Revista PARAR Fleet Review - 8ª edição ENG

FROM FLEET MANAGER TO MOBILITY MANAGER

8 th EDITION JUNE 2016

NEW MOBILITY SOLUTIONS CAN ENSURE MORE SAFETY, PRODUCTIVITY AND EMPLOYEES’ LIFE QUALITY ---

ENTOURAGE NAFA 2016

A DELEGATION OF BRAZILIANS IN THE BIGGEST EVENT OF FLEET MANAGEMENT IN THE WORLD

A DIPLOMA AT A TIME, ONE LIFE AT A TIME

INSPIRED BY THE BUSINESS MODEL OF "ONE FOR ONE", THE PROGRAM FOR FLEET MANAGERS EXPANDS ITS BORDERS THROUGH THE DONATION OF COURSES

Women TIGHTROPE WALKERS HOW HOWTHE THE FEMALE FEMALE FLEET FLEETMANAGERS MANAGERS IN IN BRAZIL BRAZILCOPE COPEWITH WITH CAREER, CAREER, FAMILY FAMILYAND AND PERSONAL PERSONALASPIRATIONS ASPIRATIONS

IT WAS ME!

WHEN THE MISTAKE IS ASSUMED AND SEEN AS A LEARNING OPPORTUNITY.

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08 24 HOURS OF UNPUBLISHED CONTENTS

48 DR. CARLOS ANSWERS

14 FORGET YOURSELF, LIVE YOUR PURPOSE AND PLANT MORE CABBAGES

56 MANAGEMENT AND INTEGRATION: A SUSTAINABLE PATH FOR EFFECTIVENESS

PARAR On The Road went through three capitals up to now and gathered more than 450 managers in person.

By Carlos Tudisco, specialist in corporate law and fleet management.

Por Sérgio Jábali, Gerente de Desenvolvimento e Inovação da GolSat.

By Flavio Tavares, Director of marketing and sales of GolSat and PARAR Leader.

18 PARAR SUMMONS MULTIPLIERS TEAM

66 CONNECTED MANAGERS

TOP FIVE of the most discussed issues by fleet managers.

Managers certified by the PGF are invited to assume a position of reference to share knowledge and disseminate good practice.

34 ENTOURAGE NAFA 2016

A delegation of Brazilians in the biggest event of fleet management in the world.

46 HERE IT COMES: IV PARAR GLOBAL CONFERENCE

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The biggest event on management of corporate mobility in Latin America will be held in November.

50 TAKES

Check out the best moments of the PARAR on The Road held in Rio de Janeiro (RJ), Curitiba (PR) and Porto Alegre (RS).

68 SAVE THE DATE

Check out the main highlights of PARAR agenda and program yourself!

70 MANAGEMENT WITH COM HUMOR

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

interview ————

38 UNITED BY THE SAME PURPOSE

PGF class exclusively for professionals of Alelo, had 85% of approvals and the first 10 of the history of the course.

62 SAFE CARS AND CARS THAT ARE CONNECTED

How the technological advances of the automotive industry can give even more safety to drivers, passengers and pedestrians.

66 PARAR IGNITE

Edition 8 | June 2016

Learn about the startup Safe Ride Brazil (SRB) and its solution to reduce the number of victims of traffic.

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EDITORIAL STAFF >

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10 FROM FLEET MANAGER TO MOBILITY MANAGER

Check out how including new mobility solutions in the organization can ensure more safety, productivity and life quality for the employees.

22 TECHNOLOGY IN FAVOR OF SECURITY

The report of a visit to advanced safety area of one of the largest automakers in the country.

COVER STORY

26 WOMEN TIGHT WALKERS

How the female fleet managers in Brazil cope with career, family and personal aspirations.

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32 PARAR CONFERENCE 2015: MAKE A DIFFERENCE!

42 IT WAS ME!

40 A DIPLOMA AT A TIME, ONE LIFE AT A TIME

60 THE SECRETS OF THE BIDS THAT ARE SUCCESSFUL

Article by Kate Vigneau, director of professional development of NAFA, originally published in the magazine Canadian Fleet Digest.

Inspired by the business model of "One for One", the Program for fleet managers expands its borders through the donation of courses.

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While in the corporate world it is common to see companies that treat the error as punitive damages, there is a proposal to reverse this game.

We analyzed the best practices of purchasing process offered by some of the largest companies in Brazil.

PARAR Fleet Review Magazine is a publication of the Institute PARAR directed to administrators of light fleets of small, medium and large businesses. Free publication and divulgatoin by direct distribution.

To receive it, join in www.institutoparar.com.br Counselors 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.

Executive Coordinator Renata Sahd Communicaton Coordinator Larissa Fernandes Coordenador de Criação Atos Plens Content Coordinator Pedro Conte Journalist in charge Karina Constancio imprensa@institutoparar.com.br Photograph Fabiano Panizzi, Marcelo Vallin and Mario Vicente Bonacin.

Review Alessandra Angelo www.primaverarevisaodetextos.com Publicity publicidade@institutoparar.com.br (43) 3315-9524 Graphic design and layout Brand & Brand Comunicação www.brand.ppg.br Printing and finishing Idealiza www.idealizagraf.com.br nnn Magazine PARAR Fleet Review is a publication of the company which idealized IAPAR Institute.

20 “THE MANAGER SHOULD SEEK KNOWLEDGE TO TRANSFORM”

David Zini, Commercial director of Management Fleet and Outsourcing of Ouro Verde, tells which lessons he leaned from more than 20 years of experience in leadership and business.

54 FROM THE OPERATIONAL TO THE STRATEGIC

How Evandro Silveira, Fleet Manager of PESA, managed to achieve more sustainable, economic and secure results, in his operation.

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

www.golsat.com.br

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BY RICARDO IMPERATRIZ CEO GOLSAT | PARAR LEADER

It takes courage!

O

One of the qualities that I admire the most is courage If we think of the great leaders and transformers in the world, we will find this characteristic in all of them. Courageous people are the ones who make the difference. They are those people capable of risking and venturing down a path still uncertain that transform ideas into reality. That grab their dreams and ideals and build a path of change. People who are capable of leaving the cage and fly away.

I am happy when I do a retrospective of these past four years of PARAR Institute and see that everything began out of courage. When we talk about building a movement to empower the fleet manager and discuss the safety culture within organizations, many people did not believe that it would be successful.

If we had listened to these people and not the latent desire of changing that distubed us, today we would not have more than 6 thousand professionals associated with PARAR and thousands of people impacted by our cause. Managers and partners who make our purpose their and struggle daily to multiply good practices. If we had stayed at the side of the of the conformed people, we would not be here today.

The inconformist people are the ones who make the world go round. I would like you not to forget it. I know that the routine of a fleet manager is not easy. There are many challenges every day, to reduce costs, increase productivity, be more efficient, reduce the drivers’s infractions, increase the security of your fleet, making the drivers aware, and many other tasks, but do not let yourself be discouraged.

Your work is not only a profession, but an citizenship act, which has a social and environmental impact to society. If you are a fleet manager, you also belong to the courageous

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people team. It takes a lot of courage for every single day to fight for your employees and people´s lives who are involved with them. You must have the courage to raise the security and value to life flag.

Recently, there was a history that marked me deeply. In April, we attended a NAFA event, the largest association of fleet managers in the world, and it was amazing to see how far we are influencing their discussions, especially in relation to security. It is an honor to see that we are serving as inspiration for people who were always our model of practice. And you are a part of this recognition.

II wish that at this day, and all others that are about to come, you can take this story as motivation. That your courage serves as fuel for the ATTITUDE. That You always belong to the group of those who do who innovate, renew and transform. These are people who change the routes and go further.

> RICARDO IMPERATRIZ

Your work is not only a profession, but an citizenship act, which has a social and environmental impact to society. If you are a fleet manager, you also belong to the courageous people team.

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24 HOURS OF UNPUBLISHED CONTENTS PARAR On The Road when through three capitals up to now and gathered more than 450 managers in person

T Edition 8 | June 2016

he debut of PARAR On The Road could not be better. 2016 was the year chosen for a change in the Forums conducted by the Institute PARAR since 2012. The format, already known by most managers involved, gave space for the PARAR On The Road, a grid of events with personalized content, more practical experiences and fully transmitted online. On The Road hit road in February for its first stop in Rio de JaneiroRJ and, as a result, even passed by cities like Curitiba/PR, in April, and Porto Alegre/RS, in May. There were more than 30 lectures and 24 hours of content accompanied by more than 450 managers in person and more than 3 thousand professionals through online transmission. One of the greatest novelties of this design is that each event has brought new content. Lectures, workshops, discussions and special guests willing to share good practices of safety culture and the ultimate in business mobility and fleet management. All contents were transmitted in real time, via the internet, for professionals connected across the country.

If you were not able to follow some of the lectures or want to watch some of them again, just sign the PARAR institute’s official channel on YouTube. All attractions are available and waiting for your PLAY. And if you want a hint of what to watch, three managers who were in person at events indicate which lecture you cannot lose. Check it out:

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Confira os vídeos completos em: YouTube.com/InstitutoPARAR

DR. CARLOS TUDISCO, SPECIALIST IN CORPORATE LAW AND FLEET MANAGEMENT

MAXIMILIANO FERNANDES, TICKET FLEET

How to raise the legal problems of your fleet

At the speed of light

From my point of view, all lectures are amazing and it becomes difficult to choose just one. Each of them has its own purpose and enriches us in some way, solving our doubts and showing us new horizons. If I list them herein, it will be unfair, because I am sure that all speakers do their best and with professionalism, but I believe that the lecture by Dr. Carlos Tudisco is one that causes more anxiety among the managers. All are excited to hear Dr. Carlos explaining and guiding us in how we must position ourselves within the fleet management in a practical and efficient way, and with all the legal support. The lectures, as well as all other meetings held by PARAR, we can define as a moment of quest for knowledge, where they the best professionals get together to a common purpose. Show the strength that we, fleet managers, have and that, with stamina and knowledge, we are able to raise the fleet management in Brazil to levels of excellence”.

Many times, not only the organization, but we fleet managers think only in the fleet as the vehicle to be taken care of and or the driver who must be educated to preserve his life and the company’s propriety. However, fleet management goes far beyond that and, among other things, it involves information analysis, information that as in all sectors of society, is a lot and it multiplies over and over as technology advances and the ease of access to them. It is therefore necessary to learn to use it. It is useless to have all possible information handy and not knowing what to do with it or not to be able to integrate it easily and objectively. Having the KPI's correct and reliable allied to a system that can integrate all matters related to the fleets management is essential for us to succeed in business.

In Maximilian Fernandes’ lecture, from Ticket, we could see very well how information has advanced in the world today and how to use the information that we possess correctly can contribute to the fleets management”.

— FERNANDO PAZ CNC | PARAR On The Road, Rio de Janeiro

— JEFFERSON DUBIELLA Votorantim Cimentos | PARAR On The Road, Curitiba

FLAVIO TAVARES, GOLSAT E PARAR LEADER

Values that cannot be measured

In my opinion, all lectures were excellent! However, in this Parar On The Road’s edition, the theme "values that cannot be measured”, handled by Flavio Tavares, touched me and for sure made messed with all the other participants’ feeling. The lecture is a must, because this on important issues such as motivation, life purpose and ideals, and makes us reflect on the impact of our actions both in the professional and persona areas”.

— DIEGO ALVES SANJURJO STEMAC | PARAR On The Road, Porto Alegre

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FROM FLEET MANAGER TO MOBILITY Check out how including new mobility solutions in the organization can ensure more safety, productivity and life quality for the employees

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Photograph: Reprodução | Internet

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"I was one of those people who got these three hours per day in the car and was an unbearable life” — ALEXANDRE LAFER FRANKEL, CEO DA VITACON

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Urban mobility is one of the great challenges of cities and we can see, in recent years, an intense movement of public initiative and private develop new solutions for the shifts in urban centers. In a city like São Paulo, for example, the average time of displacement is 1h44min, i.e., there are more than three hours a day within a car or, in one year, 45 days unproductive and stressful.

At the same time, those other 21 hours a day the car is stopped in parking lots or garages, which corresponds to 320 days of idleness in a year. We do not need any account drawn up to realize that there is something wrong about it. The modes need to be used more intelligently and efficiently, bringing more security and quality of life for the population.

The idea of sharing, better use of public space and a new relationship with the cities are gaining space in discussions on urban mobility and must unfold inside the companies.

PARAR Institute O Instituto PARAR always highlighted the importance of bringing the driver with security for his family after a day of work and that this should be the biggest

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challenge of all companies. From now on, and not forgetting the issue of security, it was launched a new phase, in which the fleet manager will be stimulated to rethink the modes with which it will be possible to do this.

From fleet manager to mobility manager Professional able to understand the way in which your employee moves anddefine what is the best modal suited for a particular type of displacement. Prepared to look not only for the cars, but for all the points that involve the journey of the driver. Responsible for providing options on how to go from A to B, how to reduce the cost of mobility through new routes, and how to implant the sharing of the fleet and other initiatives which result in cost effective solutions, efficient, dynamic and optimized.

In the cafe Online on urban mobility, held in May, in the Audi Lounge, in São Paulo, and with the live broadcast to the whole Brazil, PARAR brought together professionals who, through innovative initiatives, are encouraging new alternatives for the displacements in the cities and transforming the way people see the mobility.

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THE REINVENTION OF CITIES When we talk about urban mobility, usually, the first thing that comes to mind is to improve the infrastructure of the cities, however, this type of structural change takes a long time. The most efficient path is more than thinking in infrastructure, changing the way people think the mobility. Encourage them to leave old habits and look for new opportunities and modes of transport.

Alexandre Lafer Frankel, CEO from Vitacon, takes this idea as a philosophy of life. The entrepreneur has as great motivation to break thestatus quo. He abandoned the car more than 10 years ago and took this question to inside his company. Vitacon is the first builder to deploy mobility solutions and shared economy in all its projects.

“My story is intertwined with that of the Vitacon was one of those people who got these three hours per day in the car and was an unbearable life," said Frankel. After leaving the car, writing three books on how to live in São Paulo without a car and create a community to exchange experiences with people who want to do the same, the entrepreneur has the following question: "How can we solve the problem of mobility in São Paulo through the real estate market? ” And that when Vitacon was born. The great principle of construction company is to think of alternatives to improve the lives of people and the relationship with the city.

In addition to the compression of space and putting people close to where they want to go, whether at work, school for children or any other place of interest, his entrepreneurships bring services ofbikesharing, motosharing and carsharing. "We also have the principle of putting the residencial building close to the commercial (and vice-versa) and build them close to public transportation. In this way, I believe that we transform the lives of people and creates a much healthier life," he explained.

