2012
SUSTAINABILITY REPORT
TABLE OF CONTENTS
2
SUSTAINABILITY REPORT 2012
A Message from the Board
04
Parameters and Engagement
06
Marcopolo Corporation
10
Corporate Governance
20
Communication Channels
26
Economic Performance
32
Environmental Performance
40
Social Performance
46
GRI Index
64
Staff
70
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A MESSAGE FROM THE BOARD
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Marcopolo is pleased to present its second Sustainability Report, following the methodology of Global Reporting Initiative (GRI). Since its founding in 1949, Marcopolo has always demonstrated a strong commitment with the development of its employees and the communities in which it operates. Among the benefits that are part of the package offered by the company to its employees, there is the MarcoSaúde, a healthcare plan with its own management, created in May 2012 to cater exclusively to employees and their dependents. In October the new Marcopolo Centre of Training (CTM) was inaugurated, with large facilities and modern equipment, with the primary objective to provide ideal conditions for training and qualification of company employees. The new CTM received investments on the order of R$ 2 million, expanding at four times the capacity of treatment.
A Message from the Board GRI 1.1 |
Standing, from left to right: Paulo Gilberto Corso, Alberto Calcagnotto, Carlos Eduardo Magni, Edson Dalle Molle Mainieri, Nelson Gehrke, Paulo Andrade de Jesus, Gelson Luiz Zardo, José Fernando Bettoni.
Regarding the corporate social responsibility, Marcopolo Foundation provides the realization of projects of culture, education and professionalization mainly for youth in underprivileged social situation. The Marcopolo Foundation also coordinates the destination of federal, state and municipal taxes of Marcopolo enterprises and its employees, which can be used in favor of cultural and sports projects for the benefit of local communities. Regarding sustainability, it’s a permanent theme on the agenda of the enterprise’s high administration. Efforts have been made to ensure that all levels of organization are
Seated, from left to right: Oscar Barbieri, Fabio Dahlem da Rosa, Carlos Alberto Casiraghi, Carlos Zignani, José Rubens de la Rosa (CEO), José Antonio Valiati, Milton Susin, Rubem Bisi, Lusuir Grochot.
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SUSTAINABILITY REPORT 2012
permeated by sustainable development, from conception of a new project to proper disposal of waste generated in different areas. Marcopolo understands the need to meet expectations and to engage stakeholders in relation to their performance in sustainability. The results of the research conducted with representatives, suppliers, employees, managers and community were used for the Materiality Matrix and will serve to guide future actions of the company in sustainability issues. Moreover, indicators of economic, social and environmental areas were selected to compose the Balanced Score Card (BSC) of the company in 2013, having been set improvement targets compared with the previous years, monitored monthly by management. Economically speaking, the year 2012 was marked by the challenges posed by the transition of the motorization Euro 3 to Euro 5 in Brazilian market as well as the geographical expansion of Marcopolo abroad. Marcopolo has taken a number of measures that minimized the impact of this change, allowing economic performance to reach satisfactory levels. Thus, Marcopolo will keep developing actions that promote sustainability in their business, aligned with a view strongly based on the Values that make Marcopolo an organization imaging solid and reliable.
The Board
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5
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
Marcopolo discloses, for the second time, its Sustainability Report, in accordance with international guidelines of the Global Reporting Initiative (GRI). The report presents the results of 2012 compared with the previous two years. This edition features the same level of information from the previous report, which portrayed the year 2011, compared to 2009 and 2010, maintaining its rating at level C. However, the report presents an improvement over the previous result, which is a consequence of conducting engagement activities with its stakeholders to identify most relevant sustainability issues. The priority stakeholders were identified to participate in the Materiality Test, and the issues for consultation were defined, based on the GRI indicators. This activity was developed by the Sustainability Committee,
GRI Index
Staff
with support from related fields. The subjects that were identified as relevant were compared to the GRI indicators and served as the basis for the definition of the content and the information more prominent in this report. The results of the stakeholder consultation on the issues of sustainability are expressed in Materiality Matrix (see picture), which was drawn from the comparison of the internal and external vision on the matters consulted. In the composition of social and environmental indicators, the company reports only operations with activities in Brazil, but the financial and economic indicators consolidate data from across the Company. Measurement techniques and the bases of calculation of Marcopolo use the Universal System (HR) and SAP (other areas).
Materiality Matrix
Parameters and Engagement
Very Important
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SUSTAINABILITY REPORT 2012
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Important
1 Use of Recyclable Materials
6 Safety and Health Program for Employees
2 Reduction of Energy Consumption
7 Workforce Qualification Program
3 Reduction of Water Consumption
8 Actions to Combat Child Labor
4 Disposal of Waste
9 Social Programs for the Community
5 Environmental Education Programs
10 Hiring Local Suppliers
Moderately Important
Not Very Important
7
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Marcopolo and Sustainability The Sustainability Committee of Marcopolo, created in 2008, consists of representatives from the Economic, Environmental and Social. Over the years, the Committee participated in trainings, conducted studies and diagnostics, leveling the concepts along with company executives. Thus, the GRI indicators were monitored in 2012 with the aim of selecting those who would be part of the company’s BSC from 2013, including performance targets. Marcopolo also invests
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Business Management Policy in periodic audits of ISO 14001, which occur integrated with the System of Health and Safety Management - OHSAS 18001 (Certified since 2002), Quality Management - ISO 9001 (Certified since 1996) and Social Responsibility Management - SA 8000 (Certified since 2003). Every three years the company goes through a recertification process, where the requisites of rules are scanned with higher criticality, which contributes to the refinement of sustainable practices.
Marcopolo SA, manufacturer of bus bodies, recognizes Quality, Environment, Social Responsibility and Health and Safety as part of its Business Management and establishes mechanisms to allow these systems to be implemented, maintained and continuously improved. The company is committed to: •
Ensuring increased customer satisfaction through the pursuit of continuous improvement and excellence in quality;
•
Considering environmental, occupational, social and quality variables in the development of new products and processes;
•
Ensuring the implementation of laws, rules and other regulations to effectively achieve the planned objectives;
•
Permanently preventing pollution, accidents at work and occupational diseases;
•
Being an ethical and socially responsible company with every public.
The GIN stamp, Gestão Integrada de Normas (Integrated Management of Standards) was designed to communicate in a single symbol the Management Standards of Marcopolo, which integrates the ISO 9001, ISO 14001, SA 8000 and OHSAS 18001. The GIN will be used in institutional announ-cements and in corporate materials to highlight the company’s commitment to Quality, Environment, Community and Health and Safety of its employees.
Certifications
ISO 9001 Quality
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SUSTAINABILITY REPORT 2012
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OHSAS 18001 Safety and Health
ISO 14001 Environment
SA 8000 Social Responsibility
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Marcopolo SA is a Brazilian multinational enshrined in the passenger transport industry, with 64 years of tradition in the market. The publicly traded corporation is headquartered in Caxias do Sul, RS, and has engaged in the manufacture of buses, bus bodies and components. The product range covers a variety of road and urban models, micro end minibusses, besides Volare family, which delivers a complete bus to the market, including
Social Performance
GRI Index
Staff
body and chassis. In 2012, Volare released two Special Units: Anjo Azul (Blue Angel), which offers technical support to customers on the road, and Comando e Controle Móvel (Mobile Command and Control), set to meet the demands of the Federal Police. Marcopolo also launched a new model of road and intercity bus called Audace, which provides comfort, ergonomics and safety for passengers, with lower cost of operation. | GRI 2.1 / 2.6
Philosophy GRI 4.8 VISION Being recognized worldwide as a competitive company in the business segments in which it is acting, with a solid economic and social image. MISSION Offering solutions, goods and services to satisfy customers and users through technology and performance and adequately remunerating the investment, acting to prioritize the transportation of passengers, contributing so to improve the quality of life of employees and society.
Values GRI 4.8
Marcopolo Corporation GRI 2.1, 2.2, 2.3, 2.5, 2.6, 2.7, 2.8, 2.10 |
Respecting and Appreciating People
Economic and financial soundness
Marcopolo’s relationship with people is one of respect, appreciation and transparency. Its main advantage is the joint work carried out by engaged and prepared teams, constantly motivated by opportunities for growth and professional development. Any person, whether from the company or outside of it, must be treated with dignity and justice.
Marcopolo has as its basic premise that the economic and financial soundness of the business is essential for sustainable growth. The commitment to excellence and value creation should guide the routine of Marcopolo’s partners and professionals.
Ethics
Customer satisfaction is the reason for the success of Marcopolo. Efforts must be made to identify what is perceived as value by customers, establishing any and every action that is able to turn this principle into realities that mutually generate value, backed in long-term relationships. Proximity and trust are key requirements for the formation of such a link.
Marcopolo adopts an attitude of responsibility and respect for people and institutions to which it relates. It is of great importance to the company that conflicts of interest are avoided and, when they happen, are resolved in a transparent manner, in accordance with the guidelines of the Code of Conduct.
Environment and communities Marcopolo and its employees have a major commitment to health, safety, the environment and the communities where they operate. Through programs aimed at environmental and social causes, the company consolidates its management policy focused on sustainable development.
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SUSTAINABILITY REPORT 2012
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Customer Satisfaction
Partnerships Partners, mainly characterized by suppliers, carmakers, sales representatives, financial institutions, distributors and dealers, are fundamental to Marcopolo. Long-term relationships must be built, with clear rules and performs that result in joint success.
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
CIFERAL
Brazil
FCO
Brazil
0,10%
VOLARE - SP
Brazil
0,10%
VOLARE - ES
Brazil
10,00%
REI
Brazil
0,01%
CIFERAL
Brazil
50,00%
99,99%
VOLARE - SP
Brazil
99,90%
VOLARE - ES
Brazil
99,99%
TRADING S.A
Brazil
MONEO
Brazil
45,00%
100,00%
Marcopolo S.A.
Brazil
99,90%
100,00%
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SYNCROPARTS
investments
SAN MARINO
ILMOT
Brazil
Uruguay
49,87%
HANEGAS
49,00%
TMML
100,00%
MIC
100,00%
MAPLA
100,00%
MASA
Africa
100,00%
MAC
China
50,00%
LOMA
1,00%
METALPAR
3,61%
POLOMEX
70,00%
MPC
100,00%
POLOAUTORUS
49,00%
GB POLO
100,00%
MARCOPOLO
40,00%
SPHEROS
WSUL
26,00%
MVC
40,00%
MERCOBUS
MONEO BANK
Brazil
99,99%
SAN MARINO
Mexico
99,99%
ROTAL DO SUL
Brazil
50,00%
SUPERPOLO
Colombia
100,00%
LAUREANO
Argentina
70,39%
POLOMEX
30,00%
MPC
•
Accelerating the implementation of the decisions of Strategic Planning, seeking to expand the company’s operations and its consolidation as a global corporation;
•
Expanding the management ability of Marcopolo, in line with the demands arising from its expansion;
•
Mexico
•
India
Ensuring excellence of Business Processes which, applied to their own businesses and to the affiliates, aim at ensuring greater competitive advantage and maximizing results; Creating a new dynamic of interaction and coexistence among the different Corporate Areas and the different Business.
