and conferences.” Braskem Sustainable Development Director Jorge Soto is proud to say that the course has made a major contribution to preparing Fabio for this new challenge.

The 2011 EDP covers Strategic Management for Sustainability. “The demand from our clients, our clients’ clients and the various actors in society is increasing. A lot of changes are taking place in the world and we must continually strengthen our qualifications in the sphere of sustainability,” says Jorge Soto. And he goes on to say: “We must create opportunities for new leaders to flourish in this area.”

Soto is not just talking about Braskem members. Another EDP participant, Ana Maria Wilheim, is the Executive Director of the Akatu Institute, which disseminates conscious consumption information and practices. She says: “I’ve entered the chemical industry and systemized information, and without a doubt I’ll leave here with a heightened awareness. The aim of this course is to groom leaders,” says the sociologist, who has been a human rights activist for nearly 35 years.

This year’s EDP participants also include a representative of the World Wildlife Fund (WWF), the Bank of Brazil, Oxiteno, Indústrias Tigre and Construtora Norberto Odebrecht, as well as people from various areas of Braskem. The idea of

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43

Jorge Soto (foreground, wearing jacket) and EDP participants: this initiative includes activities strongly linked to the principles of sustainable development

inviting people from outside the Organization to

pedagogically, and knowledgeable about Braskem.

participate in courses offered by Odebrecht com-

They know how to work with different viewpoints in a

panies is an innovation. “It is completely in synch

constructive way,” explains the general coordinator

with the principles of sustainable development,

of the course, Professor Izak Kruglianskas. “We’ve

which seek to take all stakeholders into account in

built up a 460-hour course that is geared directly to

the businesses’ strategy,” emphasizes Soto.

Braskem’s interests and business,” says Annelise

“Sometimes the debates get heated, which is good, and the teachers are excellent, on the same page

44 44

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Vendramini, a member of the EDP’s team of coordinators.

The colleague beside you

has worked at the company for 23 years. “I have

Braskem’s teams are building up knowledge

to know everything that’s going on, what is out

at an ever-increasing pace. Today, a researcher

there to be explored. The Cafés bring together

at the company has access to information gener-

people from different areas, so I have access to

ated and/or posted in other states and all areas of

different views on topics that interest me,” she

the company, but it is also essential to be aware

says. Her main challenge? Arriving at new pro-

of what the colleague who is right beside them

cesses and technologies that will ensure safe-

is saying and thinking. It is key for people who

ty, increase production and reduce costs while

share the same work environment to exchange

adding value to new and existing products.

ideas, because when researchers talk to each

Chemical Engineer Adriane Simanke has a

other, even a hallway chat can lead to a success-

Master’s degree in Chemistry and a PhD in

ful initiative.

Materials Science. She is on the Braskem

Aline Renz, from the Triunfo RIC, is bring-

Polymer Science research team in Triunfo

ing together people connected to the area to

and took part in the Café on LCB, a subject

talk to each other through a mix of lectures,

that requires specific knowledge and exper-

technical discussions and informal conver-

tise acquired after a long period of study.

sations with the goal of enabling knowledge

“At the Thematic Cafés, we get together and

sharing. That is how the Thematic Cafés were

discuss the proposed topics through debates

born in July 2011. These highly informal (and

and Q&A sessions in an informal setting,” she

often productive) events generate Technologi-

observes.

cal Memory records that are available in the database so that other Braskem researchers can use them.

The first Thematic Café was held in the catalysis area to discuss the book Simetrias de

moléculas e cristais: fundamentos da espectroscopia vibracional (Symmetries in molecules and crystals: fundamentals of vibrational spectroscopy), and the participants pitched in to ensure that everyone thoroughly understood it. It is a huge tome that contains a vast amount of data, so the researchers decided to find a way to get to topics of specific interest. The discussion about how to do that led to the creation of the Thematic Cafés.

On March 23, in Triunfo, 50 members got together for a Thematic Café on LCB - Long Chain Branching (long chains of molecules). That event was replicated on April 17 in São Paulo. The meetings in Triunfo and São Paulo included presentations by two researchers in the field of Polymer Science: Ana Moreira and Francisco Paulo dos Santos.

A big fan of the Thematic Cafés, Suzana Aita Isaia does not miss a single one. She is an expert in Polypropylene Process Engineering, provides support for various Braskem plants, and

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45

46

the art of thinking differently

46

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Making the final preparations for launching platform P-59 at the São Roque do Paraguaçu shipyard in Bahia: an innovative idea that became a milestone in the history of offshore engineering

Odebrecht Engenharia Industrial’s investments in technological innovation are making the company’s projects benchmarks in Brazil and other countries written by Luciana Lana

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J

acques Raigorodsky felt pleased and proud as he watched platform P-59 glide slowly off the BLG-2 barge and into the waters of the Paraguaçu River in June last year. It had taken over three years of research and development

to find a solution to the challenge of sending a gigantic structure out to sea after building it at Petrobras’s shipyard in São Roque do Paraguaçu, Bahia. It was Jacques – then the Corporate Engineering Manager at Odebrecht Engenharia Industrial – who came up with the innovative idea of using a barge to launch oil rig jackets. It worked, and has since become a milestone in the history of offshore engineering.

But anyone who thought the research for that operation stopped there would have to think again. It would be true if all that research had not been documented to serve

Manager of the Construction Processes Area (Research,

as a basis for future discoveries, and if that innovation had

Development & Innovation – RD&I).

not been duly acknowledged in a way that encouraged

He is involved in a significant amount of the demand for

further studies. In addition to these reverberations, the

innovation at Odebrecht, and is sometimes affectionately

investment in research had another important outcome:

called “Professor Pardal” (Gyro Gearloose in English), a

under the terms of the Brazilian Ministry of Science and

reference to a Walt Disney character, the great inventor

Technology’s Law no. 11.196/2005 – known as the “Good

from Duckburg. Jacques explains that the construction

Law” – it also garnered tax benefits for Odebrecht. Today,

method used has a major impact on the cost and efficien-

throughout the company, it is self-evident that the impact

cy of each project and, therefore, the R&D program he

of a single innovation goes far beyond its practical appli-

leads receives requests not only from the Entrepreneurial

cations. This is the guideline pursued by the Odebrecht

Leader (CEO) of Odebrecht Engenharia Industrial’s team,

Technological Innovation Program (POIT).

but also from those of other CEOs, such as the Entrepre-

Created in 2008, the program has made significant progress in recent years. The figures make that clear: in

On the computer, Jacques shows photographs of a

2009, five Technological Research & Development proj-

long pile fastened by cables at four points, which has been

ects from three construction ventures were registered

hoisted by a crane and placed in a vertical position. Then he

with POIT. By 2010, those numbers had gone up to 40

shows the prototype made for the studies for that operation.

TR&D projects from nine construction ventures. And by

“We had never lifted a pile that large that way before. So it

last year, they had reached 161 from 40 ventures. The in-

was an innovation. They may seem simple, but these inno-

novations made in 2009 earned tax incentives on the order

vations represent highly sophisticated engineering studies.

of BRL 490,000 for the Organization. The following year,

We are working with the state of the art,” he observes.

that figure rose to BRL 2.6 million. The return on R&D investments in 2011 was BRL 4.6 million.

48

neurial Leader of Odebrecht Infraestrutura.

