PARAR Review Magazine - Inglês

FEAR OF MAKING MISTAKES IMPEDES INNOVATION:

13 TH EDITION / APRIL 2018

7 important steps to rescuing creativity in companies. / p. 26

MOB ILIT Y, T EC H NO LO GY AND P UR P O S E

SWITZERLAND: BRAZIL OF TOMORROW?

WOMEN'S PLACE IS...

How Switzerland managed to revolutionize the dynamics of transportation and became a reference for the world on mobility.

Get to know the stories of women who are challenging statistics and making history in technology.

p. 32

p. 12

FROM 8 TO 06PM? Flextime benefits companies and employees. It allows to reconcile career with personal life, besides wasting less time in traffic.

p. 40

Mobility is everything WTM18 puts the human being at the center of debates with a three-day immersion in the cradle of innovation in SĂŁo Paulo. p. 42

featuredcontents

headline

INSIDE

————

————

12 SWITZERLAND: BRAZIL OF TOMORROW?

08 WELCOME TOMORROW 2017

How Switzerland managed to revolutionize the dynamics of transportation and became a reference for the world on mobility.

20 INTELLIGENCE AND INNOVATION

16 MOBILITY IS QUALITY OF LIFE

AS A KEY TO THE FUTURE

Smart Mobility is the key to revolutionizing the world's mobility and making it more environmentally friendly, secure and cost-effective.

FOR THE AUTOMOTIVE INDUSTRY

The main mobility proposal of government for the next few years carries bad past habits.

26 FEAR OF MAKING MISTAKES IMPEDES

40 FROM 8 TO 06PM?

Flexible working benefits companies and employees. It allows to reconcile career with personal life, besides wasting less time in traffic.

FIRST TO BUSINESSES

A Specialist argues that new technologies have the potential to transform the world from automating manual tasks, thus leaving room for human relations.

64 THE EMPLOYEE-CLIENT'S ERA

4

Top five issues most debated by fleet administrators.

70 ADMINISTRATOR WITH SENSE OF HUMOR

By Dorinho Bastos, cartoonist and professor of communication at USP.

When our greatest goal is to live a purposeful life, we must find places and people that make sense to us.

60 ARTIFICIAL INTELLIGENCE ARRIVES

Check out the best WTM17 takes, the fifth edition of the PARAR Global Conference, which gathered more than 1,000 professionals in two days of great content, network and experience.

68 CONNECTED ADMINISTRATORS

48 ACTION AND PURPOSE

WTM18 puts the human being at the center of debates with a three-day immersion in the cradle of innovation in São Paulo.

66 TAKES

32 WOMEN'S PLACE IS…

Still a minority in the industry, women are challenging statistics and making history in technology.

The PGF is now a postgraduate course that combines content, technology and practical application.

42 MOBILITY IS EVERYTHING

ALLIES THEORY AND PRACTICE

MAT ÉR IA DE C APA

INNOVATION

Expert lists seven important steps to rescuing creativity in companies.

Flavio Tavares – Director of Marketing and Sales at GolSat and founder of PARAR Institute.

28 PGF 2018: PROFESSIONALIZATION THAT

24 ROUTE 2030, THE NEXT INITIATIVE

How the biggest event ever held by PARAR was.

Up-to-date companies have already realized that a motivated employee produces more, gets less sick and keeps working longer for the company; see the cases.

PararReviewMagazine

interview ————

54 PURPOSE CREATION

A consultant advocates hiring young people up to 30 years old keep companies up to date.

13TH Edition | April 2018

tips & cases ————

18 “SAVING LIVES IS THE MOST IMPORTANT”

According to Ivan Gonçalves, responsible for the Telemetry project at BRF, fleet management only makes sense if care for life is the main value of companies.

■■■

DISPATCH OF SUBJECTS PARAR Review is a PARAR publication, delivered by direct distribution. To receive it, send an e-mail to atendimento@ institutoparar.com.br

50 THE SPEED-UP OF STARTUPS Ford Fund and Artemisia disclose the highlighted businesses in the startup speeding up program.

ADVISORS Antonio Carlos Machado Junior, Dirceu Rodrigues Alves, Dorinho Bastos, Flavio Tavares, Gustavo Benegas, José Mauro Braz de Lima, Micael Duarte Costa, Milad Kalume Neto, Ricardo Imperatriz, Ricardo Makoto, Roberto Manzini and Rogério Nersissian.

————

30 CONSCIOUS OUTSOURCING How Ouro Verde, which has 26,000 vehicles under its management, is connecting safety, mobility and technology to serve the new generation of consumers.

62 FROM ANALOG TO DIGITAL In an exclusive interview, the new country manager of Autorola, Marcelo Barros, talked about the online remarketing of cars.

42

————

————

56 PFC TAKES YOU BEYOND

58 ONLY YOU CAN CHANGE IT

PFC award winner shares his learning experience with the course and talks about his expectations for this year.

Because it is important to know yourself, believe in your potential and do differently.

RESPONSIBLE-JOURNALIST Karina Constancio conteudo@institutoparar.com.br COLLABORATION Ana Luiza Morette, Beatriz Pozzobon, Loraine Santos, Pedro Conte and Pietra Bilek.

ADVERTISING publicidade@institutoparar.com.br (43) 3315-9500 GRAPHIC DESIGN AND LAYOUT Brand & Brand Comunicação brand.ppg.br PRINTING AND FINISHING Idealiza - idealizagraf.com.br ■■■

The PARAR Review magazine is a publication of the company that created PARAR.

www.institutoparar.com.br ------Idealizadora

www.golsat.com.br

institutoparar.com.br

5

13TH Edition | April 2018

editorial

By Ricardo Imperatriz GolSat's CEO and PARAR's Leader

ABOUT TIME, MOBILITY AND LIFE

A

s stated by Steve Jobs, "your time is limited". Our time in this life is limited, we have no room for waste. At PARAR, we believe that wasting time is losing life.

And so, spending hours and precious minutes in traffic, trying to move in order to perform your daily activities, is putting your life and your time out of the limelight. Stop and reflect a little about your day, how many services are stealing your time? We have to go to the bank and face huge queues; we need to take the car to a garage and there we spend more minutes waiting; it's time to go shopping and, guess what, more queues at the supermarket. In addition, studies show that equipment problems account for 20% of meetings that exceed the expected duration. That is, time being wasted.

Not to mention all the minutes we lose on trips just to carry out any activity in the city.

If you are from SĂŁo Paulo and live in TatuapĂŠ neighborhood and need to go to the Paulista region for working every day, you know very well what I'm talking about. And I know that to a greater or lesser extent, so it is in other urban centers. Talking about mobility is essentially talking about time. Research shows that the average time the Brazilian loses in each trip is 2 hours. Just making a quick count, only on the way to and from work is 4 hours a day lost. In period of a year, you're leaving 60 days behind.

And, more than that, you are adding stress and losing quality of life.

When a new technology or application arrives with a proposal to solve this problem, they are not only making our routine easier, they are giving back more time to our life, or better, adding more life to our time. Making room in your agenda so you can spend on what really matters.

6

PararReviewMagazine

So, you can spend more time with your family, study, go to the gym or to do anything else that you like and makes you happier.

And you can see that all this I've talked about has to do with improving people's lives. If our main pillars are safe mobility and smart mobility, we can say that, in fact, they are summed up in only one value: caring for people. They are the main asset of any company and the main tool of transformation of any reality. If I could ask that you include only one value within your company, that would be the value. We need more humane organizations because this will mean more humane cities and world. Where people are at the center and they rank first in priorities.

I invite you to read the next pages with that in mind. You will realize that we will talk a lot about technology, mobility and entrepreneurship, but always with that more human bias. I hope you have the insights you need to make a difference in your reality and do not forget: taking care of your time is taking care of your life and the people around you.

Enjoy your reading!

RICARDO IMPERATRIZ

We need more humane organizations because this will mean more humane cities and world.

Where people are at the center and they rank first in priorities."

UH EVENTO QUE REYNE fXPfHTS fM Bfsrno OffROTRS, MOB!llDRDf CORPORHT!VR f INOVRCRO fH QllHTRO HORHS INTfNSHS Of CONTfllOO.

lnscreva-se agora mesmo:

www.pararontheroad.com.br/pocket

INSIDE

By Karina Constancio

How the biggest event held by PARAR was so far

8

PararReviewMagazine

13TH Edition | April 2018

1.000

PEOPLE ATTENDED THE EVENT

4OK

"A

Photos: © Freepik / Divulgation

mazing, exciting, unforgettable! These were some of the words repeated by Welcome Tomorrow 2017 participants (11/8th and 9th) when asked their opinion about the event.

They seem difficult adjectives to associate with a corporate event that talks about mobility, the future and technology. But the fifth edition of the PARAR Global Conference was not just a technical event. Sure, there was a lot of talk about the main innovations that promise to revolutionize tomorrow's mobility in Brazil and the world, and the challenges that the country faces to enter this disruptive wave. Companies such as Google, Uber and Embraer attended the event to share everything they are doing to contribute to this transformation.

National and international speakers encouraged participants to think outside the box.

But so far, we are talking about content. And if there is one thing that PARAR has always valued is that no content surpasses experience. Welcome Tomorrow 2017 has provided unforgettable moments that have valued the we´re together, moments that made it clear the most important is people and that the companies of the new world should make the purpose of caring for people their greatest value. That's why those adjectives mentioned previously make so much sense to an event like that. It is these same values that are driving PARAR to build the Welcome Tomorrow 2018 (WTM2018) and make it the biggest event in the world to discuss corporate mobility (Read more on p. 42). Check out the numbers of the last edition and some of the best moments.

22h OF CONTENT

PEOPLE CONNECTED ON THE ONLINE BROADCAST

7O

SPEAKERS

NATIONAL AND INTERNATIONAL

35

22

EXHIBITORS

AT THE BUSINESS FAIR

STARTUPS

INNOVATIVE STARTUPS ON THE SHOW

300

C-LEVELS

MEETING IN THE PUB WITH PURPOSE

20 30

COMPANIES

WITH AWARDED CASES

MENTIONS

IN THE MAIN COMMUNICATION VEHICLES

institutoparar.com.br

9

Edição 13 | Abril de 2018

INSIDE

By Karina Constancio 1.

2.

3.

1. Eduardo Lyra (Gerando Falcões). 2. Rony Meisler (Reserva). 3. Mobile Simulator of Navig.

4.

5.

4. Caco Barcellos (Rede Globo). 5. Flavio Tavares (PARAR Leader).

6.

7.

8.

6. Insights into real-time drawings. 7. Walter Longo (Grupo Abril). 8. The main Plenary session received more than 1 thousand people.

9.

10.

9. Tom Moore (Mandalah). 10. Awarded cases at 100 Best Fleets (PARAR Latin America stage.

10

PararReviewMagazine

headline

By Ana Luiza Morette

BRAZIL OF TOMORROW?

Photos: Š Freepik / iStockphoto

How Switzerland managed to revolutionize the dynamics of transportation and became a reference for the world on mobility

12

PararReviewMagazine

13TH Edition | April 2018

Photos: © Freepik / iStockphoto

F

or a long time, having a car to go to work, do shopping, travel, or even to stay in the garage was a sign of status and luxury in Brazil. Families with two or three cars were admired by their neighbors and family. In this admiration, the hours in traffic, the money spent on maintenance, fines, parking difficulty, lack of safety or damage to the environment were not considered.

Given this reality, with so many cons about the advantages of owning a car, Switzerland rethought the dynamics of mobility in order to create a new mindset about car use and conscious possession. The initiative came from the federal and state governments themselves, which created strict measures to regulate the use of cars in the country. In Zurich, the largest city in Switzerland, the fines for speeding were about 6 thousand reais and, in cases of recurrence, the total could reach up to 24 thousand reais. Illegal parking also began to be punished more strictly, causing the offender to pay up to 2.5 thousand reais a day parked.

In addition, rethinking the ownership of Starting in 2016, there was a car and the use of a massive investment in mobility services was the public transportation essential for a change lines, making them more of mentality. Given this, comfortable and safe, from 2016 there was a massive investment in encouraging citizens to public transportation change their cars for lines, making them collective options. more comfortable and safe, encouraging citizens to change their cars for collective options. Thus, almost 12 billion reais were invested. In order public transportation to function even more effectively, more space was needed, that is, improving the infrastructure. However, such a work would cost a lot of time and money. With that in mind, the Swiss government created plans to make better use of existing space. public transportation, such as BRT, began to circulate on an exclusive lane, which managed to avoid traffic jams and facilitate the movement of users.

One criterion that was weighed when thinking of going by car or bus was comfort, since in an own car the user has more space, air conditioning and can choose his/her route. To compensate for these differences, Swiss government entities also invested in the public transportation comfort. Some lines have on-board service and although they have pre-defined routes, they can make alternative routes according to demand. This comfort compensated for the social stigma in which collective transportation was inserted, which was considered an option only for the poorest and avoided by the middle and upper classes.

Intermodal mobility was also a relevant solution for transport in Switzerland. Switzerland has a nationwide public transportation system, fully integrated with a high-level service and reliability - a single ticket gives you access to a combined journey that starts with a tram ride to the station, then a long-distance train, and finally a rural bus to your destination, or even a cable car ride to a mountain village. Annual tickets allow you to pay once and use any mode across the country as many times as you need during the next 365 days.

On the main lines, the services are operated every 30 minutes or more often, and even regional road or mountain services operate at least every hour from early morning to late evening, explains Arnd Bätzner, a researcher and one of the directors of Switzerland's Mobility Car Sharing.

As part of these actions, the Swiss government implemented carsharing as an integrated part of public transportation. The system called Mobility Car Sharing has nearly 3,000 cars scattered throughout Switzerland and parked in strategic areas such as train and bus stations. In addition, many companies are replacing their fleets with mobility vehicles and some residential condominiums are creating exclusive parking lots for carsharing, making it easier to access the service.