Argentina
Social Performance
GRI Index
Staff
In this sense, the Organizational Structure of Marcopolo was repositioned in four Business and five Corporate Areas: Business Buses, Volare, MoneoBank and SyncroParts. The Business Units will have support teams dedicated to the implementation of local activities, responding hierarchically to the Business Unit leader and, technically, to the Leader of the Global Process. Corporate Areas Institutional Strategy and Marketing, Accounting and Finance, Engineering and Manufacturing, Purchasing and Logistics, Human Resources and Organizational Development. Corporate Areas were restructured to act as leaders of global processes, enabling the company to incorporate new businesses, setting standards for global quality and management.
Portugal
Corporate Management
Argentina
51,00%
METALSUR
98,00%
METALPAR
50,00%
KAMAZ MARCO
75,00%
POLOGREN
99,99%
SPHEROS MEXICO
99,99%
SPHEROS COLOMBIA
100,00%
PANELS
Argentina Argentina
99,00%
MARSA
Argentina
100,00%
VOLGREN
Australia
Argentina Mexico Portugal Russia
Russia
Egypt Australia
Australia
30,00%
100,00%
Considering the prospects for expansion of Marcopolo and the need of its top executives to act in a more global dimension of the company, striving for excellence in offering products and services and in business processes, a new organizational structure was approved in May 2012 with the following objectives:
Colombia
Virgin Islands
Environmental Performance
Marcopolo S.A. Corporate Management Organizational Structure
Investment Structure 99,99%
Economic Performance
Brazil
Australia
Mexico Colombia
Brazil Brazil
Brazil
Peru
SUSTAINABILITY REPORT 2012
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Operational Structure GRI 2.3 The manufacturing of buses is executed in 17 different units: four of them are located in Brazil (two in Caxias do Sul, RS, one in Duque de Caxias, RJ, as well as the 45% stake of the company San Marino Ônibus e Implementos Ltda., placed in Caxias do Sul, too) and 13 units abroad – one own unit in South Africa, four in Australia, two subsidiaries/affiliates in Argentina, one in Colombia, one in Egypt, two in India, one in Mexico, and a factory of parts and components for bus bodies in China.
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Units Covered in the Report GRI 2.2 Marcopolo has also 40% stake of the
Spheros Company (air-conditioning), 30% of WSUL (foams for seats) and 26% of MVC - Componentes Plásticos Ltda. (plastic components). Marcopolo has full control of Banco Moneo SA , formed to support the financing of Marcopolo products. Marcopolo is investing in the installation of a new unit, that assemblies the vehicles of
Volare line, in São Mateus, ES.
Marcopolo Bus Caxias The Bus Business is situated in Ana Rech unit in Caxias do Sul, with the support of manufacturing areas located in the Planalto district. This unit stands out for the production of road models for the Brazilian market and for export. The company, considered one of the world’s largest manufacturers of buses, is also an active participant in the development and
implementation of solutions for the transportation of passengers in some of the world’s major markets. Through constant investments in design and technology, Marcopolo opens new ways and seek innovative solutions to provide more efficiency, comfort and safety for bus users. Currently, Marcopolo’s buses run through the streets of more than 100 countries.
Marcopolo in the World and its Brands GRI 2.5 The staff of the companies of Marcopolo in Brazil totaled 12,846 employees in December 2012. The associated and subsidiary companies abroad totaled 7,662 employees, totaling 20,508 professionals who contribute to the business of Marcopolo in the world.
Ana Rech Unit – Caxias do Sul, RS
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SUSTAINABILITY REPORT 2012
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Ciferal Ciferal, located in Duque de Caxias, RJ, was founded in 1955 and had 50% of its capital acquired by Marcopolo in 1999. Five months later, a new urban product, the Turquesa, was introduced to the market, demonstrating that the investment had been fit. Two years later, in 2001, Ciferal became a company 100% Marcopolo, enabling the consolidation of concepts of security, profitability and confidence in urban bus market.
Environmental Performance
Social Performance
GRI Index
Staff
Volare Currently, the subsidiar y is a unique center for the production of bus and minibus for passenger transport in urban centers. It has the capacity to produce 8,000 vehicles per year and also counts with approximately 2,500 employees. Ciferal has a high -speed rhythm of production, and covers 100% of bus body manufacture intended for urban transportation.
The Business Unit Volare was born in 1998, according to the market demand for an agile, safe, economical and comfortable vehicle in the transportation of passengers. Since the first model, intended for urban transport, Volare became a complete family of vehicles with different models and versions, which span from alternative transportation, or cooperatives, to special applications such as mobile units. A major driver of this success was the school segment. The brand was the first to believe that the Brazilian
market was in need of an own vehicle to transport students and launched the School Bus, the first minibus developed specifically for this segment. Gradually, the model was conquering its space, and with the launch of the Caminho da Escola (Way to School) Program, it transformed the landscape of school transportation in Brazil, with more than 15,000 units supplied. This vocation of Volare to innovate caused the onset, at the end of last year, of the unprecedented market model with four-wheel drive.
Planalto Unit – Caxias do Sul, RS
Ciferal - Duque de Caxias, RJ
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Economic Performance
SUSTAINABILITY REPORT 2012
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Moneo Bank Moneo Bank began its operations in July 2005 and is headquartered in Caxias do Sul. Initially, its staff was four employees. Today the Bank has 58 employees working at offices located in the cities of Recife, Salvador, Belo Horizonte, São Paulo, Curitiba and Porto Alegre, besides Caxias do Sul, where the administrative area is located. It serves the national market in an
Economic Performance
Environmental Performance
GRI Index
Staff
Awards received in 2012 GRI 2.10 extensive and complete way in the transportation of passengers by land, either road, urban, charter, school or travel. The products offered meet the specific needs of each customer through Finame, Leasing, CDC or anticipation of receivables, with rates offered by the current market or with more competitive interest rates than those offered by other institutions.
01
02
07
12
03
08
13
01. 40º RS Export Award / Trajectory Exporting Master. 02. Top Marketing Award ADVB / RS 2012 / National Industry. 03. Top prize Human Being 2012 / Business Category / ABRH-RS. 04. 3º Top of Mind Award of the Composites Industry / Manual Processes Segment (Spray-up e Hand Lay-Up). 05. Recognized Merit Award 2012 / Best Manufacturer of Bus Bodies / Jornauto Pesquisa Magazine. 06. Estrela Supplier Award 2012 / Partner Supplier. 07. Certification 20 Companies Most Admired by HRs / RH Publisher Management. Moneo Bank – Caxias do Sul, RS
08. Social Responsibility Certification in 2012 of the RS Legislative Assembly. 09. Certification 10 Best Companies in People Management Practices, PGPs 2012 / RH Management.
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Social Performance
SUSTAINABILITY REPORT 2012
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04
05
09
14
06
10
15
11
16
17
10. AutoData Prize 2012 / Best Automotive. 11. Recognition or Amanhã for the relevant contributions of Paulo Bellini in the landscape “What crises teach us” from the awards of the 500 Greatest from South. 12. Top of Mind Award 2012 / Amanhã Magazine / Great Company from RS. 13. 4º Prize APEX - Brazil Export and Innovation / Anyone who thinks differently Innovates – Anyone who Innovates wins the world! / Internationalization as a Strategy for the Development of Competitiveness. 14. Biggest in Transportation & Best in Transportation Prize / Best of Bus Bodies Segment. 15. Destaque Caxias Prize 2012 / International Market / AconteceSul. 16. AutoData Prize 2012 / Marcopolo Bus Manufacturer. 17. Culture Friendly Company 2011 / 2012 City of Caxias do Sul.
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
CORPORATE GOVERNANCE
Communication Channels
Economic Performance
Environmental Performance
Marcopolo adopt good corporate governance practices, following the principles of transparency, fairness, accountability and corporate responsibility. The shares are
listed
on
Level
2
of
Social Performance
GRI Index
Staff
Emeritus President On March 29, 2012, Paulo Bellini was appointed as Emeritus President of the Company in General Assembly.
Corporate
Governance of BM&FBovespa since 2002. The Company is subject to arbitration on the Market Arbitration Chamber, as Arbitration Clause in its Bylaws. The management of Marcopolo is formalized based on the distinction between the roles and responsibilities of the Board of Directors, Executive Committee and the Executive Board. The Board of Directors consists of seven members, five of whom are external and four of whom are independent, one of them being elected by minority shareholders, one by the holders of preferred shares and the other two by the controllers. The responsibilities of each agency are defined in the Company’s Bylaws. In order to assist, giving opinions and supporting in the conduct of business, the Board of Directors has also the following support Committees: (i) Audit and Risk, (ii) Human Resources and Ethics, and (iii) Strategy and Innovation.
Corporate Governance
www.marcopolo.com.br/ir The website of the Investor Relations area of Marcopolo has updated content to cater to the investing public.
With honorific, personal and nontransferable character, this position assigns to Bellini the function of ensuring the preservation of the culture of Marcopolo, aiming to reinforce the values and ethical principles of the company, to contribute to strengthening actions aimed at people management, to ensure the continued motivation of employees, to act as mentor of executives, to follow the political -institutional activities and to watch over the brand and image of Marcopolo and the fulfillment of its social function.
Shareholding Distribution
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SUSTAINABILITY REPORT 2012
39.22%
35.15%
25.63%
Shareholders in Brazil
Shareholders Abroad
Controlling Group
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A Message from the Board
Parameters and Engagement
CORPORATE GOVERNANCE
Marcopolo Corporation
Communication Channels
Governance Structure GRI 4.1 e 4.3
Economic Performance
Environmental Performance
The Board of Directors consists of seven members, four of whom are independent, one of them appointed by minority shareholders, one by the holders of preferred shares and the other two by the controllers. All of them are elected by the General Assembly and can be dismissed by it at any time, toward a unified term of up to two years. The President of the Board of Directors does not participate of the Executive Board. | GRI 4.2
CARGO
ELECTED IN
MANDATE
Mauro Gilberto Bellini
Effective Member and Director
march 2012
two years
Paulo Bellini
Effective Member
march 2012
two years
Valter Antonio Gomes Pinto
Effective Member
march 2012
two years
José Rubens de la Rosa
Indicated Member
march 2012
two years
Carlos Zignani
Indicated Member
march 2012
two years
Carlos Alberto Casiraghi
Invited Member
march 2012
two years
Ruben Antonio Bisi
Invited Member
march 2012
two years
and an equal number of alternates, who may be reelected, as long as the requirements of legislation are met.