The use and interest in these benefits go through a very important cultural change. The latest survey by Vitacon revealed

that 65% of Paulistanos are already changing their life style and their relationship with the car "In these new modes that we are inserting into buildings, we see a demand and an increasing use.

People are increasingly using the bike or walking to work," said Frankel. He still says that each building has a network of riders, where residents can tell where to go and share the travel.

“Another very interesting data is that the new generation is increasingly less attached in 'possessing'. The car, which before was in the top 3 of the wishes of the students, now they are not included even among the first 15. And this also happens with the apartment or any other durable. They don't want to have the propriety but to use it," said Frankel. This is the primordial concept of sharing, pay for the use and not for possession. When it comes to mobility, it is the same as using the transport in a smarter way. And, for that to harpem, the technology is revealed as an important ally.

Blablacar, for example, is an application that connects drivers with one or two vacant seats in the car for passengers who are going to the same destination in long-distance travel. "Normally, the first motivation of people to use the platform is economical, but then they realize that the social part is also very interesting.

We have the impression that this culture of sharing is new, but I believe that it is very natural of the Brazilians. We like to chat, exchange ideas and share spaces with other people," said Daniela Marques, public relations of BlaBlacar.

Considered the largest platform of shared journeys of the world, Blablacar sums more than 2 million trips shared by month, in the world. The app was created in France, but already has 25 million members in 22 countries. In Brazil since November 2015, Daniela told us that, even though it is a trip application, many people use the Blablacar to go to work. "in the large centers like São Paulo and Rio de Janeiro it is common for people to live in a city and every day they have to travel to a nearby town for work”.

"Normally, the first motivation of people to use the platform is economical, but then they realize that the social part is also very interesting.” — DANIELA MARQUES, BLABLACAR

Fotografia: Reprodução | Internet Edition 8 | June 2016

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AND THE COMPANIES? According to the WRI Sustainable Cities, this path home-work-house represents 50% of the shifts in Brazil. This reveals how businesses are important to revert this chaotic scenario of the traffic and urban mobility in Brazilian cities. They are part of the problem, but they can also be part of the solution.

Some companies are already aware of this and are implementing measures to help develop the cities more sustainable. When the Santander inaugurated in 2010, the Santander Tower, administrative headquarters of the Bank in São Paulo, it was thought to how to generate the lowest possible impact in the region, the population of the surrounding environment and its own employees. For this reason, they developed a plan for Corporate Mobility, which includes measures such as ride Friend, lines of free freights, vans, bike rental, a flexible schedule and common living space.

As a result, they managed the reduction of more than 2 thousand vehicles of the transit in the region daily, in addition to the dilution of the zone of entry and exit of others more than 1.5 thousand vehicles which did not transit all at peak times.

Just as Santander did, all companies, regardless of the operation area, can encourage this behavior change and impact the cities in a positive way.

GO BY BIKE

Another important alternative for the mobility of cities is the bicycle. Recent research carried out by NGOS Transpote Ativo has indicated that the majority of cyclists use the bike as a means and not just as a recreational way. One of the major instigators of breaking this paradigm come from the private sector. The project bikesharing from Itaú is present in seven Brazilian capitals (São Paulo, Rio de Janeiro, Belo Horizonte, Porto Alegre, Salvador and Pernambuco) and counts 845 stations, with 8,650 bicycles.

“When we started to talk about it in Brazil, four years ago, it was an attitude quite courageous, because its success depended on a change of culture very much," said Simone Gallo, Manager of Institutional Relations, and government of Itaú, responsible for the mobility platform. bikesharing emerged, according to her, as a way to bring more life quality for society and transform the way people live and relate to their cities.

“Our intention has always been to integrate the bicycle as a transportation mode and we believe that this is a path of no return. Bicycle is included in the daily lives of great centers and there is a growing demand for its use," said Simone. Who is also inserted in this context is Thomas Martins, administrative di-

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rector of Compartibike, a company specializing in innovative solutions for urban mobility. For him, the bike stands out for being a much more efficient solution in time and money.

The proof of this is a datum revealed by the Traffic Engineering Company of São Paulo (CET-SP). In the state capital, the average speed of the cars at peak times is around 17.7 km/h, i.e., almost equal to a cyclist, which is 15 km/h. In this sense, the bike is shown as a good alternative for the shifts of the cities, especially in times of great movement of vehicles.

The Compartibike is responsible for creating an unprecedented solution: a costumized service offering bikes shared in private environments. In the corporate, Martins sum interesting stories about the use of this platform. “We did a project in the building Rochaverá and Cubo, a space of coworking in São Paulo, with electric bikes. We put six bikes in these two projects to feel how people would use this modal and it was fantastic. ” In less than two months of implantation in Rochaverá, Compartibike received 250 registrations and there were more than 100 uses.

“It is important to emphasize that the bicycle is a important solution for urban mobility, but ti is not unique. I see as a shared and collaborative mobiity, in which the population will have available a range of modes and they can choose the most appropriate for their displacement," said Martins.

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BY Flavio Tavares

FORGET YOURSELF, LIVE YOUR PURPOSE AND PLANT MORE CABBAGES The one who looks outside, dreams: the one who looks inside, awakens,'' — CARL G. JUNG

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is not an easy task to start writing a text that begins with an "order": forget yourself. It is even more difficult when this order refers to leave your "I" at the same time as it is talked about purpose. It even seems a bit contradictory, isn't it? But I will explain better. In my previous text and lecture I spoke about the fact that we are the purpose, that our mind, soul and spirit are crying out for the purpose that dwells in each one of us. I talked about the importance to know ourselves thoroughly, and so understand definitively that purpose is not the target. Purpose is what we are, in our mind, soul and spirit. But what to do when we discover this value? What to do when we realize that we have inside of us everything we need to live our purpose?

The answer is simple, we have to live.

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That's right, just live, and your sole effort to this will be to forgo yourself, your wishes and desires that are not aligned with your purpose. Forego your selfish nature that, for many years, summed up your life in personal achievements. It is high time your gave up yourself. Are you ready?

I believe that we will never be truly ready for it. You, like me, will live this dilemma throughout life, because we are constantly under construction. Each day, we chose to walk toward our purpose or toward ourselves, to serve or be served, in giving or receiving, in charging or complaining, in thanking or requiring, in doing alone or together. These are choices. Every day we are ordered to make them.

Every day we decide whether we want to walk a mile more to being different, or if we prefer to stay in the same place, to coniinue being equal and the same old the same old. It is not your vision on the world that defines you, but the vision of yourself that defines your world. It does not matter how hard the journey may seem to be, the payoff to make the right choice will be much greater. We are defined on the basis of what we believe.

Flavio Tavares, Director of marketing and sales of GolSat and PARAR Leader

I want to help you make the right choice, and therefore I wrote in this text 4 truths that we must not forget in our journey.

They are principles that will support you to live your purpose.

I hope that they can reach your heart and help you understand how small actions, small gestures and attitudes, can give more meaning to our lives.

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RISK MORE, FAIL MORE, LEAVE THE COMMON PLACE

We are very dependent on the world. We study and work with the clear objective to remain more secure. We are trained to risk little and, therefore, we fail less than we should. It is important to identify what are our passions are, what moves us and motivates us to overcome the fear, and risk more.

You will not find its way watching Jornal Nacional or sharing everything you find cool on Facebook. Your purpose will not be revealed if you continue the same. You can do more. You can go further, but, for this, you need to venture, overcome your fears and do what you have never done.

You need to start to do what you always wanted to do but you thought it would be ridiculous if you did. And, as incredible as it may seem, the world needs more people who expose themselves to ridicule, without fear of other people’s opinions. It is not them that define who you are. We need more people choosing what the world defines as madness, only then will we have people who burn this world by the flame of their passions. Great leaders were motivated by this burning fire. They had the desire to transform the world and they risked to do this. They failed many times, but they would not change any of their failures by the fate to be tied to a safe life without passion. They would not accept that the world defined them, on the contrary, they chose to look inside themselves and thus define the world that they wanted.

What I'm trying to say it is not pursuing the failure by itself.

The failure is not an end in itself. Your goal is to succeed! But don't miss the opportunity to try, ever. Sometimes, failing is bad.

But not to try something is even worse. Look for the world in which you want to live. It will begin to blossom when you release inside of you the fire that burns, that burns and is capable of firing all your concepts and precepts that make your life get stuck to the boredom of the common place.

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DO NOT LET YOUR EGO AND PRIDE BE LARGER THAN YOUR PURPOSE

This is a great challenge, because we live in a time where selfishness is becoming increasingly ingrained inside of us. We are constantly trying to fulfill this insatiable "being" that is our ego.

It is hungry for attention, value, praise and recognition. And when we do not have these things, it makes us very demanding.

When we are dominated by the ego, we do not like to be criticized. And, when that happens, we go on destroying each other or we end up just being demolished by our own wounded pride.

We believe that we have rights and that, for fulfilling everything that we consider acceptable, it is duty of the world in recognizing and presenting us with a good life. Those who live around themselves they do not know how to deal with difficulties, because they are afraid that these obstacles destroy who they are. Their identity is not based and consolidated in their essence but on the image that they have of themselves, formed by the other and the world. If your self image is to be a hard working person and that struggles a lot, you will probably have anger of anyone that you consider lazy. Some symptoms that show that our ego is prevailing:

When we have an attitude of anger toward life Hold a grudge for long periods Look down on people Have little intimacy and joy with those you love Get insecure when you receive criticism Not to have the slightest embarrassment to condemn others

The way to overcome your ego and not let it inflate, making your a bitter person. It is simple: forget yourself. Consider your next better than. Our challenge is to recognize how small we are in this world. To be more humble we need to develop a grateful heart. Gratitude in small details. To say more please and thank you, praise more and be more full of contentment with what we have. We have every day the exact portion that we need to live our purpose in fulness. Leave your ego aside and choose to thank. Choose to recognize that we have enough to have a heart full of joy.

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Flavio Tavares, Director of marketing and sales of GolSat and PARAR Leader

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BE GENEROUS AND ENJOY THE VIRTUOUS CYCLE OF GRATITUDE

she called other students to plant in their backyards. In 2013, We cannot complain of what we do not have or concerned at the age of 14, she helped to coordinate more than 60 volunwith what we will still have. TWe need to stop thinking that teer vegetable gardens to help feed people who do not have life revolves around ourselves and get out of that cocoon to enough to eat. What have you go out there to seek those who do planted in your vegetable garnot have even hope to have someden? What food can you share? thing. We do not have everything We will not be like Katie, maybe that we have to be delighting in we will never make a plantation our homes watching tv. We have of cabbages. But our seed is to what we have and we are who we help other managers to change to go out there to seek our brother. the way that companies see the To search for our true lost brother value of life. We have been planwho needs help. Live your purpoting for four years and you alrese is not a career, it is a calling. It ady are the fruit of our harvest. If is a summons to go out. To reach you are here today, it was becaunew horizons, being generous and se we planted in our backyard sedoing for others what you would — CLAUDIO NARANJO eds that helped to feed you. And like them to do to you. today we invite you to help us We need to have more Katie expand this vegetable garden. We Stagliano’s spirit, who at 9 years need your help to continue plantook cabbage seeds and planted in ting the seed that can change our world. With your help we her backyard. The surprise came when from these seeds giant can help other managers fulfll their purpose. We do not want cabbages came out, which she decided to donate to an NGO. to be only one job, we want it to be your calling.

When Katie saw that his initiative helped to feed 270 people,

It is normal not to find meaning in life when it is too conditioned by the world”

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YOU ARE NOT A NUMBER, NEITHER YOUR NEXT

We are bombarded by statistics, by data, by numbers.

More than 40 thousand people die in transit every year, there are more than 500 thousand have sequels. In all studies, we are the fruit of a statistic. Our life, our history, our dreams are reduced to a number. Everything that we are in our individuality, becomes just one more factor added to countless other people who also have been simplified in a numeral. We must reverse this perspective, 40,000 traffic deaths mean 40 thousand dreams that could not become reality. Forty thousand families who will never be the same. Forty thousand "Katies" that could transform the world, but will not have this opportunity.

These people are not a number. You are not a number and neither your next is. It is necessary to respect our indi-

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viduality, the essence that makes us who we are. You have the whole day to be you, and, more than that, to be someone who makes a difference. Someone ready to transform your world and the world of others. But, to do this, you need to believe that this change is possible. You need to leave your fears and your selfishness. Changing the "I” by "we". Seeing the other as a fundamental part in this journey. It is not good joining this game to win alone.

You need the other and the other needs you. Teach, Learn, listen. Find spaces to leave positive contributions. It doesn't matter if your impact will be in your neighborhood, at your company or in the world. Take risks, challenge the routine and monotony of everyday life. Leave a legacy of changes.

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PARAR SUMMONS MULTIPLIERS TEAM Managers certified by the PGF are invited to assume a position of reference to share knowledge and disseminate good practice

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ith more than 6.5 thousand managers throughout the United States, the institute PARAR was founded, in 2012, with the objective of transforming the national scenario of fleet management and bring a breath of inspiration, commitment and respect for fleet professionals. Soon after the first meetings, they faced a group of unmotivated, little used within their organizations, but that, above all, had an undeniable passion for what they did. It was this spirit of change, which identified in each of these managers, which motivated them to fight for all the tools needed to make this will become true. PARAR has invested in the professionalization and training of these professionals, because they believed in them. The managers have accepted the challenge, because they believed in PARAR. In 2014, PGF was born, the first educational program for fleet managers in Brazil, with the objective to train more qualified professionals, with a strategic vision, and prepared to be the protagonists of a transformation in the culture of fleet management and transit of Brazil. To date, more than 140 managers were approved and certified.

Professionals who are already a CFM - Certified Fleet Manager - but now they are called upon to unite to PARAR to form a team of elite. A team of multipliers of knowledge, experience and safety culture. A team prepared to stay on the front line.

To assume the position of reference and to disseminate good practice. A team willing to share and fight for the cause. A team full of energy and commitment. CFM STOP Team!

TIME DE MULTIPLICADORES The launch of the project was carried out in the PARAR On The Road from Curitiba/PR, in April, and counted with the acces-

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1) Volmir de Souza, Caren Leffa, Laura Schuch e Diego Alves 2) Evandro Silveira 3) Janaína Faria 4) Volmir de Souza

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Da esquerda para a direita: Lukas Cercal, Rejane Guse, Evandro Silveira, Jefferson Dubiella, Eduardo Pombo, Paulo Ionta e Janaína Faria

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sion of 10 managers from paranaense capital . Trained professionals by PGF, who assumed the commitment to be multipliers of knowledge and make PARAR’s purpose their purpose.

