Viajante Year III - Issue n째 10 - November | December 2013
The evolution of a classic The Novo Torino combines strength and toughness with the design of new Marcopolo generations
Charter market
A time of opportunities, assesses Claudinei Brogliato, president of Fresp
Management and leadership
The transformations in the corporate world in the view of consultant Eugenio Mussak
Staff
4. Management and leadership General Coordination Marcopolo Marketing Dept. Editorial Board Andre Luis de Oliveira, José Carlos Secco, Méri Steiner, Paulo Corso, Ricardo Portolan, João Paulo Ledur, Humberto Oselame and Walter Cruz Website www.marcopolo.com.br Addresses Ana Rech Unit Av. Rio Branco, 4889 - Neighborhood of Ana Rech, Caxias do Sul - RS - Brazil CEP (Zip code) 95060 145 - Telephone: (0800) 702-7070 (Brazil) or +55 54 2101-4000 (other countries). E-mail: contato@marcopolo.com.br Planalto Unit Av. Marcopolo, 280 - Neighborhood of Planalto Caxias do Sul - RS - Brazil CEP (Zip code): 95086-200 Telephone: (0800) 702-7070 (Brazil) or +55 54 2101-4000 (other countries). E-mail: contato@marcopolo.com.br
By Eugenio Mussak
7. Interview
Carlos Alberto Vieira
9. Representative
Carmar, leader in Santa Catarina
10. Current Situation
Charter sector
13. Awards
Tributes and achievements
14. Article
Urban mobility and the FIFA World Cup
18. Special
The Torino line is reinvented Coordination, Production and Editing Invox Mais Comunicação Rua Bento Gonçalves, 2221, suite 502 Centro | Caxias do Sul | RS +55 (54) 3028.2868 invox@invoxcomunica.com.br Supervising Journalists Adriana Schio MTB RS 8107 Simoni Schiavo MTB RS 8821 Graphic Design Invox Mais Comunicação Cover Photo Julio Soares/Objetiva Printing Grafilme Distributed free of charge Reproduction without prior and expressed authorization prohibited. All rights reserved.
22. Tourism
The land of the hermanos
25. Gastronomy
Buenos Aires Cuisine
26. The World of Marcopolo
Audace arrives in Australia
30. A look back
Torino award
Editorial
Julio Soares/Objetiva
An eye on the future. Putting past experience to work At the end of each year that draws to a close, we always strive to look back and weigh up what has happened and what we have achieved. We assess the most positive facts and deals, those which made us grow, and also those less positive, but which serve equally (and sometimes more) as tools for learning and reflection, ensuring that we are stronger and more prepared. 2013 was a year with many great moments, especially the first semester, and with a number of expected initiatives that fell through, such as investments in infrastructure and urban mobility systems, such as BRTs, and also the delays in tenders for interstate lines. These facts reflect in the performance of the sector, which was below that expected, with less fleet renovation by operators, and have impeded the much expected evolution of Brazilian transport, above all in meeting the demand that should arise with the FIFA World Cup next year, an event globally recognized as one of the biggest in the world. There was also a slip in exports, dropping below the 2012 index, but the outlook for 2014 is for growth to pick up in all the countries we operate. We also look ahead at the end of each year, with the goal of planning and building a better and even more prosperous future. Making use of the lessons learned and with the mindset that challenges us to find what still needs to be built. This is the 2014 I hope for. That we are able to recover and achieve that which was not possible this year and that we can do so much more, whether in production, in providing better services to passengers – clients of us all – and also in actions that foster sustainable and long-term growth in our segment. In fact, business sustainability is what we have striven for at Marcopolo. And we will continue to do so, on an increasing basis. It is only through this that we are able to strengthen the entire chain, from our supplier to the user, passing through our clients and partners, operators, chassis manufacturers and each of the passenger transport professionals in Brazil and abroad, from end to end, city to city. Because there is yet much to do, whether in the city segment, coaches, in charter work and even schools. We welcome 2014. And no matter how it arrives, we are strong and prepared to face it. Merry Christmas and a New Year filled with new achievements and success!