Fiscal Council Members (effective)
NAME
CARGO
ELECTED IN
MANDATE
Mauro Gilberto Bellini
President
march 2012
two years
Oscar de Paula Bernardes Neto
Vice-President
march 2012
two years
Luciano Moisés Bado
Director
march 2012
two years
Maria Letícia de Freitas Costa
Independent Director
march 2012
two years
Paulo Cezar da Silva Nunes
Independent Director
march 2012
two years
march 2012
two years
Independent Director
march 2012
two years
Secretary
march 2012
two years
NAME
CARGO
ELECTED IN
MANDATE
José Rubens de la Rosa
CEO
march 2011
three years
Valter Gomes Pinto
Director
march 2011
three years
Carlos Zignani
Investor Relations Director
march 2011
three years
José Antonio Valiati
CFO
march 2011
three years
Independent Director Minority’s Representative
Representative of Preferred
MEMBERS OF THE BOARD
22
NAME
The Audit board consists of three effective members, one of them appointed by the minority shareholders, one by the holders of preferred shares and one by the controllers,
BOARD OF DIRECTORS’ MEMBERS
Carlos Zignani
Staff
Audit board
In order to assist, giving opinions and supporting in the conduct of business, the Board of Directors has also the following support Committees: Audit and Risk, Human Resources and Ethics and Strategy and Innovation.
Manuela Cristina Lemos Marçal
GRI Index
MEMBERS OF THE EXECUTIVE COMMITTEE
Board of Directors
Fuad Jorge Noman Filho
Social Performance
SUSTAINABILITY REPORT 2012
NAME
CARGO
ELECTED IN
MANDATE
Francisco Sergio Quintana da Rosa
Council Elected by Controlling Group
march 2012
two years
Ergon Handel
Council Elected by Preferred Shareholders
march 2012
two years
Jerônimo Campos
Council Elected by Minority Shareholders
march 2012
two years
HR and Ethics Committee The Human Resources and Ethics Committee has the responsibility to ensure alignment between the personnel management processes and the development strategies of the Company. The purposes of this Committee are monitoring the succession process of the strategic positions; observing market practices in relation to executive compensation; monitoring the system of remuneration of directors; overseeing social responsibility practices adopted by the company and their impact on the institutional image; monitoring the management of organizational climate and adopted actions of strategic nature; evaluating new policies and practices of personnel management for the Company; ensuring and updating the Code of Conduct of the Company, promoting its disclosure and disseminating standards of conduct that are appropriate to the
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Company; providing guidance to those interested in case of doubt about the application of the Code of Conduct, as well as the assessment and decision making when cases of violation of the principles set are verified. This committee consists of six members evaluating new policies and practices of personnel management for the Company; ensuring and updating the Code of Conduct of the Company, promoting its disclosure and disseminating standards of conduct that are appropriate to the Company; providing guidance to those interested in case of doubt about the application of the Code of Conduct, as well as the assessment and decision making when cases of violation of the principles set are verified. This committee consists of six members with two year term appointed annually by the Board of Directors at the first meeting after the Ordinary General Assembly.
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Audit and Risk Committee
CORPORATE GOVERNANCE
Communication Channels
Strategy and Innovation Committee
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Remuneration of Directors GRI 4.5
The Audit and Risk aims at reviewing the independent audit process, the methodology and effectiveness of the internal audit, the process of monitoring compliance with laws and regulations of the financial statements, the effectiveness of internal controls, the system of risk management and the treatment and investigation of allegations of fraud. Some functions of this Committee are: •
Supervising and evaluating the presentation of financial and accounting reports;
•
Supervising the external audit;
•
Supervising the internal audit;
•
Supervising the process of risk management and internal control;
•
Assessing compliance with laws and regulations;
•
Reporting fraud directly to the Board of Directors;
•
Monitoring risks and actions and interacting with the Audit board.
The Strategy Committee and Innovation seeks the implementation of the Strategic Planning process following the key competencies of the company as a critical review of the business, the consistency between the objectives and strategies, adherence to market trends, innovation in products and services, competitiveness of products and services, suitability of investments for value creation and sustainable growth. The Strategy Committee and Innovation seeks the implementation of the Strategic Planning process following the key competencies of the company as a critical review of the business, the consistency between the objectives and strategies, the adherence to market trends, the innovation in products and services, the competitiveness of products and services, the suitability of investments for value creation and sustainable growth; leadership and coordination of the development process of the Company’s Strategic Plan, ocused on new market opportunities; creation of a strategic view of future within the Company; monitoring the execution and implementation of the Strategic Plan.
With regard to the Code of Conduct of the Company that is also applied to management there is a Conduct Committee which is in charge of providing guidance to those interested in case of doubt about the application of the Code, as well as the assessment and decision making when cases of violation
24
The highest fixed individual annual remuneration of the Executive Committee / Board of Directors amounted to R$ 2,206,600 in 2012, the average remuneration was R$ 707,800 and the lowest was R$ 320,900. In the statutory board, the highest fixed individual remuneration was R$ 1,366,400 in 2012, the average was R$ 922,400 and the lowest was R$ 644,800. In the Audit board, the highest fixed individual remuneration was R$ 183,000
in 2012, the average was R$ 163,000 and the lowest was R$ 153,000. The highest variable individual remuneration of the Executive Committee / Board of Directors was R$ 2,203,400 in 2012, the average of the variable remuneration was R$ 1,391,200 and the lowest was R$ 853,700. In the statutory board, the highest variable individual remuneration in 2012 was R$ 1,198,100, the average was R$ 849,000 and the lowest was R$ 584,700. The members of the Board of Directors and of the Audit board do not receive variable compensation, only the Directors and Executive Committee members do.
Disclosure Policy and Use of Relevant Information and of Trading Policy The Disclosure Policy of Marcopolo aims to maintain uniformity, concurrency and transparency in the disclosure of acts and events involving the Company’s business and to establish the procedures to be adopted for the diffusion of information about Marcopolo, including information involving relevant acts and facts, and the maintenance of confidentiality of not disclosed relevant information. The Director of Investor Relations is responsible for the implementation, monitoring and general administration of the Trading Policy, and for all communication between the Company and the CVM and the Stock Exchanges, as well as between the Company and the market, investors and analysts.
Procedures and Performance Evaluation
Rules for identification and management of conflicts of interest GRI 4.6, 4.8, 4.11 The Board of Directors has the authority to approve the contracts between the Company and its directors and / or controlling shareholder, or between the Company and parties directly or indirectly controlling or controlled by the controlling shareholder.
The annual overall amount of fixed remuneration is set by the General Assembly and distributed among the directors by the Board of Directors.
GRI 4.9 e 4.10
of the principles set are verified. In the case of the Committee tangling with situations that generate discomfort or embarrassment for trial, the case must be submitted to the Human Resources and Ethics Committee and, if the impasse persists, it’s possible to seek support from outside arbitrator, with impartiality and independence, to an opinion that will help in solving.
marcopolo.com.br/cc Read the Code of Conduct in its entirety on the website of Marcopolo.
SUSTAINABILITY REPORT 2012
The Board of Directors evaluates bimonthly in face meeting the Company’s performance, reported by the Board. The results are also reviewed by Audit board and by independent external audit every quarter. The Executive Board is the governance body responsible for identifying risks and opportunities relevant to the Company, proposing, based on the Strategic Plan, the necessary actions to the Audit and Risk Committee and, subsequently, to the Board of Directors and implementing them in case of approval. Indicators of the Sustainability Report are now incorporated into the agenda of he meetings of the Council.
WWW.MARCOPOLO.COM.BR
25
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Employees In 2012, the company launched the ViaPolo Internal Communications Network, after extensive planning to meet the demands for management information and employee expectations. When implemented, the network expanded access to employees and their families to information, providing more objectivity and quality. The ViaPolo Network has communication officers whose function is hearing the opinion of their colleagues, seeking suggestions for topics and contributing to the flow of information in each unit of Caxias do Sul and Rio de Janeiro. The Network ViaPolo and special campaigns are coordinated by the Department of Internal Communication that, through
periodic surveys, monitors the efficiency of the network and promotes improvements and changes. The network comprises: • Intranet; • Magazine; • Murals; • Ombudsman; • Corporate TV; • Outdoors; • Information to managers via email. In addition to the Company’s internal actions, matters affecting employees are taken for consultation by vote and approved by stakeholders.
Communication Channels GRI 4.4 |
26
SUSTAINABILITY REPORT 2012
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27
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Environmental Performance
Customers PR.5
Connected with diversity
Marcopolo’s customers have a direct connection with the company through phones of SAC (Customer Service), emails and website, complementing the approaching actions regularly performed. The Network of Representatives and Distributors is one of the strong channels of communication, as well as Viajante Magazine, a quarterly publication of Marcopolo, and Volare Club Magazine, with the same periodicity.
Guided by the concept “Approaching People”, Marcopolo seeks to be ever closer to its stakeholders: employees, customers, influencers and even customers’ customers, end consumers: the bus passengers. This strategic approach is part of Marcopolo’s business stance, since it believes it is necessary to strengthen and further consolidate corporate reputation based on its performance and economic and social dimension.
Every year, the company conducts the Aproximando Gerações (Approaching Generations) program in order to enhance relations with the sons and daughters of clients in Brazil and abroad. The evaluation of the relationship with customers is done through Satisfaction Survey, and the last one was held in 2012.
In 2012, Marcopolo won the ADVB Top Marketing Award in the category National Industry. The company was honored by the presented case of its unprecedented and successful strategy of construction and management of the brand in social media. The Fan Page Marcopolo had, in March 2013, more than 300,000 followers. The volume of accesses led Marcopolo to the second place in the world rankings in the industry category on Facebook, according to Social Bakers, global social media and digital analytics company, with customers in 75 countries.
Satisfaction Survey YEAR
GRADE
2012
8.68
2011
8.64
Marcopolo has a research methodology with users, external market and internal market, and the satisfaction survey of external market customers is qualitative. The interviews are face to face and are recorded for later transcription, and the questionnaires are adapted to the reality of each market.