Before submitting innovations under the terms of the Good Law, the POIT committee carries out a careful anal-

However, the POIT’s significance goes far beyond sums

ysis. “It doesn’t have to be a solution that never existed

and numbers. It has evolved because it helps consolidate

before in the world or in Brazil, just something that is new

a culture of innovation. “Innovation is in Odebrecht’s DNA.

for the company,” says Tatiana Tourinho, the officer Re-

The company’s decentralized structure demonstrates

sponsible for Tax Planning at Construtora Norberto Ode-

that. Everything is always new because the conditions

brecht. However, she points out that only investments in

that arise on each project are always different. But each

technological research and development can be included.

and every innovation must be recorded, shared, and rec-

“The moment the innovation is implemented in a produc-

ognized, and therein lies the most important aspect of

tive activity, the expenditures related to it are no longer tax

the POIT,” explains Jacques Raigorodsky, who is now the

deductible,” explains Tatiana.

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and all the innovative things the company is doing. The POIT has shown that seemingly trivial ideas can be extremely transformative and valuable,” he says.

In addition to the solution for launching the P-59 and P-60, Odebrecht members came up with a number of other innovations in 2011 during studies for the construction of the Enseada do Paraguaçu Shipyard, which will result from a partnership between Odebrecht Engenharia Industrial, OAS Investimentos and UTC Participações, who are all partners in the Illustration shows how Maracanã Stadium will look after it is refurbished for the World Cup: building the roof required research and innovation. Below, Jacques Raigorodski: “We are working with the state of the art”

Estaleiro Enseada do Paraguaçu (EEP) company.

Along with the existing construction site, the shipyard will form part of a complex in São Roque do Paraguaçu.

“The platforms were the stars of the show, but we

Identifying innovations and documenting them as re-

also studied the terrain, logistics and other aspects,”

quired by law is a complex task that involves the participa-

says Jacques. He observes that the Paraguaçu yard is

tion of entrepreneurial leaders in synergy with the POIT

still producing the biggest demand for research this

committee, and advised by the Pieracciani consulting

year. “We’ve never built a shipyard, never built ships,

firm, which has been hired to support the program. “Bit

never built drill ships before - this is all new to us.

by bit, everyone is getting more involved with the POIT.

That’s why we are making frequent trips to Japan, Chi-

This explains the increase in the number of projects regis-

na and South Korea. We are looking for technologies

tered. Thinking about innovations and how to record them

around the globe.”

is becoming routine,” says Alfonso Abrami, Managing Director of Pieracciani.

In the field of infrastructure facilities, building the roofs of soccer stadiums for the 2014 FIFA World Cup has also required a great deal of research and innovation. “Our ex-

Transformative ideas

perience of working offshore ended up being utilized in

According to Odebrecht Infraestrutura Engineering

other areas,” says Jacques, who explains that his depart-

Director Dante Venturini, the POIT’s biggest contribution

ment was called in to help with the completion of the João

is making teams realize the scope of their innovations:

Havelange Olympic Stadium (Engenhão), in Rio de Janei-

“People often don’t realize the value of their own work

ro, where it was necessary to install four arches - metal structures 170 m long and 2 m in diameter - at a height of 74 m. Currently, they are providing support for several ongoing projects in that area: Maracanã in Rio de Janeiro, Corinthians in São Paulo, Fonte Nova in Salvador, and the Pernambuco Arena in Recife. “Each of these projects requires different kinds of studies and new technologies,” says Jacques.

According to Cinthia Blassioli, who works as a POIT facilitator, providing support for networking between the sectors that require solutions and the research areas, the teams’ interaction has been another very positive aspect of this program: “Today, the tax benefits are a consequence, because POIT has taken on a different dimension. Its importance lies in recognizing and encouraging innovation and creating a body of knowledge that can be transformed into a slew of new solutions.”

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49

PROFILE: José Osinair Rodrigues da Silva

Looking for 100% commitment He is marking 50 years of work at Odebrecht.

Congratulations, Zé Bodinho written by Flávia Tavares photo by Ricardo De Sagebin

H

e is plainspoken and straight-

to-day work. The third of 13 children,

fice boy, then as a mechanic. “But my

forward, and his stories are al-

born in Conceição de Piancó, Paraíba,

dad advised me to work in the field,

ways accompanied by a friendly

he spent his childhood watching his

in earthmoving like him, an area that

smile. José Osinair Rodrigues da Silva,

father, Manoel Alexandre da Silva,

had a better future. He was right.” It

better known as “Zé Bodinho,” wel-

work as a grader operator for the Na-

was then that he got the nickname

comed the Odebrecht Informa team to

tional Department of Works to Com-

Zé Bodinho. Thin as a rail, when he

his home on a sunny April morning in

bat Drought (DNOCS). “We lived in a

tried to flirt with a young woman who

Conselheiro Lafaiete, Minas Gerais, the

railroad car. My father would drive that

worked in the jobsite canteen, he

Brazilian town where his family lives

grader and haul it all over the North-

heard his workmates say he looked

and where he spends less time than he

east,” he recalls.

like “a little billy-goat [Bodinho]” making moves on the girl.

would like. Odebrecht Energia’s general

As a boy, he began selling the

supervisor on the Teles Pires hydro-

treats that his mother, Nina, care-

When he was doing his father’s job,

electric plant project, underway on the

fully prepared. When Manoel got a

Zé Bodinho became one of the most

state border of Mato Grosso and Pará,

job at the Star paving company, then

sought-after teachers at the company.

he discussed his 50-year career at Ode-

an Odebrecht subsidiary (in the early

He was promoted to general super-

brecht, which began when he was 16.

1960s), to work on the construction of

visor, built his own home, raised five

If he has been one of the people

the road that would connect the towns

children - all of whom are college

responsible for grooming fresh talent

of Itajuípe and Coaraci in southern

graduates – and now enjoys spoiling

at Odebrecht’s jobsites for some time

Bahia, Zé was 16 years old. He fin-

his three grandchildren. “Odebrecht

now, this is because his own education

ished high school at that jobsite and

gives us a lot of opportunities, and

began right there, in the school of day-

started working there, first as an of-

that’s why I’ve never thought of working anywhere else. Now I’m happy to share what I’ve learned,” he says, while showing pictures of himself re-

“Now I’m happy to share what I’ve learned”

ceiving honors from the Organization’s founder, Norberto Odebrecht, and Marcelo Odebrecht, President and CEO of Odebrecht S.A. Throughout his career, he has literally laid the groundwork for projects like Rio International Airport (Galeão), Avenida Paralela in Salvador, Bahia, the Pombal-Leiria Highway in Portu-

50

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gal, the Kikuchi River Aqueduct in An-

than theory. He is humane, patient and

some machines and renting them out to

gola, and the Irapé hydroelectric plant

thorough. But if you’re not 100% com-

the company somewhere down the line,

in Minas Gerais. “I like the challenge

mitted, you don’t stand a chance with

like one of his brothers, Eliomar, now

of construction work. Dams are usu-

him,” says his friend and former stu-

deceased, used to do. Another brother,

ally built in hard-to-reach areas with

dent, who has worked with Zé Bodinho

Raimundo, is a general supervisor at

complicated topography.”

since the late 70s.