Evandro Silveira, from PESA, is one of those managers. Graduated in the first PGF’s class, Silveira told us that was always fascinated with the magnitude of PARAR and the involvement of the Institute in disseminating its purpose. "The knowledge that I acquired in each participation has always motivated me and transformed into a professional and, even in a better person. I feel honored to know that I am part of that team and that now I can also motivate and transform other people and professionals better. I hope to be able to contribute, along the CFM PARAR Team, for which, with our purpose, we can improve the scenario of our transit through the country”.

Now Esteban Faria, from Ouro Verde, sought the certification in order to learn more about the outine and the main challenges of a fleet manager. “"I'm not managing a specific fleet but several, through the customers we operate". Janaína highlighted that, now, as part of the CFM PARAR Team she will be able to help with all the knowledge acquired, as well as being close to the fleet managers in Brazil to create new products and solutions in this segment. "My main goal is to assist in the training of fleet managers, so that these may be able to drive the evolution of this market. And only through knowledge and engagement of managers is that we can change our scenario of uncontained costs , high accidents rate and alarming figures of accidents," she said.

Porto Alegre was the second city to submit its team of elite. In May, PARAR On The Road - POA, four professionals have accepted the challenge to disseminate experiences and best practices in the sector. Volmir de Souza, from STEMAC, revealed that many members looked for him in the event for the exchange of information and that they saw, from now on, the opportunity to increase this communication and approach. “"This the way: keep the flame of curiosity, of restlessness, the dream and the pursuit of knowledge through the exchange of information and experiences, but, above all, the attitude. To do.

Not to feel comfortable with the goals achieved. To know that there is still a long way, but to be assured that we are on the right path," she point out.

Belo Horizonte and Fortaleza are the next cities to submit their CFM PARAR Team, during the next stops of PARAR On The Road. PARAR’s multipliers team is gaining more and more fans and the idea is to make this group grow even more. Changing needs protagonists and disseminators. These are the professionals responsible for keeping the flame of purpose on and the engine of transformation running.

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THE MANAGER SHOULD SEEK KNOWLEDGE TO TRANSFORM�

David Zini, Commercial director of Management Fleet and Outsourcing of Ouro Verde, tells how he ended up at the fleet segment and which lessons he took from more than 20 years of experience in leadership and business.

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The manager can never be satisfied and believe that he found the ideal model. He always has to be analyzing, seeking experiences and seeing conditions.

— DAVID ZINI

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man of business. This is how we can summarize the professional career of David Zini, commercial director of Management Fleet and Outsourcing of Ouro Verde, and an enthusiast when it comes to leaving the comfort zone, taking risks and making a difference. Zini undergraduated in Law, but then he joined the second undergraduation course, this time in the marketing area at PUC-RS. Then, he graduated in Business Administration and Marketing at FGV, in 1995, and in 2000 went to the United States to take an MBA in Business Administration at the Kellogg School of Management.

In his first professional experience, in 1992, he already made career, going from salesman to director. "I spent almost 10 years at Xerox. There, we worked with documents management and machinery and equipment renting," He said. Zini left Xerox to be part of the team of Rede, the industry of payment methods, first as regional director and later as director of retail of RedeCard. He stayed there for about 7 years, but left in 2011 to take over the board of Elavon, a North American company also in the payment methods industry. It was ingressing into Brazil and I was the first vice-president of business in the country. I stayed there for 1 year until I ingress into Ouro Verde, to take over the commercial management and the light fleet products in 2012".

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It was then when the fleet management came into his life.

With over 20 years of experience in leadership and business, Zini manages to make a clear reading of how this segment is and what should be done to ensure that a Management be efficient, sustainable and humane. "Managing of a fleet requires that you take control, that you have data and ways to make measurements. It is useless to have the illusion that you will manage by only being present or having a good method. The management requires that you have two things: Standards (objectives, goals and numbers) and ways of measuring the indicators. Then you can actually position yourself," he revealed.

For him, managing without having data and indicators is the same as following a path without a compass, GPS or a map. You can get lost on the way and, worse, cannot find the direction to reverse this choice. In addition, Zini emphasizes that talking about fleet managing is the same as talking about lives management. It is not possible to separate the human being in this process. "The fleet only exists when there is someone on the steering wheel. We must have the ability to make behavior management and people management “ The complexity of the role played by the fleet manager requires that the or she be a “non-conformist” person, someone willing to never stay in comfort zone.

This is justified, according to Zini, because the environment in which the fleet is used is unstable and is undergoing constant changes. "In São Paulo, we don't see technicians moving around using bikes to provide their services. But why not?

Why couldn't they use another transport that is not the vehicle?". In his or her assessment, the manager must always be evaluating what the best condition is in that environment in which he or she is inserted to move his or her team safely, fast and be able to achieve the goals of the organization.

"The manager can never be satisfied and believe that he found the ideal model. He or she always has to be analyzing, seeking experiences and seeing conditions," he explained. At Ouro Verde, his team is responsible for the management of 32 thousand vehicles that circulate throughout the country and Zini is emphatic in saying that the PARAR Institute's work and people involved with this cause is missionary, to convince and attract followers.

"The professional of this segment has to seek to know the fleet management not only to aggregate knowledge or training certificates, all of this is very important, but to be a manager focused and that brings results, he or she needs to have the will and determination to be a fleet manager and make a difference," he said. For him, the fleet manager must seek knowledge to transform. "A skilled manager has all the arguments to convince the company that it is possible to do better, cheaper, more effective, without lives loss or of values". Under Zini’s point of view, it is this manager who will do things differently and serve as an inspiration to other professionals.

"We need managers with attitude," he concluded.

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TECHNOLOGY IN FAVOR OF SECURITY

The report of a visit to advanced safety area of one of the largest automakers in the country To ensure the safety of occupants". This is the motto incorporated inside Volkswagen and that was said by Ricardo Ploeger, manager of Vehicle security Volkswagen do Brasil, during a visit to the factory of the company in SĂŁo Bernardo do Campo/ SP We arribed around 9h30 am. It was a sunny Friday, April 1st. We were in a group of 15 people, led by the PARAR Institute, and that gathered fleet managers, entrepreneurs, security specialists and counselors of the Institute.

We still did not know that we were about to attend a rare opportunity, that few people had access and who had never been open to the public. Knowing the safety area of Volkswagen, the automaker that has the largest number of cars with evaluation of maximum security in the country, already seemed a fantastic experience. Being one of the only people to visit that place was even more special.

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We were invited to come at 10 o’ clock and, after a brief presentation, we were taken to the Laboratory of "Dummies", anthropometric dolls used in crash tests. The place looked more like a hospital of dolls. It is there where the dummies receive the care of the "nurse", or better, the preparer of biomechanical tests, and it is there that they return after taking part of the crash-tests for a full check-up.

The dolls, made from special vinyl and structured by steel vertebrae and a backbone formed by the union of aluminum and rubber, are a key tool for engineers to understand with precision the risk that certain impact offers the occupants of the vehicle.

Each dummie has 64 to 88 channels and each of these channels is composed of a series of sensors. These sensors provide biomechanical indices that allow technicians to make a comparison with the injuries that hit could have caused in a human being with the same structural characteristics of the doll. For this reason, there are dummies of various sizes and weights, in order to simulate impacts in adults and children.

Before the crash-tests cwith cars already complete, the Volkswagen’s engineers conduct a series of simulations in order to understand the functioning of each item structure that makes up the vehicle. Climatic chambers simulate harsh temperatures to analyze the interaction between airbag, seat

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The structure has to endure

and dashboard. The temperatures range from -40° C and can reach up to a maximum of 100° C. "The structure has to endure," reinforced Ploeger.

One of the most recent and important acquisitions of Volkswagen, was the sled, a species of "sled" which, by means of a rapid acceleration followed by sudden braking, faithfully reproduces a frontal collision. We had the opportunity to see it in action, simulating a hit at a speed of 64 km/h, the same used in tests of Latin NCAP. "In this type of test, we can check the resistance of components such as dashboard, safety belts and airbags”, explained Ploeger.

After this step, it is the time of testing on the lanes, where collisions are carried out with various barriers, which simulate front collisions, rear and side. "We take into consideration a basic rule: the structure of the external part of the car has to absorb the impact and the inside has to protect the occupant," revealed Ploeger. According to him, Volkswagen follows a philosophy of severity of crash, simulating different types of impact and speed.

In one of the examples shown for our group, there was a vehicle after the simulation of a crash in a pole at 35 km/h. in spite of having had ideal behavior in relation to the safety of occupants, the vehicle would be evaluated as a PT (total loss).

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The path to the change in the traffic passes through infrastructure, security and education ".

RICARDO PLOEGER Vehicle Safety of Safety of Volkswagen

The crash against a pole is considered severe, because it represents a localised impact. This type of test also has the purpose to indicate the strength of the structure in its lateral part, as well as columns and doors, with their inside bars for protection. According to the same standards of the german matrix, all crashes performed at the laboratory of Brazilian security may be recorded by cameras "super slow motion" that shoot the collisions at 5,000 frames per second, including underneath the car.

ALIVE CRASH We had already been almost for two hours getting a lecture on how safety should be taken into consideration in every detail of the production of a car, and probably the majority was already with the head buzzing of ideas of how we could disseminate everything we were learning. However, one of the most impressive moment would come then. Ricardo Ploeger invited us to attend an alive crash-test. Yes, they were going to crash a car, more specifically a Jetta, right there, in front of us. We received glasses to protect our vision from intense projected light during the test and we climbed into a structure to be able to follow the crash with a privileged view. In a matter of seconds, a great noise made us drop the coin that it was really happening. A Jetta, at a speed of 35 km/h, in a frontal crash against the pole.

Everything was so fast that made me think of how many seconds are required for an accident to happen. According to studies, just 4 seconds of inattention to your trajectory in the traffic are enough to change completely. A few seconds that can save or end a life. This shows how the work being done at Volkswagen is important. In the meetings of report it is not mentioned the need for improvement, but the path to obtain the solution. "The path to the change in the traffic passes through infrastructure,

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security and education," said Ploeger. All in all, approximately 200 crash-tests are performed a year in Volkswagen, which represents almost 1 test per working day "It was a very nice experience, I had a totally different idea. I thought that the tests were done only with the carcass, but |I saw that they make with the complete car, with the car that is on the streets. I'll take what I learned here to the company," said Cristiane Paludeto, from Bunge Foods, who has operated in the area of fleet management for 10 years and has been able to follow the visit after PARAR Institute’s invitation.

For Ricardo Imperatriz, PARAR leader and founder, it was an outstanding day. "We were surprised by the level of security that is being worked at Volkswagen.” Moreover, the results reported from Latin NCAP show how focused they are on producing safe cars in Brazil. So far, the automaker has four cars with 5 stars - up! Jetta, New Golf and Vento –, The maximum assessment of security attributed by the Latin NCAP. In addition to reference in vehicles safety in Brazil, Volkswagen displays a history of impressive advances in engineering and technology that allow safe vehicles take the Brazilian stamp.

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WOMEN TIGHTROPE WALKERS

How the female fleet managers in Brazil cope with career, family and personal aspirations

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he series House of Cards, produced by Netflix, is one of the greatest phenomena of the television. Viewers and critics have received very well the well developed plot on American politics and also the actions already devoted to its two main actors, Kevin Spacey and Robin Wright. Currently, the actress Robin Wright, who plays the first lady Claire Underwood, receives the same salary of Kevin Spacey, his colleague responsible for giving life to the president Frank Underwood.

But it wasn't always like that. Even both being protagonists of the series, Robin had to require from those responsible by the fiction that his salary would be equivalent to the actor’s.

His recent revelation adds to the cast of other actresses, as Patricia Arquette, Jennifer Lawrence and Gillian Anderson, who also fight for gender balance in Hollywood. The problem exposed in the Mecca of cinema is not restricted to the series House of Cardsor even to the cinema. This is also the reality experienced by women in Brazil in other sectors of the corporate environment, as in the management of fleets.

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However, if the pay gap persists, the same cannot be said about the presence of women in the labor market. We live in a very different scenario than it was possible to verify a decade ago. Women are increasingly making their places within companies, going up in hierarchical levels and assuming leadership positions. According to International Business Report (IBR) research - Women in Business, conducted by Grant Thornton, the presence of women in positions of Chief Executive Officer, in Brazil, increased from 5% in 2015 to 11% this year. In fleet management, the scenario is even more encouraging. They represent 25% of the professionals that manage the business vehicles in Brazil, according to PARAR database, and are responsible for 32% of the grades above 9 in the PGF - Program for fleet managers.

For Cecilia Russo, a psychologist and a master in gender studies by Georgia State University, the indexes are results of a greater preparation of women into the labor market. "The number of women who attend college degree and who are graduated is higher than that of men. This enables her for this experience in leadership positions. It is as if the woman knew that, as she left behind, she has to struggle even more to be seen and to prove that she deserves to be in place that she is," he explained.

THE “AND” LIFE The Brazilian women, according to the researcher, are not willing to get fully immersed in the career, forgetting their personal life, but also do not want to abandon the professional life. They want everything. "The great majority lives the life of the 'and' and not the life of the 'or'," says Russo. They want to be in the lead, build a successful career, but without giving up other things that are important in their lives. This was the choice of Tara Guse, wife, mother of two children and responsible for the management of 500 vehicles and 500 drivers who make up the fleet of Mondelez. "It is a very big challenge. I am a person who likes to be very perfectionist in things that I do and don't leave anything unfinished. This end up being too demanding for me too," she revealed.

To manage everything successfuly, she uses the ability to do several things at the same time. "Many times, I have a situation to solve at work, but at the same time, I must call the doctor to make an appointment for my son. It is that octopus format”. It was after the birth of her second daughter, when she returned from the license, that Rejane took over the area of sales controlling, where she has been for 4 years. When she started, she did not understand anything about fleet management, but that didn't prevent her from accepting the challenge. She went after

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I am a perfectionist person in things that I do and don't leave anything unfinished.

This end up being too demanding for me — Rejane Guse

THINKING ABOUT THE WOMEN In countries like Iceland, Norway, Sweden and Finland, where women have the best chances of equality and treatment at work, according to a survey of the magazine "The Economist", one of the points in common is that new fathers take paternity leave. Studies show that in this way, the mothers tend to return to the labor market, increasing the rate of female employment and reducing the pay gap between men and women.