SAC and Open Channel 0800 702.7070 (Marcopolo) 0800 707.0078 (Volare)
Emails contato@marcopolo.com.br contato@volare.com.br
28
Economic Performance
Suppliers Marcopolo’s relationship with its suppliers is guided by three directives which resulted in the acronym MEC - Mature, Ethics and Confidence. This public relies on the Supplier Portal and is invited to meet the Philosophy and the Code of Conduct, available on the website. Marcopolo’s suppliers must align their procedures to the criteria of international standard related to quality, environment and human rights, and be submitted to audits performed by Marcopolo, and in 2012 were audited 27 suppliers. Every two years the Suppliers Meeting is held in order to strengthen strategic partnerships. The company works with 3,515 suppliers, divided among A, B and C curves, and 88% of them are in the C curve.
SUSTAINABILITY REPORT 2012
Social Performance
GRI Index
Staff
Positioning: •
Expanding the operations of Marcopolo on digital platforms;
•
Adopting a proactive stance on social media;
•
Promoting an interaction that increases the satisfaction and admiration for the brand and the company;
•
Promoting relevant content and engagement in social media in order to contribute to building and strengthening of the brand and to the corporate reputation of Marcopolo;
•
Using the relationship channels in social media as sources of information for research and development of products and services, helping in the constant search for innovation.
Among fans of the company, 30% are women and over 60% are Internet users from Latin American continent. With a high degree of engagement, fans consolidated the sort of 25,000 interactions in a single month, besides having several photo albums with over 1,000 likes and hundreds of comments and shares. The Fan Page was created in order to facilitate access to information of the company by its customers, partners, communities and people passionate about the brand.
Marcopolo Social Media w w w.facebook.com/OnibusMarcopolo w w w.twitter.com/OnibusMarcopolo w w w.youtube.com/OnibusMarcopolo w w w.flickr.com/OnibusMarcopolo Volare Social Media w w w.facebook.com/OnibusVolare w w w.twitter.com/OnibusVolare w w w.youtube.com/OnibusVolare w w w.flickr.com/OnibusVolare
Busology •
Term used to describe the activity practiced as a hobby, study of bus and issues related to this type of vehicle;
•
It is developed from the activities of collections, drawings, paintings and photographs, meetings, exhibitions and debates linked to bus;
•
It has about 45,000 followers, 13,000 of them in Brazil;
•
The internet favors the bus fans meeting.
WWW.MARCOPOLO.COM.BR
29
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Communication Channels
Corporate Governance
Access to Websites
Facebook Statistics
Marcopolo and Volare
Marcopolo and Volare
2011
478 thousand hits
2.4 million pages accessed
2012
584 thousand hits
2.5 million pages accessed
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Community
FANS IN COUNTRIES AND CITIES - 2012
Marcopolo has a relationship of partnership and dialogue with the communities where it has industrial plants. Through Human Resources, Marketing and Marcopolo Foundation, the company knows the needs of the communities, working with social
projects, institutional support, financial resources or public / private partnerships. marcopolo.com.br/li Access to the support request form of Marcopolo for projects, through incentive laws.
Mexico 3,8% Costa Rica 3,6%
YouTube Statistics Marcopolo and Volare
Venezuela 5,4% Colombia 11% Equador 7% Peru 24% Brazil 1 8%
More than
600,000 views of videos
Bolivia 3,3% Chile 4% Paraguay 2,2% Argentina 9,5% Uruguay 5%
Other Countries 6%
More than 258,000 minutes of video watched (4,300 hours).
Angola (2171), Panama (1408), Guatemala (1364), United States (1187), India (565), Spain (286), Congo (204), Indonesia (163), El Salvador (143), United Kingdom (127), France (124), Italy (114), Portugal (75), Puerto Rico (58), Philippines (55), Canada (40). Source: facebook.com/stats
Investors The Company provides fair and equal treatment to all minority shareholders, whether of capital or other stakeholders. In disclosure of information, the Corporation uses high standards of transparency, seeking to establish a climate of trust, both internally and in relations with third parties. To meet legal requirements and to improve the information provided to the market in general and in particular to foreign shareholders, the financial statements are disclosed under standards established by IFRS International Financial Reporting Standard. In 2012, the Company held meetings with the Association of Investment Analysts
30
and Professionals of the Capital Market (APIMEC) in São Paulo, Rio de Janeiro and Porto Alegre, as well as non-deal road shows in Brazil and abroad. In addition, analysts from Brazil and abroad were received and numerous telephone contacts were made, in addition to the sixth edition of Marcopolo Day, event in which event the Company receives analysts and investors at its facilities in Caxias do Sul for a presentation about the Company and its strategy, its products and its production process. www.marcopolo.com.br/ir The website of the Investor Relations area of Marcopolo has updated content to meet the investing public.
SUSTAINABILITY REPORT 2012
Memory The Marcopolo Memory Documentation Centre meets approximately 120,000 items, presenting to the employees and to the general public documents of the history of the company and that somehow represent some of the history of the community from where the Company arose. The Center has a team of professionals who are specialized in the technical treatment of the archives and research, working in Historical Research, Management and Dissemination of Information. “ The historical archives of Marcopolo Memory Center is a way to preserve memories experienced by employees of the company for the future”, says the director Valter Gomes Pinto.
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31
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
2012 - The challenges of Euro 5 and geographical expansion GRI 2,9 The year 2012 was marked by the challenge derived from the transition from Euro 3 to Euro 5 engine in the Brazilian market. The new engine, essential to meet the new levels of pollutant emissions established by CONAMA Proconve P7 regulations, impacted the Brazilian bus market and led Marcopolo to adopt the strategy of acquiring Euro 3 chassis available in the market and sell complete vehicles. The decision proved to be correct and dismissed in part the effect of the implementation of Euro 5, resulting in a turnover of chassis in the amount of R$ 130.5 million in the period. Following its expansion strategy, Marcopolo signed MoU with the Government of the State of Espírito Santo and the municipality of São Mateus, aiming to install a new vehicle assembly plant of Volare line in the State of Espírito Santo.
In December, the Company announced the signing, through its affiliate Metalpar Argentina SA, of a contract to purchase 51% stake in the company Metalsur Bodies SRL, based in Rosario, Argentina. Metalsur is specialized in manufacturing road bus bodies, especially double decker models, and produces an average of 200 units per year. •
Bus manufacturing in 17 factories;
•
31,296 units produced;
•
62.3% units produced in Brazil;
•
20,508 employees worldwide;
•
R$ 3,817.1 million in net revenue, 13.3% above the year 2011;
•
Leadership in the Brazilian market, with a 45.2% of market share; | GRI 2.8
•
Market share of 60.3% in coaches;
•
Commercialization of products to over 100 countries on five continents. | GRI 2.7
A year of opportunities Marcopolo has launched a new model of intercity and road bus called Audace, which provides enhanced comfort, ergonomics and safety for passengers, with lower cost of operation.
Economic Performance
In the external market, exports of Marcopolo from Brazil grew 25.9% compared to 2011, with margins benefited from the devaluation of the Real against the U.S. dollar and the Reintegration of the Special Tax Amounts for Exporting Companies (REINTEGRA). Another highlight in 2012 was the Brazilian Federal Government’s investment in the purchase of up to 8,570 school buses for the Caminho da Escola (Way to School) project, through the Growth Acceleration Program (GAP - Equipment). During the year, Marcopolo produced 3,911 school buses for the Way to School project. Regarding controlled/associated units of Marcopolo abroad, the highlights were from India and Mexico, which increased their production by 23% and 27.3%, respectively,
32
SUSTAINABILITY REPORT 2012
and the start of Volgren consolidation, in Australia. Marcopolo’s international operations accounted for 37.7% of consolidated production, with a volume of 11,813 units.
WWW.MARCOPOLO.COM.BR
The President of the Republic Dilma Rousseff, accompanied by José A. F. Martins, Vice President of Institutional Relations of Marcopolo, and Milton Susin, Director of Volare.
33
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Consolidated Net Revenues The exports, added to overseas business, reached a revenue of R$ 1,370.8 million, compared to R$ 912.3 million in the previous year, a growth of 50.3%. Revenues by product and destination market are shown in the table below.
Consolidated net revenue reached R$ 3,817.1 million in 2012, 13.3% above the R$ 3,368.9 million in fiscal 2011. Sales to the domestic market generated revenues of R$ 2,446.3 million or 64.1% of total net revenue (72.9% in 2011).
Economic Performance
Environmental Performance
PRODUCTS
2011
2010
MI
ME
MI
ME
MI
ME
2012
2011
2010
Intercity
800.6
373.1
902.3
376.6
750.4
393.2
1,173.7
1,278.9
1,143.6
Urban
626.5
552.5
699.1
282.1
569.0
251.8
1,179.0
981.2
820.8
Micros
144.4
100.9
98.5
42.5
114.8
38.9
245.3
141.0
153.7
Minis
-
117.5
15.4
86.0
45.8
68.0
117.5
101.4
113.8
Subtotal bus bodies
1,571.5
1,144.0
1,715.3
787.2
1,480.0
751.9
2,715.5
2,502.5
2,231.9
Volares (1)
693.1
67.9
585.8
32.8
481.8
20.3
761.0
618.6
502.1
Chassis
87.5
43.0
-
-
-
-
130.5
-
-
Moneo Bank, Parts, Others
94.2
115.9
155.5
92.3
117.9
112.6
210.1
247.8
230.5
2,446.3
1,370.8
2,456.6
912.3
2,079.7
884.8
3,817.1
3,368.9
2,964.5
OVERALL TOTAL
(1) Volare revenue includes chassis.
Staff
AREA
2012
2011
2010
Total added value to distribute (in thousands R$)
R$ 1,434,897
R$ 1,495,271
R$ 1,311,693
Value Added Distribution
TOTAL
GRI Index
The economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and governments are presented on a consolidated basis for companies Marcopolo as below EC1:
BY PRODUCTS AND MARKETS (R$ MILLIONS) PRODUCTS
2012
Social Performance
10.50%
Government
52.83%
Employees
18.31%
Government
21.40%
45.57%
Employees
45.02%
Government Employees
9.97%
Shareholders
9.87%
Shareholders
10.27%
Shareholders
15.60%
Third Parties
13.11%
Third Parties
11.03%
Third Parties
Retained
13.14%
Retained
12.28%
Retained
11.10%
Capital Market Performance of Shares on BM&FBovespa The Company’s capital is R$ 700 million, divided into 448,450,042 shares, of which 170,812,872 are common shares (38.1%) and 277,637,170 are preferred shares (61.9%), and all of them are non-par, registered, bookentry shares.
with shares issued by Marcopolo moved R$ 3.4 billion in the year, a volume 69% higher than in 2011. The participation of foreign investors in the capital of Marcopolo totaled on 31.12.2012, 53% of preferred shares and 35.2% of the total capital.