Odebrecht. One of Zé Bodinho’s children,

He does not remember how many

Retired since 2000, Zé is starting to

Manoel Alexandre Neto, is also a mem-

people he has helped educate. “At the

think about slowing down. He wants to

ber of Odebrecht Energia and now works

Simplício hydroelectric plant alone

spend more time with his family. When

on the construction of the Santo Antônio

[in Rio de Janeiro State] there were

his wife, Edinalva, talks about how much

hydroelectric plant in Rondônia. And his

22,” he recalls. Whether through the

she misses her husband, her eyes fill

youngest son, Vitor, wants to become an

Young Partner Program or by guid-

with tears. But don’t think he wants to

engineer. His dream is to wear the com-

ing the less-experienced people as-

leave Odebrecht. He is talk-

signed to his direct team, Zé Bodinho

ing about buying

only approves of one type of profes-

pany name tag that is part of the life stories of his father, uncle and brother.

sional: “People who are responsible and committed. There’s an old saying that you can’t teach if you’re not 100% committed.”

It is easy to find someone who can attest to that. Francisco “Chico” Mendoza is a former pupil of Zé Bodinho who is now his counterpart on the Teles Pires Dam project - Zé takes care of the left bank, Chico, the right.

“His method is more about practice

Zé Bodinho: “I’ve never thought of working anywhere else”

INFORMA INFORMA

51

serving citizens written by Luiz Carlos Ramos photos by Guilherme Afonso

O

ne Tuesday in April, hairdresser Filomena Rafael Gomes, 32, arrives at a multicolored building in the Talatona district of Luanda, waits a few minutes to be served, and leaves with her new ID card (called

a Bilhete de Identidade or BI in Angola). Filomena remembers that a few years ago, getting that document was a complicated venture, but the Integrated Citizen Service Center (SIAC) has made the process much more practical. “This time, I took a number, was seen quickly and got my BI just 30 minutes later,” said a relieved Filomena, before going back to work in Kilamba Kiaxi in the Luanda metropolitan area.

The Talatona unit is the largest and most modern SIAC outlet in Angola, and soon there will be 12. The SIAC is an independent agency of the Ministry of Public

52

Administration, Employment and Social Security. Citizens can not only use it to get their BIs, but also birth certificates, marriage certificates, driver’s licenses, auto and property registration, pensions, jobs and notary’s services. A bank office in the same building receives payment for services. You can also pay taxes and bills, take out insurance policies and get in touch with the water, power and telephone companies, and buy airline tickets and books.

This efficiency has everything to do with the current cycle of development in Angola and the Government’s decision to reduce red tape in all its sectors. Odebrecht is playing an important role in this process: not only did it build the Talatona SIAC, which opened in 2007, but it was also responsible for Assisted Operations and Transfer of Technology based on training civil servants.

The Director-General of the SIACs, Rosa Micolo, has a law degree and runs the eight centers from her office in the Talatona unit. She praises the efficient transfer of knowledge: “Odebrecht’s international experience was

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Filomena Gomes: getting her ID card in 30 minutes

The SIACS project helps improve public services and technology transfer in Angola

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critical to achieving the current standard of service,” says Rosa. “The SIACs’ headquarters building, which we call the ‘Mother SIAC,’ has a pleasant design that makes everyone happier at work. And the main thing is that the public is also happy, because getting a BI, which is now issued the same day, used to take up to two months.”

Besides being the first of the eight existing units to be built, the Talatona SIAC has served as a model for deploying a unique and revolutionary concept of providing services to citizens in that country. The success of that groundbreaking SIAC led the Ministry of Public Administration, Employment and Social Security to open seven more units, which are subordinated to the central office in Talatona under Rosa Micolo’s administration. Two are located in Luanda Province (Cazenga and Zango) and the others are in the provinces of Malange, Uíge, Bengo, Benguela and Huambo. More units are scheduled to open this year in Cabinda, Cunene and Lunda Sul, and construction of Luanda’s fourth unit, the Kilamba Kiaxi SIAC, will also begin in the next few months. The teams trained by Odebrecht in Talatona have expanded its services to other areas.

Odebrecht Angola Director Fábio Januário explains: “When developing the SIAC, we were not only focused

Rosa Micolo and Dorival and Antonieta Kileba: a different standard of service

on building the facilities but mainly on the content of the program through the transfer of technology based on the Brazilian experience. This is a successful challenge of sustainability in a country with which we have a historical relationship and an ongoing commitment to expanding opportunities and expressing national content in our ventures.”

Grooming workers These SIAC units, which offer a range of services and provide them quickly and efficiently, were initially inspired by two Brazilian initiatives: Poupatempo (Timesaver) in São Paulo, and the SACs (Citizen Service Centers) in Bahia. Adriana Bezerra arrived in Luanda five years ago to deploy the SIAC. “Odebrecht started grooming about 250 Angolans and carrying out assisted operations at the Talatona SIAC in 2007,” says Adriana, who holds a business degree. “A year later, the agency gained its independence and its members became civil servants.”

Antonieta Kileba, a lawyer who lives in Zango, in the Luanda metropolitan region, visited the Talatona SIAC along with her husband, Dorival Kileba, a public official who needed to renew his BI. They left satisfied.

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benefit, creating a web portal for Odebrecht Administrative and Financial Managers (GAFs) is a good example of this practice within the company.

Marcus Vinicius Vianna, the Administrative and Financial Manager for the PRP (Population Resettlement Program), had been with the Organization for fourteen years when he swapped Peru for Angola in 2009. In Luanda, he quickly adapted to his new environment, but he noticed one detail: “Suddenly, I was dealing with loads of paperwork. There were internal documents and numerous laws and regulations governing the labor sector, administrative guidelines and other issues,” he recalls. “During a meeting of GAFs in March 2010, in a conversation with Fernando Carneiro, the GAF for the Water and Sanitation Project, and Fernando Koch, the GAF for the Gove Dam construction project, I proposed creating a virtual space that we could supply with information and consult on a regular basis. Both of them approved the idea, and we developed the project in conjunction with Odebrecht Angola’s administrative and financial team.”

Angola Odebrecht’s institutional relations area, “We didn’t wait long,” says Dorival. The couple will be

which runs the company’s web portals in that country,

returning to the SIAC in a few months’ time with a joy-

helped them create the GAF Portal, a site for the exclu-

ful mission: Antonieta is pregnant and will register the

sive use of members working in the administrative and

birth of the couple’s first child at the Talatona unit. Have

financial area. “It was a huge success,” says Marcus

they thought of a name? “I know it will be a boy... It’ll be

Vinicius while chatting with the system’s users. Point-

Dorival Júnior,” she says.

ing to a stack of paper in his office at the Zango jobsite, he says: “This is a thing of the past. Thanks to technol-

From paperwork to portal

ogy and people endowed with the spirit of service, we

If the deployment of SIAC units is a case study for the

have consolidated an entire history of laws, guidelines

application and sharing of knowledge for the public’s

and standards in a single online tool.”

Overall, the GAF Portal is a reliable resource that

Marcus Vinicius: colleagues in the Administrative and Financial area share information and experiences

is updated with trustworthy information. For example, on the portal members can find constantly refreshed data on union agreements and labor laws in Angola and Brazil. It also provides explanations about how to get visas for Brazilians in Angola, as well as information on relatives. If an expat member or their spouse needs to take their child with them on a trip outside the country, the site explains the red tape and lists the documents required.

However, technology does not prevent the managers from using more traditional forms of contact to analyze problems and reach solutions – face-toface meetings. “We get together every three or four months,” says Marcus Vinicius.