The entire mobility fleet consists of cars for various needs, including electric vehicles, and in advanced safety categories. We have all popular models, from 2-seat Smarts to delivery vans, including a growing fleet of electric sedans. All cars are chosen strictly for safety and environmental compliance - our own fleet standards exceed Switzerland's already stringent legal requirements – Bätzner says. The carsharing operating format is also a highlight, the mobility works with free floating between cities like Zurich and Basel, that is, cars can be picked up in any parking lot and given back to any area within the given space, no need to be at the same place where it was taken. The payment of carsharing is also integrated with the public transportation ticketing system, RFID, which most of the country's population already uses and owns.

institutoparar.com.br

13

headline

By Ana Luiza Morette

> Mobility Car Sharing System, with almost 3,000 cars scattered all over Switzerland and parked in strategic areas such as train and bus stations.

PARAR: Here, carsharing is still crawling if we compare to what is already happening in Europe and the United States, for example. How do you see the growth potential of carsharing in Brazil?

ARND BÄTZNER A.B : Allow me to begin by showing that the growth of carsharing in Europe and the USA over the last two decades is due to a set of infrastructural and socioeconomic factors.

First, the urban format that allows for a certain level of walkability and bikeability, so it is not necessary to use the car for short trips.

Second, the availability of a good level of public transportation service - frequent, reliable, affordable, safe and easy to use. Third, and in parallel, we see the emergence of an urban middle class focused on lifestyle and the environment, focused on making the best use of its time, and that no longer wants to deal with the boring complexities related to car ownership. I see in Brazil an increasing number of areas where we can observe similar developments. Not only São Paulo and Rio de Janeiro, but also Salvador, Fortaleza, Recife, Porto Alegre and other cities have the structural potential for the success of carsharing. As conversations spread about how much access to a vehicle, when and where it is needed, is not only less uncomfortable but also more economical than owning one, more and more people are going

14

PararReviewMagazine

to be interested. This is the basic mechanism we see in Europe and the USA. A key factor is the readiness for an initial investment to get carsharing off the paper and make it better known by the citizens. Lately we have seen some very promising initiatives in Brazil.

PARAR: All the cities you mentioned that have potential for carsharing are capitals. Would this be a solution restricted to large urban centers?

A.B: One of the main points is to have a certain level of urban density, a busy urban environment where retail and services are close and easily accessible. In such an environment, people generally prefer to dedicate street space to enriching activities, making it a sphere of social interaction, with thriving corner shops, cafes and restaurants, with areas for citizens to interact and for children to play. Cars are commonly seen as antisocial elements that do not belong to such an environment. Statistically, most private cars do not travel for 23 of the 24 hours a day. Instead, they stay in a parking spot that takes up valuable space. This applies to the major cities of Brazil as well as to European or North American areas. In most cases, the dense urban centers have been the incubators and nuclei for the emergence and growth of carsharing systems. But from there, they can spread as they become known to citizens and increasingly become part of their daily lives. Suburban areas are more difficult. Unfortunately, since the late 1970s, Brazil has seen in many places the adoption of a suburban lifestyle inspired by US residential areas with isolated houses and shopping malls eager for land and energy, making travel long and time consuming. This is exactly the opposite of sustainable development. It is difficult to have quality traffic in scattered areas and sometimes it is impossible to even adapt. However, in some areas where expansion has occurred along infrastructure corridors and

Photos: Reproduction / Internet

When we try to fit Brazil into a reality close to that of Switzerland, it seems a great challenge. However, we have already been able to see projects and solutions, mainly from the private sector, which encourage a change of culture, which values use more than ownership. In an exclusive interview with the journalist Karina Constancio of PARAR Review, Arnd Bätzner clarified important points about how Brazil can be inspired by the Swiss case. Check out:

13TH Edition | April 2018

Photos: Reproduction / Internet

can become denser, adding small-scale services and more compact homes, traffic options can be added to reduce dependence on the car. An example is Barra da Tijuca, in Rio de Janeiro, where the extension of the subway railway corridor, BRT lines and feed buses for last-mile services will significantly improve the situation. While that is established, carsharing will have the basics to run locally and will actively help reduce automobile ownership.

nal. Similarly, short-haul point-to-point collective transportation will be made available using autonomous vehicles. Some parts of the features that are now being addressed by carsharing will be taken over by such new services, and the car-sharing operators are well positioned to provide them. They have market knowledge, data and experience to underWe want cities that stand and meet the mobility needs of customers. It can be inhabited by an inclusive society where is crucial that car-sharing operators keep their commitment to serve society first and foremost as part PARAR: What do you think Brazil can learn from the streets - as well of a mobility ecosystem to which they contribute. I Switzerland? as trains and buses believe that future mobility solutions need to be eqA.B: As I said, a good level of transportation ser- are places where uitable, inclusive and multimodal, providing comvice has proved to be an essential requirement for people come together pletely new levels of user comfort. It is about building carsharing to thrive in a given location. Transporand share active a well-administrated, controlled and integrated motation is successful if it is available, affordable and experiences." bility ecosystem. We will see that new pricing models reliable. The last factor is still a crucial issue in some for the use of public assets, such as road space and Brazilian cities. Carsharing vehicles complement ARND BÄTZNER pesquisador e any other thing than a system where all public and and extend the reach of mass transit. These cars reum dos diretores do Switzerland's private actors act together and collaborate, cannot quire a tacit contract to be handled reasonably. No Mobility Car Sharing be financed in the long run. Mass transit, especially car-sharing operator may have vehicles to be set rail transit, will continue to be the backbone for sustainon fire or customers fear to be stolen while accessing a able, habitable and inclusive cities. Historically, it was parking lot. This is a complex problem. At the end of the the subways and passenger trains that globally made day, it is reduced to those who have public space. We the dense and modern city of the late 19th century poswant cities that can be inhabited by an inclusive socisible. Only mass transit - upgraded and intensified with ety where the streets - as well as trains and buses - are services to meet the digital age and integrated with lastplaces where people come together and share assets and mile connectors - can provide the quality needed at peak experiences. Brazil, a country so incredibly rich in heritimes. It is mainly for this reason that this view of capsule tage, culture and with the greatest potential for the 21st transportation, where small vehicles carrying 4 or 6 peocentury needs civil society to regain control of its public ple dominate all ground transportation, is not feasible. sphere. For example, if Baixada Fluminense passenger These scenarios are nothing more than repackaged and trains were more reliable and safer to use at any time of remarked fifties dreams of the automobile era that we've the day, if the lifts serving Morro do Alemão and Morro seen such spectacular failure. In addition, capsule transda Providência - built to provide essential connectivity to portation is not desirable from the point of view of social residents - returned to be operated after a year of closure, coherence. Humans are social beings and, in democratic conditions would improve so that car-sharing operators societies, increasing segregation will invariably lead to a could also move. Carsharing vehicles in stations could be crisis. Brazil has all the prerequisites and opportunities an attractive service, strengthening the value of existing to be part of this 21st century mobility scenario. But since traffic. And whenever a family or work situation makes this involves sharing, again, safety seems to be the main the ownership of a vehicle unavoidable, carsharing can problem. All over the world, when I travel, I try to use also replace the ownership of a second vehicle. my bicycle to get to the airports - it's usually faster, less stressful and eco-friendlier than using a cab and generPARAR: What is your point of view regarding the ating an extra car trip just for me. The day I can do that in future of mobility and how carsharing fits into this Rio de Janeiro, when even bus operators no longer need tomorrow? to stop me from riding the bus 915 Bonsuccesso - Galeão, A.B: In the next 10 years, we will see a great improvetraffic will do what it should do: serve the citizens. On ment in the quality of so-called last-mile services - from that day, carsharing will be an integral part of that. the door of your home or work to a transportation termi-

institutoparar.com.br

15

INSIDE

By Flavio Tavares Director of Marketing and Sales at GolSat and founder of PARAR Institute

I'

ve been noting a new movement in urban centers and there is recent research that prove this. People are leaving the city and going to the countryside, a movement that I call the reverse exodus. When we stop to reflect on why this is happening, it is hard not to bring the discussion into the corporate environment, where companies are, in most cases, far from people's homes.

In large centers, with chaotic traffic and more complicated mobility, this distance ends up being a great challenge. I usually say that the world is getting more vintage because people are coming back to rescue values that did not seem to be more relevant, such as having lunch with their families, taking and picking their children up from school.

16

PararReviewMagazine

It seems that new generations are more concerned with these issues and values. People are making a rescue of past values, with food trucks, organic foods, sharing.

The new generations are bringing us back to the things we did in the past that our current generation failed to do. In my adolescent time, people used to get a degree willing to go to work in large centers, nowadays, people want to return to their hometowns. And what I've realized is that somehow companies have to recognize this and find solutions. We hold an event recently that had lots of HR people and asked them to raise the hand who knew how much time it takes their employees to move from one place to another and no one showed up.

Companies need to understand that caring about the employee involves also worrying about their mobility.

Photos: Š iStockphoto / Divulgation

AND QUALITY OF LIFE

13TH Edition | April 2018

When we talk about mobility, the issue is not just going from one place to another, it includes practically everything: if you do not have mobility, you do not have quality of life, you do not have time to take care of your children, to take care of your health."

A survey carried out by Rede Nossa São Paulo revealed that 80% of people would not use the car if they had access to a more efficient public transportation, that is, they don´t want to use the car but they have no alternative to travelling. Regarding the public authorities, it is necessary to improve the infrastructure of urban centers in order to facilitate access to services, invest in quality collective transportation and other mobility alternatives. Cities need to be made smarter and more connected.

Photos: © iStockphoto / Divulgation

FLAVIO TAVARES

When we talk about mobility, the issue is not just going from one place to another, it includes practically everything: if you do not have mobility, you do not have quality of life, you do not have time to take care of your children, to take care of your health. Today, the data of São Paulo is that the paulistano (native of São Paulo) spends on average two hours travelling from home to work per day. If they did not have to spend all that time, they could use those hours at the gym, having lunch with their families. Mobility impacts on all other factors and the problem of large enterprises and big cities is not to rethink these points.

Enterprises, in turn, need to have a more sensitive look at the needs of their employees. Some are already doing it. A large bank, for example, moved its headquarters in São Paulo and began to develop actions thinking about the mobility of its employees.

One of the measures was the alternative time and this has alrea-

dy had a very significant change, because those employees who lived far away and spent two hours to get to work began to leave the house at 9 am and get to work in a few minutes.

With PARAR, we want to encourage companies to reflect on how these smart mobility changes can reduce travel time and make it longer at home, taking care of health and family. If enterprises do not rethink about it, this movement to the countryside will be a one-way ticket.

institutoparar.com.br

17

tips & cases

By Loraine Santos

“SAVING LIVES

According to Ivan Gonçalves, responsible for the Telemetry project at BRF, fleet management only makes sense if care for life is the main value of companies.

18

PararReviewMagazine

Photos: © iStockphoto / BRF

IS THE MOST IMPORTANT”

Photos: © iStockphoto / BRF

13TH Edition | April 2018

ear after year, traffic violence leaves its negative mark in the transformation that urban mobility proposes to improve the people´s lives who live in cities (which, according to the UN, make up about 80% of the world's population). According to the World Health Organization (WHO), road accidents are the leading cause of death among people aged 15-29, and 90% of the world's road deaths occur in lowand middle-income countries.

When observed under the corporate view, companies that use vehicles as a work tool directly impact the traffic scenario. According to the DPVAT, the national fleet is comprised of 56 million vehicles. It is estimated that 10% of this total belongs to the corporate universe.

That is, there are about 5 million people driving at the service of some enterprises, a significant number when we give the corporations part of the responsibility for this alarming scenario in traffic.

Rather than managing the modal costs - which incidentally are among the ones that most impact the company's budget - these companies are responsible for their employees´ travels who spend most of the hours behind a steering wheel.

According to Ivan Gonçalves, responsible for the telemetry deployment project at BRF, one of the largest food companies in the world, this alignment between the management of 4 thousand vehicles that compose the company's fleet and the values of the company focused on the employee´s safety was the driving force for a dramatic and very positive change in the BRF fleet department.

The safety culture at BRF has always been a strong value. And in 2016, we started a project in the fleet department to extend this culture to the company's drivers and the results were transformative – Gonçalves explains.

Peter Drucker's famous quote "if you can´t measure it, you can´t manage it"

> Ivan Gonçalves com o time da BRF

has permeated the management change of BRF. According to Gonçalves, the first step in the project was the implementation of telemetry, a technology that made us really know the situation of our fleet, and that allowed us to carry out a constant and effective work in line with the goals proposed in our Fleet Policy.

Based on a strong communication plan with its drivers, BRF acted with driving indicators provided by telemetry, setting speed limits, rules and punishments in its policy. As soon as we implemented telemetry, we noted in a report that our drivers committed an average of 150,000 excesses of speeding a month. With the awareness work, we have reached the number of 15 thousand infractions per month. In August last year, we introduced the audible warning inside the vehicles, a technology that warns the driver when speeding is imminent, and we have reached 700 excesses in a month. If we analyze it by driver, most of the drivers already have zero rate of infractions Gonçalves reports.

To further minimize the negative impact that this relationship traffic x corporate driver tends to cause when it is unclear, BRF has created a restrictive policy of corporate vehicle use for personal purpose. Actually, what we did was to organize the fleet use by drivers out of the working hours. Personal use is allowed, but there are well-defined rules regarding the types of infractions committed, the payroll discount per kilometer and fuel supplies - Gonçalves says.

This action reflected positively in the company's pocket. Prior to the policy, the

use of vehicles out of the working hours represented 25% of total kilometers traveled. According to Gonçalves, we reduced the use of the fleet by 50% out of the working hours and we had a return of almost R$ 1.5 million related to the payroll discount in 2017. The number of fines on weekends also dropped about 50 percent.

Putting a project of this magnitude into practice is hard work. We have to argue with the top management and create a flow of communication with who will most feel the reflexes of change, that is, our drivers. However, the results are there to show that prevention is much safer and more economical than acting only after the tragedies happen - Gonçalves says.