When we talk about gender balance, this is one of the main issues. Encourage more the support of tasks designed as culturally "female", the real division of responsibilities between men and women, husbands and wives, fathers and mothers.

According to research from Unicamp, 90% of women do household chores, while among men, this index is not enough to 40%. The study indicated that, even though women fulfill working days from 40 to 44 hours per week, they spend between 20 and 25 hours per week with house and children care.

In an interview to the portal iG, the social scientist and anthropologist Glaucia Marcondes, one of those responsible for the research, explains that the data reflects a social issue still very deeply rooted in Brazil. "Even though

Photograph: Divulgation

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knowledge, took up the course PGF (Program for fleet managers) and began a series of changes in the way the fleets management was done in the company. Last year, Rejane has increased the scope of her activities and began to work directly with the global manager of Mondelez fleet. Now, apart from Brazil, she also gets involved in the affairs of Latin America. "This has brought to me a lot of learning experience, because I have contact with people from other countries and with different realities," she said.

With the new assignments, also come more responsibilities and the challenge of reconciling the role of professional, mother and wife is even more difficult. "I like to leave the company, pick up my kids at school, go home with them and enjoy this time together as a family. Having the balance between work and home life is a constant challenge, but you must juggle with all the dishes at the same time," said Rejane.

PRIORITIES

women are broadening social spaces, are in the universities and even with levels of instructions that are better than the males, including conquering spaces that until recently were only masculine, the expectation is that the domestic space is dominated by them. For a woman, it is difficult to quit this 'reign", he said. "Culturally, everyone ends up reinforcing the idea that the woman is better for taking care of the child and the man to drive. But we can see that this is changing," said the researcher. And the corporate environment can be one of the major instigators of such transformation.

“The labor market was built by men and for men," explained Cecilia Russian. Although, some companies are considering that this model, originally male, has to be rethought if the intent is to increase the women’s participation in the corporate environment. Initiatives proposed by companies such as Mondelez and Copel, mentioned above in the article, bring a new perspective on the needs of their collaborators to facilitate the women’s work in business and encourage their occupation in leadership roles.

CHECK OUT SOME OF THESE BENEFITS: > Mothers may choose to take up to 180 days of maternity leave or work only part-time from the 4th month of license > Parents have the right to 6 days in addition to the right by law, totaling 11 days of paternity leave > Breastfeeding room > Day care center > Possibility to work home office > Flexible schedules

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Another path, which has been adopted by a growing number of women, is, according to Cecilia Russo, is in the labor market, but also assure your professional development. "Many women choose, at a certain moment in their careers, not to climb as much, because it means letting go things that are important".

Married and with a 15-year-old son, Laura Schuch tells that the career always came in second place. "While the son was not old enough to be alone, for example, if my husband and I had a meeting on the same day, the priority of participation was his, and I was comited with my son". It was trying to balance these roles, but always with the well-defined priorities, that Laura took over in 2012, the management of FIERGS fleet and, today, she is responsible for 339 vehicles and2,000 drivers who travel around Rio Grande do Sul’s highways. “I am competent in what I do and always seek for improvements, but I cannot see higher flights because my son will always be a priority for me," she said.

POSSIBLE BALANCE Graduated in Electrical Engineering from the UTFPR (Universidade Tecnológica Federal do Paraná), Regine Venturi soon left the electric sector to take a master’s degree in Aeronautical Engineering at the ITA (Instituto Tecnológico de Aeronáutica). She also did a specialization program in Embraer and she is emphatic in saying that these two programs gave her a fundamental basis for which she had to take the opportunity that she is today.

She commands a team of 80 people, in a department dedicated to fleet management, and administers approximately 4,000 drivers and 2,204 vehicles that make up the fleet of Copel Electricity Company. "I am from engineering, then, Ihave alwa-

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ys lived in a quite masculinized world, but I have never felt any difference in opportunity or treatment due to the fact of being a woman," she revealed. Regine has been married for 4 years and, for the time being, she does not have children.

In this career, her husband, who is also an engineer, has always helped a lot. "I try to reconcile work avoiding to take service home. So, I am able to set that the time that I am in copel is dedicated 100% to Copel and the time that I am at home is to dedicate myself to the family. Then, I use this time to stay with my husband, with my other relatives and also to reserve a space for personal development, because I try to never stop studying or learning something," she said.

To try to find a balance, Regine tries to reconcile several parts of Life, such as work, home, physical activity and spiritual dimension, so as not to leave any out. The pressures of daily working routine with the fleet require a verry good emotional balance and, therefore, a short time ago, Regine began meditation. "I think it has brought about good results. ” It is this balance the great challenge of the woman. According to the psychologist Cecilia Russian, even if men, nowadays, are more involved, support and share the tasks, still, especially here in Brazil, the responsibility falls more on the woman’s shoulders. "If we take into account that she has to work and still be primarily responsible for the management of the family, it is possible to verify a burden," she explained. For Cecilia, the path is the woman understand that she is not perfect and she can give it up. Realize that you cannot be 100% in all areas and allow yourself to do the possible balancingl.

I try to reconcile work avoiding taking service home — Regine Venturi

I am competent in what I do and always seek for improvements, but I cannot see higher flights because my son will always be a priority for me — Laura Schuch

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NAFA’s Professional Development Director

PARAR CONFERENCE 2015: MAKE A DIFFERENCE! Kate Vigneau share your experience in Brazil.

Article originally published in the Canadian magazine Fleet Digest, in February 2016.

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eing in the presence of over 250 fleet professionals that exhibited a lot of resistance and dedication while waiting to hear about NAFA, after almost 10 hours of lectures, made me think about how committed and passionate this audience was. Since my arrival at the airport in São Paulo until 90 minutes in an impressive traffic for a delicious dinner with our hosts on the first night, this trip was a great learning experience.

MORTAL TRAFFIC I need to reflect on the traffic for a moment. What I saw coming from the airport was a constant flow of four to five traffice lanes in both directions with informal lanes between the official ones for motorcycles. What I learned later is that there are 84.6 million cars in Brazil and 52,226 deaths due to accidents, with more 595,693 people injured every year. This is not the first country where I testimony this, but this was certainly the first time I saw a group so committed to fix it. PARAR, the sponsors and the hosts of this conference classified this situation as an epidemy and the its healing is their mission.

The Conference of 2015 was the third event of this type and gained greater projection in the country with large speakers as Emerson Fittipaldi, a beloved and famous pilot in the Formula-1 circuit, Luciano Burti, a motorsport Television presenter and Stock Car pilot and Amyr Klink, navigator and Explorer.

COMMITMENT TO THE CAUSE From the sessions, vision and purpose echoed. The highlight of the event was the invitation to the participants to sign a 'Manifesto', compromising their organization and themselves with the PARAR’s mission. There were few dry eyes in the crowd when ne-

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arly 500 participants went up to the stage to demonstrate their personal commitment to the cause.

The whole experience made me remember why I became so in love with fleet. It was indeed the security and the ability to make a difference and save lives that attracted me to this business. Listening to more than 20 presentations during two days reminded me that perhaps I have become a little complacent about what had originally taken me to the profession. Of course, canada is, in many areas, better than Brazil. We have strictly applied safefety belt llaws with the fulfillment of 95%, while it is still rare for the Brazilians to wear a seat belt in the back seat. Our manufacturing standards are much superior than those of Brazil, where air bags and traction control are not standard items.

Still, there are many areas that we can improve - distraction to driving, drinking and driving, driving under unsafe conditions and other preventable causes continue to contribute to thousands of accidents and deaths in Canada.

LARGER SCENARIO In addition to security-related issues, speakers have talked about issues such as relationship with suppliers, socio economical liability issues, fleet policy, the role of management and the differences between own fleet and leased fleet. This has reinforced the fact that, despite of all the differences, the fleet managers are dealing with a lot of the same problems in South America and Canada.

I'm looking forward to receiving a group from PARAR Institute at the next gauge NAFA I&E, which will be held in Austin, from April 19th to 22nd. Motivated by the PARAR passion and the success in Brazil, NAFA’s upcoming events will return to our main safety and training messages with a relaunch of our powerful "Distracted Driving Statement and Keynotes", which contains important security initiatives.

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ENTOURAGE NAFA 2016

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the week that the Brazilians were discussing the vote of impeachment in the chamber of congressmen, a PARAR entourage got together to visit once more the NAFA Institute & Expo, the main and biggest event of fleet management on the planet.

Fleet managers travelled with us, PARAR members and also suppliers interested in learning and discussing concepts to improve fleet management within the national territory. The event was held in Austin, Texas, during the days 19th and 22nd of April and brought together about 1 thousand fleet managers for the days of lectures and business fair. During this period, PARAR’s entourage could check the direction that trends such as mobility, sustainability and safety are taking over the fleets management. If you are among those who were not able to follow the event closely, PARAR Fleet Review brings to you a little bit of everything that happened in Austin.

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Photograph: Larissa Fernandes

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A delegation of Brazilians in the biggest event of fleet management in the world

BEST PRACTICES FOR SECURITY AND MOBILITY ARE REFERENCES FOR MANAGERS Among the themes that were addressed during NAFA I&E ‘s sessions of lectures, two areas were highlighted: safety and mobility. In the field of mobility, for example, we could see that only 20% of employees has a vehicle designated for their functions, on average. Therefore, the fleet manager turns out ignoring the 80% who do not have a car outside their area of expertise. These people also move daily and could be supplied by the strategies of business mobility.

Another important point, brought by Florian Ky, from Arval, was the reference that about 40% of cars operated in Europe make up fleets of benefit (i.e., are not only working tools). In a context where the passion for the car was unanimity among the people, as it happened a few years ago, it made sense. It was common in the past, the car model be used as a status symbol for a manager who rose through the company’s hierachy.

However, the new generation is already changing behavior and, instead of the benefit of the car, they have preferred options that offer more mobility and flexibility. This generation relates differently with the vehicles and also with the urban space in general and the fleet manager needs to understand this cultural transformation. Waldegger suggests that companies adopt budgets for mobility, allocating funds to each employee and letting themselves decide how they prefer to move on the way to work and during the execution of their professional activities.

PARAR’s entourage could see, during the trip, that in terms

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of mobility, Brazil still has much to learn from the United States and Europe. In these regions, infrastructure, technology and processes already exist with certain advancement. It is common, for example, to find electric vehicles shared by the downtown area of Austin.

In other issues, however, we are very well positioned. “"Brazil is also ahead in matters of light fleet. The United States is at a different level, but there are still questions, yes, that we are already leading", explains Luis Claudio Souza Jr., the first Brazilian to get CAFS certification offered by NAFA. One of these examples is the debate on security. During the visit to the Austin’s fleet, PARAR’s entourage could see that there are a number of indicators of efficiency being worked and also an interesting process of adoption of alternative fuels for fleet vehicles. No safety index or depth control of cause of accidents was presented, however. When we asked the staff, they indicated that this would be the next step (operate on the behavior of drivers), but that this was still a project to be started.

In another moment, our delegation was informed that, inspired by the relationship with PARAR, NAFA has adopted a policy of ““No Distracted Driving” more rigid, including the transit code in the country. The association of fleet managers advises against the use of any type of device that can bring the driver distraction. Not even the devices that keeps the drivers’ hands from the driver on the steering wheel while talking on cell phones are recommended.

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ENTOURAGE NAFA 2016 Austin: a city to the sustainability path

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Quadro de assinaturas destaca gestores que assumiram o compromisso com a política de “No Distracted Driving”.

The adoption of strategies of social and environmental development in the management of fleets was present throughout the event. The concern with the drivers’ safety, with urban mobility and with the environment is seen by them as a business strategy quite competitive. As stated by Kent Rathwell, President and founder of Sun Country Highway, "if you can be environmentally, socially and economically sustainable, you will have a business model that will be hard to overcome”.

A “GIANT” BUSINESS FAIR Almost everything that happens in NAFA requires measures of different magnitudes of which we are used to working here.

The association will reach its 60 years in 2017, and this history is reflected in the maturity of the market for fleet management in North America. Therefore, the business fair manages to gather a number of suppliers for each of the segments.

In Austin, more than 200 exhibitors came together in the room of the event to present the latest news on vehicles, management systems, telemetry, adaptations, fuel and other related areas. The idea is to offer their products and services to more than 3.7 million vehicles that make up the fleet of the members of the association.

One year from the next event, 65% of the available spaces for 2017 are already marketed, which indicates that the next business fair will be even more interesting. The event is scheduled to take place in Tampa, Florida, between days 25 and 28 of 2017.

ustin is the capital of the state of Texas and has about 885 thousand inhabitants. The public fleet of the city was one of the winners of the bid Flexy Awards (the main NAFA’s award) category Excelence in Fleet Safety – Public. In addition, they have already been awarded with the NAFA’s award Sustainable Fleet Awards in 2011.

Austin’s fleet consists currently of approximately 6200 vehicles, ranging from lawn mowers to Fire engine trucks.

225 employees coordinating a consumption of 19 million liters of fuel per year.

Out of this total, between 20-30% of vehicles are fuelled by natural gas or electricity, which is still little, for a city that wants to neutralize their carbon emissions by 2020.

And, as the fleet of the city is responsible for 83% of the "carbon footprint" of Austin, the vehicles management became a relevant topic to the administration as a whole.

The interest of the senior management of the municipality was one of the determining factors for the success of the transformation of Austin’s fleet. Jeniffer Walls, one of the main fleets managers of the team, told us that things began to change when the fleet management became part of the overall strategy of the municipality (see box).

THE STRATEGY OF AUSTIN CITY MISSION: to be the most living city of the country VISION: To be the most well-administered in the country VALUES: public services and commitment, responsibility and accountability, innovation and sustainability, diversity and

Learn more: On PARAR Institute Facebook, you will find two videos

inclusion, and ethics and integrity (these values, taken together,

recorded directly from the business fair of NAFA I&E.

create the acronym Pride, which means in Portuguese “orgulho”)

Visit: Facebook.com/InstitutoPARAR

Edition 8 | June 2016

Photograph: Larissa Fernandes

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The city of Austin is undergoing a series d projects that aim to make it more sustainable.

We know how much work is dedicated to each vehicle, how much fuel it uses or how many parts are required for this management.

THE ABANDONED POWER PLANT

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The establishment of management and control procedures has also contributed so the team can demonstrate the results of their activities. Even being a government activity, Austin’s fleet needs to be competitive. If the team's work is not effective, the town may choose to privatize the fleets management and outsource this service, for example. That is why, Wall says: “We measure everything. We know how much work is dedicated to each vehicle, how much fuel it uses or how many parts are required for this management".