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56 From left, Marcelo Faria, LĂ­dia Toledo and AmĂŠrico Ferraz: contributing to the free and productive flow of information at ETH

school The countryside is a

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Diversity of expertise and the intense exchange of knowledge are ETH’s strengths on its steady path of growth written by Cláudio Lovato Filho photos by Edu Simões

A

mérico Ferraz needs to have answers: assessing situations and suggesting solutions is a routine part of his job. To do so, he can rely on input from members of his direct team,

such as Maria Thomazini and Douglas Rocha. They are always traveling from one of ETH’s nine agroindustrial units to another in four Brazilian states, taking their highly qualified support and expertise to people like Marcelo Faria. Marcelo is based at one of those units, in a town where he has always wanted to live since his childhood, and, in his turn, he is keenly aware of the perceptions of partners like Lídia Toledo, who heads one of the company’s work fronts. This path of communication, which goes from Américo to Lídia through Maria, Douglas and Marcelo, then back to Lídia and Américo, is a two-way street, and explains how knowledge is born and shared at ETH Bioenergy.

ETH’s officer Responsible for Agricultural Technology, Américo Ferraz graduated in Agricultural Engineering from the University of Campinas (Unicamp) in 1997. He also holds a Master’s degree in Agricultural Machinery from the same university and a PhD in Sugarcane Farming Machinery. He joined ETH in 2008 and now leads the formulation and management of Agricultural Best Practices at all of the company’s production hubs.

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Maria Thomazini: valuing people

Best Practices are methods that contribute to cost

ing tool for remote consultations aimed at making harvest

reduction, improved process quality, on-time delivery,

estimates more accurate. “That’s where the company’s

and especially the quick and efficient dissemination of

budget comes from!” says Maria.

knowledge. “Our company is made up of nine agro-

During her visits to units, Maria likes to go to the

industrial units that operate like Small Businesses.

work fronts in the fields and talk to the people directly

They each have their own life, but we need to be on

involved in planting and harvesting sugarcane. “I al-

the same page to get better results.” Américo adds:

ways show people the biomass map done with sat-

“We are interested in anything that can improve our

ellite imagery. Those members feel appreciated and

performance, ranging from the correct management

really come to understand the process in which they

of sugarcane varieties to identifying the most suitable

are participating.” Maria may be taking information to

parts for our machines, up to and including the most

the people working in the cane fields, but there is a

effective herbicides.”

trade-off. “That’s where we also go to obtain knowl-

Based at ETH’s headquarters in São Paulo, Américo and his team maintain a constant presence at the units.

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edge. Nobody knows the land better than the people at the work fronts.”

Maria Thomazini, the officer Responsible for Agricultural

Lídia Cabrera Toledo, 26, is proof of that. She was born

Technology - Geocoding, visits them all the time. She lives

in Sidrolândia, Mato Grosso do Sul, and has worked for

in São José dos Campos, São Paulo, but only goes home

three and a half years at ETH’s Santa Luzia Unit, which

on weekends. She gave this interview to Odebrecht In-

produces ethanol and electricity in Nova Alvorada do

forma in São Paulo - with a suitcase and backpack close

Sul, 100 km from Campo Grande, the state capital. The

at hand. Right after her conversation with the reporting

Santa Luzia and Eldorado units comprise ETH’s Mato

team, she headed for Congonhas Airport to catch a 10 pm

Grosso do Sul Hub, one of the company’s five production

flight to Goiás. She had two days of work ahead of her at

hubs. Lídia went through training programs without any

the Morro Vermelho Unit.

previous experience in the cane fields, and soon began

Maria graduated in Cartographic Engineering from

working in mechanized planting, operating farm equip-

Júlio de Mesquita Filho São Paulo State University (UN-

ment for the very first time. After a year, she became a

ESP) in 1996, holds an MBA from the Getulio Vargas Foun-

tractor driver, and after that, she operated a harvester

dation (FGV), and has taken a specialization course in Sug-

and reached the position of work front leader, where

arcane-Related Topics. “Knowledge is increasingly being

she is today.

shared in the company, and this is the result of increasing

The leader of a team of 30 people, men and women

integration between the teams, programs and units.” She

aged between 19 and 43, Lídia says: “You’ve got to do

has worked in the bioenergy sector for five years. At the

your job well to get ahead.” Based on the knowledge

moment, she is intensely involved in the development of

she has built up about planting sugarcane, she can cal-

a GIS (Geographic Information System), a precision farm-

culate the yield per hectare. During the crop-year that

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began on April 23 and will end in mid-November, Front

Marcelo is currently experiencing a time of high ex-

36, which Lídia leads, will work on Farm 3 M, cover-

pectations. As of 2012, the Santa Luzia Unit will start

ing a 10,000-hectare area. Their equipment includes

operating at maximum production capacity - 6 million

five harvesters, nine tractors, a water truck, a convoy

metric tons of sugarcane. “The dynamics of the unit will

truck (for supplies) and a mobile repair shop. Lídia and

change. We have over 200 machines in the agricultural

her team will be responsible for an estimated harvest of

area, 1,700 members, and a sphere of operations as big

800,000 metric tons of sugarcane.

as 200 km. Some work fronts are up to 100 km apart.

More and more, the performance of our operators in the

Diversified knowledge

field will be decisive. We need to groom people to meet

“From the machine operators at the work fronts

the new business challenges ahead.”

to the managing director of the hub, including the ag-

Douglas Rocha, 51, the officer Responsible for CLT

ricultural managers, coordinators, supervisors and

(Cutting, Loading and Transporting sugarcane), joined

work front leaders, there is a constant flow of infor-

ETH in February 2011. He, too, likes to spend as much

mation and exchange of experiences,” says Marcelo

time as possible in the cane fields. One of the first instruc-

Lopes Faria, 30, the Agricultural Manager at the Santa

tors at the SENAR (National Rural Education Service) in

Luzia Unit. “That’s how it should be. We’ve got to make

the early 1980s, he is a specialist in equipment used to

the most of the diversified knowledge of people at

cultivate sugarcane and has a passion for empowering

ETH,” he adds.

people through education. He visits all of ETH’s units,

Born in Guaimbê, in the interior of São Paulo State,

teaching classes and developing professional education

Marcelo enrolled in Agricultural School at the age of

programs on mechanization. Douglas talks to everyone

14 and got his first job opportunity at a sugar mill when

– from the managing directors at the hubs to the mem-

he was 18, working as a quality analyst. Soon, he was

bers who work in mechanized planting. “In our jobs, we

put in charge of agricultural operations, managing the

are liaison officers, we are links,” he says, referring to the

activities of 90 people. He took on new challenges, and

work of his team.

became a supervisor. He was promoted to plant man-

Douglas has vivid memories of his childhood, when

ager at the age of 24, at the same company. Later on,

he dreamed of working the land, tinkering with ma-

he became the mill’s agricultural and technology plan-

chines and coming into contact with farmers and

ning manager. At the same time, he went to business

planters. “I like being around people, following up on

school. Then, in August 2011, he joined ETH. “I discov-

the work fronts, showing how you do things and doing

ered that the PA (Action Program) was something I’d

them together. When you teach, you learn. The coun-

always dreamed about! Plan and deliver!”

tryside is a school.”

Douglas Rocha: “In our work, we are links”

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pre Workers and machines in Panama City’s Historic Center: the private and public sectors are working together to ensure construction professionals’ physical safety and well-being

60

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serving our most precious assets written by Eriksa Gómez photos by Holanda Cavalcanti

I

n recent years, the construction industry has given a significant boost to Panama’s economic growth. In 2011 alone, that sector registered 18.5% growth over the previous year and it represents 6% of GDP, according to data from the

Comptroller General of the Republic. But the “boom” in that market has brought a challenge: ensuring the physical safety of construction workers. Contractors, unions, educational institutions and government agencies have started looking for mechanisms to help prevent occupational accidents and illnesses.