Preferred shares of Marcopolo had an increase of 81.9% in 2012, while Ibovespa had an increase of 7.4%. In 2012, there were 692,500 transactions, an increase of 74.5% over the 396,800 performed in 2011, and 328.2 million shares were traded. Negotiations
From September 2012, the preferred shares of Marcopolo started to compose the MSCI index - Emerging Markets Latin America. The following table shows the evolution of main indicators related to the capital market:
Origin of consolidated revenues by product line (%) GRI 2,2 INDICATORS
2012
2011
2010
Number of transactions (thousands)
692.5
396.8
197.2
Shares traded (millions)
328.2
298.2
198.9
Transacted amount (R$ millions)
3,397.2
2,010.2
1,435.6
Market value (R$ millions) (1)
5,768.3
3,164.8
3,135.0
Book value per share (R$)*
2.90
2.59
2.13
Quotation POMO4 (Last business day)*
12.90
7.09
6.99
Interest on capital and dividends per share (R$/share)
0.320
0.372
0.335
(1) Price of the last transaction of the period of the registered preferred share (PE), multiplied by total shares (OE+PE), less total preferred shares in treasury existing in the same period. (*) The data are updated to reflect the 100% bonus granted as the Board of Directors of 10.09.2010.
34
SUSTAINABILITY REPORT 2012
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35
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Market Share
Expectations for 2013
In 2012 the total production in Brazil was 19,483 units, 8% more than in 2011, and the total production abroad was 11,813 units, up 14.3% compared to the previous period.
The year 2013 began with a positive trend for Marcopolo either in the domestic market, as in most countries where the Company operates. In Brazil, the better credit conditions, the acceleration in the renovation of the bus fleet, the bids of interstate transportation services and the investments in urban infrastructure, especially in the implementation of BRT (Bus Rapid Transit), assure for Marcopolo a high order portfolio in this beginning of the year. The sporting events that Brazil will host, among which the Confederations Cup in 2013, the World Cup in 2014 and the Olympics in 2016, as well as the continuity of the “Way to School�
PARTICIPATION IN BRAZILIAN PRODUCTION (%)
PRODUCTS (1)
2012
2011
2010
Intercity
60.3
62.8
66.5
Urban
37.5
38.4
37.8
Micros
46.8
40.4
42
Minis (2)
-
-
46.9
TOTAL
45.2
45.7
46.3
Social Performance
GRI Index
Staff
program by the Federal Government, remain the key promoters of bus demand. Between the stimulus measures taken by the Federal Government, the highlighted ones are the exemption of employer contribution of INSS on the payroll, replaced by payment of contribution calculated at 1.0% of revenue in the domestic market, which is valid until December 2014, and the extension of the Special Regime of Tax Amounts Reintegration for Exporting Companies (REINTEGRA) until the end of 2013. In the external market, exports from Brazil should follow the recovery that began in 2012, with margins benefited from more
Source: FABUS e SIMEFRE.
(1) Includes 100% of Ciferal and proportionate participation of San Marino. (2) Volare is not counted for purposes of market share.
MARCOPOLO CONSOLIDATED GLOBAL PRODUCTION BY MODEL
2012
PRODUCTS / MARKETS (2)
2011
2010
(in units)
MI
ME (1)
TOTAL
MI
ME (1)
TOTAL
MI
ME (1)
TOTAL
Intercity
4,407
1,237
5,644
5,202
1,563
6,765
4,546
1,478
6,024
Urban
6,538
3,834
10,372
7,556
3,556
11,112
6,420
4,145
10,565
Micros
1,642
1,104
2,746
1,668
699
2,367
1,566
716
2,282
Minis (LCV)
-
7,869
7,869
-
6,412
6,412
498
4,315
4,813
SUBTOTAL
12,587
14,044
26,631
14,426
12,230
26,656
13,030
10,654
23,684
Volares (3)
4,160
505
4,665
4,620
250
4,870
3,826
70
3,896
TOTAL PRODUCTION
16,747
14,549
31,296
19,046
12,480
31,526
16,856
10,724
27,580
BRT Systems (Bus Rapid Transit)
(1) Total production of ME includes units exported in KD (bodies partially or fully dismantled) which totaled in 2010 (2) MI = Internal Market; ME = External Market; (3) The production of Volares is not part of SIMEFRE and FABUS data, or of the production of the sector.
36
SUSTAINABILITY REPORT 2012
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37
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Suppliers favorable exchange. Regarding to subsidiaries and affiliates abroad, the highlights of 2013 should be India and Mexico, with expectations for production growth of 22.4% and 14.6% respectively, compared to 2012, according to the already issued guidance.
Expected Performance for 2013:
Producing 35,200 buses Each bus takes approximately 60 cars from public roads.
As a statement released by the Company on December 19, 2012, performance expectations for 2013, keeping the current market conditions and the economic performance of the countries where the Company operates, are: (i) planned investments of R$ 200 million in existing business; (ii) achieve consolidated net revenues of R$ 4.3 billion; and, (iii) producing 35.200 buses in the units in Brazil and abroad.
Purchase Process EC.6 The total amount invested on purchases of products and services by Marcopolo units in Caxias do Sul and Rio de Janeiro totaled more than R$ 2.4 billion in 2012. In comparison with the previous year, the growth was 9.1%, and compared to 2010 surpassed 41.8%.
occurs only in specific cases, which take into consideration the lack of local content or costs a lot higher than the international prices. In 2011, less than 4% of the products used in bus bodies were acquired abroad, a rate that has declined in recent years.
Marcopolo’s policy is working with suppliers located near their units. This is the case of factories from Caxias do Sul, which acquire an average of 71% in Rio Grande do Sul. In Ciferal, the reality is different from lack of qualified suppliers near the unity. In Rio de Janeiro are concentrated only 31% of purchases. In all units, the difference is gained in other states. The import of materials
Marcopolo Rio Grande do Sul
70.00%
Other states
27.40%
Abroad
2.60%
Total 2012
100
Proportion of local suppliers
Year 2012 Marcopolo Rio Grande do Sul
70.00%
Other states
27.40%
Abroad
Ciferal
Rio de Janeiro
30.75%
Other states
67.77%
2.60%
Abroad
1.48%
Marcopolo
Year 2011
Rio Grande do Sul
70.46%
Other states
26.55%
Abroad
2.99%
Ciferal Rio de Janeiro
31.06%
Other states
68.50%
Abroad
0.44%
Contact for new suppliers Email: mec@marcopolo.com.br
38
SUSTAINABILITY REPORT 2012
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39
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Processes ensure control over the impacts Marcopolo has practiced environmental management for a long time and has been continuously improving the identification, control and mitigation of environmental impacts of the activities. The company has a specific department dedicated to deal with environmental issues since 1997. The Environmental Management System has been certified to ISO 14001 in March 2005 and continues today, with annual audits by the certification body, so that the noncompliances identified are treated seriously and effectively, since they represent opportunities for improvement. The environmental management is aligned with the Sistema Marcopolo de Produção Solidária - SIMPS (Marcopolo System of Solidarity Production), which provides conditions for continuously improving the quality of products, processes and services, controlling the impacts on the environment, health and safety of employees, eliminating
waste wherever they are occurring, maintaining a fully integrated chain. The management policy of Marcopolo defined some programs focused on environmental issues, with an emphasis on the Recycling with Reuse and the Continued Management of Industrial Solid Wastes, having as their ultimate goal the reduction of environmental liability, as well as investing in training and new technologies. Among the major improvements in 2012, we emphasize the monthly monitoring of indicators in BSC, the implementation process of e-coat paint (water based) in the manufacture line of seats structures and the obtaining of the permission to install a new landfill for nonhazardous industrial solid waste. The landfill aims to maintain absolute control over the environmental liabilities of the company. The Company’s goal for 2013 is presenting investments and expenses for environmental protection by type. EN.30
R$ 5,438,997.31 R$ 252,960.64
In 2012, Marcopolo invested and Ciferal invested
in environmental protection, especially in transportation and waste disposal, wastewater treatment,
Environmental Performance
air emissions monitoring, laboratory analyzes, audits and fees, besides covering fixed costs of environmental areas, including training. From 2009 to 2011, the company had invested
R$ 15,006,186.00, which shows the maintenance of an average of investments.
40
SUSTAINABILITY REPORT 2012
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41
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Materials used by weight or volume EN.1
Environmental Performance
Economic Performance
Social Performance
GRI Index
Staff
Total water discharge by quality and destination EN.21
For purposes of reporting, due to the great diversity of materials and units of measure, Marcopolo is reporting only annual consumption of steel, aluminum and fiberglass.
MATERIAL
2012
2011
2010
Steel (t)
45,338,760
45,617,100
41,160,050
% waste
12
13
14
Aluminum (t)
6,453,319
6,987,985
6,752,580
% waste
18
17
18
Fiberglass (kg)
3,383,907
3,759,967
3,499,977
% waste
34
29
28
Total water withdrawal by source (m³) EN.8 MARCOPOLO
laminating booths, etc.) and sanitary wastewater. In Rio de Janeiro, the Company treats the sanitary sewer and other wastewater intended for external treatment, performed by a company approved to carry out this type of specialized service.
The volume of wastewater generated by Marcopolo has been falling every year. In Caxias do Sul, the treatment includes industrial wastewater (wastewater sum of paint booths, soundproof, water test, air system dryer, sanding booths, gel and
TOTAL WATER DISCHARGE - MARCOPOLO QUALITY (MG/L) YEAR
VOLUME (m³) DQO
Total Solid Suspended
CHROME
ZINC
2012
12,078
64.41
20.8
0.008
0.105
2011
14,195
52.51
37.6
0.0095
0.185
2010
17,319
82
52.2
0.0175
0.232
Legal limit
330
125
0.4
2
TOTAL WATER DISCHARGE – CIFERAL * YEAR
PUBLIC SUPPLY
OWN WELLS
OTHER’S WELLS
YEAR
VOLUME (m³)
2012
153,509.3
13,999
38,366
2012
231.20
2011
157,551
16,799
26,052
2011
119.72
2010
145,100
11,750
27,668
2010
42.40
* External treatment.