Through a proposal which includes the centralization of vehicle purchase of fleets; the increase of the infrastructure of supply with alternative fuels; and education and training, the Austin’s fleet managed to increase from 7% to 77% the proportion of alternative fuel vehicles in the city. The city is an example that, even in an extremelly dynamic environment (the population of Austin is the one the grows the most in the USA, proportionally), major changes can be made.

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nother example of how important transformations can be carried out came from a visit that our entourage made to a plant abandoned the city.

We knew the terrain of a steam power plant that became a sustainable building that houses residential properties and corporate offices. As it was explained by Bill McCann, project manager that gave life to the old plant, the city of Austin is going through a series of projects that aim to make it more sustainable. Besides the project we visited, a number of other public buildings are being refurbished.

McCann told us that the old piping of the plant was reused, transforming itself, among other things, in a reservoir to capture rain water - something crucial for a city that has experienced significant droughts over the past eight years.

The project was financed with the help of the issuance of bonds that had as guarantee the taxes that would be collected, in the future, from the inhabitants of the building. In other words, the city offered benefits to directors of the work in exchange for the taxes that would be collected in the region in subsequent years; and issued bonds to anticipate this revenue and finance the project.

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United by the same purpose PGF class exclusively for professionals of Alelo, had 85% of approvals and the first 10 of the history of the course.

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o make multipliers of the purpose of improving the transit and save lives. his has always been, and still is, what motivates the Institute PARARto empower the fleet managers. Encourage these professionals to leave the cocoon, to assume the role of protagonists within their businesses and to be agents of transformers of this world. Over the past few years, we were lucky to find partners who also believe in this regard and who are willing to fight for it with the same passion and commitment with which we struggle.

One of these companies is the Alelo, a leading company in the sector of benefits and management of corporate expenses.

The corporation, as well as the STOP, believes that it is crucialtohe safety of your employees in the way between home and work and know that the pillar of all of it is education. In addition to sponsoring 250 entries in the PGF (Program for fleet managers), which will be aimed at professionals in the field of logistics, fleet, costs, or any manager who is involved in decisions relating to the management of light fleets of companies, Alelo closed a special class of course, unique for its employees.

Not only the commercial team, but operations professionals, technology and products are doing the PGF and the expectation is that, in brief, 100% of the team is certified. "It was very interesting to see that other areas also have applied to take the course, motivated by the intention to improve the transit and save lives," said Roberto Niemeyer, director of the Business Unit management of corporative expenditure of Alelo.

He points out that what started as a question, today became a purpose. 'Cause is what you hug, now the purpose comes from within. It is a joy to see that this vision overflowed o the company as a whole”. So far, 85% of people who took the course were approved, index higher than the average for the

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approval of the FMP that is 64%. In addition, it is from Alelo team the first student to score all the questions from the test, reaching the maximum score of 10 points.

Ariane Buzanello, coordinator of Allelo’s product management, tells that the PGF was a great milestone for her to deepen in to the market of fleet management "I took this opportunity to acquire more knowledge about the sector," he said. The brilliant result is a consequence of a routine of studies organized that allowed to review the modules and do the exercises proposed. "With this discipline, I managed to study little by little and give due attention to each of the content”.

The results were a cause of great pride for Alelo and the goal going forward is to make the knowledge acquired by all the group cause a major transformation in the sector. “"We want to help our customers realize their drivers and, thus, reduce risk behavior in traffic, as well as the amount of accidents and deaths. Our team really believes and works so that they can make a difference," said Roberto Niemeyer.

ARIANE BUZANELLO IS THE ALELO’S TEAM THE FIRST STUDENT TO ACHIEVE THE MAXIMUM SCORE OF 10 POINTS IN THE TEST.

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A DIPLOMA AT A TIME, ONE LIFE AT A TIME

Inspired by the business model of "One for One", the program for fleet managers expands its borders through the donation of courses

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he concept that we have of innovation is considerably influenced by the idea of its application. We believe that good innovations are those that generate interesting profit margins, since this is the definition that was coined in the early studies on the subject, at the beginning of the 20th century. And, although very important, this concept of innovation sometimes leaves out different paths that can lead to economic gains. Some decades after the death of Schumpeter, one of the fathers of the studies on innovation, our generation of professionals has managed to create business models that combine economic goals with advances for society and environmental improvements.

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In many cases, these new business models seem a little "advanced" for our time, but it is precisely this kind of change that causes the greatest transformation. "The electric vehicle, today, makes so much sense as the petrol vehicle at the time of the horses," explains Kent Rathwell, President and founder of Sun Country Highway, a company structure for electric vehicles.

For Rathwell, what is the most interesting is that small changes have the potential to trigger larger changes. "There is no need to change a whole market. It is enough to create innovations in part of it to force the rest to change," he says. Almost always, the good ideas are ecosystems that help them to settle and to gain scale. Thoughts like this that allowed the creation

institutoparar.com.br

Every pair of shoes sold, the company donates another to someone who couldn't afford to buy them

of TOMS, a company whose core business is to sell and donate shoes. Its founder, Blake Mycoskie, had never worked with shoes, but wher he discovered that, in some parts of the world there were people who were passing their entire lives without putting their feet into a pair of shoes, he created a business model whose main activity is to give shoes to the most needy.

Mycoskie’s business card brings his position as "Shoes donator Boss", instead of "CEO" or "President". In a recent interview, he said that he chose this title because the donation is at the center of the business model of TOMS. Every pair of shoes sold, the company donates another to someone who couldn't afford to buy them. With this proposal, TOMS has donated more than 10 million pairs in the last 10 years.

The concept applied by the company became known as one for one ((i.e., for each product purchased, give something of equal value). And the idea was so successful that it was extended to other areas. Currently, the company donates a treatment of vision for each pair of glasses sold in their stores (over 175,000 pairs of glasses were already sold), gives potable water to the

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country where their coffee is produced, offers pre-natal care for each bag sold in stores, and so on. Infused by the ideals of Blake Mycoskie, PARAR also created its proposal of One for One. For each registration sold by PGF (Program for fleet managers), PARAR will donate a free registration to another fleet manager.

“We have been searching for improvements in the Brazilian traffic for a few years. One for One will accelerate this process of transformation," says Flavio Tavares, PARAR Leader. "We cannot expect that all changes will come from governments or from the people’s charity. Companies need to create proposals for business that guide us to a better society," he says. By placing the needs of society in the foreground, big changes happen. It was with this mentality that Rathewell helped set up recharge points for electrical cars free of charge at the largest highway in canada. It was with that thought that Blake Mycoskie has succeeded in creating a company that donates over 1 million pairs of shoes each year. And that is how PARAR has helped to improve the transit indicators in Brazil. It is this type of innovation that our society needs.

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While in the corporate world it is common to see companies that treat the error as punitive damages, there is a proposal to reverse this game: This was the number of air crashs around the globe recorded in 2015, which resulted in 560 deaths in the world. If we take into account the 34 million flights recorded, it is possible to say that there was a fatal accident every 4,857,000 of flights This means that, in terms of fatal accidents, 2015 was the most secure year in the history of commercial aviation and the fifth in terms of fatalities. The data are from the Aviation Safety Network (ASN) and show how much we have to learn from aviation industry when it comes to security and, more specifically, in safety culture. Unfortunately, the Brazilian transit presents a devastating scenario. Only in 2015, according to the DPVAT, 42,501 people died, victims of accidents that occurred on the streets and highways in the country.

The violence in the Brazilian transit is symptomatic. It reveals how we as a society and members of the private initiative, should be the major instigators of a cultural change, which has security as its main value. In aviation, to speak about safety culture we must deal with, basically, three points: the culture fair, the culture of report and the culture of learning. While in the corporate world it is common to see companies that treat the error as punitive damages, there is a proposal to reverse this game. In Gol Airlines, the error is assumed and seen as a learning opportunity. This is because the employees are encouraged to share mistakes and problems faced during the operation and feel confident enough to do it. They know that this information will be used so that improvements will be made. “I need to know what is happening in my company and who must say that to me? Who is right there on the front line," she explained Maria Carolina Vannucci Salem, a specialist in Flight Data Monitoring of Gol Airlines. For this to work out sucessfully, it is necessary that everyone is aware that their reports will be treated fairly and that there will be consequences.

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“None of this is about escape from responsibility, but on increasing the responsibility. Increase the number and the wealth of stories told by the people of how their organization can learn and improve," said Sidney Dekker, Professor and director of the Safety Science Innovation Lab at Griffith University in Brisbane, in Australia, in an interview available on YouTube.

For James Reason, English psychologist and reference in understanding human behavior in the occurrence of error, defines culture just as an atmosphere of trust in which people are encouraged (and even rewarded) to provide essential information in relation to safety, but also in which it must be clearly defined lines that divide the acceptable behavior from not acceptable. It is necessary to manage these limits. "The dilemma is clear. There will be situations where you realize that you have to charge for responsibility for certain actions or events, even knowing that they will inhibit notifications in the future. This is the moment when you reach the fair culture. To balance the responsibility with learning," said Dekker.

The construction of a favorable environment for the development of practices that bring results and growth depends, according to Maria Carolina, on the constant seeking to correct errors. However, the limits must be observed and managed. “HE FDM (Flight Data Monitoring) is a non punitive program, but until when a company must allow a pilot, who is with an aircraft of millions of dollars in hand and taking people inside that aircraft, make mistakes? Until what point is it tolerable that a driver drive 140 km/h on a road that he has to go up to 90 km/h?", he said. Failing is part of the human condition. We cannot change what is our nature, but we can provide conditions so that these errors be used as reflection, example, learning and growth.

Photograph: Divulgation

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HOW TO BUILD A FAIR CULTURE

1| 2| 3| 4| 5|

Don't get stuck to an illusory line between what is an acceptable behavior and what is not. Instead, evaluate who sets these limits in your organization, and if you don't like what you will find, get into the discussion for change.

Evaluate how do you deal with the incidents in your company. Make sure that people are not stigmatised, offer an appropriate personnel support and do not apply disproportionate penalties.

See if you can have an independent team to deal with notifications. These reports hould not be forwarded to the boss immediately, as this may be a way to inhibit the transparency.

Even if you have to accept legal demands of society to access what is happening in your organization, see how you can protect your data from court proceedings.

Make sure that your team knows what to do after an incident Whom to talk to, whom not to talk to, in other words, we need to reduce the anxiety about who will define the limits of that behavior.

SOURCE: Sidney Dekker, professor and Director of Safety Science Innovation Lab na Griffith University em Brisbane, na Austrália (https://youtu.be/UPma2IVh9fA)

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MAKING MISTAKES,BUT LEARNING C

aroline Bücker, Master's degree in Education, co-founder of the Collective Thinkers Poa and researcher in creative learning projects, clarifies how the error can be an important tool in learning.

PARAR MANY TIMES WE ARE CONDITIONED TO HAVE A PUNITIVE POSTURE AS TO THE ERRORS WOULD THIS BE THE BEST WAY TO DEAL WITH THEM? CAROLINE BÜCKER (CB): I do not believe so. The punitive posture tends to take the child and even the adults to only want to hit, instead of making a mistake. If you are going to be punished, the person will no longer try. The important thing is to see the error as an attempt to hit. Generate stimuli so that the person keep trying until he or she can see what the best way would be.

PARAR: HOW IS IT POSSIBLE TO USE THE MISTAKE TO PROMOTE LEARNING LESSONS? � CB — Talk and try to understand where the child or the person is trying to reach, is the solution of a problem, the creation of something new or even reformulation of something. Treat the learning as a process where there are mistakes and successes helps generate motivation for the construction of competence, it would be when we to the right thing and we do not make mistakes anymore. The emotional and the corporal living of the mistake as something “wrong” generates a suffering and that is to be avoided If it is treated as an attempt, it can be experienced as something positive for the achievement of success, which generates a well-being and happiness for the person.

PARAR IN THE FAIR CULTURE, MORE IMPORTANT THAN PUNISHING DUE TO MISTAKE IS TO UNDERSTAND WHY HE IT MADE SO THAT IMPROVEMENTS WILL BE IMPLEMENTED. CAN WE DRAW A PARALLEL WITH THE EDUCATION AND THE GROWTH PROCESS

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ENCOURAGED BY THE FAMILY AND SCHOOL? � CB — Sure! The growth process depends on a number of factors that when combined can help a person to carry out the process, which is always a transition, and therefore somewhat insecure. The family (when support) and the school, has an important role to offer the support to which the person can be stimulated, can develop and have the necessary courage to grow.

And in order to grow, he or she will probably have to make mistakes. Therefore, the importance of creating this supportive environment. Within a company, usually the professional already knows what is expected from him, in this case, the people of the company can help to create the supportive environment so that he can try, act, be prepared, and SE CAPACITAR experimenting, experiencing, until you he finds his way of acting, aligned to his knowledge/ability and that one desired by the company.

PARAR AN EDUCATION THAT "SUPERVALUES" THE HITS CAN BE HARMFUL? � CB — AI believe that it can devalue the attempts or errors when only super-appreciates the hits. But since that it is valued the process as a whole, the hits can and should be celebrated, concluded, because they represent the conclusion of a process, a trajectory in which the person went and to which he devoted himself.

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> CAROLINE BÜCKER

Master's degree in education, founder of the Collective Thinkers Poa and researcher in learning projects creative

PARAR HOW A MATURE ATTITUDE IN RELATION TO THE ERROR CAN CONTRIBUTE TO THE PROCESS OF GROWTH AND PERSONAL AND PROFESSIONAL DEVELOPMENT? � CB — Before answering that it would be good to define what is a mature attitude in relation to the error. In my view it depends on some aspects: a) look and follow up the process of a person in his or her professional development (many times nobody is responsible and the person gets lost and without references even to be inspired or feel that he or she is being taken care of). b) to help him or her build a path possible and desired, understanding how it can contribute more to the development and the company . c) Provide feedback on the process, instead of just pointing out the error when it happens.

This attitude can contribute significantly to the personal and professional development, encouraging the person to develop the skills, see the way and the forces that will be required in the process, so that he or she is ready. The presence and his or her awareness throughout the process will help identify and understand the error, generate discussion and, from there, to reach the successes and achievement.

If you are going to be punished, the person will no longer try. The important thing is to see the error as an attempt to hit.