“Training programs and awareness campaigns are being developed in many areas of the company,” says

Panama’s booming construction industry requires special efforts in the area of health and safety

José Vilar Junior, the officer Responsible for Health, Safety and Environment (HSE) at Odebrecht Panama.

“We have also set up an educational center in this country that is strongly focused on safety and health,” he adds.

Since the Organization began working in that country in 2006, Odebrecht has undertaken a commitment to contribute, by whatever means possible, to creating a culture of prevention regarding occupational accidents and health. The key to this contribution is conveying knowledge and experience internally, via Education through and for Work, and externally, through the transfer of technology to partners, suppliers, contractors, unions and government agencies. informa

61 61

Educational partnership With over 25 years’ experience in occupational safety in Panama, Maribel Coco, the Director of the Health School at the Specialized University of the Americas (Udelas), has witnessed the developments in the educational field. Founded 14 years ago, the Health School has become a leader in occupational health and safety education, and offers bachelor’s and master’s degrees in that field, as well as courses in different areas of specialization.

Maribel Coco, Arquímedes Sosa and (opposite page) Raimunda Valencia: leading players in the effort to improve the health and safety conditions of Panamanian workers

Their philosophical affinity and converging goals led Udelas and Odebrecht to work together in grooming young professionals to work in the field of occupational health and safety. “Every year we organize three events with the support of Odebrecht, with an emphasis on training. The company facilitates the inclusion of professionals in the job market, which is very important and helpful for our students,” says Maribel Coco.

Lectures for students, cooperation on research projects and visits to Odebrecht construction sites

each day of activities. The number of participants

are measures that form part of the day-to-day

has risen to 500. Arquímedes Sosa, the officer Re-

relations between the company and Udelas. Fur-

sponsible for Environment on the Panama-Colon

thermore, a factor Maribel Coco considers crucial

Highway project and an Odebrecht member since

is giving students an opportunity to apply their

2007, took part in these events as an organizer and

knowledge at the company’s projects through in-

speaker. “We are sharing a vision that consolidates

ternships.

Spreading a philosophy However, Odebrecht HSE Members have decided to expand the scope of their work even further. In early 2010, while they were planning the In-House Workplace Accident Prevention Week (SIPAT), they came up with the idea of organizing an event that dealt with the issue outside the Organization.

That idea resulted in a conference that brought together local and international experts from Odebrecht and other companies and organizations.

This year’s edition devoted three days to training members, and two to lectures. The participants included students and members of the health and safety teams of sub-contractors, public institutions and clients.

The SIPAT grew in 2011, going from two to five days of lectures, where guests signed up for

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health and safety in the work environment. I am very happy to have an opportunity to pass on my experience,” he says.

Other companies share the objective of promoting a culture of prevention for occupational accidents and health, especially the members of the Panamanian Chamber of Construction (CAPAC), which has developed professional education programs.

“CAPAC is committed to supporting its affiliated companies. It carries out inspection visits to construction sites, organizes lectures and training programs for workers, and provides ongoing consulting services,” explains civil engineer Julio Aizprúa, a Director of CAPAC. “Because construction is an activity that involves risks, contractors must play a vigilant role in the implementation of a management system that ensures the best indicators when it comes to prevention,” he says.

Panama’s economic forecasts point to con-

This process is being carried out step by step, with awareness and support, and the results are becoming increasingly consistent.

tinuing growth in the construction industry in

“Doctor, it’s time for my hearing test.” This re-

the next few years, driven by public and private

minder makes Raimunda Valencia Jiménez’s day.

investments. The country still faces challenges

She is the physician Responsible for the Health

ahead. It has made major advances in the pre-

Program for the Panama-Colon Highway project

vention of workplace accidents, but there is still

(the second phase of a route that connects the

a way to go.

country’s two biggest port cities).

“We need our members to change their culture and learn to protect their lives and health with the support of administrative and engineering methods. They used to ask us why so many tests, but now they let us know when it’s time to repeat them.”

Raimunda Valencia and the project’s HSE team were responsible for the recent achievement of OHSAS 18.001:2007 certification in occupational health and safety, Odebrecht Panama’s second certification in that area. The first was granted in 2010, for the Dos Mares Hydroelectric Plant project.

However, in the opinion of Dr. Valencia, who joined Odebrecht two years ago, the most important thing is that the results of certification will not end when the project is delivered. “People now understand that they have a big responsibility for individual safety, both theirs and other people’s, and they are also responsible for everyone’s safety in general,” she observes.

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64 Yuri Tomina is playing an active role in a special time in Braskem’s history: the company’s international expansion 64

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philosophy On the wings of a

Y

written by Mayara Thomazini photo by Geraldine Di Lucca uri Tomina is 29. A member of

processes,” says Yuri. “Bit by bit, we managed to

Braskem America, two years ago he

create an environment that was well suited to the

delved deeply into what he considers

Organization’s entrepreneurial culture, more open

to be one of the biggest opportunities

to creativity, entrepreneurship and focused on our

in his life. “My wife and I moved to the

clients’ needs and dreams,” he adds.

United States in search of intense learning, fresh challenges and accomplishments.”

Right at the inception of Braskem America, some concepts of TEO grabbed the attention of its American

Yuri joined Braskem in 2004 as an intern in the

members and especially won them over, “particularly

Corporate Marketing Program, and in early 2010, he

the model for entrepreneurship, including decentral-

got an invitation to work in the United States from

ization and planned delegation, which foster a good

Ricardo Lyra, who was taking on the challenge of

environment for developing creativity,” says Yuri.

leading the People & Organization and Communica-

The possibility of living different experiences and

tion program at Braskem America. With his leaders’

absorbing the best of everything each culture has to

encouragement, he took on the challenge of helping

offer has been fundamental to Yuri’s growth as an

build Braskem’s brand and image in that new envi-

entrepreneur. He makes a point of stressing that

ronment and disseminating the Odebrecht Entrepre-

TEO has been an essential part of that process. “Our

neurial Technology (TEO) among the company’s new

entrepreneurial culture is widely accepted around

members. Today, as a member of Kelly Elizardo’s

the world because its principles are linked to the

team, he is Responsible for Corporate Communi-

creation of wealth through hard work and discipline.”

cation at Braskem America, based in Philadelphia,

During the second stage of acquisitions outside

Pennsylvania.

Brazil announced in October 2011, Braskem acquired

In February 2010, Braskem announced the acqui-

four Dow Chemical plants, two in the US and two in

sition of the polypropylene assets of Sunoco Chemi-

Germany. “The groups that are now being integrated

cals in the USA, and in April of that year, it took con-

into the company were welcomed by the team from

trol of three manufacturing plants and a technology

the previous acquisition, who already feel they are

and innovation center in the states of Pennsylvania,

spokespersons for TEO,” recalls Yuri, clearly pleased.

Texas and West Virginia. That move marked the be-

Through this second acquisition, Braskem is now

ginning of Braskem’s first industrial operations out-

the leading polypropylene producer in the USA and

side Brazil.

has bolstered its European operations with the ad-

“When we first arrived in the USA,” recalls Yuri,

dition of two units in Germany. “Our members in the

“we already had three fully operational plants and

US welcomed Braskem’s new growth plan. They were

a list of clients that had to continue receiving their

all willing to help build Braskem Europe.”

products as usual, despite the company’s change of management. It was a major challenge.”