Prior to 2016, BRF had faced delicate situations involving employees and third parties. After the telemetry project, traffic accidents dropped considerably and there were no deaths since then. From the very beginning, our premise was that it did not matter the cost of the project, if we could save a life, it would be paid - he says.

And the achievements do not end there. BRF next step is to implement a judicious policy for choosing the cars that will make up the company's fleet from 2019 onwards. We will not only consider commercial aspects. No vehicle will be approved prior to being thoroughly evaluated by an internal committee, which will take into account the safety criteria of Latin NCAP, ergonomics and the needs of those who will use the fleet. This and other actions reaffirm BRF's purpose that care for life should be the primary value within a fleet department, more important than any economy - Gonçalves concludes.

institutoparar.com.br

19

headline

By Ana Luiza Morette

INTELLIGENCE AND

INNOVATION AS A

KEY TO THE FUTURE ukas Neckermann, author of The Mobility Revolution, Smart Cities, Smart Mobility and Mobility Breakthrough and a globally recognized Mobility Consultant, defines Smart Mobility as the Smart Cities' circulatory system, that is, cities to function more effectively and intelligently.

However, in order that Smart Mobility become a reality, it is necessary to rethink and rebuild much of the current reality of mobility. Neckermann explains that

20

PararReviewMagazine

the new mobility is electric, autonomous, connected and shared, which requires a change of several areas, enabling a zero ownership, zero accidents and zero emissions mobility, the ideal of Smart Mobility.

When the topic is zero ownership, the change is already noticeable. According to a Deloitte survey, 55% of vehicle sharing users already question the need to own a car. Between generations Y and Z, this number goes up: 62% of young people believe that owning a vehicle is not necessary. The solution for these people is carpooling and carsharing applications such as Cabify, which offers sharing solu-

tions including corporate fleets. When you are driving to work, look around and realize how many other people are alone in their cars and feel bad about it - David Ficachi asks - Global Director of Strategic Alliances at Cabify. Ficachi explains that before thinking about owning a car, we need to think about the issues related to safety, environment and understand that ownership does not always pay off.

Another alternative to the end of vehicle ownership is carsharing. How many hours a day does your car go idle? This reflection raises the idea that not always an own car is necessary, since it spends

Photo: Š iStockphoto

Smart Mobility is the key to revolutionizing the world's mobility and making it more environmentally friendly, safe and economical

13TH Edition | April 2018

People do not want a car anymore, they want to move. If they want to buy a car, it will be an autonomous vehicle that will take them anywhere without the need to drive it. This is the mobility revolution�

Photo: Š iStockphoto

LUKAS NECKERMANN

institutoparar.com.br

21

13TH Edition | April 2018

headline

By Ana Luiza Morette

22

PararReviewMagazine

Repensar nossa rotina, de forma que ela fique mais fácil e nos ajude a poupar tempo é uma forma efetiva de tornar a mobilidade mais inteligente.

ple throughout the world, according to the Global Burden of Diseases. When the electrical mobility is not an option yet, ride-sharing or the use of public transportation can compensate for the pollution caused by thousands of vehicles that run the streets and are occupied by a single person. Another important action is the financial incentive to electric vehicles. In Brazil, for example, there are plans to reduce the IPI of electric cars from 25% to 7% so that it may encourage more people to be interested in buying these cars.

The mobility revolution, however, does not stop there. It's not all about cars.

Some practical mobility solutions do not require large investments in infrastructure, they are simple solutions, but they have a direct impact on our day-to-day traffic. Rethinking our routine so that it gets easier and helps us save time is an effective way to make mobility more intelligent. Home office is an option that has been successful: when work is at home, it is not necessary to move around and spend time and money for doing it.

Home Agent is a call center agency that works 100% at home offices, some of its employees spent almost four hours on their travels to work and now they use those four hours as more time to stay with their families and doing leisure and entertainment activities. According to

Fabio Boucinhas, CEO of the company, home office returns almost 7 thousand days to all its employees, when the travel time decreases.

Another smart solution is to develop complexes at company headquarters.

These complexes include beauty salons, gyms, medical and laboratory centers, mechanical workshops, language courses, restaurants and snack bars, among other things inside the company's building. In Brazil, Santander together with the WRI Cidades Sustentáveis consulting firm transformed its new headquarters into a complete shopping center, preventing its employees from having to move to perform simple and essential tasks in the everyday life of anyone. In addition, they started using rented vehicles that take employees to the nearest public transportation stations.

Most of the solutions to transform mobility go through the development of an innovative technology, but more important than that is a change of culture. Cities need to work to develop a completely intelligent mobility plan that enables the projection of more efficient urban centers, planned for people rather than for modals. Companies, people and cities need to work together to create a new mobility reality that is safer, cleaner, more efficient and shared.

Photo: © iStockphoto

so many hours parked and that it is used for travels that could be done in other ways, such as public transportation or ride sharing. In Switzerland, carsharing has been deployed as an integrated part of public transportation, which functions as an intermodal mobility - an intelligent way for routes requiring different modes of travel. People do not want a car anymore, they want to move. If they want to buy a car, it will be an autonomous vehicle that will take them anywhere without the need to drive it. This is the mobility revolution - Neckermann says.

While the key to zero possession is more linked to a change of mindset, a zero-accident mobility is directly linked to technology. According to a survey carried out by the State Government of São Paulo, 94% of fatal accidents that occur in the state are caused by human error. The solution seems simple: removing the human beings behind the steering wheels, replacing our cars for autonomous vehicles. Autonomous technology already exists and is effective, Tesla is already producing and selling semi-autonomous cars and companies like Uber have already produced autonomous trucks for deliveries. However, putting these vehicles on the streets is the biggest challenge. As Lukas Neckermann points out, we need to have smart cities in order to have Intelligent mobility. Cities need to have physical structures prepared for these vehicles, with streets and standardized signs, and the development of specific laws for these vehicles.

On the other hand, zero emissions are linked to the development of a greater concern for the environment, as with the development of technologies that allow cars that don´t emit polluting gases are on the streets. The market for electric and hybrid cars has already grown and it continues doing it every day, but we need to awaken in people the concern to choose cars or fleets meeting these advantages.

Today, air pollution kills 5.5 million peo-

Photo: © iStockphoto

headline

By Pedro Conte

ROUTE THE NEXT INITIATIVE FOR THE AUTOMOTIVE INDUSTRY

O

ne of the most important industries in the country, the automotive industry currently employs around 130 thousand people in Brazil, according to data from Anfavea (National Association of Automotive Vehicle Manufacturers). For this reason, it is one of the segments that usually receives the attention of the Brazilian government in terms of incentives and public policies.

An example of such prioritization are incentive programs such as Inovar Auto, which ran between 2012 and 2017, and Route 2030, which is in the run-up and

24

PararReviewMagazine

that it should have come into effect by the end of 2017. And even if it is not discussed the importance of the Brazilian automotive sector on our development and mobility strategies, the quality of the programs we have created seems not to have been attested. In many cases, we do not even assess the impacts of the actions we take before we plan the country's next development steps.

The most recent government initiative for the automotive industry was Inovar Auto, also known as the Incentive Program for Technological Innovation and the Automotive Production Chain. This

project came up with three main objectives: to develop the automotive industry technologically, increase passenger safety, and meet environmental and greenhouse gas requirements.

Some goals of Inovar Auto were achieved. Preliminary data from the Ministry of Industry, Foreign Trade and Services (MDIC) indicate that there was an average efficiency gain of 15.4% related to automobiles manufactured in Brazil during the program period. A very relevant increase, in fact. What about the other goals? No one knows. The working group responsible for analyz-

Photo: Š Freepik

The main mobility proposal of government for the next few years carries bad past habits

13TH Edition | April 2018

The proposal, which is still under development, emphasizes the following issues:

Recovery of the auto parts chain, through a debt refinancing program

Photo: © Freepik

Taxes levied on the emission of pollutants and not by cylinder capacity

ing the effects of Inovar Auto met only once, in June 2017.

Since there is no data on the real impacts of the Inovar Auto program, it is concluded that Route 2030 was created with no evaluation of the benefits and drawbacks of the previous strategy.

With Inovar Auto, Brazil has dedicated more than 6.5 billion reais in tax rebates to the automotive industry between 2013 and 2017, according to a Folha de São Paulo survey. And the country did not stop to analyze whether this money was well spent or not, before moving on to the next step.

By way of comparison, this same amount would probably be enough to build a Hyperloop (the means of transportation that runs more or less like Japan's high-speed trains and that it is being proposed by Tesla CEO Elon Musk) between São Paulo and Campinas. This total could also have been applied to develop BRT (Bus Rapid Transit) works in 37 medium-sized cities in Brazil, such as Londrina-PR, Uberlândia-MG, Aracaju-SE or Florianópolis-SC. Issues such as these are always complex, and it is not mandatory that one alternative or another be put in response to all mobility problems. Public transportation is not necessarily more important

Development of local technology proposals for propulsion and connectivity

Calendar for inclusion of new security items in cars

More flexible labor relations

Equal taxes for imported cars

Infrastructure improvements

than individual travels, just as the walking technology is often more appropriate than the development of pharaonic and extremely modern works.

However, the chances that the next automotive incentive program will succeed are minimal if we consider that we did not assess the impacts of the previous project. The prospects are even worse, when it is estimated that the benefits to automobiles are not being compared to the incentives of other areas of mobility.

ROUTE 2030 Last year's event, Antonio Megale president of Anfavea - stated that Route 2030 was formulated to build the future of the Brazilian automotive industry. We need to have a long-term vision, at least until 2030 - he added, before continuing to detail some of the ideas behind Route 2030.

Among the merits of the Route 2030 proposals, there is the emphasis on speeding up the inclusion of mandatory safety items as well as the encouragement for the production of hybrid and electric vehicles. However, the approach, even when it hits the steering wheel, seems timid about timing and goals.

For example, the adoption of mandatory electronic stability control (ESC) is currently planned for cars manu-

National vehicle inspection program to improve emissions and safety

IPI tax reduction related to electric cars (same range of vehicles 1.0)

factured after 2022, ten years after the adoption of the same rule in the United States. A year earlier, in 2021, BMW and Ford have already announced that they will market autonomous taxis. That is, we are being preparing for the ESC in a world that will have autonomous cars in operation - and we are still a year late between both things.

Another example comes from the options for clean energy. In a recent survey, KPMG consultancy questioned the automakers about their expectations of sales in South America in 2030. Respondents stated that only 36% of the market will be composed of internal-combustion engine vehicles, while the rest of the scenario will be divided among hybrids, electric and other forms of propulsion. If this is the scenario predicted by the automakers, shouldn´t we be preparing for it?

There is a real chance that from next year internal-combustion engine vehicles will no longer be able to move in the city of Copenhagen, Denmark. It may not happen in 2019, but it will certainly be a transformation that will come before 2030. In contrast, based on the mobility proposals of the Brazilian government, this reality will not even be discussed until then. Will we wait until 2050?

1

The most recent work of BRT in Londrina-PR cost 175 million reais.

institutoparar.com.br

25

headline

By Beatriz Pozzobon

n an increasingly competitive and fast-paced world, staying inert may not be a good market strategy. However, many companies, feeling fear of making a mistake, opt for what they believe to be the safest, losing ground to truly innovative companies.

In the book The Iguana Eect, author Graziela Di Giorgi seeks to understand the blockages and stimuli to innovation within companies. According to her, people value loss more than earnings. So, we tend to eliminate any possibility of error

26

PararReviewMagazine

- explains the writer, who is also a teacher and speaker. And that's where innovative companies differentiate, because they understand that a new way can lead to mistakes - she says.

In this sense, Graziela brings an analogy of the animal kingdom to classify the companies, calling them human or iguanas. The main difference among them lies in their ability to understand and listen to the needs of those who use their products and services. Iguana companies lack this ability since, just like these reptiles, they only have survival instincts. Without the limbic system and neocortex, responsible for emotion and logical reasoning,

respectively, iguanas are self-centered, immediate and fearful. They keep doing what they already know due to fear of making a mistake.

The comparison with the animal world illustrates the behavior of many companies that, focused on the short term, are predictable and selfish. Iguana companies end up following their old habits in a repetitive way - the writer says. It's no wonder some companies just survive and die, while others surprise and grow - she adds.

In order to get out of inertia, Graziela advises to ask yourself why we always do the same thing. One tends to repeat the

Photos: Š Freepik / Divulgation

Specialist lists seven important steps to rescuing creativity in companies

13TH Edition | April 2018

same because it is what has always worked. But perhaps there are more effective, faster and more cost-effective ways to do the same thing - she says. According to her, it is necessary to incorporate this questioning in our day to day to not feel comfortable with the situation.

LAZY BRAIN

tomatic mode that increasingly tightens the brain connections - the teacher adds.

The good news, however, is that the human brain is extremely plastic, that is, it manages to adapt to new routines as long as it is exercised. Creativity is like a muscle which, if well worked, can be awakened, developed and reach new levels - Bello says.

Professor André Bello, a specialist in Design Thinking and CREATIVITY REQUIRES EFFORT author of the book Believe! – Design Thinking for Young People Thus, both in the individual routine and in the organization of All Ages - states that human creativity diminishes over the of a company, the transformation of a non-creative system years. A five-year-old child is much more into a creative system requires effort and creative than an adult of 50 years old, for motivation to move out of the comfort example. This means that throughout zone. In organizations, there is a tendenOne tends to repeat the life one learns to be non-creative. This cy to maintain a copy process that has same because it is what creative censorship comes from at least worked for a long time. However, what has always worked. two relevant aspects: social and physioused to work very well may not work tological factors. day - Bello says.

But perhaps there are Social factors involve the survival of The biggest danger a company can face more effective, faster species, since the younger ones have copis trying to do things the way it was in and more cost-effective ied what the older ones do, such as avoidthe past. Getting out of the comfort zone ways to do the same ing poisonous foods. Physiological factors is needed. And that spends energy, it inare related to energy consumption by the volves a new type of relationship with the thing”. brain. The human brain accounts for 2% of concept of risk - the professor adds.