Paulo Corso Director of Commercial Operations
Management underconstant change
Promotion Sapiens Soluções
Management and leadership
One of the most sought-after speakers in the country, Eugenio Mussak discusses the relevant transformations in the corporate world With experience that stretches back 40 years, Eugenio Mussak was heralded by Veja and Exame magazines as one of the most soughtafter speakers in the country. A professor and consultant for Sapiens Soluções, he talks of the changes underway in the corporate world and trends for effective management. Being open and attent to modern process and people administration processes is only one of the requirements for companies looking to remain competitive in within a market in constant transformation. Management under constant change The world is constantly changing, and it has never changed with such speed and intensity as we see nowadays, chiefly through the exponential increase in knowledge. What was once generated at a slower pace is now produced with much greater alacrity. I am not sure of the calculation method, but it is said that all the world’s knowledge is doubled every 18 months. Evidently, this provokes transformation, which occurs at the heels of science and technology applied in our daily routines, reflecting in people’s behavior. Information has never been accessed as quickly. If we are going to do business with a company, all the information about it is on the internet. Thus, nowadays the world is very different to what it was 10 years ago. We are living in an era with so many changes that we have a reached
4
a point where we now say it is no longer an era of change, but rather a change of era. Management has also changed. And what we need to equate, in first place, is that management or administration is a science and cannot be viewed differently. Management is science. It is a science like Medicine, Chemistry, Engineering. And all sciences are under development. If a doctor stops studying, stops reading articles, stops visiting congresses, he or she begins facing difficulties in meeting the needs of his or her patients, due to a lack of preparation. And the same is true when it comes to companies. We want companies to be managed in accord with the most modern techniques. New approaches and techniques There are a series of new management approaches within all areas. Strategy, in marketing, in logistics… Logistics, nowadays, is not approached the same way it was years ago, and the same can be said for communication with the public. We now have social media. And nor is people management conducted as it was in the past. New employees and younger generations think and behave differently.
“The degree of maturity of Brazilian companies is extremely variable. We have companies here giving the whole world lessons in management, with education, sustainability and competitiveness. And others unable to do so. They implement management like in the old days, without creating a culture of appreciation”
The degree of commitment, the expectations people have concerning companies they work for, are all different compared to the past, when everything you wanted was the security of not being dismissed and that it would be possible to retire. Today it is different. Today people want to work at a company where they can learn, build their careers, establish human careers, enjoy quality of life. As such, it is logical that people management has also changed. The motivational factors of yesteryear no longer count. Motivation was built on loss and gain: “If I produce well, I’ll gain more. If I don’t produce, I may lose my job”. Today people think more about meaning, learning, recognition. Thus, this all interferes in the manner that companies will implement their management systems. Brazilian companies The degree of maturity of Brazilian companies is extremely variable. I’m familiar with companies of all types and activities. All are on a quest to enhance their management. Some are more advanced than others. But we cannot generalize.
We have companies here giving the whole world lessons in management, with education, sustainability and competitiveness. And other unable to do so; they implement management like in the old days, without creating a culture of appreciation. So, those still trying to advance are suffering, feeling the effects of an outdated management model, which does not meet the expectations of people, the stake holders, the employees of today. I have noted that there is a major drive to update management, but I also note a huge gap among the companies. Management and leadership styles The styles of leadership today are based less on ordering and more on trust. As such, people no longer want a boss that simply orders people about. They want a leader that inspires trust and, in return, offers trust in return. In a team where the idea of trust exists, where “I will do my part and am sure that you will do yours”, the leader will motivate people and put empowerment in practice: “Now it’s up to you”. If, on the one hand, the leader does not trust his or her team, it will be necessary to control people, passing on a task and having to control and ensure that it gets done. And, as such, his or her hierarchical power of ordering will have to be sued, but the power of ordering does not come from exercising leadership, but from the position. People no longer wish to conduct their lives according to orders, but rather through the creation of links of trust, of synergy. Achieving results There is a timeless classification of leadership that considers two variables, the results and the people. And there are three possibilities. The first is the leader more focused on results, that doesn’t worry too much about people. This manager uses people as a molding putty to attain results. This leader is called autocratic. Another type of leader is called democratic, contrary to the autocrat. This person is very concerned about people, wanting to know if they are well, happy, able, seeking to motivate them, taking time to listen to what they have to say. And this is all great, except that this leader may make the mistake of forgetting about the results. This manager is more interested in the happiness of his or her team than in the results that need to be achieved. So, with time, the affection of these people may be maintained, though their respect will eventually be lost, because