CIFERAL YEAR
PUBLIC SUPPLY
2012
57,832
2011
81,782
2010
73,832
Water sources significantly affected by withdrawal of water EN.9
42
Marcopolo withdraws water from ground-
supply system by CEDAE - State Company
water for use in industrial processes,
for Water and Sewerage. The systems of
through own wells, and buying water of
Caxias do Sul are located in Taquari- Antas
other’s wells. However, the largest portion
River Basin and in Caí River Basin. The
of water is derived from Faxinal public sani-
system of Rio de Janeiro is located in Baía
tation. Ciferal receives water from the public
da Guanabara River Basin.
SUSTAINABILITY REPORT 2012
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43
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Total weight of waste by type and disposal method EN.22
DESTINATION
TYPE HAZARDOUS
NOT HAZARDOUS
RECYCLED
COPROCESSED
SENT TO LANDFILL
EXTERNAL TREATMENT
3,296.00
20,483.42
18,284.90
580.80
3,077.80
1,835.80
Marcopolo
1,650.49
6,869.89
5,770.08
1,381.56
1,368.61
0.125
Ciferal
32,299.8
2011 DESTINATION
TYPE
Ton
HAZARDOUS
NOT HAZARDOUS
7,293.10 1,503.32
RECYCLED
COPROCESSED
SENT TO LANDFILL
EXTERNAL TREATMENT
20,456.10
18,045.80
717.80
3,035.20
5,950.40
Marcopolo
5,163.85
3,610.24
852.50
2,096.63
107.80
Ciferal
34,416.4
2010
Social Performance
GRI Index
Staff
The Development Engineering of Marcopolo has a major commitment to the aspects related to product liability. The company seeks innovation and continually invests in research of new materials and processes. The Engineering and Manufacturing Corporate Board holds the Technical Responsibility for the projects and processes of products. The development of new products receives strategic assumptions that must be pursued by all involved. To Marcopolo, the main premise of the project is absorbing specific demands arising from market researches with customers, users, drivers, those who in charge of maintenance and operation, and also stakeholders.
• Reduction of manufacturing costs;
Efforts generate gains to client’s operation through reductions in the coefficient of aerodynamic penetration and in the weight. Through prioritization of weight we reached:
In 2012, Marcopolo signed an agreement with
• Reduction of diesel consumption; • Reduced tire wear in its use phase, generating greater savings for the client; • Reduction of atmospheric emissions in the use phase and therefore contributing to the preservation of natural resources. The need to replace fiber glass parts and components by plastic ones is also contemplated, with the goal of increasing the amount of recyclable materials in product composition and minimizing environmental liabilities arising from non-recyclable waste. Acrilys focusing on injected plastic, which is recyclable and may, in the future, increase the share of recycled material in the product.
DESTINATION
TYPE
Ton
Environmental Performance
Initiatives to mitigate environmental impacts of products and services and the extent of impact mitigation EN.26 e PR.1
2012
Ton
Economic Performance
The body of the bus Paradiso G7 comprises 4.8% of its materials from recycled input materials. EN.2
HAZARDOUS
NOT HAZARDOUS
RECYCLED
COPROCESSED
SENT TO LANDFILL
EXTERNAL TREATMENT
5,283.90
18,176.20
15,995.40
897.80
2,889.10
3,677.90
Marcopolo
1,257.28
3,662.76
3,600.84
721.81
595.92
1.47
Ciferal
28,680.20
Hazardous wastes are primarily intended for coprocessing, external treatment, recycling and, as a last resort, sent to landfills. In the table, amounts are described in tons | EN.24 :
44
2012
2011
2010
Marcopolo
3,296.00
7,293.10
5,283.90
Ciferal
1,650.49
1,503.32
1,257.28
Total
4,946.50
8,796.40
6,541.18
SUSTAINABILITY REPORT 2012
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45
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
A whole being, with community involvement Marcopolo has over 20,000 employees in Brazil and abroad and maintain with them a relationship of constant growth, mutual exchanges, so that the Company proceed to the same extent that its workforce evolves. In addition to the benefits offered by the company, the employees participate of relationship programs and engage themselves in social action, through the Marcopolo Foundation.
Total workforce of controlled / associated companies in proportion to the equity interests LA.1 : 2012
2011
2012
Controller
8,212
8,727
8,457
Subsidiaries in Brazil
3,504
4,013
3,441
Subsidiaries Abroad
4,514
4,491
4,181
(1)
16,230
17,231
16,079
OVERALL TOTAL (2)
20,508
21,993
20,393
2011
2010 34
TOTAL
(1) Includes employees of subsidiaries / associates in proportion to the shareholding; (2) Refers to the total participation in the subsidiaries / affiliates.
Employees by functional category in Brazil Caxias do Sul CATEGORY
2012
Management
53
33
Coordination
65
44
42
Supervision
214
254
222
Technical
567
656
626
Administrative
899
883
868
Operational
6,509
6,918
6,707
TOTAL
8,307
8,788
8,499
2010
Rio de Janeiro
Social Performance
CATEGORY
2012
2011
Coordination
5
6
4
Supervision
38
38
45
Technical
87
132
127
Administrative
206
295
205
Operational
2,223
2,486
2,160
TOTAL
2,559
2,957
2,541
Type of Employment and Employment Contract in Brazil FULL TIME AND UNDETERMINED PERIOD
46
SUSTAINABILITY REPORT 2012
WWW.MARCOPOLO.COM.BR
Year
2012
2011
2010
Marcopolo
8,191
8,719
8,449
Ciferal
2,559
2,946
2,541
TOTAL
10,750
11,665
10,990
47
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
A new center for human development On October 22, 2012, the company inaugurated its new Marcopolo Training Center (MTC) in the Unit in Ana Rech, consolidating an important project aimed at training people. With extensive facilities and modern equipment, the new center has as main objective to provide ideal conditions for training, qualifying the company’s employees. The CTM received investments of R$ 2 million. The structure has 3,300 square meters of built area, with specific and independent sections for each area and / or stage of the production process of Marcopolo, such as electrical, mechanical, air conditioning, welding, operating machinery, plastics and painting. The CTM has an administrative
48
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Marcopolo Professional Training School area and eight classrooms for technical training, including language (English and Spanish) and an auditorium with capacity for 200 people. The increase at four times the size of the previous center enabled the increase from eight to 40 weld points, from six to 45 electronic simulator panels, and from 20 to 40 benches of mechanics, besides nurturing the realization of training sessions in conditions very similar to those found on production lines of Marcopolo. The new structure provides training on templates, in programming and operation of welding robot and in operation and maintenance of the chassis of major brands used by Marcopolo / Volare clients in Brazil.
SUSTAINABILITY REPORT 2012
Among the actions that aim to benefit young people in order to insert them in the labor market, there is the maintaining of the Marcopolo Professional Training School (EFPM), founded more than two decades ago. The EFPM offers courses in industrial training for young people, including those in situations of social vulnerability, offering benefits, first paid employment and access to the career planning of company.
as apprentices in partnership with SENAI,
The EFPM has four units in Brazil and one South Africa, at the affiliated MASA. In total, the school serves more than 200 young people
according to current regulations, promoting
WWW.MARCOPOLO.COM.BR
with the University of Caxias do Sul and with the Social Assistance Foundation (FAS) from Caxias do Sul. The Professional Training Unit located in Reolon District in Caxias do Sul complements this structure, it has approximately 400 m² and serves 25 students from the community. Marcopolo affiliates abroad maintain
Youth
Apprenticeship
courses
their inclusion in the framework of permanent employees wherever possible.
49
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Social Performance
Environmental Performance
Training and Development
Average hours of training by category LA.10
Training programs conducted in 2012 prioritized employees from the operational, administrative and technical areas. In Brazil, open courses were made available to interested employees outside of office hours as a way to enhance access to new functions. The Education Incentive Program offered scholarships for the various types of education and for foreign language courses. In addition, every new employee participates in the integration program, which includes training based on the Code of Conduct, which governs the Company.
Marcopolo* YEAR
In 2012, Marcopolo invested
R$ 2,257,743.22
in courses, seminars and management development, and
DIRECTORS MANAGERS
COORDINATORS AND EQUIVALENTS
SUPERVISORS AND EQUIVALENTS
GRI Index
Staff
TECHNICIANS
ADMINISTRATIVE AND AUXILIARIES
OPERATIONAL
2012
18
53
62
27
20
19
2011
43
69
104
33
20
26
2010
35
44
29
20
45
18
R$ 2,000,000.00
* Numbers in this table regard following subsidiaries: Caxias Marcopolo, Marcopolo Foundation and Banco Moneo.
R$ 4,257,743.22
Ciferal
in the Training Center, totaling in investments in training. Ciferal invested in the same period
R$ 106,428.34.
YEAR
COORDINATORS AND EQUIVALENTS
SUPERVISORS AND EQUIVALENTS
TECHNICIANS
ADMINISTRATIVE AND AUXILIARIES
OPERATIONAL
2012
7
136
26
7
11
2011
4
9
6
0.80
2.5
2010
4
3
1.5
0.12
5
Once they join the company, all employees participate in the Integration Program, where they also know the policies and procedures relating to human rights and are informed about the guidelines of the Code of Conduct.
The program’s main objective is acclimating new employees to the company culture. marcopolo.com.br/cc Access the Marcopolo Code of Conduct. HR.3 e 4.8
Caxias do Sul HOURS OF TRAINING CONCERNING THE CODE OF CONDUCT
2012
2011
2010
Nº of Total Hours of Training Concerning the Code of Conduct
1,047.00
523.50
826.20
% of Employees Trained on the Code of Conduct (new)
11%
20%
35%
HOURS OF TRAINING CONCERNING THE CODE OF CONDUCT
2012
2011
2010
Nº of Total Hours of Training Concerning the Code of Conduct
185.00
327.30
456.00
% of Employees Trained on the Code of Conduct (new)
7%
44%
71%
INTEGRATION HOURS
2012
2011
2010
Nº of Total Hours of Integration
15,840.00
26,496.00
23,287.20
% of Employees Trained on Integration (new)
11%
20%
35%
Rio de Janeiro
HR.3
Caxias do Sul
Rio de Janeiro
50
SUSTAINABILITY REPORT 2012
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INTEGRATION HOURS
2012
2011
2010
Nº of Total Hours of Integration
3,145.00
4,632.00
12,160.00
% of Employees Trained on Integration (new)
7%
44%
71%
51
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Communication Channels
Economic Performance
Social Performance
Environmental Performance
Benefits for employees and their families LA.3
Health and Safety at Work LA.7
MarcoSaúde
Marcopolo goes beyond compliance with legislation relating to health and safety at work, investing into actions with employees in order to adopt preventive measures aimed at reducing accidents and occupational diseases.