GRAZIELA DI GIORGI, autora do livro "O Efeito Iguana" our body mass, yet it consumes 25% of our He also says that the same speed of the energy. So, the brain needs to save everymarket and the changing world requires thing is possible - Bello explains. constant reinvention of companies and Our brain has learned to identify patterns of behavior and crenew ways of thinking and acting, which is totally linked to create shortcuts so that we do not have to think, with each repetiativity. This constant acceleration also demands rapid, efficient tion, and reprocess predictable attitudes. Thus, it gets into an auand effective decision-making.

REPORT: "O Efeito Iguana", by Graziela Di Giorgi, Ed. Alta Books.

"Acredite! Design Thinking Para Jovens de Todas as Idades", by André Bello and Ana Helena Behring Mello, Ed. Guarda-chuva.

Photos: © Freepik / Divulgation

Professor André Bello, a specialist in Design Thinking and collaborative methodologies, listed seven important steps to rescuing creativity in corporate institutions.

1. Giving the priority to leadership with more humanized and decentralized viewpoints, which foster an organizational culture adhering to the new economy; 2. Distributing and horizontalizing decisions; 3. Breaking patterns. Those who do not do it are at serious risk of extinction; 4. Giving to employees some space and opportunity to awaken new skills, including their creativity;

5. Encouraging employees to increase their cultural repertoire and to have new experiences, contributing with new ideas and solutions; 6. Exercising empathy to understand others' viewpoints and accepting new ones different from yours; 7. Getting rid of the mental blocks that prevent you from having new ideas.

institutoparar.com.br

Especialista lista sete passos importantes para

27

INSIDE

By Ana Luiza Morette

PGF 2018:

PROFESSIONALIZATION THAT COMBINES THEORY AND PRACTICE

The PGF program is now a postgraduate course that combines content, technology and practical application

28

PararReviewMagazine

Photos: © iStockphoto

P

rofessionalization is an essential step in the evolution of any career: studying and devoting to a function is the main factor when you want to grow and reach higher positions and overcome more difficult challenges. With that in mind, PARAR has developed the PGF program - the Fleet Management Program - a professional fleet management course dedicated to people who already work or who are interested in working in the area, course that has already trained more than 400 professionals.

As the professional life of these managers, the PGF has also evolved over the years and today is one of the most recognized courses in the field, certified by NAFA (North American Association of Fleet Administrators). In 2018, the PGF took another step and became a postgraduate course, in partnership with UniFil - Centro Universitário Filadélfia, located in Londrina / PR, and the leading distance-learning university in Brazil. PARAR's Fleet Management Program is the first academic course for professionals in the area.

13TH Edition | April 2018

The course has eight modules that cover all areas of the profession, allowing a complete training as a professional and fleet administrator.

Some modules are:

STRATEGIES FOR FLEET MANAGEMENT Deepening strategies to better understand the scenario of fleet management and its integration with the various sectors of each company.

FLEET POLICY AND LABOR CONTRACTS Learning how to create, validate and implement a solid Fleet Policy is perhaps the main responsibility of the current administrator.

FLEET OPERATIONS - FLEET IN PRACTICE First steps to understand the key activities of the operational fleet management.

TCO: COST X RESULT A global viewpoint at the direct and indirect costs related to purchase and fleet management.

KPI: INDICATORS FOR FLEET MANAGEMENT Management based on clear, measurable and relevant indicators. After all, what is not measured is not managed.

SAFETY CULTURE Care to prevent and avoid accidents.

Culture of life first.

SUPPLY: PURCHASING MANAGEMENT Integration between the fleet administrator and the purchasing department. Working together to select suppliers and partners aligned with the company strategy.

Photos: Š iStockphoto

CORPORATE MOBILITY Sharing, cooperation and sustainability in search for a safer and efficient fleet management and integrated with society.

In addition to the specific modules, the training also includes Ethics and Interpersonal Relationships, Entrepreneurship, Scientific Research Methodology and Seminars.

Together with UniFil's teaching structure and methods, the PGF program remains completely online, allowing more flexibility in class schedules and contents, making it easier to reconcile studies to work life, for example. All the contents are elaborated by specialized teachers of the area and students supported by tutors, who can help them with the contents and the readings of each discipline, allowing the theory to be applied in more practical discussions.

The PGF program has 360 hours of classes and several eLearning contents and guarantees a certificate with the same validity and recognition as a classroom course certificate, but with a more flexible and interactive teaching structure. In this way, it is possible to keep the contents learned in practice of professional life and in online debates with other students, with teachers and tutors, allowing a clearer understanding and a more evident application of the course content.

institutoparar.com.br

29

ZOOM

By Loraine Santos

CONSCIOUS

T

echnology is revolutionizing the world, and companies in the automotive industry need to think about how to generate new services that connect people more safely, efficiently, and sustainably. Cabify, a multinational transportation network company, offers more economical mobility options for corporate passengers, and many companies that previously relied on in loco fleets are already giving up the leasing and keeping only the app. The proposal of the company Bynd from SĂŁo Paulo is also innovating the corporate world: employees who live and work close to each other can share a ride through the platform.

Photos: Š Felipe Rosa/AGP / Pexels

How Ouro Verde, which has 26,000 vehicles under its management, is connecting safety, mobility and technology to serve the new generation of consumers

30

PararReviewMagazine

13TH Edition | April 2018

Photos: Š Felipe Rosa/AGP / Pexels

Bora Bike, a reward program startup for cyclists, allows companies to encourage their employees to use the bike stations, making cycling a game that generates rewards for those who enjoy the benefits. There is also the Moobie company that has innovated the sharing market offering an opportunity for users to earn extra money by sharing their car instead of leaving it idle while at work, for example. It is a fact that mobility is revolutionizing the world. There are hundreds of innovative projects that are transforming the way people travel in cities. And amidst so many changes, how are the traditional models of automotive service generation positioning themselves before these ruptures?

According to Fabio Leite, Commercial & Marketing Director of Ouro Verde, one of the largest players in the fleet management and outsourcing market in Brazil, the changes are opportunities to generate solutions that improve the customers' experience.

Ouro Verde, for example, has a specific area dedicated to innovation that is directly linked to mobility trends. We were the first car rental company to have hybrid vehicles in our fleet, and we continue to look at opportunities for our customers, whether through shared vehicles, electric vehicles or autonomous vehicles - the director explains.

Even with new technologies and alternative solutions, the fleet management and outsourcing market in Brazil has shown great potential for growth.

According to the Brazilian Association of Car Rental Companies (Abla), the area

closed 2016 with a fleet of 660 thousand vehicles and it is expected to reach a level of about 1 million by the end of 2018.

Only 11% of the Brazilian company´s fleets are outsourced, in some countries from Europe, for example Netherlands, this number reaches 58%. There is a lot of room for growth - Leite says.

However, in order to ensure sustainable growth, rental companies need to change their mindset and offer services that go beyond leasing. According to Leite, at Ouro Verde, the concern with the fleet customers is enormous. Our consultants aim to support customers, so they achieve success in their business. Obviously, all this is possible because we study the market, we constantly update and exchange information with players in the automotive industry.

Ouro Verde is the company that supports PARAR, the largest platform for events and education for fleet and mobility professionals in Latin America.

Ouro Verde is a partner that has been active since the beginning of the Institute in 2012. According to Leite, PARAR

works on a variety of fronts, promoting actions and events so that hundreds of fleet administrators can meet and improve themselves. This ongoing partnership with the Institute is fully linked to our strategy of growth and approach with the Brazilian Fleet Administrators.

When it comes to fleet management, safety also needs to be on the agenda. According to data from the Brazilian Association of Traffic Medicine (ABRAMET), 93% of traffic accidents are caused by human negligence and more than following the evolution of the new world, technological innovations related to mobility are also being developed with the aim to correct the mistakes made behind the wheel. We offer Ouro Verde´s customers a driver awareness program to educate drivers about the need to respect fleet policies, traffic laws and mitigate risks. In addition, we combine technology with the service provided to show a real diagnosis of the customer's fleet, generating opportunities to improve the efficiency of fleet management. Throughout 2017, more than 1000 people attended the program - the director concludes.

REPORT: Ouro Verde completes 45 years of operation in the market in 2018, with about 250 clients and more than 26,000 assets under its management (light and heavy vehicles). The company operates in the most diverse segments of the economy, such as Food and Beverage, Pharmaceuticals, Technology, Mining, Forestry, Energy, among others. Since Oct/17th, the rental car agency has made major investments in its platforms, website, social networks and expanded its commercial activity, being present in the Northeast, SP, ES, MG, RJ and the South of Brazil, so that it is possible to consolidate its performance at a national level. To know more, access the website: www.ouroverde.net.br

institutoparar.com.br

31

headline

By Karina Constancio

PLACE

IS...

A

da Lovelace, Grace Hopper, Karen Sparck Jones, Radia Perlman. You may not even know them by name, but the contribution of these women to technology was responsible for changing the course of our history. If currently we cannot imagine our life without a computer, it is because of them. Ada Lovelace created the first algorithm in history in 1843, long before there was a machine that could process it. Grace Hopper has been a pioneer in programming the first digital computer and has also been one of the creators of the Common Business Oriented Language (COBOL), a language used in commercial database processing. Karen Sparck Jones was involved in creating a concept that is the basis of what today is the systems of search and location of content and the backbone of companies like Google. Radia Perlman is the creator of the STP (Spanning Tree Protocol) protocol and considered the mother of the internet.

32

PararReviewMagazine

Even with so important accomplishments for technology, these stories seem like curiosities because little is said about the brilliant minds behind these innovations. A little more curious is that they are stories dominated by women in a sphere that is mostly male. If we broaden the debate on women's participation in the most diverse spheres of the workforce, the numbers reveal that there is still a long way to go. A Brookings Institution study acknowledged that women's participation in the STEM (Science, Technology, Engineering & Mathematics) area is below 30% and it is even more uncommon when talking about management or leadership positions. Reality is not much different in Brazil.

According to the National Household Sample Survey, only 20% of the professionals working in the IT market are women.

Photo: Š iStockphoto

Still a minority in the industry, women are challenging statistics and making history in technology

Photo: Š iStockphoto

13TH Edition | April 2018

institutoparar.com.br

33

headline 1.

2.

34

PararReviewMagazine

The electronic engineer Vanda Scartezini has been in the area for more than 30 years and has seen her application for a job at Telebrás denied by the president of the company, just because she is a woman. It was the mid1970s and Brazil was under military dictatorship. The president of the company was a general at the time, and according to Vanda, despite being an open person, followed the military standards. He only agreed to meet her after much insistence from another Telebrás director and, even annoyed, agreed to give Vanda a chance. In less than two months, she had already been promoted to a division coordinator. The curious thing is that years later, when I took over the Department of Technology at the Ministry of Industry and Commerce in 1995, he was the first person to call me and greet me - she says.

With a career permeated by several awards, scientific publications and specializations, Vanda is now a consultant in ICT, Internet and Intellectual Property, and consultant of the chairman of the board of trustees at FItec (Foundation for Technological Innovations).

She is a member of ABRANET (Brazilian Association of Internet Providers) and founder of the DNS Woman Institute, a training and networking institution among women who are involved with the Internet environment. More than 400 women around the world in 68 countries are part of the group. Our goal is to stimulate business among them and to encourage more women to enter this area - she said.

Vanda says she has spent her career managing diverse working teams and never had a problem with her subordinates. Maybe it's because I totally ignored they were men, women or anything else. In college, however, some isolated cases do not leave his memory.

One of my professors, every time he entered the classroom he used to look at me and say, 'What are you doing here? You should be making coffee for your husband.' I heard this every day, a whole year - she recalls.

She and another student, already graduated in Mathematics, were the only two women in the Electronic Engineering class at the Instituto Mauá de Tecnologia (IMT).

Photos: Reprodução/Internet

By Karina Constancio

13TH Edition | April 2018

Scenario that has not changed much over time.

When Camila Achutti was admitted in the Computer Science course at the University of São Paulo (USP) in 2010, she did not realize that she would be the only woman in the classroom. The penny dropped on the first day of class. Curiously, it was March 8th, the International Women's Day - she says.

Her great inspiration to get into this career was not one of those women mentioned at the beginning of the report, but her father, who learned programming when he was young, and he used to dictate the codes by telephone. Camila remembers that many times she used to stay looking at her father dictating COBOL codes. In her opinion, a totally unknown language that magically solved problems. At the time, I had no idea, but it drastically changed my worldview. I always thought programming was language, a new means of communication. And that's how she became interested in the area. In my home, the computer was for everyone, because it was just me and my twin sister, I had no distinction of what was made for boys or girls, I grew up and had no idea that I had chosen a profession that few girls were interested in - she points out.

When she got impacted by that scenario in college, she understood that she needed to talk about it and decided to create the blog Women in Computing. ‘I wanted to show that technology was really cool, that there were women working in the area and that pro-

3.

1. Ada Lovelace, a primeira programadora da história. 2. Radia Perlman, cientista da computação, referenciada como a "mãe da Internet".

3. Vanda Scartezini, engenheira eletrônica e consultora com mais de 30 anos de carreira.4. Conhecida como a "Rainha da Computação", Gracie Hopper abriu caminho para muitas mulheres.

5. Karen Sparck Jones, responsável pela tecnologia que serviu como base para o Google.

5.

Photos: Reprodução/Internet

4.

institutoparar.com.br

35

headline

By Karina Constancio

I see that people are already aware it is necessary to have diversity in order to have innovation"

gramming was a superpower. I wanted to motivate some other girls and show that they could do that, too.’

In addition, the blog came to fulfil in Camila a need to make herself belong.

‘The blog is called Women in Computing and I was just a girl learning computing. It was a way of empowering myself - she says.

The big bottleneck she noticed was that she entered college without knowing about programming, while all the boys already knew how to do it. I saw everyone studying to get 10 on the test and I had to study much more for a 6.

But nobody tells you, you get there and start thinking maybe I'm not good at it, maybe it's not for me. According to Camila, that happens because there is still a

36

PararReviewMagazine

barrier for women to get to technology.