Today, two years after moving to the USA, Yuri is celebrating his professional and personal growth: “All

He had a lot of questions. The language, market

these events we are experiencing here have added to

and local culture were all new to him. “We soon real-

my knowledge and maturity. And we have also had a

ized that disseminating the principles of TEO would

joyful event in my family: the birth of my first daughter,

be key to the successful integration of teams and

Sophie, who is now three months old.”

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65

time

to enhance learnings OOG is systemizing information as a tool for overcoming fresh challenges written by Edilson Lima photo by Geraldo Pestalozzi

66 66

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Crisis Management Center: technology at the service of safety

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67

O

debrecht Oil & Gas (OOG) is focusing its

This system’s starting point will be the company’s

efforts on improving the quality of its ser-

drilling experience. Later on, it will be extended to oth-

vices from day to day, optimizing its pro-

er areas, such as subsea engineering and production

cesses, and thereby ensuring the safety

platforms. “It’s a pilot project. We’ll structure this area

its members, its physical assets, and the

first and then go on to the others,” says Herculano.

communities it serves. One tool in particular has played

Based on the Odebrecht Organization’s previous

a critical role in this drive: using knowledge derived

experience and practices, such as Knowledge Com-

from lessons its teams have learned.

munities, the OOG teams are creating their own sys-

A young company, established in 2006, OOG inher-

tem for applying and sharing knowledge. Other com-

ited a pioneering history in the offshore industry that

panies’ experiences are also being consulted. For

started with OPL (Odebrecht Perfurações Ltda.), es-

example, OOG members recently visited the Embraer

tablished in 1979. OPL began its activities with the ac-

(Empresa Brasileira de Aeronáutica) factory in São

quisition of the Norbe I platform. In the 1980s, it car-

José dos Campos, São Paulo, where they got a first-

ried on investing and acquired more offshore oil rigs:

hand look at the aircraft manufacturing company’s

Norbe II, III, IV and V and Asterie. It was the first pri-

knowledge management system.

vate-sector Brazilian company to drill at water depths of over 1,000 meters.

In 2000, OPL left the drilling segment, later return-

The step-by-step process of creating the system will go

ing to the sector with a new brand, OOG. Since 2006, the

like this: first, workshops will be held where participants

new company has built five drilling rigs, and two more

in each of the company’s projects will be invited to report

are in final stages of construction. By the end of 2012,

on their experiences, including successes and failures.

all seven rigs will be operating in Brazilian waters.

Their experience will be recorded and documented, and

“Despite this track record, we felt the need to

made available for consultation by stakeholders. The sec-

systemize knowledge and learn more about building

ond step is forming Knowledge Communities made up of

and operating platforms to be used in ultra-deep wa-

people experienced in specific areas of drilling rig design,

ters. That was when that we got the idea of creating a

such as electric systems, facilities and oil well equipment,

system to use, record and share knowledge to make

among others. These communities will be linked through

it a proprietary technology of OOG itself that was

the OOG Portal (using SharePoint technology), through

accessible to everyone,” says Herculano Barbosa,

which members can interact and share their experiences.

Managing Director of the Engineering & Technology

If necessary, they will be invited to take part in face-to-

Business Unit.

face meetings as well.

OOG’s Macaé Base on the coast of Rio de Janeiro State: the company wants the knowledge its teams have built up zto become a research source for all its members

68

Interacting and sharing

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Ready for action While part of the OOG team strives to systemize the company’s trove of knowledge, the company has implemented another important measure: the creation of the Crisis Management and Emergency Response Center (SGCE).

Characterized by efficient use of communications Marco Aurélio Fonseca: “In an emergency, we can’t think twice”

resources, the center located in an office on the second floor of the building on 370, Praia do Botafogo, Rio de Janeiro, allows simultaneous communication with up to four sites at once (onshore facilities and offshore units) through conference calls and video conferences. It also has two auxiliary boards used to note down

The communities will have the supervision and

and record information about the crisis or emergency

encouragement of the members’ leaders through

at hand, the timeline of the event, blueprints for the

committees - step three. “The goal of the Knowledge

rigs, and clocks showing the time in Brazil, Venezuela,

Communities is to enable interaction between mem-

South Korea and the United Arab Emirates, the coun-

bers. We will observe and encourage them. We must

tries where the company has ongoing operations. In an

promote a culture of knowledge sharing,” argues

emergency, the center will be used by members of the

Elizeu Leonardo da Silva, the officer Responsible for

Crisis Management and Emergency Response Com-

People & Organization at the Engineering & Technol-

mittee (CGCE), chaired by Roberto Ramos, the Entre-

ogy Business Unit.

preneurial Leader (CEO) of OOG.

According to Herculano, the big challenge is cre-

“At the center we also have a contact list of the au-

ating interaction between the generations, as today’s

thorities, clients, business partners and our teams in

technology is very advanced compared to some de-

all the locations where we operate. In an emergency,

cades ago: “Today’s young partners were born into

we can’t think twice. We must know how to act effec-

a world where almost everything is automated, un-

tively, be trained to respond and provide technical and

like 20 or 30 years ago. We will make an effort to

management support, while always trying to control

ensure that this exchange of knowledge occurs,” he

and resolve the crisis or emergency,” says Marco Au-

observes. As a former member of OPL, he has one

rélio Fonseca, the OOG officer Responsible for Sustain-

more reason to celebrate this new era: “I’m part of

ability and one of the creators of the SGCE.

OOG’s prehistory.”

Like Herculano, Marco Aurélio also worked at OPL,

Among the company’s various experiences in drill

in his case, in the 1990s. In 2000, he returned to his

rig construction, the case of the Norbe VI stands out.

hometown of Belo Horizonte. Then, in January 2011, he

Near the main tower of that rig (the towers are used to

came back to helm the creation of OOG’s Sustainabil-

raise and lower drilling equipment), another smaller

ity Program, which includes Health, Workplace Safety

one was built parallel to it. While the main tower is

and Environment and Corporate Social Responsibility.

drilling the well, the parallel tower helps raise and

His team is responsible for setting Sustainability poli-

lower equipment. “That reduces drilling time and, of

cies and directives in alignment with the Odebrecht Or-

course, saves money,” explains Herculano, who was

ganization’s policy, and guiding OOG’s activities at the

one of the mentors of that initiative. “Although this

strategic, tactical and operational levels. He is also

was already being done on the international market,

a member of Odebrecht’s Sustainability Knowledge

we added the parallel tower our way, so as to op-

Community, led by Sérgio Leão. “Our activity involves

timize costs for Petrobras. This experience, for ex-

constant risks. We must be aware of any possible emer-

ample, cannot and should not be isolated. It must be

gency and take preemptive action to prevent damage to

recorded and shared with other members of OOG,”

people, property, the environment and the company’s

he emphasizes.

image,” underscores Marco Aurélio.

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69

identi Continually building

OR has developed a communication system that enables its members to share knowledge while keeping every project unique written by Perla Lima photos by AndrĂŠ Valentim

70

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70

ity

The Rio Corporate venture, under construction in Barra da Tijuca, Rio de Janeiro: OR is present in 15 cities in eight Brazilian states

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André Basto (left) and Djean Cruz: the right product for each client

T

he figures show significant growth in recent

These tools consist of the following steps, which the teams

years. Present in 15 cities in eight Brazilian

have established for each of their projects: Investment Com-

states, Odebrecht Realizações Imobiliárias

mittee, Product Discussion Forum, Pre-Engineering Module,

(OR) nearly tripled its net income between

Engineering Module and Post-Delivery Module.