The company’s employees have a number of benefits that qualify life inside and outside the company. The launch of MarcoSaúde, in 2012, was of paramount importance to expand the health care of the people who work in Marcopolo and their families. The Reference Center MarcoSaúde provides Emergency Care, Women’s Clinic, Clinical Specialties Assistance and Ambulatory, where are provided urgent care, emergency care, clinical medicine, occupational medicine, physical therapy, orthopedics, nutrition and psychology. Additionally, the health plan covers inpatient care in hospitals in Caxias do Sul and Porto Alegre.
Private Pension Plan EC3 The company sponsors a Closed Pension Plan – Marcoprev Society of Pension Plans, which has the main objective to provide supplementary benefits to Social Security to all employees. The actuarial method of determination of the plan cost and contributions is the capitalization method. It is a mixed plan of “defined benefit” where the contributions are sole responsibility of the sponsor, and “defined contribution” where the contributions are from the sponsor and the participant.
Other benefits • Meals
• Life
Relationship activities undertaken Marcopolo for its employees:
by
Employee’s Day Celebrated on August 6, on the anniversary of Marcopolo. Special meals were served in the restaurants with live music. On occasion, a gift was given to each employee.
Merit It’s a standout that values employee participation in enterprise development, and promotes the integration and sense of belonging to the Marcopolo team. The award consists of certificate, cocktail in restaurants, cash bonuses, in the range from 5 to 20 years; in a gold button, cash bonuses, festive dinner and 15 day trip to Northeast of Brazil with a companion when they complete 25 years in the company; in plaques and medals, as well as cash bonuses, when they complete 25 years in the company.
Green Life Day An afternoon of entertainment activities, health and quality of life. It’s dedicated to employees and their families to encourage healthy habits and attitudes in work and family. In 2012, its main attraction was the show of Group Tholl.
in the Company’s Restaurant;
• Transportation;
Insurance;
• Loan
through Marcopolo Foundation and via bank (consigned);
• Daycare
and babysitting support;
• Marcopolo
Foundation;
• Relationship
52
Corporate Governance
2013 Goal
The company aims to achieve a 5% reduction in indicators of work safety.
2012
2011
2010
Health Absenteeism
2.13%
2.30%
2.05%
Frequency Rate (TF)
2.53%
2.90%
2.46%
Occupational Diseases Rate (TDO)
0.06%
0.07%
0.09%
Lost Days Rate (TDP)
86.65%
100.44%
100.69%
Number of Fatalities
0%
0%
0%
Ciferal
2012
2011
2010
Health Absenteeism
3.15%
3.05%
2.28%
Frequency Rate (TF)
11.85%
3.08%
8.54%
Occupational Diseases Rate (TDO)
0.04%
0.01%
0%
Lost Days Rate (TDP)
355.58%
13.77%
53.48%
Number of Fatalities
0%
0%
0%
Compensation and Career Policy Employees’ remuneration consists of a fixed
Ciferal and should be completed in the 2nd
part, linked to skills and abilities, and of a
semester of 2013.
variable part, resulting from compliance
The Company has a Stock Option Plan, which
with the goals of the Profit Sharing Program.
A Special Day in Marcopolo
order to assess whether the amounts paid to
A visit of employee’s children from 7 to 10 years. It happened in October in units of Caxias do Sul and Rio de Janeiro. They participated in a number of recreational activities, visited the workplaces of parents and received a squezze and a shirt of the event.
employees are within the regional patterns,
SUSTAINABILITY REPORT 2012
Staff
Marcopolo
Salary surveys are conducted periodically in
programs.
GRI Index
allowing the company to remain competitive in the labor market.
participants are executives from Marcopolo and its subsidiaries (excluding controlling directors), and its main goals are: aligning participants and shareholders’ interests; committing the participants to the results of short, medium and long term business;
As part of their Career Plan, employees
encouraging and promoting a sense of
are formally evaluated annually by their
ownership; and attracting and retaining
managers, receiving guidance for the
talents. The Plan is monitored by the HR
development of their skills and abilities.
and Ethics Committee and approved by the
The program is being implemented in
Board of Directors.
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
Reviews of Employees * LA.12 2012
2011
2010
Marcopolo
8,191
8,719
8,449
Ciferal
2,559
2,946
2,541
% Marcopolo Evaluation
82.52%
80.98%
58.59%
% Ciferal Evaluation
62.68%
27.83%
27.33%
* % employees who received assessment year.
Programs for the Community
Turnover LA.2 Several actions are performed by the company to attract and retain professionals. Turnover rates are compared with the market, standing at acceptable levels.
Marcopolo and its collaborators develop social responsibility under the coordination of the Marcopolo Foundation, through various programs in the areas of Education, Culture, Sport and Recreation.
Resignations by Genre Male
Female
Unit
2012
2011
2010
Unit
2012
2011
2010
Marcopolo
1,480
1,585
1,248
Marcopolo
295
232
184
Ciferal
818
664
566
Ciferal
74
27
18
TOTAL
2,298
2,249
1,814
TOTAL
369
259
202
Turnover by Genre (%) Male
Female
2012
2011
2010
Unit
2012
Marcopolo
1.45
1.55
1.33
Marcopolo
Ciferal
2.55
2.10
2.19
Ciferal
Unit
2011
2010
0.29
0.23
0.20
0.23
0.09
0.07
Resignations by Age Group Marcopolo Year
< 30
between
30 to 50
Ciferal
> 50
TOTAL
Year
< 30
between
30 to 50
> 50
TOTAL
2010
959
431
42
1,432
2010
321
222
41
584
2011
1,236
532
49
1,817
2011
437
232
22
691
2012
1,131
560
84
1,775
2012
572
290
30
892
Employee satisfaction The satisfaction of company employees is measured by the Internal Survey of Organizational Climate, which occurs every two years and is conducted by the Companyâ&#x20AC;&#x2122;s HR staff. The last survey was conducted in October 2011, obtaining 75% as overall average satisfaction in the units in Caxias do Sul and 72% in Ciferal.
54
SUSTAINABILITY REPORT 2012
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55
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Schools Project
Destination of Taxes
The Marcopolo Foundation develops the Schools Project aiming to contribute to the development of the educational environment, of the school community relations and of the citizenship education.
The Marcopolo Foundation also conducts monthly contributions to institutions of the Community in the area of health and education, highlighting the support to the Oncology service of General Hospital, in Caxias do Sul, which serves patients in the Unified Health System (SUS). Marcopolo, Banco Moneo and Ciferal pass on 1% of due income tax to the Municipal Fund for the Rights of Children and Adolescents in the city of Caxias do Sul, RS, and Duque de Caxias, RJ, where the companies are located. Marcopolo Foundation encourages and facilitates the allocation of 6% of due Income Tax – Natural Person of sponsoring companies’ employees to the referred Municipal Funds, generating resources for the development of social projects for children and adolescents in towns where businesses are located. The Company participated in 2012 with R$ 368,500.00, which represents 61.54% of the amount destined to the Municipal Fund for the Elderly, and R$ 914,710.00, which represents 49.06% of the Municipal Fund for children, which holds 53 projects of the Municipal Council for the Rights of children and Adolescents (Comdica).
The specific objectives are assisting in the diagnosis of the institution, choosing priorities along with the directive body; supporting activities by making available human and financial resources; establishing indicators of improvements in student achievement. In 2012, the project was developed in three schools in the city of Caxias do Sul.
Voluntary Work Marcopolo Foundation coordinates about 150 volunteers who develop recreational, cultural, sporting, social-educational and professionalizing activities, benefiting 5,220 people. One of the highlights of volunteering is the event A Happy Day, held in October, bringing on average 1,700 children and adolescents from different assistance entities.
Social Performance
GRI Index
Staff
COMDICA* Entities Served
76
Projects
53
Direct calls / month
3,500
Indirect calls / month
15,000
*In 2011, Comdica participated to 49 projects.
From the cultural and sporting perspective, the destination of taxes was crucial to move the activities in the city that hosts Marcopolo’s headquarters. Through the Municipal Law of Cultural Incentive – LIC, R$ 69,701.00 were destined to four projects: Doctors of Smiles of General Hospital, Reading Passport, Os Ferozes children’s book and 22º Fascinating Christmas of Ana Rech. Through the Federal Law of Cultural Incentive, the company destined R$ 1,117,517.37 for another 11 projects, highlighting the projects Recreate Making Art and Education and Where Am I?, both of them involving children and teenagers. In Rio de Janeiro, the course Training of Reading Mediators of Marcopolo stimulates critical and creative thinking in young students and education professionals, valuing
Puppet Theatre Workshop in Ciferal.
56
SUSTAINABILITY REPORT 2012
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57
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
both voice and local knowledge. It is planned to train 200 young people and 100 education professionals from 100 public schools. The Puppet Theater Workshop promotes and disseminates the puppet theater for children and young of Xerém. The workshops take place in the second half of the year and they last two months. Marcopolo also allocated R$ 451,679.00, via the Sports Incentive Law, for volleyball and handball activities, among others.
Corporate Governance
Communication Channels
Economic Performance
2012
2011
Schools served
41
6
Students served
4,063
640
Employees
6
1
Participant Teachers
91
9
GRI Index
Staff
The structure of Marcopolo Foundation, in Caxias do Sul, has one of the largest company libraries in the country directed to employees. The organization is further complemented with playground, soccer fields, running track, sand courts and tennis courts, kiosks, multi-sports center, space for events and CTG.
The Children’s Choir, composed of, employees’ children, provides cognitive, affective and motor development of the growth phase.
Programs for employees and their families
58
Social Performance
BRUNO SEGALLA INSTITUTE WHERE AM I? PROJECT
The Project Recreate by Making Art and Education included 3,600 youth in the community, with the deployment of 31 workshops in 26 institutions, in addition to maintaining the Reolon Popular Culture Center. At the end of the year, 1,000 people attended the Festival of Music, at the Marcopolo Foundation.
The quality of life programs for employees and their families are adapted to the reality of each country where Marcopolo has subsidiaries or affiliates. In Brazil, employees are provided with activities coordinated by Marcopolo Foundation, an organization which mission is promoting social development by engaging employees in education, culture, sports and leisure activities, within
Environmental Performance
and outside the company, in order to stimulate the exercise of social responsibility from the perspective of sustainability. Every year Christmas, Junina party and a number of further activities are carried out.
The Theatre Group, exclusive to employees, conducted successful performances in 2012, gathering an average audience of 550 people per show.