You get to read about programming and the examples you get are all Star Wars related, poker, I do not even know the rules of poker. Somehow, we have created this so strong stereotype of what is for girls what is for boys, as if this were very antagonistic, separate, but it is not.

This difference in knowledge exists, because girls in general do not recognize that they can do that, no one says that to them, they do not see other girls doing it and it is obvious that they cannot do something they have never seen she points out.

In addition to being one of the founders of the innovation consultancy Ponte 21, Camila Achutti created an education platform, Mastertech, to

teach technology for boys and girls.

We have 70% female students. Not by chance, but due to hard work, because there is an effort on our part to bring these girls. Normally, they don´t come by themselves. One of the strategies used by Camila is empathy. Instead of calling a basic Introduction to Programming course, at Mastertech it is called Programming for non-programmers. In addition, all the advertising texts try to show that space is planned for those who want to learn, even if they have never heard about code.

At 26, Camila is on Forbes magazine's list as one of the most promising young girls under the age of 30 and understands that her story is an example to many girls who want to get into the

Photos: Divulgação

CAMILA ACHUTTI, empreendedora formada em Ciência da Computação e fundadora da Ponte 21 e da plataforma Mastertech

13TH Edition | April 2018

area. I hope we get to a historic moment when it will not make sense for the blog to be called Women in Computing, it will have to be Human Beings in Computing. I see that people are already aware it is necessary to have diversity in order to have innovation. According to Camila, this is the first step so that, in fact, one begins to advance.

Photos: Divulgação

WOMEN IN LEADERSHIP In a study by Linkedin last year, while women fill 30 percent of the job positions in technology, in leadership positions, they do not fill even 20 percent of positions. Even though it's a small portion, the news is not bad.

Compared to previous scenarios, the technology sector was the one that evolved most in hiring, with a considerable increase of women brought to take up leadership roles.

According to Alessandra Bomura, IT executive, the numbers reflect a cultural problem.

Girls are less encouraged to be interested in technology with toys and activities and therefore they have less interest in choosing this profession. As top leadership positions are a funnel, having fewer female executives in technology is just a consequence. I myself, in some processes to hire IT directors, have not even found female candidates to interview. Alessandra further points out that there are no formulas for reversing these numbers. This goes through an understanding of the barriers that push away or hamper the increased presence of women in technology as well as in leadership positions, and orga-

nizational changes, so that they have more flexibility for people to reconcile their personal with professional needs and to create more welcoming environments and with more support for the development of these professionals.

One of the biggest challenges for women is to reconcile executive roles with motherhood and personal life activities. In that sense, what I have always done is to ask for a lot of help from everyone around me, especially my husband, who has often assumed responsibilities that are generally seen as female activities, such as doing shopping and housework, or picking our children up from school. I think it takes us a few years to understand that no matter how dedicated and competent we are, we are not a 'wonder woman' and we do not take care of everything by ourselves. Alessandra says this is not easy, but it is possible. When I choose to be a company's Chief Information Officer, I choose to work long hours, travel a lot, and always be available. On the other hand, I have an almost unique opportunity for a lot of professional achievement, learning, growth, and recognition. I believe that being mature makes us less anxious, more resilient, and that helps a lot. In addition, I have enough discipline to not give up what is important to me and I feel that my life is balanced and consistent with what I love to do - She says.

In order to achieve this balance, it´s important that companies, which recruit such professionals, understand these challenges and develop actions

> Alessandra Bomura, executiva da área de tecnologia da informação.

and projects that help women to keep all the plates spinning. In her opinion, it´s no use discussing and targeting diversity by number alone. What we really need is to evolve into the creation of attractive environments for women, different generations and races. Companies that offer this will be the ones that will attract the best talent and succeed - she points out.

CHANGE IN OUR FOUNDATION NThere's no way to talk in more representativeness without involving education in the process. In addition to more opportunities in the job market, young girls need to be encouraged to take an interest in technology and realize that they are able to do it. At ETEC Pirituba, a state technical school located in the western part of the capital of São Paulo, 75% of 900 students are boys. There is a barrier that starts from elementary school, where the teachers themselves say girls are bad at math. I met female students who thought they would never be good, and I said they could. We need to eliminate this culture that diminishes girls at school and this must start from the teacher. We have to help the girls to climb the steps so that we are all on the same step - Eliane Leite - director of ETEC - says.

institutoparar.com.br

37

13TH Edition | April 2018

headline

By Karina Constancio

er had a black principal and that it was very important for him. You realize that it ends up inspiring other young people, they start looking at you differently. It's ELIANE LEITE, diretora da ETEC the same with girls, they feel empowered. They look at you and think: I can get there too - she says.

It was this same scenario that encouraged the teacher Cláudia Ribeiro, from the Federal University of Rio Grande do Norte (UFRN) and two former students, Suzyanne Oliveira and Nayara Rocha to create the Code Girl project, which aims to encourage women's participation in the IT job market. The few girls who get into the area end up giving up in the middle of the course. In surveys, they identified that family discouragement was one of the main obstacles for the insertion of girls in this area. Since then, they have been promoting a series of actions and events to foster discussion about the cussions on female empowerment often challenges these women face and how seem to put us against men, but it is not. It they are doing to overcome them. has to be on equal terms - she says.

We want them to believe that they can In Claudia´s opinion, diversity brings be and do what they want, and the big richness of observation and skills. If you difference is that we understand that an start to treat differently what is for wominclusion project cannot exclude. So, we en and what is for men, it only limits and talk to the boys in order they understand ends up affecting boys as well. The stethe difficulties the girls go through, Claureotype is cruel, so we have to bring dedia explains. They have already noticed bate, discussion and dialogue. Girls need that there has been a to take ownership of their own developsignificant increase ment, as well as boys - she reflects. in the number of girls What we can identify is that there is a attending the coursqualitative rather than a quantitative ades. Currently, girls vance, that is, even with a more open derepresent 30% of the bate on the subject and with more womstudents, while some en getting into the area, the numbers still time ago they did not show that there is a long way to go. So reach even 10%. I befar, what these stories tell us is that many lieve that when you women are taking seriously the words of welcome the boys and the technology pioneer Grace Hopper ‘it's girls, they learn how easier to ask forgiveness than it is to get perto be a team, and that mission’ and proving that women's place is a great treasure. Unis wherever they want to be, including fortunately, some distechnology.

> Code Girl incentiva a participação feminina no mercado de trabalho de TI

38

PararReviewMagazine

Photos: Divulgação

Mathematics teacher - she tells us that when she took over the school management in 2014, she came across a mostly male scenario in classrooms. I realized they were not good with numbers and I started to develop projects aiming to get the girls interested in exact sciences and technology - she says. Besides encouraging their participation in scientific contests, Eliane seeks to bring women from the area to share their stories, a way for girls to see that if there are professionals who already do this job, they can do it too.

This effort has worked. Among the various awards already won by ETEC in scientific contests, one in particular took a group of students composed of 5 girls and 2 boys to India for an international mathematics tournament. They were selected to represent the school after an excellent performance at the International Mathematics without Borders Olympiad, which establishes a competition among schools around the world.

In her opinion, bringing these students closer to women who are treading paths in the most diverse areas is very important for representativeness. Here at school, for being a principal, woman and black, I felt a great prejudice. I had to prove things that men would not have to prove. So, I do look for recognition, and I know I can be a tool for change. She highlights. She remembers that one day a student came up to her and emotively said he had nev-

We have to help the girls to climb the steps so that we are all on the same step"

Photos: Divulgação

headline

By Beatriz Pozzobon

Flextime benefits companies and employees. It allows to reconcile career with personal life, besides wasting less time in traffic

40

PararReviewMagazine

W

hy does everybody have to get in and out of work at the same time? Why does everybody work on Monday? Why is lunchtime always the same? Why can´t banks work on Saturdays and be closed on Fridays?

These were some of the questionings brought by the publicist Walter Longo, one of the most recognized names of

communication in the country, during a speech held at the V Global Conference PARAR - Welcome Tomorrow last year.

According to him, this is a concept originated in the industrial revolution, when the production lines forced everybody to be together, at the same time and in the same place. Two centuries later, with technological developments, it does

Photos: Š iStockphoto / Divulgation

FROM 8 TO 06PM?

Photos: © iStockphoto / Divulgation

13TH Edition | April 2018

not have to be this way. In fact, it would be good if it were not. Because, according to Longo, if on the one hand society congregates in big centers for positive reasons, on the other, it is necessary to have the responsibility to solve the circulatory problem of this body.

Implementing alternative work schedules in companies would be one of the plausible solutions. What, besides contributing to traffic jam prevention, it gives more freedom to employees, and some companies have already supported the idea. This is the case of PwC Brasil, headquartered in São Paulo.

Since 2014, the company has adopted the Flex Menu, an initiative that gives more options to employees, so they can find the best way to balance personal and professional life. Time and workplace flexibility brings additional benefits, such as the reduction in time spent in traffic.

Who explains is the director of HR at Pwc Brazil, Érika Braga. By being able to balance career and personal life, the professional is more motivated, improving also the engagement in tasks, their performance in projects and, consequently, their productivity, which is beneficial for them and also for the company.

The PwC Brasil's Flex Menu includes three modalities: FlexTime, FlexWeek and Flex Place. FlexTime makes the start time of the working day flexible, which can be started between 7am and 10am and finished, respectively, between 4.30pm and 7.30pm, respecting the eight hours a day and the lunch break.

FlexWeek allows to rearrange the 40hour workweek, so that the daily workload is flexible and enables to compensate hours for the one-day rest per week.

For example, the professional who works

10 hours from Monday to Thursday may have Friday as a day off. FlexPlace allows the employees to perform their work once or twice a week from home, the well-known home office.

STAFF APPROVE The PwC Brasil initiative to make working hours more flexible is welcomed by its employees. This is the case of the HR analyst, Arthur Mello, who has worked for the company since he was 15, starting as an apprentice. Mello says that when he was in school, he had to get in and out of work early. And when he entered college, the need was reversed. So, he started working later and stayed late too.

‘I have always been able to flex the schedules according to my needs,’ he emphasizes. Thus, I have peace and autonomy to balance my life, besides the routine of work, with the schedules that I do swimming and with possible medical consultations - the analyst says.

Antônio Rocca - director of business consultancy at PwC Brasil - is responsible for a team of 16 engineers and says that the flextime receptivity is great among employees. Home office, for example, is a possibility thanks to communication technologies, which allow immediate contact with employees.

According to him, these measures have contributed to their quality of life and their own productivity and concentration at work.

BOSCH ALSO ADOPTS FLEXIBLE WORKING Bosch Group employs around 8,500 employees in Brazil and has adopted the flexible working model in the country since 2013. The company globally promotes an initiative called Inspiring Working Conditions, which among other principles supports flexibility and modernization of work environments.

In our opinion, it's important to be ready and keep us attractive. In Brazil, Home Office, Part-Time and Administrative Shifts were created to meet the current demand of professionals seeking more open, flexible and creative environments - Bosch Latin America HR manager Paula Pessoa explains.

The flexibility of working hours and the possibility of performing work from home have provided benefits to the company, such as employee motivation, greater productivity, more focus and the retention of talented professionals, cost optimization with physical spaces in offices, as well as increased attractiveness of the Bosch brand as an employer.

AT AVAYA, FLEXIBLE WORK SCHEDULES ARE ALREADY A REALITY Avaya is a telecommunication company and works globally with flexible work schedules, including home office practice. The multinational offers its employees the tools to be connected from where they are, which allows the flexible schedules. Most of the 150 Avaya Brazil´s employees work in São Paulo.

Flextime is a great advantage because it is possible, for example, to avoid peak traffic schedules - Avaya Brazil's HR leader Patricia Cardoso says.

In addition, if a meeting is too early, the employee can access the contents from home, instead of going to the office. And in cases of employees working on global teams, you can adjust the time according to the team time zone.

institutoparar.com.br

41

INSIDE

By Karina Constancio

WTM18 puts the human being at the center of debates and offers a three-day immersion in the cradle of innovation in SĂŁo Paulo

M

Photo: Š iStockphoto

obility is everything. If it were possible to summarize the purpose of PARAR in a single sentence, it would be Mobility is everything. It is common when we stop to reflect on the subject, to take the debate to our cities situation, chaotic traffic or to new mobility solutions that will revolutionize our future. All these topics are related to mobility and deserve our attention. However, what PARAR is proposing is to open the whole range of possibilities.

Mobility also has everything to do with artificial intelligence, IoT, big data. It is strictly linked to the way we work, relate and carry out our activities. It involves changing the way companies look at their employees and how they do to go and get back to work. It's about coworking, home office, alternative work schedule. It's about communication and a leadership that looks to the future. It also involves air mobility: drones, flying cars, commercial and business aviation, startups that are revolutionizing the way we travel. It has, above all, everything to do with people.

42

PararReviewMagazine

Photo: Š iStockphoto

13TH Edition | April 2018

institutoparar.com.br

43

INSIDE

By Karina Constancio

On October 29, 30 and 31, PARAR in partnership with Revista Quatro Rodas will bring these themes to the debate at Welcome Tomorrow 2018 (WTM18), the sixth edition of PARAR Global Conference and the largest event on corporate mobility and fleet management in the world. The meeting is aimed at professionals who want to live an immersion experience about future, technology, smart cities and intelligent mobility.

The new world of mobility that is emerging in cities promotes effects that will impact all the people who need to go from one point to another in order to carry out their daily activities. When talking about the reality of companies, this future represents a different scenario, in which taking care of their employees involves rethinking the way they carry out their travels and, more than that, helping them to travel safely, faster and smartly.

We believe that the world without mobility goes further than wasting time in travels: it takes away the right to live with quality. We do not want to discuss only the modalities or the technological innovations that will revolutionize the way we go from one place to another, but we want to look at mobility as a service.

Do I really need to leave home or work, wasting valuable minutes in traffic, to do a certain activity? What services will make my life easier and avoid unnecessary travels? Establishing mobility as a priority is putting your life and your time first - founder of PARAR, Flavio Tavares says.