Photograph: Divulgation

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HERE IT COMES: IV PARAR GLOBAL CONFERENCE

The biggest event on management of corporate mobility in Latin America will be held in November

ON

DAYS 9 and 10 de novembro, São Paulo city opens space for the biggest event on mobility management network in Latin America. With more than 16 hours of content, international lectures and business fair with the major releases in the industry, the IV PARAR Global Conference promises to be the most complete event held by the PARAR Institute in its entire history. One of the pillars of PARAR, the edition of 2016 hopes to gather 600 managers in person, which represents a fleet with more than 1 million vehicles. Due to the success of last year, the conference will once again be transmitted online for managers connected around the world. Therefore, it is expected that more than 3 thousand professionals also monitor the event over the internet, thus obtaining the largest audience of Conference in all of its editions. With the high demand by managers from other countries, the event will have simultaneous translation in English, even those who are connected by online transmission.

Another important point is the content. There still a few months for the event to go, but it is already possible to list some new deals. The aviation and its safety lessons, training and qualification will be one of the pillars of the Conference, incorporated not only in the content of lectures, but also in the very structure of the event. Throughout this year we learned a lot from the civil aviation, in particular with the Gol Airlines, a PARAR’S partner IN this journey, and the Global Conference will be the ideal place for a few points to be reinforced.

We will also officially launch the new positioning of the fleet manager, which more than a fleet manager is a manager of corporate mobility. PARAR Institute will bring referential names in the area to show them how it is possible to start this change and what should be taken into account in time to implant and

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encourage new modes to make your employees’ movements more efficient, strategic and dynamic.

The lectures will still raise discussions about road safety, fleet policy, sustainability, entrepreneurship and shared economics.

As special guests and highlights confirmed in this edition we have: Marcos Pontes, the first Brazilian astronaut to go to space, Phil Russo, president of the Association of North American fleet manager Association (NAFA), Kate Vigneau, director of professional development of NAFA and Ozires Silva, educator and founder of Embraer, the great honored of the event due to his example of innovation, courage and persistence. In addition, the event will count with the award of best practices in managing light fleets during the ceremony of the prize PARAR 2016.

PARAR KIDS AT THE CONFERENCE For the first time, PARAR Global Conference will have an exclusive space for children, children of professionals registered at the event, with the aim of encouraging them to reflect on urban mobility and traffic safety. In partnership with the Institute Renault, a mini city will be assembled, with streets, traffic lights, road signs, pedestrial crossin and bicycle lanes. Thus, the children, aged 6 to 12 years, will experience, in a playful way, situations of collective and individual mobility, which include conducting electrical carts with a colleague by his or her side and exercising the intermodality, being part of the cycling and walking. With a team of monitors, educators and marketers, they will also be encouraged to create campaigns to disseminate good practices in transit. The result of the two days of activities will be presented by the children at the end of the event.

More information: www.institutoparar.com.br/conferencia2016

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DR. CARLOS ANSWERS

Risks of criminal

accountability of the fleet manager

he fleet is a high risk operation. And if there is any doubt as to that statement, just take a look at the chaotic numbers of transit. According to DPVAT, more than 40,000 people lose their lives every year and, if this number is not sufficiently astonishing, other 500 thousand (!) people are disabled as a result of traffic incidents in Brazil. Simply a disaster of epic dimensions that do not receive - by far- the appropriate importance and treatment.

Unfortunately, it is within this context that we develop the operations of the fleet. So, first of all, it is very important that the manager has full awareness that, much more than a mere administrator of the property, or mobility, he is a manager of people, of human lives.

But, returning to the focus of our theme, the question is: in what situations the fleet manager (or the company) runs the risk

Edition 8 | June 2016

Dr. Carlos Tudisco: specialist in corporate law and fleet management.

of being held accountable criminally responsible for acts of its employees in transit?

To answer this question, let us start with the basic. If your company does not have driver’s licence score control of its employees, beware! Article 310 of the Brazilian Traffic Code considers crime and charges a penalty of 6 months to 1 year of imprisonment, the imposition of a fine for those who: Allow, trust or deliver the direction of automotive vehicle to the person that is not qualified, with the driver’s licence canceled or with the right to drive suspended, or, even, to whom, by their health, physical or mental state, or by drunkenness, is not in a position to drive it safely.

In other words, if your employee is driving (for example) with the right to drive suspended and if he or she is approached in a traffic supervision, you may be charged criminally based on Article 310 of the Code of transit. As simple as that. This makes it obvious the importance of the implantation of the driver’s li-

It is not too much to repeat the importance of a consistent FleetPolicy where clear safety rules and the role of each one in its fulfilment

cence score control, something relatively simple, which can be determined by the driver himself or herself through a clause in the Fleet Policy where the driver obliges himself to present, every certain period of time, an statement of his or her driver’s licence score. But would it not be "Invasion of Privacy"? (This is a recurring question). Of course not. If the law imputes a crime to deliver vehicle for a person without driver’s licence or with the right to drive suspended, why could it be considered an invasion of privacy or abuse of rights, to require that person proves that he or she is able to drive serving the company, as determined by the law? No more remarks are necessary.

There are still other risks. For example, if this same driver is involved in an accident with victims, which will cause injuries, or the death of a third party, can the manager who handed the vehicle, be indicted as corresponsible for crimes of murder or bodily injury - crimes provided in articles 302 and 303 from the Code of Transit - due to article 29 of the Brazilian Penal Code, whose writing is worth transcribing: Who, in any case, competes for the crime focuses on penalties to this stipulated, the extent of his guilt.

It is important to point out the words of the text who in any case”, i.e., in the above example, to get rid of a conviction, the manager would have to prove that he did not know, or that he was induced to error by the employee as to their inability to drive, proof relatively complex if you do not have a Fleet policy, which states clearlyewho has responsibility for the delivery or receipt of information on the Driver’s licence Also in the context of criminal accountability, this same Article 29 from the Penal Code may cause serious embarrassment to the Fleet Manager if one of their drivers is involved in incident with victims, due to failure or lack of preventive or safety corrective maintenance This, if in the analysis of the accident/ incident is observed that the element that caused it was an item

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of safety of the vehicle, which should have been inspected or repaired. Being checked that this maintenance has not occurred due to some negligence on the part of the responsible, the manager will have “backed up” to the physical injury or murder in malicious way. A NOTE: for the invonlutary crime committed, in this context, it is understood that despite of the agent causing it not to desire the result, he end up allowing it to happen due to a “negligent omission””.

In addition to these examples, it should be noted that, for the managers who deal with hazardous cargo, with the potential to generate environmental damage in the event of an accident, the risk of criminal accountability has its principles expressly provided in article 2 of Law 9.605/1998, better known as Environmental Crimes Law, which determines: Anybody, in any case, who competes for the practice of crimes provided for in this Law shall cover the penalties to these stipulated, to the extent of his guilt, as well as the director, administrator, member of council and of the technical body, the auditor, the manager, agent or representative of a legal person who, knowing the criminal conduct of others, fail to prevent their practice, when they could act to prevent it.

Given this scenario, it is not too much to repeat the importance of a consistent FleetPolicywhere clear safety rules and the role of each one in its fulfilment for this reason, it is of utmost importance that each manager identifies in his operation all points that can generate personal risks or to the estate to, based on this analysis, establish precisely who is responsible for ensuring compliance with the rules for maintenance, security, control and supervision.

With this, it is not only decreased the possibility of criminal accountability of managers, as well as, in practice, there will be a substantial gain in security and, consequently, fewer accidents and other accidents. Everybody wins.

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TA K E S

PARAR ON THE ROAD

Rio de Janeiro

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Photograph: Marcelo Vallin

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PARAR moved three of the main Brazilian capitals with the arrival of PARAR On The Road. 21 hours of content, discussions, workshops and a lot of network. Check out the best moments of the events held in Rio de Janeiro (RJ), Curitiba (PR) and Porto Alegre (RS).

Curitiba

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Fotografia: Mario Vicente Bonacin

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TA K E S

PARAR ON THE ROAD

Porto Alegre

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Photograph: Fabiano Panizzi

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FOCUS ON FLEET MANAGER

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FROM THE OPERATIONAL TO THE STRATEGIC How Evandro Silveira, Fleet Manager of PESA, managed to achieve more sustainable, economic and secure results, in his operation Evandro Silveira

trategic vision and attitude.

If I had to define the work of Irena Silveira in the fleets management in just two words, it would be those aforementioned. At PESA (Paraná equipamentos) 6 years ago, Silveira is one example of professional, who is always seeking more knowledge and updating with the best practices in the sector. It is not by chance that he sums positive results in reducing violations and accidents, as well as the reduction of expenditures with maintenance and fuel.

His history at PESA began, mainly, as a representative of the renting company that served the company. After a year in this support, after the resigning of PESA’S fleet manager at that time, Silveira was invited to take over the position. "I was well in the transition period for the current rental company, Ouro Verde, and, as I was uptaded about everything that was going on, they invited me to the position," as he said.

The experience gained while he was in the rental company was fundamental for when he started to work in the other side. "There was not an effective management in PESA, iy was only made the control of who was using the vehicle. Nobody charged for fines or damages. They only caught these costs and sent to the sector

S

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responsible," he revealed. As he came from a culture where everything was charged, Silveira found unfair to the company continue paying these costs and began to create a Fleet policy that would guarantee to PESA the recovery of these values.

It was a long term work. The first years were to organize the house. "It has been 2 years that we have been able to make a real management", he said. The change was driven when the company demanded a costs reduction. Silveira, then, went on to study and acquire new tools to improve his management. He abandoned the tracking and hired telemetry in all fleet vehicles. "I managed to monitor the vehicle, but had no indicator. The telemetry allowed me to have more relevant information about my fleet," he said.

Silveira was still looking for further training. He graduated at the first class of PGF - Program for fleet managers and graduated as a Green Belt, in the course Seis Sigma.

The knowledge acquired and their desire for change made him leave an operational fleet management for a strategic management, with focus on sustainable results in economic, social and environmental extent.

These advances have been obtained, according to him, also thanks to changes in the rental companies themselves, which no lon-

At PESA (Paraná equipamentos) 6 years ago, Silveira is one example of professional, who is always seeking more knowledge and updating with the best practices in the sector. It is not by chance that he sums positive results in reducing violations and accidents, as well as the reduction of expenditures with maintenance and fuel

Photograph: Karina Constancio

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WEAKNESSES

STRENGTH Operational knowledge

Little strategic operation

Well-structured Policy

Company culture

Work tools

Resistence of the

Provider/Strategic partner

edges/branches

Melhorar a política de segurança

Lack of operational knowledge

Apresentar redução de custo

Outdated fleet policy

Crescimento dentro da empresa

Lack of working tools

e no mercado em geral

Not to have good providers/partners

OPPORTUNITIES

ger just make the leasing of vehicles and began to really outsource the fleet, providing other types of services along with the lease. “"My team is a person, then, due to the amount of demands required in the management of a fleet, I need to count with the help of a vendor willing not only to pass information, but also the paths and actions that can be taken”.

Even with the help of the rental company, the fleet occupies 80% of its daily activities inside PESA. In addition to management of vehicles, Silveira is responsible for the management of all contracts of the company. "With the outsourcing of the fleet, I managed to reduce my operational and make my management more effective. Nowadays, Green Gold brings me the information in an integrated system, then my control is much easier," he said.

He describes the scenario of fleet management as too complex and of very difficult performance. "We are dealing with lives and with the company's image, then it is crucial to have an efficient management. We must always act thinking on reducing costs and on security policies," he said. The issue of culture is another big challenge. "The technology has facilitated much of the life of the fleet manager, mainly, for providing for the exchange of

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I managed to monitor the vehicle, but had no indicator.

The telemetry allowed me to have more relevant information about my fleet

THREATS

INDICATORS COST REDUCTION WITH THE TELEMETRY (in 2016 - average/month) > Miles traveled outside business hoursl: 15,17% (quant.) > Fuel: 4,35% (value)

information. In the past, we did not have where to find so much information. We ended up seeking the methodology of another department to apply for the fleet, fact which hardly worked”.

For being a very complex scene, the manager must always be updating. "If you don't you will be left behind, your fleet will be outdated and it will end up harming the company," warned Silveira. Institute PARAR arose precisely to fill this gap in the formation of the fleet manager and help you to disseminate the safety culture within your organization. PARAR ends up being a college to anyone who participates and it is, today, the only source of information specific to the fleet manager”.

To manage the 250 PESA’s light vehicles, Silveira also counts on the help of other departments, mainly, the Law department, HR, and safety in the workplace. It is this team work , and that must be in sintony which allows a good planning and control of the fleet and drivers. ■

COST REDUCTION WITH THE FLEET POLICY (in 2016 - average/month) > Traffic infringement: 38,28% (quant.) > Maitainance/disasters : 16,94% (value)

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BY SÉRGIO JÁBALI

MANAGEMENT AND INTEGRATION:

A SUSTAINABLE PATH FOR EFFECTIVENESS

By Sergio Jábali, GolSat’s Development and Innovation Manager: you in the journey of social telemetry razilian fleet managers are improving every day and professionalizing the transportation sector of the country. Thus, it is clear the purpose of this professional facing the scenario that we have in traffic today. But how to conduct this journey?

What should the first step be? Let us look at a structured promising and rewarding path, which is based on the access to relevant information and the use of integrated technologies.

There is a technological ecosystem in corporate fleet management, composed by different players. There is the fleet company, the telemetry solution, the tracking equipment suppliers, the orbit positioning satellites (e.g. GPS), cellular operators (which redirect messages from trackers for telemetry companies), and the Internet itself, which allows the fleet manager to access the overview of his or her fleet and the details of his or her operation whenever he or she needs

B

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it. The role of the telemetry solution is not only to obtain the data from vehicles, but mainly to apply its intelligence and turn them into relevant information for decision making. There are also solutions of fuel cards, corporate suppliers, finally, a number of organizations that comprise and interact in this ecosystem.

And what differentiates them from telemetry tracking? The definition literally of telemetry is "measuring at distance". Tracking is to follow the vehicles’ trail, mainly with the purpose of recovery in case of theft, either the load or the vehicle itself. There is also monitoring, which is a follow-up service that some tracking companies provide. Both tracking and monitoring make use of telemetry to operate, but the telemetry allows you to make a much wider fleet management. I would say that the telemetry is the tip of the iceberg of fleet manager. It helps the fleet manager to change the world for the better.

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On the fifth level, the telemetry is working not only for the benefit of the company, but for the benefit of the driver and of society.

It is the Social telemetry level.