The units of Caxias do Sul and Duque de Caxias rely on the structure of Recreational venues suitable for the enjoyment of employees and their families.
SUSTAINABILITY REPORT 2012
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59
A Message from the Board
Cycle Tour.
60
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Social Performance
GRI Index
Staff
Among the highlights are athletics, court sports, bocce, bowling, table sports, field sports, chess and soccer school for employeesâ&#x20AC;&#x2122; children (indoor soccer field).
The company encourages sports.
SUSTAINABILITY REPORT 2012
Environmental Performance
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61
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
Staff
The Company encourages, through the Marcopolo Foundation, leisure activities, and the climax is the Final Year’s Party, with the delivery of Christmas baskets and toys for employees’ children. Other events are prestigious for the internal public, such as dances, thematic parties, and tours.
Opening Cavalcade in the Entrevero Farroupilha.
Christmas party held at Ciferal.
Through the Everyone at School project 27,000 books were distributed to employees’ enrolled in regular primary and secondary school, aged between five and 18 years.
The CTG Marco da Tradição and the Piquete de Laçadores gather about 500 employees in the activities of the gaucho tradition. In addition to the invernadas, stands out as the high point the Entrevero Farroupilha, held every year.
62
SUSTAINABILITY REPORT 2012
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63
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
INDICATORS
Environmental Performance
Social Performance
GRI INDEX
DESCRIPTION
Staff
PAGE
STRATEGY AND ANALYSIS 1.1
Statement from the Executive Board
04 and 05
ORGANIZATIONAL PROFILE 2.1
Name of the Organization
11
2.2
Primary brands, products and / or services
15 to 18, 34
2.3
Operational structure
14
2.4
Location of organizationâ&#x20AC;&#x2122;s headquarters
71
2.5
Number of countries where the organization operates
14
2.6
Nature of ownership and legal form
11
2.7
Markets served
33
2.8
Scale of the reporting organization
33
2.9
Significant changes during the reporting period
33
2.10
Awards received in the reporting period
19
REPORT PARAMETERS
GRI Index
3.1
Reporting period
2012
3.2
Date of most recent previous report
2011
3.3
Reporting cycle
Annual
3.4
Contact point for questions regarding the report or its contents
71
3.5
Process for defining report content
7
3.6
Boundary of the report
7
3.7
State any specific limitations on the scope or boundary of the report
7
3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities
7
3.9
Data measurement techniques and the bases of calculations
7
3.10
Explanation of the effect of any restatements of information provided in earlier reports
There were no re-statements.
3.11
Significant changes from previous years in the scope, boundary, or measurement methods applied in the report
Not ocurred.
3.12
Table identifying the location of the disclosures in the report
64 to 69
GOVERNANCE, COMMITMENTS AND ENGAGEMENT
64
SUSTAINABILITY REPORT 2012
4.1
Governance structure
22 and 23
4.2
Indicate whether the Chair of the highest governance body is also an executive officer
22
4.3
State the number and gender of members of the highest governance body that are independent and / or non-executive members
22
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A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
INDICATORS
DESCRIPTION
PAGE
4.4
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body
26 to 31
4.5
Linkage between compensation for members of the highest governance body, and the organization’s performance
25
4.6
Processes in place for the highest governance body to ensure conflicts of interest are avoided
24
Process for determining the qualifications and expertise of the members of the highest governance body, in order to define the organization’s strategy for issues related to economic, environmental and social
There is not a structured program for the qualification in sustainability to the highest governance body.
4.8
Internally developed statements of mission or values, codes of conduct, and internal principles
11, 24 and 51
4.9
Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance
25
4.10
Processes for evaluating the highest governance body’s own performance
25
4.7
COMMITMENTS TO EXTERNAL INITIATIVES 4.11
Explanation of whether and how the precautionary approach is addressed by the organization
24
STAKEHOLDER ENGAGEMENT 4.14
List of stakeholder groups engaged by the organization
Economic Performance
Environmental Performance
Social Performance
GRI INDEX
INDICATORS
DESCRIPTION
PAGE
EN9
Water sources significantly affected by withdrawal of water
42
EN10
Percentage and total volume of water recycled and reused
Reporting to be done in the next report.
EN11
Location and size of land owned, within protected areas
Does not apply to Marcopolo.
EN12
Description of significant impacts of activities, products, and services on biodiversity in protected areas
Does not apply to Marcopolo.
EN13
Habitats protected or restored
Does not apply to Marcopolo.
EN14
Strategies for managing impacts on biodiversity
Does not apply to Marcopolo.
EN15
Number of IUCN Red List species and other conservations list
Does not apply to Marcopolo.
EN21
Total water discharge by quality and destination
43
EN22
Total weight of waste by type and disposal method
44
EN23
Total number and volume of significant spills
There was no spillage of substances that might impair soil or water company.
EN24
Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention
44
EN25
Identity, size, protected status, and biodiversity value of water bodies and habitats
Does not apply to Marcopolo.
EN26
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation
45
EN28
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations
Marcopolo has not received any fines resulting from noncompliance with environmental laws or regulations.
EN30
Total environmental protection expenditures and investments by type
41
7
4.15
Basis for identification and selection of stakeholders with whom to engage
7
4.16
Approaches to stakeholder engagement
7
4.17
Key topics and concerns that have been raised through stakeholder engagement
7
Staff
ECONOMIC PERFORMANCE INDICATORS Direct economic value generated and distributed
35
EC2
Financial implications and other risks and opportunities for the organization’s activities due to climate change
Does not apply to Marcopolo.
LA1
Total workforce by employment type, employment contract, and region
47
EC3
Coverage of the organization’s defined benefit plan obligations
52
LA2
54
EC6
Policy, practices, and proportion of spending on locally-based suppliers
39
Total number and rate of new employee hires and employee turnover by age group, gender, and region
LA3
Benefits provided to full-time employees
52
ENVIRONMENTAL PERFORMANCE INDICATORS
66
SOCIAL INDICATORS RELATING TO LABOR PRACTICES AND DECENT WORK
EC.1
EN1
Materials used by weight or volume
42
EN2
Percentage of materials used that are recycled input materials
45
EN8
Total water withdrawal by source
42
SUSTAINABILITY REPORT 2012
LA4
Percentage of employees covered by collective bargaining agreements
LA7
Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region
WWW.MARCOPOLO.COM.BR
100% of employees are covered by collective bargaining agreements with trade unions. 53
67
A Message from the Board
INDICATORS
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
DESCRIPTION
PAGE
LA9
Health and safety topics covered in formal agreements with trade unions
Agreements with trade unions have not generated demands related to health and safety in addition to the provisions in the legislation.
LA10
Average hours of training per year per employee by employee category
51
LA12
Percentage of employees receiving regular performance and career development reviews
54
SOCIAL INDICATORS RELATED TO HUMAN RIGHTS
HR2
Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken
HR3
Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained
51
Total number of incidents of discrimination and corrective actions taken
There were no reports in 2012.
HR4
This is not the case.
HR5
Operations identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights
There were no reports in 2012.
HR6
Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the abolition of child labor
There were no reports in 2012.
HR7
Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor
There were no reports in 2012.
HR8
Percentage of security personnel trained in the organizationâ&#x20AC;&#x2122;s policies or procedures concerning aspects of human rights that are relevant to operations
100%
HR9
Total number of incidents of violations involving rights of indigenous people and actions taken
There are no indigenous areas around of the company.
Economic Performance
INDICATORS
Environmental Performance
Social Performance
GRI INDEX
DESCRIPTION
Staff
PAGE
PERFORMANCE INDICATORS AS TO PRODUCT LIABILITY PR1
Policy to preserve consumerâ&#x20AC;&#x2122;s health and safety during use of the product
45
PR2
Cases of non-compliances concerning impacts caused by products and services
There were no reported cases of this occurring in the period.
PR4
Cases of non-compliance concerning product and service labeling
There were no reported cases of this occurring in the period.
PR5
Practices related to customer satisfaction, including results of surveys
30
PR6
Programs for adherence to laws, standards, and voluntary codes
Marcopolo has not adhered to any program of this nature.
PR7
Cases of non-compliance concerning marketing communications of products and services
There were no reported cases of non-compliance.
PR8
Substantiated complaints regarding breaches of client privacy
There were no reported cases of this type of occurrence.
PR9
Fines for non-compliance concerning the provision and use of products and services
There were no fines.
SOCIAL INDICATORS RELATED TO SOCIETY
68
SO1
Programs and practices that assess and manage the impacts of operations on communities
55 to 58
SO4
Actions taken in response to incidents of corruption
No case of corruption has been identified in the period.
SO6
Total value of financial and in-kind contributions to political parties, politicians, and institutions
Does not exist a policy for this type of contribution.
SO7
Total number of legal actions for unfair competition
Not occurred.
SO8
Description of significant fines and total number of non-monetary sanctions
There were no fines or sactions in the period.
SUSTAINABILITY REPORT 2012
WWW.MARCOPOLO.COM.BR
69
A Message from the Board
Parameters and Engagement
Marcopolo Corporation
Corporate Governance
Communication Channels
Economic Performance
Environmental Performance
Social Performance
GRI Index
STAFF
STAFF Contact Address Marcopolo - Ana Rech Unit | 2.4 Av. Rio Branco, 4.889 – Bairro Ana Rech 95.060-145 - Caxias do Sul - RS - Brasil Phone +55 54 2101 4000 Open Channel - www.marcopolo.com.br
Marcopolo Sustainability Report 2012 Realization Department of Internal Communication Department of Corporate Marketing
CEO José Rubens de la Rosa
Sustainability Committee Eliana Zanol de Oliveira Irina Eberhardt Thiago Arrue Deiro
- Environmental Engineering - Human Resources - Relations with Investors
Production and Editing Ana Maria Cemin - MTB 6574 Bureau Communication
Graphic Design Panda Branding Publicidade Ltda.
Printing Cromo Graphics and Publishing
Photography Daniel Herrera Luiz Chaves Paquito Masiá Roberto Stuckert Filho Arquivo Comunicação Interna
Staff GRI 4.4 |
Júlio Soares Maryo Franzen Photo Traço Arquivo Marketing Marcopolo ACCJ Fotografias Aéreas
Contact | 3.4 ri@marcopolo.com.br recursoshumanos@marcopolo.com.br
Free distribution Thanks to all professional from Marcopolo companies who contributed to this report. This publication is responsability of Marcopolo S.A.
70
SUSTAINABILITY REPORT 2012
WWW.MARCOPOLO.COM.BR
71
PandaBranding.com.br
www.marcopolo.com.br
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