> Flavio Tavares, fundador do PARAR e idealizador da WTM18

For the first time, the event will be held at the WTC, the main event center in Brazil, and will be entirely reserved for WTM18, transforming the place into a true immersion in the world of mobility. The event aims to gather 3 thousand executives in person and over 3 hundred thousand by the online broadcasting. The event schedule will be dynamic, with speeches, panel discussions, pitches, workshops and talk shows, on simultaneous sessions of content on mobility, fleet management, technology, future and purpose.

The topics will be treated by more than 100 national and international speakers, who will be sharing experiences developed around the world. Among the names already confirmed are: Fabio Coelho - president of Google Brazil, Laercio Albuquerque - president of Cisco, Danish Peter Grøftehauge - CEO of Autorola, and the Italian Giovanni Savio - president of Planet Idea and responsible for the first intelligent social city of the world project.

44

PararReviewMagazine

In order to stimulate connections, a Business Fair will gather 80 of the top companies in the industry. A new edition of the Startup Show is also scheduled to bring 50 innovative startups with smart mobility and social impact solutions.

Recognized by the public for being more than a content and networking event, the WTM18 will promote experiences from beginning to end. Among the attractions already confirmed are: Electric Drive Experience (exclusive space for experiences in electric and connected mobility); mentoring with executives; boot camps for immersive learning; Pub with Purpose (exclusive space for C-levels with the purpose of promoting networking); parallel cultural agenda on the days of event; and active nightlife with shows and special presentations. All details about the event, including speakers already confirmed, are available at:: wtm18.com.br.

Photo: Divulgation

CONTENT, EXPERIENCE AND NETWORKING

13TH Edition | April 2018

Photo: Divulgation

THE

'WHYS' ACCORDING TO FLAVIO TAVARES.

Why is Mobility everything?

When we think of mobility, one of the first things that comes to our mind is time. When we get stuck in a traffic jam or when we cannot do everything we want because of the lack of mobility, we get stressed thinking about how much time we've lost doing it and anxious on how much time we should have to carry out our activities. We want to change that perspective, what matters is not the time we lose. In fact, what we are missing out due to the fast-paced routines of cities is our lives. Do you know

why? Because time is life, and that is the most precious value we have. It is a unique opportunity and we should live it with the highest quality we can. Thus, we are bringing this new concept, that mobility is everything, it is your life. This is the great challenge we have in this event, to awaken this understanding in companies. Making them understand that caring about the mobility of their employees is to worry about their lives. It is to worry about giving more life to the time that remains to them. I have said that mobility is not a goal, it is only a means. The goal is to build companies that have the purpose of caring for people.

Companies that put them, in fact, as the center of any business.

Why is WTM18 more than an event?

We often say that the WTM18 is more than an event due to few simple reasons. The first is because every event is built on values. We want to have networking, we want the event to grow, but none of this will ever be more important than awaken in the people and enterprises the desire to leave the place thinking differently. We want our values to become the values of many people, and the event has this aim as a backbone. The second is that we have prepared countless experiences during these three days of event, so that each participant cannot only listen to but live in practice what we are talking about. We believe that true learning happens in this way, when we can connect reason with emotion, and that is one of the things that we strive to do most.

The third is that we will promote something unprecedented this year. Most of the solutions we advocate as alternatives to mobility will be happening there, in order you experience it. I'll give you some examples: there will be coworking rooms, so you can work while you attend the event; there will be alternative event schedules of the beginning and end of the events in order to avoid the rush hour; there will be gyms, pilates classes, yoga, stretching, and other physical activities a few steps away, so you have time to exercise, take care of mind and body; There will be videoconference rooms available for you to hold some meetings.

Well, you will not have any excuse to not attend the event, because we will provide the ideal environment to solve anything that is important to you while you are there in these three days.

Why do companies need to worry about mobility?

The reasons are many, however, I will highlight three key reasons. The first is because when companies are concerned about mobility, they are taking care of what is most important to any company: people. The second is because it is possible, with simple actions, to help solve a problem that affects everyone, regardless of race, gender or social class. The third is because this is a value that also generates an economic gain. The more companies take care of this, the more economic benefits they will have as it is a more productive team, a better use of the benefits regarding travels and more time to be used with what it really matters.

institutoparar.com.br

45

13TH Edition | April 2018

INSIDE

By Karina Constancio

'WHYS' ACCORDING TO WALTER LONGO.

Why to be a strategy and innovation mentor at PARAR? My admiration for the PARAR Institute began with my participation as a speaker at the Welcome Tomorrow event last year. I was blown away by the impeccable organization, extreme care with details and content quality, which are very difficult to be found in other business events. But what impressed me the most was to see that it was genuinely a project with a cause, with a sense of mission, seeking to improve the quality of life of cities and their citizens. The invitation to be a strategy and innovation mentor made me very happy and I hope to live up to the trust and responsibility that the mission has.

Welcome Tomorrow is just the most evident face of the dozens of activities developed by PARAR in search for rational and efficient solutions for mobility in our country. Gathering outstanding experts and connections with various study centers around the world, our goal is to place Brazil as a think tank of disruptive thinking in search for solutions to improve the quality of life in big cities. Rather than putting more time in our lives, mobility should enable more life in our time, changing personal relationships through a technology for a more lavish, conscious and egalitarian society.

Why do cities need to be rethought?

APopulation concentration in large urban conglomerates makes mobility the biggest challenge we face. Just as in the human body, any organism with a deficient circulatory system generates problems in all organs of this body. And the multimodal transportation option is still established in a disputed and non-integrated way.

Normally, for a system to win, another must

> Walter Longo, empreendedor digital, palestrante internacional, sócio-diretor da Unimark e mentor de estratégia e inovação do Instituto PARAR.

lose and that is not the modern view of mobility. The solution we must seek is a policy of collaborative and generative mobility where each modal helps in the improvement of the other and vice versa. This requires deep changes in legislation, public management and public awareness. And this is the tripod on which the content of this year's WTM18 is based.

Why do the most revolutionary companies in the world have a digital soul?

A lot of people have been worried about creating and developing digital weapons and, therefore, they are looking for a relational website, Facebook friends or followers on Instagram. But as important as having digital weapons is to develop a digital soul in the organization, and digital soul is to have the ability to take advantage of and exploit all the potential that the digital universe provides for corporate management and not just business communication.

A company with a digital soul can and should review pyramidal hierarchical structures of authority and command; decentralizing the decision-making power by giving more autonomy to the end of the operational chain; exchanging fixed costs for variable ones through generative systems; maintaining a constant and individual relationship with its clients at permissive costs; using algorithms to formulate cross-selling efforts; creating new channels for sales, services and support; reduce research costs by innovating in search for information; integrating big defensive and offensive data across data lakes; developing augmented reality as a training and marketing tool and more, much more... Digital Soul is understanding that innovation is much more a matter of optics rather than fiber optics, and that it is up to each of us to evaluate our methods of management and operation looking to make it differently in order to make a difference.

REPORT: What: Welcome Tomorrow 2018 - VI PARAR Global Conference When: OCT/29, 30 AND 31/2018 Where: WTC Events Center (Av. das Nações Unidas, 12551 Cidade Monções, São Paulo - SP) Info: wtm18.com.br

46

PararReviewMagazine

Photo: Divulgation

THE

Photo: Divulgation

headline

By Ana Luiza Morette

ACTION AND PURPOSE

E

xercising our purpose is essential to keeping us happy and accomplished with what we are doing. For a long time, working was synonymous with survival: we worked to have what we eat, to pay bills, to pay for our transportation and some kind of leisure. The effort at work was guaranteed, whether that pleased us or made us happy. We did it because it was necessary.

Currently, a new era of business and achievement has shown to be effective: doing what you love as a way of survival. Purpose does not have to be doing gigantic things, finding the solution to a huge problem in the

Photos: Š iStockphoto

When our greatest goal is to live a purposeful life, we must find places and people that make sense to us

48

PararReviewMagazine

Photos: © iStockphoto

13TH Edition | April 2018

world. Purpose is to find anything that makes sense to us, and that can change over time - entrepreneur, speaker and author of the book 11 Days of Awakening Gustavo Tanaka explains. Our instinct of doing everything by necessity also has everything to change, Tanaka believes. One could never do things because we wanted to. To watch a movie on TV, we had to wait for the programming. If we wanted to listen to a song, we would stay all day on the radio waiting to be played. Now, we have Spotify, YouTube, Netflix, where we access everything when and how much we want. In his opinion, the secret is learning how to listen and respect what the heart and intuition asks, and thus accomplish our desires and goals.

After putting this into practice, our happiness of seeing all the things we dream and idealize accomplished is inevitable. Having a life doing things that make sense to us and make sense to other people who are connected is the biggest milestone in a purposeful life.

‘The journey of what I've done brought me here,’ that´s how Caroline Bücker, a design thinking consultant, defines her happiness in living a purposeful life. Caroline tells us that she can identify her purpose when she sees herself lecturing or exchanging ideas with people who are keen on connecting with her, in places where there is room for sharing thoughts and goals.

Getting to be a solution counselor is also essential to building a reality with some meaning. People sometimes, in the desire to see only the good side, to be always happy, to not get upset, end up closing their eyes or denying problems and, thus, never find solutions.

We also need to look at the problem and understand that it exists, and when we understand that it exists, we can solve it - Caroline believes.

This new age of interpersonal relationships and the use of purpose exists, more than anything else, proactivity and courage to respect our desires and putting our dreams

After all, the secret is to find meaning in the things we do and what we want to do. There is no need to find a cure for a rare disease or the key to world peace but making a point of impacting the reality around you, no matter how small the impact may be.

into practice. According to Caroline Bücker, this is the time to pursue simple but consistent innovations. It's that idea that makes you feel 'that's it!' and finding people who also believe in this to accomplish it together. If it doesn´t work, no problem! We will need to rethink and find out where it is wrong. Without finding who is guilty or letting the ego speak louder – she says.

After all, the secret is to find meaning in the things we do and what we want to do. There is no need to find a cure for a rare disease or the key to world peace but making a point of impacting the reality around you, no matter how small the impact may be. Caroline tells us that drowning deaths in summer on the beaches of Rio Grande do Sul were reduced by 100%.

Last year, 500 people died. Nobody died this year, simply because the lifeguard whistles at the person to get out the sea as soon as he/she enters a dangerous zone, that is, before there is a dangerous situation, or the person drowns.

Life guards whistle and now no one else dies, it's such a simple thing: how much does a whistle cost? This shows that we must face the problems and seek solutions. We must face the problems with the certainty that we really can solve them and as an opportunity to transform our reality of the world around us.

institutoparar.com.br

49

tips & cases

By Pietra Bilek

THE SPEED-UP OF

Photos: © Freepick / Divulgação

Ford Fund and Artemisia disclose the highlighted businesses in the startup speeding up program

50

PararReviewMagazine

13TH Edition | April 2018

Photos: © Freepick / Divulgação

I

nnovation in the business market is much bigger than the rise of new businesses, it is closely linked to the ability of corporations to reinvent themselves and to propose creative solutions to old problems. In order to keep this potential on, large companies are connecting with startups and young entrepreneurs who have disruptive projects of great social impact. Thinking about it, Ford Fund - a philanthropic arm of Ford - and Artemisia - a pioneer organization that encourages social impact businesses in Brazil, allied to take a step towards the future of mobility. They announced the three businesses that will receive the seed capital from the Ford Fund Lab during the 2018 Campus Party Brazil: Innovation and Mobility: Garatéa, Onboard Mobility and JAUBRA. The program evaluated more than 150 startups from all regions of Brazil. During the process, 20 of them were selected to participate in a short-term acceleration process.

This process included dynamic workshops and thematic webinars, where the companies had access to innovative tools, unique content, connection with other entrepreneurs in the industry and mentoring with specialists.

Roberta Madke - Corporate Communications and Social Responsibility Manager at Ford - highlights the importance of business which ponder the low-income population. When we look at the reality of Brazil, the access difficulties mainly affect the low-income population.

Supporting business strengthening with effective mobility solutions which have a social impact was really a big thing for Ford. We were able to exchange experiences with entrepreneurs and get closer to their solutions and expectations. She still makes some comments on the importance of the project. The Ford Fund Lab is an example of power of union power of the union of different social actors, since it expands the impact of these startups, contributing to the improvement of the quality of life of thousands of Brazilians and helping to transform the way the world moves.

Paula Sato – Knowledge and Innovation Manager at Artemisia - explained about the program's production and how these three businesses stood out by their social impact potential. The whole program was designed so that en-

The startups were evaluated according to six main bases of the program: Availability and diversity of means of transportation.

Travel optimization to increase predictability, agility and quality.

Reduction of logistics costs.

Safety, accessibility, autonomy and reduction of vulnerability on the way.

Travel facilitation in order to connect people to basic products and services Adequacy to public spaces in order to improve mobility in cities and strengthen citizenship.

trepreneurs could have greater clarity about the next steps of the business and advance rapidly during the 5-week acceleration. The Startups have come up with solutions to latent problems faced by low-income people when it comes to mobility, and they are building consistent business models. We have seen the high potential of positively impact the daily life of a large portion of the population - she points out.

institutoparar.com.br

51

13TH Edition | April 2018

tips & cases

By Pietra Bilek

Learn about the inspiring stories of the startups selected by the Ford Fund Lab: Innovation and Mobility

JAUBRA The community of Brasilândia in São Paulo faces a lack of private transportation in the region. It was observing this problem that Alvimar Silva together with some friends created UBRA, a transportation platform that offers services to the city´s peripheries and regions that are considered at risk by other applications. The initiative also offers the option of shared travel services, which optimizes locomotion. As a result, residents have more mobility, comfort and safety to travel at any time of the day.

ONBOARD MOBILITY How many travels a day are needed to go from one place to another in a big city? The entrepreneur Luiz Renato created a solution with two great advantages for citizens: integrating different transportation modals and services of urban transportation and the payment of credits through a single mobile phone application. This is how Onboard Mobility was born, a tool that intends to be the safest credit recharging and optimization system in Brazil.