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MASLOW’S NEEDS

BY SÉRGIO JÁBALI

THE TELEMETRY PYRAMIDS

To explain this transformation, iI will In the context of the fleet manager, the first question that pops up is: what is the situuse the Maslow’s pyramid - American ation of your fleet today? It is necessary to map and diagnose the fleet and this is done psychologist who worked on the thein the first level of the Pyramid of Needs of the Fleet Manager, the level of Telemetry. ory of human motivation - and make Formerly it was possible, in a small fleet, having a patio where the vehicles spent the a projection that will result in what I whole night. It was the ideal place to collect the odometer and fuel level, for example. call thePyramid of the Hierarchy of Meanwhile, the world has changed, the fleets are growing and time is passing faster.

Needs of the Fleet Manager. Maslow’s That physical fence that existed around this patio has evolved into an electronic fence, pyramid is composed of five needs lewhich is the telemetry. Thinking about use, for example, it is possible to know if the vels that in order are: Physiological (at vehicles are exceeding the monthly milleage contracted with the renting company. In the base), Security, social, esteem and the event of our own fleet, it is known the value of the fleet’s asset, considering that the Self-actualization (at the top). To move mileage of each vehicle is a key element in the determination of its sale price. But what forward in each level, it is important to justifies the Telemetry to be the first level of the pyramid? According to W. Edwards first consolidate the previous level. For Deming, the American consultant who taught Quality to senior executives Japanese example, eating and sleeping are Phypeople after the Second World War, "You cannot manage what you cannot measure". siological needs we need to survive, this Translating this to the fleet manager: you cannot have fleet management if you do not is the first level that we have to settle for have telemetry. It is the base of the pyramid of the manager. (Figura 2). then aim at the others. Soon after we However, the telemetry does not solve everything. It is necessary to have a strong want the Safety that there is food in the culture on the use and management of the fleet in the company, which is transmitted supermarket shelves, or that we have a to the drivers and others involved in the organization through the fleet policy. This is place to sleep at the end of the day, or the second level, called Fleet Management. Imagine that the fleet policy establishes even a job that guarantees a fixed monthe speed limit of 100 km/h. The telemetry will reveal those drivers who are infringing thly income. Let us imagine the nomad this limit and the manager may take a directed action. And to prepare the fleet poman: he didn't know where to sleep in licy it is necessary a previous diagnosis, the next day or even if there was huntherefore the importance of starting by ting and consequently, food. Humanity the telemetry. Telemetry e Fleet manawas like this one day: we are evolving! gement are primary needs: you need to And then it starts to appear the Social have them well consolidated, for then to needs, which is the same as the need of enjoy the motivational benefits related belonging. This translates into being a to secondary needs. Once the telemepart of a team, which is much more than try apparatus and fleet management is just having a job. Belonging to a family, a functioning, you enter into the third legroup of people with common interests. vel, Integrated management. Here the And after that you belong to, you want fleet manager makes two main tasks: to to be recognized, it the Steem need: I establish the important indicators for want to be a good father or a good mother, I want to be recognized as a good fleet the business and integrate new technomanager. Finally, there is the Self actualization level, that is when you are aware of logies that make sense in conjunction your purpose and can align thought, word and action to go through the way effecwith these indicators. There is one case tively. Physiological needs and security are considered Primary. The social, steem of an organization that when implanand self-actualization are considered Secondary. Primary needs and secondary ting telemetry, it was found that many of ones are different. When you do not have a primary need answered, the problem is their drivers were committing speeding serious, otherwise, you will not even notice that there are those needs. For example, offenses. It began to send an educational let's think in our houses’ plumbing fixtures: if it stops working then there is a see-mail at the end of the day for each of rious problem, we cannot take a bath (physiological), entertaining friends at home them showing all their infractions that (social) etc. But if everything is running, it does not mean that you will celebrate day. With this simple integration with so you don't even realize it. Now the secondary needs have a contrary characterise-mail, a technology dominated and tic: when you don't have them, you do not miss them a lot, but when you conquest inexpensive, it was obtained a reduction them, a world of possibilities opens and you become very motivated to take advanof 78% in the number of infractions, and tage of them, and also capable of transforming the world. This is similar to being in as a result of driving more slowly, the love, everything makes sense, the obstacles are small, you simply enter in a state of company started to save significantly "altenergia". And nothing in the world has changed, only you, your thoughts, your with fuel. Being all of this done at the words and your actions. It is necessary to consolidate the primary levels to then initiative of a fleet manager with tools to resolve the secondary needs and enter this state. perform integrated management.

Telemetry and fleet management are primary needs

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NEEDS FOR FLEET MANAGER

HIERARCHY OF HUMAN NEEDS PYRAMID OF MASLOW

PYRAMID OF FRANK BIRD EVOLUTION DUPONT Social Telemetry Acting for the benefit of the driver and of society

SELF-REALIZATION • Esteem •

SECONDARY NEEDS

Optimization

Social • Safety • Physiologic •

Picture 1

Integrated Management

Fleet Management

PRIMARY NEEDS

Telemetry

Picture 2

And the integration possibilities are limitless. Imagine that you have a goal in terms of cost R$/Km for fuels. You realize that is 20% above the goal: it is necessary to investigate the causes, and here comes the integration between telemetry and the fuel card.

When you cross the data from these two sources, it is possible to check that the supply was done at a certain gas station (fuel card), and that the vehicle was not there (telemetry). Then it is possible to investigate this type of fraud and its elimination will help the manager to save and to maintain the operation of the fleet within the target R$/Km. In short, the level of Integrated management, it is a setting in the telemetry apparatus and fleet management aimed specifically at your business, at your scenario.

Now, with the indicators and integrations established, it begins the periodic analysis and consequently the training: this is the fourth level, Optimization. What is interesting here is that technology only indicates the issues that must be addressed, and when you make decisions and educate the drivers, it refines the results obtained. This allows us to conclude if the actions taken were assertive, whether they were effective in solving the problems of the fleet. For the fuel management, for example, there is the course of economic direction. If the target R$/Km has not been conquered, this can be a key feature, and the manager can measure its impact when it is in the level of Optimization.

SOCIAL TELEMETRY So at this point you may ask yourself: if I have already optimized the entire operation of my fleet, Is there anything else that I can do besides keeping this pattern? Yes, there is. On the fifth level, the telemetry is working not only for the benefit of the company, but for the benefit of the driver and of society. It is the Social telemetry level. But to talk about it, it is necessary to recall briefly another pyramid, the Frank Bird.

Frank Bird studied accidents in company for 10 years, with 10 thousand employees, from the point of view of loss compensation. Dupont, a company with over 200 years of experience, has evolved this pyramid and applied the point of view of risk prevention. The conclusion is that for each fatality in a traffic accident, there were before 30,000 deviations or mis behavior.

A missbehavior can be an excessive speed, which in turn generates an incident or an unexpected situation (e.g. a sudden braking), that may not be done in time and cause an accident,

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1

Fatality •

Periodic Analysis and Training

30

Lost-time accident •

Indicators and New Technologies

300

Accident without removal •

3.000

Incidents •

30.000

Detours •

PRIMARY NEEDS Picture 3

possibly fatal. How many misbehaviors occur periodically in a corporate fleet? The telemetry will reveal these numbers and, with the concept of the pyramid of Frank Bird in mind, the fleet manager can act in a preventive manner, reducing the number of collisions and their consequences.

At the level of Social Telemetry, the manager sends to their drivers a safety culture, of value to life. It is when the fleet manager is carrying out his or her purpose. The focus should be on the driver’s experience. It is possible to create rankings of good behavior and reward the best drivers in the fleet. They will not see the manager as the "big brother" anymore that monitors them, and face the telemetry as something fun: they go into "game of good behavior.” It is also possible to implant demobilisation programs with purchase options for the driver, applying progressive discounts according to the good behavior. Everyone is happy: the driver paying cheaper, the company saves with insurance and resolving its demobilisation, society with fewer accidents and the fleet manager self actualzied for promoting this transformation. When it is operated at the level of the driver’s experience, it is reached the maximum level of optimization. Until the fourth level, only the manager worked to make the operation excellent.

On the fifth level, the driver also has the objective of optimizing, and he or she is now also an agent of transformation.

Going through the path of the five levels of the Fleet manager’s pyramid of needs is something worthwhile. The manager works not only in his or her company indicators: his or her preventive actions begin to impact national indicators related to traffic collisions, number of deaths, number of victims with permanent sequelae, public money spent to recover the damage caused, occupation in hospital beds that would not be used etc. And this fight is not just national, we are in the middle of the Decade of Action for safety in transit within the UN in which governments around the world are committed to taking further measures to prevent traffic accidents, which kill around 1.3 million people per year.

If the fleet manager is able to consolidate these five levels of needs, if he os she is capable of "going through these five gears", he or she will be traveling the path of hir or her purpose effectively, and most importantly, he or she will be a protagonist in the transformation of the world in a place considerably better for society. Hence the importance of this profession, and its potential rewarding. Have a good self-actualization, fleet manager!

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THE SECRETS OF THE BIDS THAT ARE SUCCESSFUL We analyzed the best practices of purchasing process offered by some of the largest companies in Brazil

T

he term "bid" comes from English "oferta", "lance" or "proposta". In fleet management, it is related to the process in which the professional performs the opening of a purchase and, in the final phase, accepts the bids and the best candidates are evaluated. This is an action that is extremely important for the fleet manager.

The BID is, at the same time, an opportunity to improve the conditions of the fleet (or its administration) and a chance to balance the costs of activities. For this reason, fleet managers and suppliers focus much of their attention to processes of BID (or RFP - Request for Proposal). But, if the purchase process is

something usual in various areas of the company, why the fleet managers still have difficulty in performing it? Part of this challenge comes from the fact that even companies of similar segments present rules, processes and different goals. They need, therefore, of different orientations for their purchasing processes. Even with different purposes, however, some practices can be adapted. And it was thinking about it that we have prepared for you some examples discussed in purchase processes developed by companies that are references in their markets. For obvious reasons, the identity of the companies was preserved.

CASE 1 SPECIFICITY Whenever possible, indicate what you mean by each of the terms contained in BID document BID Ex.1 — 2.27.2 The faults arising from wear and tear will not be charged by the CONTRACTOR, according to item 2.27.5 of this term

COMMENT The item 2.27.5 that is mentioned in the text, the company has brought a series of images showing what would qualify as a fault or as natural wear.

There are details of faults and damage divided by areas such as painting, car body, bumpers, moldings, windows, headlights, tires, wheels and interior finishing.

CASE 2 SERVICE LEVEL AGREEMENT (SLAS) Services can be broken down into smaller processes and the fleet manager must establish criteria for each of these more specific processes

BID Ex.1 — Proposals must be submitted to attendance levels and services for the items listed below:

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1. Time to send cards; 2. Consumer service time; 3. Presentation of management indicators; 4. Consulting; 5. Time for accreditation

COMMENT The example next comes from the hiring of a supplier of fuel management.

We can see that the levels of service for the delivery of cards, time of accreditation or even presentation of indicators of management are among the criteria for the selection of the supplier.

This is important because each of the items beside affects the productivity of the fleet that is hiring the service.

CASE 3 INTEGRATION IS THE TASK OF THE SUPPLIER At the time of opening of a bid, the fleet manager has its negotiating power increased. He can use this to his advantage, asking the suppliers to operate in an integrated and proactive way BID 2.10 — THE CONTRACTOR shall provide a specific system

for control and recording of management measures of fleet, with maintenance and determination of operational performance of each vehicle, sharing the information with the system of THE CONTRACTING PARTY 2.10.1 — There should be integratition of this system with the application used by the CONTRACTING PARTY

COMMENT In this excerpt from the bid, the company makes it clear that the provision of performance measurements are the responsibility of the supplier.

More than that, the company requires the integration of systems used by the supplier with the platform adopted internally.

CASE 5 CASE 4

DEADLINES

SERVICES

The IDB is composed of a series of specifications. Make it clear when each specification must be met

As well as the integration, some complementary services may also be required by the fleet manager BID Ex.1 — ELIMINATORY item. The supplier of the fleet should

have Customer Service User 24x7 for all services (trailer, Maintenance Schedule, key chain, etc.)

Ex.2 — 2.24.1 to assist in the management of the fleet of vehicles, the CONTRACTOR shall provide 01 (a) outpost which will be installed in Porto Alegre, na Av. Assis Brasil, 878, e will work from 7am to 7pm, Monday to Friday

COMMENT During the process of negotiation with car rental companies, Example 1 shows that the contracting company has among its demands the necessity of a full-time call center . By making it clear that this is an eliminatory item, the fleet manager saves time and ensures the quality of services expected.

In Example 2, the company was even more demanding and asked for the displacement of an employee of the landlord to respond on thein loco to the demands of the parties.

In both cases, the demands were met by suppliers.

BID Ex.1 — Each participant will have one (1) day for technical

presentation of his or her tool. It is defined as schedule the week of day October 01 to October 09, 2015, such date shall be defined in common agreement with each PROPONENT Ex.2 — 2.13.1 The vehicles may not be delivered BEFORE the day 5 (five) of January 2014.

— 2.13.2 All vehicles should be delivered until the day 27 (twenty-seven) of February 2014.

— 2.13.3 When signing the contract, the CONTRACTOR shall submit a schedule the delivery of all vehicles

COMMENT Set deadlines and dates is one of the guarantees of compliance with the proposals of the BID. In the examples next, we see that the initiative to establish deadlines and key dates is the fleet manager’sand not the supplier’s.

CASE 6 FLEXIBILITY Even though the fleet manager does not know that changes may occur during the term of a contract, he or she can already,at the BID, specify which areas these changes could happen BID Ex.1: “2.18 On the occasion of the supply of vehicles , it will be

allowed to the CONTRACTOR the installing in the same of any telemetry device or tracking, without, however, affecting or bringing about damage to the functioning and/or vehicle performance”

COMMENT It is clear in the text next that the company intends to install devices in vehicles for the duration of the contract. Even though these modifications has not beed defined at the time of the bid, the contractor ensures flexibility to change the vehicle in the future.

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SAFE

CARS CARS THAT ARE

CONNECTED Do they combine?