2010 and 2012, from BRL 1.2 billion to BRL

Paul Altit, the Entrepreneurial Leader (CEO) of OR, ex-

3 billion. It will increase the value of its launches to BRL 6.5

plains: “This way of working encourages leaders and their

billion in 2012 (in 2010 they were valued at BRL 2.4 billion),

teams to discuss the venture’s main variables, thereby con-

and estimates are that by the end of this year, it will have

tributing to greater transversality of knowledge. It involves

about 5,500 members, including 400 interns and young

OR members in several states and, many times, other Or-

partners, which corresponds to approximately 430 profes-

ganization companies as well.” And he emphasizes: “This is

sionals hired monthly.

how we disseminate knowledge, encourage discipline and

To achieve sustainable and organic growth, OR provides

transversality, and above all, the uniqueness of each project.”

its entrepreneurs with a communication system that sets the Organization’s real estate arm apart in the market while

Each step is decisive

contributing to the dissemination of knowledge at every step

The Investment Committee, the first stage of the cycle,

of their entrepreneurial task – ranging from the identifica-

evaluates the project’s impact on the community, its orga-

tion and acquisition of new business to the mobilization of

nizational strategy, the parameters of profitability, capital

teams, implementation of projects and client satisfaction.

structure, the competition’s performance in the region, the initial engineering analyses, legal risks and aspects related

“We have a huge challenge ahead because we’re a new company”

to sales and image. “Once the purchase of the land is approved, the leader organizes his or her team to tackle the new challenge, until they reach the second and final stage of approval: the launch. During this pre-release stage, the leader receives various contributions through the Engineering and Product Forum modules,” Paul observes.

Bairro Novo, the OR company that operates in the lowincome housing segment, recently had five land acquisitions approved at the last meeting of the Investment Committee.

Daniel Villar, the Leader of Bairro Novo, notes that three of those properties are in São Paulo and were approved because of their transversality with the team of Paulo Melo, Leader of OR’s South Central Regional division, which is re-

Paul Altit

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sponsible for prospecting and market intelligence. “The team

led the search and choice of properties, which made all the

Plan, which, after some fine tuning, keeps any surprises

difference,” says Daniel.

during implementation to a minimum and ensures that they

Then there is the Boulevard Side project in Salvador,

are easily resolved.”

Bahia. Three years ago, it got the green light to make that

The Post-Delivery Module, which concludes the cycle,

dream a reality. It has gone through all the steps prior to de-

was recently included and consists of analyzing the entire

livery, which is scheduled for May 2012. Djean Cruz, Leader

Entrepreneurial Task. The main objective is to share the

of the North and Northeast Regional division, says that by

hits and misses of the engineering design and construction

the time the process reaches the Product Forum stage, the

process from the conception stage to providing technical as-

team is thoroughly familiar with the venture. “Since we had

sistance to clients. This boosts the teams’ learning curve.

a solid concept for the location, architectural design, layouts

João Carlos Moog Rodrigues, OR’s Engineering & Con-

and the sales and marketing strategy, we won over the right

struction Director in Rio de Janeiro, highlights the positive

clients for that product.”

effects of the business management cycle. The officer Re-

João Rodrigues: making knowledge go around

According to André Basto, the Construction Director for

sponsible for the Dimension venture, which will be deliv-

the North and Northeast, the steps following the Product

ered in December of this year, he says: “Developing and

Forum - the Engineering Pre-Module and Engineering Mod-

discussing the modules makes knowledge circulate within

ule - are like a baton in a relay race: “The better it is passed

the Small Firm. Furthermore, having upstream engineer-

on, the better the performance.”

ing participate in the gestation of the product generates

The Engineering Pre-Module involves conducting bud-

tremendous synergy between the teams, including our as-

get studies and outlining architectural and engineering

sociates.” And he adds: “We are all on the same page, and

solutions. This stage ends with a presentation that covers

when it comes time to build, we have improved on what was

all points of the project in the presence of OR’s engineer-

already agreed.”

ing teams and guests from other Odebrecht companies.

Paul Altit points out: “We have a huge challenge ahead

“We launch the product with the expectation that sales will

because we are a new company that is still seeking the

be successful, along with construction, which is carried out

best way to reach maturity. It is made up of young and

with the desired and planned price, schedule and quality,”

seasoned professionals with tremendous talent, but little

observes André.

time with the company. We face the challenges of inte-

The Engineering Module takes place after launching

gration and growth on a daily basis. Therefore, I believe

the venture and is an improvement on the Pre-Engineering

that these communication tools are essential to our sur-

Module. According to André Basto, “It is the project’s Action

vival and growth.”

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73

74 André Carlos dos Santos during a PDJE activity: “I’ve learned to manage my time”

hands Here, now, in our

74

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An Odebrecht Foundation initiative in northeastern Brazil is helping groom youths to become rural entrepreneurs written by Gabriela Vasconcellos photos by Almir Bindilatti

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75

I

t’s before dawn, and André Carlos dos Santos, 25, is already at the bus station in Ituberá, Bahia. It is 5 am on a Friday, but he shows no sign of fatigue. All week long, he divides his time between a Busi-

ness Administration course, working in the financial area of the Institute for the Sustainable Development of the Southern Bahia Lowlands (IDES), chairing the community association of Lagoa Santa, his home town, and conducting workshops on tourism, sports and reading in the region.

Once a month, André also takes part in the educational workshops of the Program for Developing Young Entrepreneurs (PDJE).

That is why he was waiting for a bus at such André, Jeane and Ana Paula (clockwise): multiplying the lessons learned

an early hour. Juggling all these activities is no easy task. Everyone who knows him jokes that there are more than 24 hours in his day.

André has had to plan his schedule to cope with it all. “I’ve created a routine. I learned to manage my time during one of the modules of the PDJE. That was the subject that most

76

Ongoing education

caught my attention,” says André, who is also

In this second edition of the PDJE, 11 modules

responsible for the logistics of transporting

have already been taught and seven others will

the other participants.

be covered by the end of 2012. They address top-

The PDJE is an initiative of the Odebrecht

ics such as leadership, personal expression, life

Foundation. In line with the Odebrecht Entre-

and career plans, globalization, sustainability,

preneurial Technology, it contributes to the

citizenship, project design, communication and

professional education of 21 young rural entre-

business security.

preneurs who are currently working at institu-

According to Gilcia Beckel, the coordinator

tions or projects that are part of the Program

of the second PDJE class, the essence of the

for the Integrated and Sustainable Develop-

program is developing entrepreneurship among

ment of the Mosaic of Environmental Protection

young people. “Their enthusiasm and interest

Areas in the Southern Bahia Lowlands (PDIS).

are clearly visible. This ongoing education pro-

The majority are former students of the teach-

gram is contributing to the growth of each indi-

ing units linked to the PDIS. André is one of

vidual. They had great expectations about how

them. For him, joining the Agroforestry Family

this process would work. Today they actively

House in 2006 was a life-changing experience

participate in discussions. The lecturers can’t

“I always stop to think and analyze what my

praise them enough,” says Gilcia, who joined the

life was like in the past. I can’t believe how far

Odebrecht Organization 28 years ago and is cur-

I’ve come today,” says André, who grew up in

rently a human development consultant at the

a maroon community. He points out that even

Odebrecht Foundation.

his relationship with his family has changed.