GARATÉA

In addition to this program that supports startups, the partnership between Ford Fund and Artemisia wants to add to the global Ford Smart Mobility plan, the development of a Social Impact Thesis on Mobility. An analysis that will gather relevant information on the real challenges faced by the pop-

52

PararReviewMagazine

ulation daily and point out business opportunities that aim to improve the way society moves, developing solutions that bring more access and quality of life to the population, especially, to the low-income portion. The study is scheduled to be launched in the first half of 2018.

Photos: Divulgação

Imagine how many lives can be saved with a pay it forward project, where people can help each other while first aid is on the way. The Garatéa organization, created by Alexandre Lima, Caio Poli and Iani Zeigerman, was created with the purpose of expediting service in emergency situations - especially in difficult access regions, where services take longer to arrive - by connecting the emergency services to a network of professionals who can assist in the provision of first aid. As the ambulance travels to the location, the respondent can act to decrease waiting times, qualify care information, and increase the chances of survival of the victims.

Photos: Divulgação

interview

By Beatriz Pozzobon

A consultant advocates hiring young people up to 30 years old keep companies up to date

54

PararReviewMagazine

W

hat do young people want from their professional lives? The Millennial generation being formed by individuals up to 30 years old seeks a balance between career and personal life, as well as jobs in which they can align their life goals with those of the company. This is what the fourth edition of the Millennial Survey which is published annually by Deloitte. This research suggests, among other conclusions, that companies will have to make deep changes to attract and retain the future talents.

Who reinforces this idea is the writer, mentor, and career consultant Sidnei Oliveira, author of several books on leadership and bestsellers of the Generation Y series. According to him, one of the biggest challenges for businesses nowadays is retaining the talents they develop. This can be costly if it is not observed that these young people are very lacking in challenges and giving them autonomy is the best way to ensure that the best talents remain in the company - the consultant says.

Photo: Š iStockphotos

PURPOSE CREATION

13TH Edition | April 2018

53%

Photo: © iStockphotos

A MULTINATIONAL COMPANY WANTS TO EMPLOY YOUNG PEOPLE Nestlé aims to help 10 million young people around the world have access to career opportunities by 2030. In Brazil, the initiative includes the platform Nutrindo os Sonhos dos Jóvenes, through which the company already contributes to offer opportunities for young people, with the goal of hiring nine thousand people under the age of 30 by 2020.

Within the Nutrindo os Sonhos dos Jóvenes project, Nestlé also joined 16 other companies to form the Alliance for Youth. The program's priorities are to dialogue with young people in order to empower them on the professional choice and the labor market, identify opportunities for synergy among companies and implement programs of excellence in youth training.

The initiative is a response to the yearning of this generation, whose career is one of their biggest concerns, according to the unprecedented research Próximos Jovens, carried out in partnership by Cia de Talento and Nextview.

The survey showed that having a profession is one of the priorities in the lives of young people aged 14-19 nowadays, where 53% of respondents chose the career as one of the three most important things in life, almost tied to having a good family relationship.

The research also shows that these young people are concerned with reconciling professional success and personal happiness. According to 57% of the participants, being a successful person in the future depends on being happy at work.

On the other hand, 51% of them think success is connected to work, earning enough to have a comfortable life.

In addition to Nestlé, Barry Callebaut, Bemis, Bunge, Cargil, CSN, Dairy Partners Americas, Engie, Galderma, Givaudan, Google, GRSA, Klabin, Nielsen, Owens-Illinois, Sodexo and Tetra Pak take part in in the alliance.

The Millennial generation is formed by a group of young people between the ages of 16 and 30 years old. These people were born under strong influence of technological evolution, which happened between 1990 and 2010, represented mainly by the internet coverage and the intense use of smartphones.

According to Oliveira, the ideal is that companies seek a partnership between veteran and younger professionals. The most experienced professionals´ knowledge should be transferred to the beginners through a mentoring work, so they know how to transfer their tacit knowledge to the younger ones.

Still, according to the writer, the relationship between the individual and work is transformed over the years, A research mainly due to the growth of artificial inreleased by telligence, which is automating various Deloitte also activities. In this way, young people show showed that new expectations in their relationship with work. A research released by Deloityoung people te also showed that young people value value business business purpose more than profit. In adpurpose more dition, the Millennial generation deeply than profit believes (75%) that companies are more focused on their own agenda than helping to improve society.

Other data revealed by the study is that only 28% of millennials feel that their current organization is taking full advantage of their capabilities. More than a half (53%) aspire to become a leader or a senior executive within their organization. And, finally, they give less value to leaders with visibility (19%), well-connected (17%) and technically qualified (17%). On the contrary, they define real leaders as people with great strategic thinking (39%), inspirational (37%), affable (34%) and visionary (31%).

However, these ideas still clash in hierarchical companies with rigid processes. These companies expect young people to accept reality, but to propose innovations, even if they are not adopted. According to Oliveira, on the other hand, most of young people still show an attitude of low tolerance in the face of frustrations and with a demanding attitude, hoping that everything is in accordance with their expectations, before presenting their talent.

In any case, the consultant points out that the main qualities of millennials are the energy and mind that is more connected to the current reality, with this VUCA world (volatile, uncertain, complex and ambiguous). Without such thinking, the trend is that the company quickly lose space and be absorbed by the changes. There are already countless cases of incredible companies that simply failed for not being updated - he says.

The Deloitte Millennial Survey was conducted in conjunction with Millward Brown, of more than 7,800 Millennials from 29 countries around the globe between October and November 2014.

institutoparar.com.br

55

interview

By Loraine Santos

PFC TAKES YOU

BEYOND T

he PARAR Institute's Driver Training Program (PFC) concluded the first class of the course with more than 5,000 students seeking certification last year. Throughout the program, conducted on an interactive and online platform, drivers were encouraged to improve their performance with special awards for the first placed on each module. Great car racing drivers and experts on the subject collaborated with the PFC, such as Ingo Hoffmann, Helena Dayama, Cesar Urnhami and Luciano Burti.

In addition to the prizes awarded during the 8 modules, the PFC's best student was competing for a brand new Kwid, Renault´s great launch of 2017. The winner and the best performing student in the course was Daniel Nunes, elected in 2017 as the Fleet Administrator of the Year at the V PARAR Global Conference - Welcome Tomorrow. In an exclusive interview with PARAR Review, he tells us a bit about his learning experience and enthusiasm for the prize.

56

PararReviewMagazine

PARAR: You were the most outstanding student in the PFC, what was your biggest learning experience with the course?

Daniel Nunes (DN): It was a great experience! An opportunity to review important contents, which we often only study at the time of taking the driver´s license, and also to learn many new things with a team of super renowned instructors in the automotive industry. During the classes, I had the opportunity to learn about efficient driving, vehicle operation, safety, legislation and more. Not to mention the privilege of having great idols as my teachers, such as César Urnhani, Luciano Burti, Ingo Hoffmann, Helena Deyama among other icons in this sector.

PARAR: 2017 was an incredible year for your career and in 2018 you are seeing the results of your work. How did you feel when you were elected Administrator of the Year and awarded with the 1st place in the PFC? (DN): It is really a great moment! 2017 was a fantastic year and 2018 could not get started better. A cycle marked by hard work, important results and great achievements. The Administrator of the Year award was certainly a milestone in my professional career and this recognition I extend to all who work with me, starting with my right-hand man in fleet management, Douglas De Los Santos, the administrative staff who support me in the company´s branches, and our drivers who work all over Brazil. Good results are only possible when we have a competent and engaged team and thus, I consider myself very lucky. Nothing is achieved alone.

Photos: © Freepik / Divulgação

The PFC award winner shares his learning experience with the course and talks about his expectations for this year

13TH Edition | April 2018

Participating in the development of a new concept of mobility, contributing to a lighter traffic and mobilizing people is what moves me.”

Photos: © Freepik / Divulgação

DANIEL NUNES Gestor de Frota do Ano

PARAR: What did you think about the prize?

(DN): It was sensational! Kwid is my first brand new car. A safe, economical, compact vehicle for cities and with a great interior space. Renault is to be congratulated for this launch and I am very grateful to receive this prize!

PARAR: As a highly engaged professional in the sector, what does it make you be passionate about the profession?

(DN): As fleet managers we have the chance to act as agents of change, making the operation safer and more efficient by raising the team´s awareness and ensuring that drivers return home safely. I am sure that with hard work we can make a difference!

PARAR: Fleet administrator is now a mobility administrator. Have you felt this change in practice?

(DN): Nowadays, we observe that companies do not need vehicles, if you stop to think, you will realize they have never needed it, the real need has always been mobility. A car is one of the alternatives for this demand, but since for a long time making a vehicle available for the employee was the only viable means of providing mobility, we ended up being conditioned to that. This scenario changed and with the advancement of technology, the emergence of new communication tools and the popularization of geolocation solutions, new forms of travelling were made possible. We can observe carpooling appli-

cations, car sharing, modal integration and more. Even we still are dependent on owning a vehicle, other mobility alternatives are increasingly present, and that is moment when a fleet administrator needs to broaden his/her insight and propose new alternatives to his/her company. The use of applications such as Uber, Cabify and the like is already a reality in the corporate routine and often replaces the use of a fleet vehicle. Other solutions such as carsharing and carpooling are not widely spread, but even so we can observe several administrators and companies debating about the theme and driving projects in this sense. We are in the phase of transition, and this is a path with no return. It is now up to the fleet administrators and professionals to assume the leading role and to drive this evolution in the best possible way.

PARAR: As a prize for the title of Administrator of the Year, you have earned a trip to visit the Silicon Valley and NAFA along with PARAR. How is your expectation?

(DN): I am very anxious. For the first time, I will be in the Silicon Valley, at NAFA and the United States, participating in an unprecedented experience! It will be an honor to be part of the PARAR Committee, and to know what is new in the industry and still accompanying great professionals. I am very grateful for this opportunity and I will try to absorb as much knowledge as possible. I cannot wait to start this journey.

institutoparar.com.br

57

interview

By Karina Constancio

ONLY YOU CAN

CHANGE IT W

hen we stop to reflect on our life, it is common to realize an area in which we find ourselves dissatisfied. It can be work, relationship, body, study or spirituality related. In Brazil, according to a survey conducted by the Instituto Locomotiva, 56% of professionals are dissatisfied with their work. That means 18.7 million people are not happy about their career and believe they are not in the right place. The coach and writer Paulo Vieira, in his book The Power of Action, shows that it is possible to break this cycle of dissatisfaction and begin a new stage in life.

The method was developed in his doctorate course at Florida Christian University in the United States and shows techniques and tools for people to discover and believe in their own potential in order to carry out a change in various aspects of life. One of the professionals impacted by the work is the attorney and coach Gabriel Cortez. One of the main problems that the human being lives, and that I lived, is the absence of a structured focus. This is directly related to balance and emotional maturity. I would start doing something and then gave it up because I could not stay in that line, I did not identify the big reason of

58

PararReviewMagazine

that. As soon as the difficulties showed up, my forces started decreasing and the pace was also decreasing - he says.

Cortez is also a speaker and official lecturer in the course The Power of Action. With the purpose of revolutionizing lives, he currently shares the teachings and experiences that have made a difference in his career. One of the key concepts to begin the process of change is self-responsibility. It is necessary to understand that you are the responsible for your life being as it is, only you can change something. You are the greatest instrument of transformation in your life – Cortez says. So, the first step is doing an analysis of your attitudes and the way you face your life. It is necessary to know yourself and understand that you have the autonomy to be and to do it better.

First, you will identify the problem and then seek a solution.

If you are dissatisfied, don´t expect your life fixes itself. This will not happen. According to Cortez, it is paramount to take the reins of the situation and start doing differently. Those who live in the past are affected by depression, those who live in the present get idle and stressed, and in the future get very anxious.

You have to separate these issues very well in order to have a truly balanced life. The ideal is to live 10% in the past, so you

Photos: © iStockphoto / Divulgation

Because it is important to know yourself, believe in your potential and do differently

13TH Edition | April 2018

WILLING TO GROW IN THE COMPANY? The values of employees have to be aligned with the values of their leader, they must want to be working for that company."

The lawyer and master coach, GABRIEL CORTEZ, lists two fundamental characteristics for professionals who want to stand out in the company.

1. Be pre-active rather than reactive. You should not just react, doing what you are asked to do. You have to know how to use your emotions in your favor and learn how to take initiative. You have to create and act always beyond what you are asked to do. It's the overdelivery concept.

Photos: © iStockphoto / Divulgation

2. Have AP, or better, ability to produce. Do not worry about just doing what you are asked to do, but how you can accomplish it as efficiently and intelligently as possible.

learn from it, 30% in the future - but in a future of productivity and goals - and 60% in the present, learning from the past and focusing on what you want for your future – he says.

In the corporate world, when it comes to increasing performance, forming a team with excellent results, the emotional issue cannot be disassociated. According to the World Health Organization (WHO), more than 75,000 people were removed from work because of depression, just in 2016. An alarming number for a problem that needs to be on the radar of organizations. Gabriel Cortez points out an important topic: company, leaders and employees need to have synergy of values and purposes. The values of employees have to be aligned with the values of their leader, they must want to be working for that company. When they see that the company is not only enriched by their work, but they also enrich with the company, growing together with the company, they will be unconsciously motivated. They will feel valued - he says.

In his opinion, most leaders do not hear with the purpose of listening to, but to respond. When the leader sees the employee with empathy, he/she begins to listen to him/her with the intention of understanding the real motives of what is being said.

When this happens, the leader can bring the employee closer and align personal values with the corporate values and the purposes and mission of that leadership. The results are overwhelming – Cortez says.

The Austrian psychiatrist Viktor Frankl introduces in his book Man´s Search for Meaning the concept of Logotherapy, a psychotherapy that puts in the foreground the spiritual dimension of the human being and the search for a meaning in life. According to him, that's what moves us. Life is a quest for a greater purpose, aligned with our values - Gabriel Cortez comments. And that is why purpose has become such an important topic for the corporate world. Work also needs to be within that sphere of meaning, it must somehow fill a gap of meaning that we are looking for, and that brings results. A study by the University of Oxford suggests that increasing people's happiness at work makes them more productive between 7% and 12%. It is no wonder that the list of the best companies to work for is also the most successful.