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How the technological advances of the automotive industry can give even more safety to drivers, passengers and pedestrians

W

hen we talk about automotive safety it is important to reflect on the impact that the production of cars more or less safe cause in transit and in the population that deals directly with it. According to DPVAT, 42.501 people have died in traffic in 2015, 19% less than in the year 2014, but is still a very significant and worrying number. In addition, 515,751 people were permanently invalid in the past year. Alarming data and that make us rethink about how many lives and families are daily impacted by tragedies that occur on the streets and highways in the country. Statistics show that 93% of accidents are caused by error or human negligence, but I wonder if we had safer cars, following the patterns we see in Europe, would the numbers be the same? One of the strategies established by the UN to reduce the number of deaths and injuries in traffic accidents is, precisely, to widen the safety of vehicles. Unfortunately, here in Brazil, the technologies and safety equipment required used in the manufacture of vehicles, as well as in most Latin American countries, are 20 years outdated. According to the Latin NCAP, the majority of the cars in Brazil, especially the popular ones, are equivalent to those sold in Europe in 1995. “From our point of view, in relation to security, Brazil is disconnected with the rest of the world," revealed Alejandro Furas, general secretary of the Latin NCAP. So that the safety of vehicles manufactured in Brazil came to the level recommended by the UN would still have to demand items, such as electronic stability control, side collision regulation, standard of protection for pedestrians (system capable of reducing the risk of trampling), standard of protection for safety belts, ISOFIX (secure system for installing the child restraint), standard brakes, and standard of protection of neck in case of rear impact.

According to surveys requested by global NCAP, 34 thousand Brazilian lives could be saved and 350 thousand serious injuries could be avoided in 2030, if this rules of safety vehicles of the UN was adopted in Brazil.

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ROLE OF THE FLEET MANAGER The security that the car offers is seen as a decisive factor for only 37% of consumers, according to a survey by Ibope Media.

For the Brazilians who want to buy a brand new car, the three main factors that influence the purchasing decision are price, maintenance costs and fuel consumption. Furthermore, it is not unusual to see brazilians getting updated about security items or on the performances of the cars in independent crashing tests.

In the corporate environment, those responsible for the company's fleet has a decisive role to encourage the purchase of safer cars. "If all managers are committed to require more security they can exert a pressure very quickly and effectively so that the automakers adopt the UN Norms, even before they are required by the government," said Furas.

Micael Duarte, IBM’s Fleet Manager, is an example of professional who is being an agent of change. After watching Alejandro Furas’ lecture, in PARAR Global Conference of 2014, decided that he could no longer purchase the vehicles without thinking of the safety of the driver and showed to their superiors that it is possible to have an efficient fleet and, at the same time, secure.

In the BID for the contraction of 930 cars for the fleet, Duarte took this concern with security, but right away stumbled on the question of the cost. The only car in category with 5 stars in the evaluation of Latin NCAP was the most expensive. "So we decided to do a TCO to justify this cost and we were precise for the other items that the Brazilian takes into consideration: the cost of preventive maintenance and fuel costs," he said.

They put all the models in a spreadsheet, searched for a site that had done the test of fuel consumption in all of them, so that they had the same test condition for all cars, and entered the site of all automakers to seek the cost of preventive maintenance for a period of 2 years or 60,000 miles (which is roughly IBM’s fleet millage). "We managed, for my happiness, join economy and security," revealed Duarte. For the second cheapest car reach the first (and safer), its rent had to be 17% cheaper than the one hired by IBM.

CARS MORE CONNECTED AND MORE INTERACTIVE The reality is that we have not succeeded in arriving at stage 1 yet (security) and we are already going to stage 2 (connectivity). Advances in the automotive sector, with the aim of delivering convenience to consumers, open space for more connected and interactive cars. “The cars are not isolated machines anymore, and they became a real point connected to networks," said Fabio Cossini, IT Architect for IBM, in an article published in the Computer World.

Experts are emphatic in saying that the cars are already born connected. "This connectivity began with the multimedia, with

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panels of navigation, passes through the electric vehicles and autonomous, and reaches the ITS (Intelligent Transport System), which allows the connection of vehicle with another vehicle and with the infrastructure (roads smart)," said Ricardo Takahira, specialist in connectivity and director of the Center for Research and Technology of ABVE (Brazilian Association of Electrical Vehicles).

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The technologies come to facilitate, but there is a good side and a bad side.

According to a study published by the Machina Research, until 2024, the mobile networks will see the connections machine-to-machine grow 10 times, i.e., to 2.3 billion, and half of these connections will be automotive industries. Now a projection of the company technology research Gartner, revealed that about 1 out of every 5 vehicles worldwide will have some form of connection to the wireless network until 2020, which represents more than 250 million vehicles connected. “We have followed the release of cars increasingly sensored, which allow the production of information about the behavior of the car, the behavior of the driver and also from the region itself where the vehicle is transiting," said Fabio Cossini. Technologies that offer new experiences for drivers, manufacturers and insurers.

Drivers can browse the Internet, access e-mail, control the temperature inside the car by voice, engage devices for autonomous steering and other facilities. Now manufacturers may receive data about the behavior and quality of their product and the Insurers can analyze the behavior of their customers while driving or offer differentiated services.

When we reflect on the user’s experience with this connectivity and the fact that his or her being connected at the same time that he or she is driving, some doubts and even insecurities are raised, particularly in relation to the attention of the driver.

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For Caesar Urnhani, driver and presenter of Auto Sporte TV program, the technologies come to facilitate, but there is a good and the bad. "What is missing, in my opinion, is to do a more thorough study thinking about the human beings, as they are the ones who are going to take advantage of the vehicle. Because, when we are driving, the internal and external requirements are very large and separate us from that moment that should be of total focus. Then, the engineers and technicians should examine the capacity of concentration of the human being while driving a car," he said.

In parallel to this, he stresses that the technology enables the development of systems capable of acting as guardian angels in cases of failure of the human being. "A good example are the cars that can read the roadways and warn the driver through vibrations in the steering wheel, noise or light, so that he or she turns his attention back to traffic," he said.

Now Ricardo Takahira says that not always the technology is synonymous of distraction. "On the contrary, it can help a lot in the anticipation. The navigation systems, for example, may warn you about a still traffic more efficiently than the standard signalling". Another point to be questioned when it comes to connectivity are congestion and threats of invasions.

However, Fabio Cossini suggests that this scenario can be avoided if a new awareness for safety is exploited in all phases of the automotive industry, the project's after-sales. "The idea is that all components of a vehicle follow security standards and pass through tests that provide mechanisms for contingency planning in case of failures," he explained.

Some automakers are already aware of the importance of providing technology and security and are working on innovations that promise to revolutionize the automotive industry. This is the case of Audi, which already handles the autonomous car as a reality. "It all began with a joke of a super sporty car take passengers for a test track at high speed, and before that we had the concern to make tests to verify the security of that system, and ended up at an event in Germany where celebrities were conducted until the red carpet with autonomous cars," said MrGerold Pillekamp, Product Marketing Manager of Audi in Brazil.

According to the financial consultancy Morgan Stanley, until 2026 the cars must be completely autonomous. But, for those who do not want to wait until then, some solutions are already incorporated in cars available in the market. Thanks to technologies already quite used in production vehicles, the car is able to brake and accelerate itself, as well as make trajectories changes and overtaking without assistance from the driver. "They would be vehicles 50% autonomous and which can already be purchased by consumers," said Pillekamp.

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PARAR IGNITE

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Entrepreneurship and innovation for a more secure transit LEARN ABOUT THE SAFE RIDE BRAZIL (SRB), A STARTUP OF AUTOMOTIVE SOLUTIONS ONLINE, AND WHAT THEY ARE DOING TO REDUCE THE NUMBER OF VICTIMS BY TRAFFIC ACCIDENTS IN BRAZIL. PARAR FLEET REVIEW TALKED WITH CRISTIANO JOSÉ DOS SANTOS, FOUNDER AND DEVELOPER OF THE SRB. PARAR: WHAT IS THE PROBLEM WITH WHICH YOU HAVE ENCOUNTERED? CRISTIANO JOSÉ DOS SANTOS (CJS): We, from Safe Ride Brazil (SRB), a startup of automotive solutions online, were a year ago, developing a marketplace for automotive services and a part of this development was directed to SOS services. At this moment, we found the statistics of traffic accidents, where Brazil is the fifth largest country in the world in deaths. Each year, about 42 thousand Brazilians lose their lives on our streets and highways. Thus, comparing this situation with what occurs in other countries, and we faced with the project of the European Union called eCall (emergency call). This system, which must be present in all new cars from 31 March 2018, according to EU legislation, foresees a reduction in the number of fatalities and injuries by accidents in traffic, since their operation takes place in the golden hour (one hour after the accident) The operation consists of a hardware (which will cost an average of $134 for each vehicle equipped at the factory) identify a collision, make a call to an emergency number (in the EU 112) and pass information, as the coordinates of where it happened the accident, so that there is the displacement of the emergency response teams and the immediate identification of the vehicle.

PARAR: WHAT WAS THE SOLUTION DEVELOPED? � CJS — The Safety is a project of the SRB that intends to develop an emergency call system enabled through the collision detection, using the sensors which are inside the smartphones. The goal is to democratize in Brazil and in the world the emergency call automatically, since the smart phones are very accessible today.

Thus, not only the vehicles newly manufactured, but also the ones already existing in the market will have access to this technology, and it suffices the driver or a passenger have the application installed. The biggest challenge we have is to make the collision detection without the aid of electronic control unit or any other

BEHIND THE IDEA: Bruno M. Granzoto Undergraduate in Electrical Eng. Cristiano J. Santos Undergraduate in Computer Eng. Murilo Pratavieira Undergraduate in Computer Eng.

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physical sensor placed in the vehicle, but there are many studies in this direction, some even already implemented and tested. We know that the Brazilian legislation fails in many aspects when it comes to traffic safety, therefore, the application will be free. We believe that everyone deserves to have a chance to live longer.

We work on breaking the paradigm of collision detection, which was previously done by embedded hardware on the vehicle and now by the smartphone, thus making our application a solution feasible and able to acquire large scale. The project would impact on reducing the response time and a gain in the amount of information on the pre-emergency care, thus increasing the chance of survival and reverse the patient's prognosis, as well as reducing costs with hospitalizations and other interventions made by the Federal Government in transportation accidents on land (ATTs), cost which, in 2013, was R$ 230 million here in Brazil.

PARAR: HOW IS THE PROGRESS OF THE PROJECT? � CJS — We are building our team of experts for the implementation of a project which will be submitted to evaluation of the Fapesp, one of the largest bodies of research sponsoring in Brazil, for participation in the PIPE (Innovative Research In Small Businesses) program, where we gathered funds for the project creation. Nowadays, our team has a body of four counselors, covering the areas of health, engineering and business administration, and three developers, being two of them in the area of Computer Engineering and one in the area of Electrical Engineering. We know that we have a lot to walk and learn, but walking next to great people and great initiatives, as well as of the PARAR Institute, our learning will be very large and focused on improving the life quality of Brazilians.

PARAR: WHAT ARE THE EXPECTATIONS? � CJS — The expectation is that we can, still this year, to raise funds and mentors who guide us in the transformation of knowledge we have in a company geared for road safety and, with it, build a culture for safety in traffic, which would impact on the number of victims in accidents involving vehicles in Brazil and in the world. Furthermore, we intend to reach the greatest number of users as possible, to the point that in each traffic accidents that occur in the United States there is at least one person with the app, thus giving all occupants a faster rescue and greater chance of survival, with the minimum of possible sequels.

Advisors: Ariana Florêncio Correa Doctor’s degree in Medical Sciences and member

of the team of ICU of the Hospital das Clínicas Juliano Mazzucato Control Systems Engineer at Ford

Rafael Pedroso Mechanical Engineer at Ford Dr. Paulo Edson Lopes Phd in Mechanical Engineering

Gestores Conectados

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TOP FIVE

of the most discussed issues by fleet managers

Three hundredfleet managers all over Brazil are exchanging information, experience and research in a group in the Telegram, created solely to promote the debate on the challenges encountered in day-to-day activity. In each edition, we bring a list with the 5 themes that generate more questions, comments and discussions in the group. Check out the highlights in this edition:

1

2

3

4

5

NAFA

WAZE X BLITZ

TELEMETRY

BENCHMARKING OF CAR MODELS

TALK TO GOL

KNOW WHO THE MOST PARTICIPATIVE MANAGERS ARE:

DARLENE AMARAL

LEANDRO NUNES

LAURA SCHUCH

ADILSON RAMOS

MILENA BARROSO

CONSTANCIA VIEGAS

LUAN GONÇALES

MARCOS ANDRÉ JACINTHO

FERNANDO PAZ

CRISTIANE PALUDETO

QUER PARTICIPAR DO GRUPO DOS GESTORES DE FROTA?

MORGANIA CRISNA DIAS

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HAENDEL ARAÚJO

ANA PAULA ANDRADE

Envie um e-mail para atendimento@institutoparar.com.br

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# SAVETHEDATE

WHERE WE ARE GOING TO STOP 28TH JULY

CAFÉ ONLINE Internacional Subject: Inside the largest private fleet on the planet Time: 9 am to 11 pm

AUGUST

23TH

PARAR ON THE ROAD Fortaleza, CE Subject: Safety culture Time: From 8 am to 5 pm

AUGUST

● ●

SEPTEMBER

28TH NOVEMBER

2TH

DECEMBER Edition 8 | June 2016

CAFÉ ONLINE Special GOL Linhas Aéreas Subject: Safety culture What can we learn from the aviation? Time: 9 am to 11 pm

CAFÉ ONLINE Special Conference Subject: What to exepct from the IV PARAR Global Conference - Time: 09 am to 11 pm

OCTOBER

9AND10

Check out the main highlights of PARAR agenda and program yourself!

CAFÉ ONLINE #21 Subject: Collaborative economy: The case of the Group of fleet managers – Time: 9 am to 11 am

19TH 16TH

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●

IV PARAR GLOBAL CONFERENCE Place: AMCHAM - São Paulo, SP CAFÉ ONLINE The Last on in 2016 Tema: Every manager is an entrepreneur Time: 9 am to 11 pm

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GESTOR COM HUMOR

Por Dorinho Bastos, cartunista, professor de comunicação da USP e conselheiro do PARAR

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Imagens meramente ilustrativas. Consulte modelos e acessórios disponíveis.

Todos juntos fazem um trânsito melhor.

Quem toma decisões na sua empresa precisa de respostas rápidas de todo mundo.

Até do carro.

Frota corporativa Audi.

O Audi sob medida para a sua empresa.

Você sempre coloca o melhor na sua empresa. Na garagem, não pode ser diferente. Com a frota corporativa Audi, além de contar com um dos carros mais seguros e tecnológicos do mundo, você tem diversas vantagens: atendimento exclusivo, sistema de pós-venda diferenciado, preços especiais, melhor valor de revenda, entre outras. Para saber mais, entre em contato com cs@audi.com.br.

Consulte as condições para associados ABLA em uma concessionária Audi mais próxima de sua localidade.