In addition to receiving follow-up from Gilcia,

“My parents are proud to see me replicating

during each module the participants interact

knowledge in our community. My Mom says I’m

with facilitators, including members of the Ode-

a young role model.”

brecht Foundation and the PDIS, and specialists.

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Maria Celeste Pereira, Executive Director of the Rights and Citizenship Institute, which is linked to the PDIS, was one of those people. “The proliferation of learning is the result of a commitment to the socialization of acquired knowledge. Our understanding is that knowledge contributes to the formation of a more just and democratic society,” says Maria Celeste, who was one of the 18 young people who took the first edition of the PDJE and now shares her experiences.

Ana Paula Conceição, a participant in the second group, underscores this point. “It makes no sense to keep this knowledge to ourselves.

We need to replicate it, make it available to the community,” argues the Youth House State High School alumna, who is currently a multiplier agent for the Reading Circles project, which encourages reading and reading comprehension to contribute to the development of new leaders.

Valéria Nakamura, a consultant from Triáde do Tempo, was the facilitator for a debate on “Being an Entrepreneur – Strategic Thinking.”

“The group was fully engaged with the questions and arguments. I was very pleased with how the activities were carried out. The important thing is the knowledge they take away with them.” According to Jeane Oliveira, a farmer who is also a member of the Pratigi Environmental Protection Area Guardians Association, the theme of this debate made the strongest impression. “What we have here is an opportunity to improve what we see in our work and our personal lives. Everything is connected. We are professionalizing the information,” says Jeane, who is also a graduate of the Presidente Tancredo Neves Rural Family House.

André makes the most of this exchange and doesn’t want to miss a single module. “What I get most from the speakers is their example, their experience. These are people who have life experiences we can use.” He sees all the activities as a priority. “I’m striving to follow my life and career plan. I’ve managed to accomplish a lot. My family used to live in a mud hut, and now we have better housing. I’ll graduate from college at the end of the year. Things are happening. I’m meeting my deadlines.”

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77

savvy

Julio Lopes Ramos: urban development in a slum with over 1,200 shacks

78

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Social engineering In Panama City, Julio Lopes Ramos heads a project where “the protagonist is the family” Statement given to Valber Carvalho / Edited by Alice Galeffi

T

enacious and passionate

At the stage of mobilizing people

for your support?” “Just keep your

about his work, Julio Lopes

to work on the project, we realized

promise.” “What promise?” “You

Ramos is a 36-year Ode-

that there were 12 gangs of young

said you would hire the muchachos.

thugs in that area.

I want them to leave this life and

brecht member who believes that when you work with love and deter-

I told the management team and

start their own families with dignity,

mination, a light will shine to show

all my team members: “This will be

instead of going through all the sac-

you the way. It happened when he

tough going. These guys have never

rifices I’ve been making.”

was invited to become the officer

had an opportunity to work in their

We identified people with natural

Responsible for the Curundú Proj-

lives. They don’t have a work ethic,

leadership skills and formed a part-

ect in Panama. Julio knew it was

and don’t even know what it’s like

nership with the INADEH, which is

not a challenge, but a mission: the

to be responsible for keeping to a

equivalent to the SENAI professional

urban development of a slum with

schedule. We have to explain and

education institute in Brazil. We got

over 1,200 shacks. “Civil engineer-

teach them all this because they’re

a teacher dedicated exclusively to

ing is no challenge for Odebrecht;

rebels. They only obey the gang

the program and started offering a

social engineering is the hard

leader’s orders, and will not follow

course to groom the first 30 foremen

part,” explains Julio Lopes Ramos,

instructions easily.”

or 30 shift supervisors.

the Savvy project’s interviewee for

We found that there were three

I was surprised to see that 94% of

this issue. The following is a sum-

stronger gangs, and if we reached

the class passed. That’s how you get

mary of his interview, which can be

an agreement with those three lead-

to see what these young people can

read in full on the Odebrecht Infor-

ers, the others would back us up.

do. All they needed was encourage-

ma website (www.odebrechtonline. com.br).

Curundú Project

All the management team mem-

ment.

bers and I went to talk to them. Eye to eye, face to face, to explain the

Change of attitude

project and ask for their support.

In the beginning, several ladies

In November 2009, I was pleas-

The first guy we spoke to was the

went out on the streets of Curundú

antly surprised to receive an invita-

leader of the MOM (Kill or Die) gang.

to complain about the project. They

tion from the Director of Odebrecht

His name was Moisés. I explained to

called the press and said: “I’ve never

Panama, André Rabello. He del-

him that we were going to hire 800 lo-

paid for water, power, or rent, and

egated responsibility to me for bid-

cal people and 200 from the outside.

now the government wants to put

ding in a tender that was already un-

And everyone would wear a uniform,

me in an apartment where I’ll have

derway: the Curundú Project.

including myself. Also, when hiring

to pay for all that.”

When I learned more about the

people from other neighborhoods in

The first chance I had to meet

project, I saw that it wasn’t a chal-

Panama, I would work with the po-

with all these women, I said: “La-

lenge, it was a mission.

lice, who would know the person’s

dies, you couldn’t be more wrong.

background.

You pay a high price to live here, you

It involves the urban development of a slum with more than 1,200

Then he said: “If that’s how it

pay with the death of a relative, with

shacks in a flooded area. The water

is, we’ll back you.” I asked, “What

the abuse of a child, with these dark

is black. Completely unsanitary.

do you want from us in exchange

waters, and these totally inhospita-

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79

ble conditions where you bring your

shooting. A gang from another neigh-

Mr. Norberto [Odebrecht] has al-

children to live. So you can never say

borhood gunned down several boys,

ways been a huge inspiration for me

you don’t pay anything.”

and two were killed. One of them was

because of everything he has done, his

Manoel’s eldest son.

humility and because he conveys his

I prepared a three-stage action plan. The first was to relocate the

Committed to the project, to Ode-

families. The second step was to

brecht, and especially committed to

initiate the construction process of

God, he took the noblest decision I’ve

But my strongest inspiration comes

urban development and work for

ever seen in my life: he went to Cabo

from my family. My father was a simple

this community so it would support

Verde to forgive the man who mur-

man, the son of a construction super-

the project and let the job get done.

dered his son.

visor and a schoolteacher. My mother

The third step would be bringing the

He saw this as an example to be

families back to live in new housing

followed. He wanted to put an end to

units and somehow prepare them to

that bloody cycle of revenge.

live in a condominium.

Entrepreneurial Technology to us.

was a teacher too. Her father was an accountant.

My wife, Maninha, is my main part-

Luiz Altamirando, known as Wa-

ner who is always by my side. When-

cuco, was also a former leader of the

ever I’m at an impasse, she always

Manoel Urtado sets an example

KrisKros gang. He told me: “Pana-

comes up with an intelligent solution.

ma has never seen a project like this.

I always carry a piece of advice

In the course of the project we got

It changes people.”

with me that I pass on to my team members, especially to my part-

to know outstanding people. Take

80

philosophy of life and the Odebrecht

Manoel Urtado, for example. He was

Learning

ners: our client is not just the one

a former outlaw who belonged to the

From the start, I would tell the gov-

who hires us, but the community to

MOM gang. He had spent many years

ernment minister: “The protagonist of

in prison and become a pastor.

this project is the family. What we are

Whatever you do with passion, with

which we are providing that service.

At the beginning of the proj-

doing is social engineering, because

love and determination, you’ll do well.

ect, Manoel participated as a social

civil engineering is no challenge for

A light will always shine to show you

worker. One day, there was a drive-by

Odebrecht.”

the way.

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