Happy, fulfilled and motivated people work harder and better.

REPORT: "O Poder da Ação", by Paulo Vieira, Ed. Gente. "Em busca de sentido",

by Viktor Frankl, Ed. Vozes.

institutoparar.com.br

59

headline

By Beatriz Pozzobon

ARTIFICIAL INTELLIGENCE ARRIVES FIRST TO BUSINESSES

Expert argues that new technologies have the potential to transform the world from automating manual tasks, thus leaving room for human relations

60

PararReviewMagazine

Photos: © Shutterstock / Divulgação

T

he corporate world must be the first to be hit by the phenomenon called artificial intelligence. Within this universe, financial companies are the pioneers, followed by some insurance and telecommunication companies. Other areas that are moving toward the use of this technology are retail, health and agribusiness companies.

This is the statement of the SAS president (Business Analytics and Business Intelligence Software) in Brazil, Cássio Pantaleoni. According to him, there are no limitations to artificial intelligence.

We can create algorithms that build relationships and understand how things work in a much more evolved way that our brain can follow - the entrepreneur says.

13TH Edition | April 2018

Thus, artificial intelligence can be used in several ways, for example, monitoring controlled substances, helping the patient to use it in the best way; improving food production, adjusting the environment to produce more succulent fruits and more tasty vegetables; and generating tasks involving large volumes of action, ensuring accuracy.

The World Economic Forum in Davos, Switzerland, in January this year gathered political and economic leaders to discuss the impacts of artificial intelligence on the world. According to a study published by the organizers of the event, only in the United States about 1.4 million jobs will be affected by the new technologies until 2026. However, the same study ensures that 95% of the most directly affected workers will be able to find another job with proper training.

According to Pantaleoni, the society is now living the 4th Industrial Revolution and, as happened in the first three revolutions, new employment opportunities will emerge, but other knowledge will be needed beyond what there is today. In this sense, the study will be a great differential for new job openings.

Computers need maintenance and they always need to receive data, so they can update the algorithms created and developed. New industries and businesses will arise and demand skilled labor - the businessman says. The human being is very smart and doesn´t like to be idle. We will always evolve looking for more and more and, for that, it is important to have content – Pantaleoni reinforces.

In an interview published in a social network of KPMG Brasil, in January of this year, the president of the institution, Charles Krieck, highlighted three major issues discussed at the World Economic Forum.

These are: concern for cybersecurity and the creation of the Global Centre for Cybersecurity; the use of artificial technology for the transformation of the healthcare area; and the new consumer frontiers and how the industry can engage within the supply chain area to be more efficient and avoid waste.

The concern over cybersecurity prompted the creation of the Global Center for Cyber Security to improve this type of security around the world, the announcement was during the event. In addition, the consolidation of existing forums on the topic; the creation of an independent library with best practices; helping less-favored regions to develop cybersecurity; and providing education on this issue.

Photos: © Shutterstock / Divulgação

THE SOCIAL ISSUE The president of SAS Brazil, Cássio Pantaleoni, affirms that artificial intelligence has the potential to transform the world, from automating manual tasks, leaving time so that the focus is on the search for new knowledge and new technologies. Moreover, the great benefit of this technological revolution will be in dedicating more time to social relations.

We will have more time for our human relationships and we will not need to invest so much time for the manual activities we perform nowadays, giving more room for ourselves. This is great because it will bring growth for our species, enabling us to discover new technologies to maintain our evolution.

Pantaleoni emphasizes that new technologies need to be aligned with governments and nations, so that it can be distributed more uniformly by the population.

Only then everyone will be able to keep up with the changes and adapt to the new jobs.

Regarding the healthcare area, the discussion is about changes in diagnosis, care and services in general. The businessmen who attended the forum debated on sensors to make diagnosis; physicians assisted by artificial intelligence; and a very controversial issue, which refers to the patient owning his or her own medical history.

Finally, they talked about new consumption frontiers. A study revealed that the industry, generally across the world, throws away plastic, electronics, scrap and food which if reused they could return about R$ 1.15 trillion per year. In this way, the debate is about how the retail industry and the population can engage to reuse these inputs or even to be more efficient and waste less.

institutoparar.com.br

61

ZOOM

By Pietra Bilek

FROM ANALOG TO

DIGITAL

Photos: © Pexels / Divulgação

In an exclusive interview, the new country manager of Autorola, Marcelo Barros, talked about the online remarketing of cars

62

PararReviewMagazine

13TH Edition | April 2018

Photos: © Pexels / Divulgação

A

utomotive innovation. This is the order of the day according to Marcelo Barros. Current country manager of Autorola in Brazil, the executive has a history of accomplishments wherever he goes. He began his career in the automotive industry in 1996, working as a trainee at Ford, where he stayed until 2003. After that, he developed the fleet outsourcing area at Hertz, where he remained for two more years, and then helped in the startup project of the French giant ALD Automotive in Brazil for 7 years. Before returning to the auto industry, he had a move to another outsourcing giant, the Dutch Lease Plan, and finally, in 2013, he took over Audi's entire corporate sales area in Brazil, where he stayed until October 2017, when he began another new phase in his life, this time as the country manager of Autorola.

At Audi, he achieved a great milestone for the company's history. If you travel a lot - and have the habit of renting cars - you may have realized that rental companies have expanded their portfolio and have been making available several models of cars, not just those entry-level cars. The company that pioneered this achievement was Audi. Moved by this desire to bring luxury cars to anyone, Barros developed a project to rent premium vehicles at airports, an initiative that expanded and ended up being adopted by rental companies throughout the country.

After working several years in the German giant, it was time to seek new professional challenges. Barros was invited to join Autorola, a Danish multinational company present in more than 20 countries, and to take over its operation in Brazil, as a country manager.

The global company is one of the largest online vehicle buying and selling platforms, a concept that has revolutionized the market.

In an interview with PARAR Review, Barros explained a bit about the company's performance and its prospects for the future.

We encourage people to think: do I need a brand-new car every year?"

MARCELO BARROS Country manager da Autorola

PARAR: How do you see the market for buying and selling cars online?

Marcelo Barros (MB): I see it as a great change. The market goes from an almost analog model of sales and begins to be digitized, through the web. I believe these are the best prospects possible. Autorola has been doing this for more than 20 years and seeks to consolidate itself as a major player in fleet remarketing and online sales of used cars. We want to bring trends that already exist in Europe and add value to our future customers, offering a solution that will not only solve their problem, but that will add something to their day to day. We bring this technology and we make the market keep moving towards this update.

PARAR: In this purchasing model, people have safety and comfort to buy without leaving home, right?

MB: Exactly. The sale of used cars, unlike the new ones, happens in other platforms besides a car dealership, and there is perspective to grow more and more. It's a comfort, safety. If you are in Recife looking for a car, and at the same time, in São Paulo there is a remarketing, we offer you a way to access all the data of the car, even far away. Through a safe, reliable and transparent platform, you can see that vehicle, bid and conclude the purchase. It's fast, practical, and in a short time, the car is in your hands. It is the future taking its steps.

PARAR: Talking about the future, what is the impact of this on urban mobility?

MB: Thinking in terms of mobility, we are talking about the most conscious use of the vehicle. What would this most conscious use be? When people have access to semi-new, low-mileage cars, in a sense they are making more conscious use of the vehicle. Currently, the car with one or two years of use and 20 thousand km is a vehicle in excellent condition.

So, when you buy a used car, this car is going to be on the streets and not a brand-new one.

Maybe you may not need to buy brand new cars in Brazil anymore. If we put more than three million cars on the streets every year, and we remove less than that, we will have more and more traffic and a great delay in mobility.

institutoparar.com.br

63

headline

By Beatriz Pozzobon

THE EMPLOYEE-CLIENT'S

Photos: Š iStockphoto / Divulgation

Up-to-date companies have already realized that a motivated employee produces more, gets less sick and keeps working longer for the company; see the cases

64

PararReviewMagazine

13TH Edition | April 2018

Photos: © iStockphoto / Divulgation

T

80%. In some cases, close to 90%. reating employees as well as customers is a new maThe director also says that the greatest perception is when nagement concept that has come to revolutionize the a new associate joins the company. They react positively and labor market and contribute a lot to the performance comment on the difference in relationship and treatment they of the companies themselves. After all, motivated emreceive. We all enjoy being treated well - she says. ployees produce, engage, and participate more. They get less sick, less stressed and less apathetic. These employees keep working longer for the company. The most up-to-date PEOPLE AS A PRIORITY workplaces have discovered it. It's the employee-client's era.

The employee is the priority that entreGrupo Algar, for example, has the motto Gente Servindo Gente, preneurs or executives must have in a which is absorbed in the Brazilian company Algar Telecom, it has company. The reason is basic. The emcurrently four thousand associates, as the company's employeployee is, in general, one of the main es are called. We take care of our talented employees, so they links between the company and the can develop their tasks with integrity. The company´s longeviclient - Johannes Ayres Castellano ty depends on the people who are in it. When the says - Director of People Manageassociates are satisfied, the goals are achiement & T.I at Adama Brasil. The comved, the deliveries made, and the clients pany takes care of the employee, the satisfied - Cida Garcia says - Director of employee takes care of the customer and Human Talent at Algar Telecom. the customer takes care of the company. This is With this goal in mind, the comthe true value-generating cycle of most businesses - he adds. pany periodically carries out camAdama is a company that operates in the agrochemical segpaigns, events and workshops for the ment, headquartered in the city of Londrina (PR). There are professional growth of its associates. about 580 employees in the country, and more than 6,000 The company also around the world. According to Castellano, has a participatory poone of the main strategies that Adama BraThe company takes licy, which seeks to listen to sil adopts to value employees is commucare of the employee, employees and put their ideas into practice, nicating the company's news firstly. We the employee takes and the Talk to the President program, which believe they should be aware of the news promotes an approach of the president with through their leaderships and not by the care of the customer Algar associates. Algar Telecom also has a and the customer takes media or the corridors - the director says. training plan, meritocracy actions, particiHe also tells us that the company seeks care of the company. pation in results and awards for successful to follow the best management practices, This is the true valueprojects. payment and benefits. generating cycle of These initiatives have already generaWorking this way, customer complaints ted good results. Algar Telecom has alreahave declined; financial results are better most businesses” dy taken advantage of several suggestions every year; the company is ranked in the JOHANNES CASTELLANO, sent by its associates, suggestions that have Best Companies to Work for in Brazil; the diretor de gestão de pessoas brought positive results. We also have good number of employees fans increases an& T.I na Adama Brasil. indicators of organizational climate, awards nually; and the number of cases of sick leain the area of people management and low ve due to illness or stress has decreased, as turnover of professionals - the director says. Regarding the abwell as turnover. All this encourages us to continue taking care sences, our company doesn´t control the schedule. We trust that of our people first – Castellano says. our associates know their responsibilities and commitment and In his opinion, the secret of all this is called recognition. we allow them to feel free to arrange their schedules - she adds.

True and sincere recognition. Recognition goes beyond conAlso, according to Cida, care measures with associates make gratulations or a prize. Although, we do it too, employees see Algar Telecom can often count on a high number of candidarecognition when they have concrete development opportutes for open positions. In addition, our organizational climanities, when they are invited to contribute to projects, when te indicators indicate an index of satisfaction, engagement, they are promoted. And this has been happening in our comworking conditions and satisfaction with leadership above pany consistently.

institutoparar.com.br

65

takes

pAULO

Photos: © Osiris Bernardino / Fernando Lucania

são

WELCOME TOMORROW 2017

66

PararReviewMagazine

13TH Edition | April 2018

Photos: © Osiris Bernardino / Fernando Lucania

Confira os melhores takes da Welcome Tomorrow 2017, a quinta edição da Conferência Global PARAR, que reuniu mais de 1.000 profissionais em dois dias de muito conteúdo, network e experiência.

institutoparar.com.br

67

13TH Edition | April 2018

gestores conectados

TOP

Issues that were most discussed by

1.

2.

3.

4.

5.

FLEET ADMINISTRATORS

Tires Tire Markers PARAR Post Graduation Electric cars Taxi, Uber, and wappa apps and policies

In a Telegram group, we gathered three hundred fleet administrators from all over Brazil to exchange information, experiences and research. The group was created exclusively for these debates, which are contributing day by day in the activity of these administrators. Each edition, we bring a list with the most commented themes in the group and the main discussions. Check out the highlights:

ALÉM DISSO, TEMOS ALGUNS GESTORES QUE SE DESTACARAM POR SUA PARTICIPAÇÃO:

Ana Paula Andrade Duarte RICLAN S.A.

Tiago Siqueira Guimarães

Márcio de Amorim Santos Somos Educação

Renata Batista Fernandes J.Macêdo

Michael Xavier Biologistica

Adilson Ramos Grupo Cimed

Marton Kiss Diversey

Pedro Henrique Azevedo Engeform

Laura Schuch Sistema FIERGS

68

PararReviewMagazine

Envie um email para atendimento@institutoparar.com.br

Photos: © Divulgation

QUER PARTICIPAR DO GRUPO DOS GESTORES DE FROTA?

Photos: © Divulgation

13TH Edition | April 2018

GESTOR COM HUMOR

By Dorinho Bastos

70

PararReviewMagazine

Terceirizar a frota conosco é a melhor ideia.

*Imagem meramente ilustrativa.

Ter a Localiza Gestão de Frotas como uma parceira no seu dia a dia é trazer muito mais inteligência e segurança aos seus negócios.

Afinal, somos uma empresa especialista em terceirização e gestão de frotas, entregando qualidade, agilidade e economia para os mais variados clientes corporativos. Escolha a Localiza Gestão de Frotas e tenha as ferramentas certas para seu controle ser completo.

0800 979 3003

www.localiza.com/frotas GestaoFrotas_210x280.indd 1

01/03/18 12:17