5
Management and leadership we want leaders that lead us to results. Thus, initially, one may think that the first leader, the autocrat, is better, as the results are obtained. But that is incorrect. This manager is unable to keep people close for very long, he or she is a disaggregator and can therefore not attain sustainable results. Thus being, the best alternative is the third type, the socalled educator leader. Educator because he or she is a professional that gets the results from people. This person truly care for his or her team, developing it, motivating it, forming stronger bonds with people, while keeping an eye on the results needed and able to sustain the relationship. This manager offers the best results, with healthier working environments and is someone increasingly more appreciated. Management and leadership Many representatives of Generation Y (born after 1980) are immediatists, in a greater rush and a far more anxious. They want success, money and recognition. Not all want to be leaders, but they want to rise and have power. The positive side is insatisfaction. The movement generated by insatisfaction is very good; it is the
Generation Y and immediatism “Generation Y is very young and needs to be educated. It needs to learn that the cycles of life don’t necessarily always obey our desires. There are things that take time” opposite of being comfortable. As the old saying goes: “I prefer someone I have to hold back than someone I have to push”. So, this is the positive side of Generation Y. But this generation needs to discover and, sometimes, learn the hard way, that cycles of life do not always obey our desires. There are things that take time. It is not possible to be a manager one year and a director the next. Because it is not enough to have desire, or even knowledge. Experience is necessary. There is a type knowledge that cannot be learned from a book. Only from life, from experience. What can be done to deal with this? Leaders cannot treat all people equally. We cannot and must not treat different people in the same way. Thus, it is necessary that the leader notes the degree of maturity of each member of his or her team to deal with each one differently. For some, it will be necessary to push, while other will have to be held back. And this is why we speak of a leader as an educator. Generation Y is very young, and being very young, it needs to be educated. Today, companies have an educational role in terms of their employees. The only
6
thing is that this educational role is not restricted to the company’s training and development department. It is something that happens within the daily routine, at the desk, and this is the role of the leader. Motivated or determined? There is a personal component in the profile of each person. Some like challenges and other not, some prefer a calmer life, with more security and less surprises. So, it is really all about putting the right person in the right place. There are jobs in the company that could never have someone who doesn’t like being busy, a challenge, pressure. And there are some jobs that are precisely for people with a more relaxed profile, calmer, with less anxiousness. So this is an issue of jobs. On the other hand, we need to remember that people must have a self-motivating component, to find the energy within themselves to be motivated. However, we cannot lose view of the fact that a person can provide the another person with the elements necessary to become motivated. This is the role of the leader. Admiration, the basis of the theory of commitment People are attracted to admiration. In first place, physical admiration. Later, admiration develops for humor, intelligence and character. This creates a relationship that is subject to other intermediary feelings, such as respect, trust, passion and intimacy, reaching a level where you want to be together, build a life together, share dreams, envision the same future. And this is where commitment to one another comes in, commitment between two people. In companies it is the same, that is, the companies want committed employees, loyal clients, that continue buying a specific product, that they only purchase from that company. And, very often, they forget that this desired commitment from their employees, clients and suppliers is the result of a relationship. The company must be admired by the employees and clients, so as to then form a solid, healthy and mutually beneficial relationship. Perpetuation of a company Perpetuation is linked to the future. As such, I feel leaders must be lucid and wise. Being lucid means making a good analysis of the present and wise means being capable of building the desired and possible future based on the analysis of the present. This is the best way of ensuring the perpetuity of a company.
Interview
No fear of investing, innovating and finding alternatives Founded in 1958 and acquired by the Vieira family in 1990, the Rodoviária Santa Terezinha Group, from Santa Catarina, combines three companies active in the city public transport, ongoing charter and tourism segments, including in countries such as Uruguay, Argentina and Chile. At the helm of the group, director Carlos Alberto Vieira affirms that the company’s longevity is due to the appreciation of people, especially its employees, constant investments to improve services and the unity of the family. To continue growing, even without the support of public policies, the family follows the legacy left behind by its patriarch, João José Vieira. “Times of crisis are the right moments for investments, innovation and new alternatives.” VJ: How did the operations of the Rodoviária Santa Terezinha Group being? Carlos Alberto Vieira: The company was founded in 1958 by Nilo Stein and Leonardo Clasen, to run a line between Angelina and Florianópolis.
In December 1990, it was acquired by our family, with 22 buses that were far from new. There was a lot of effort put in to keep these buses running and acquire vehicles in a better state so as to improve our services. In May 1991, we acquired two new Marcopolo Torino buses, which was hugely celebrated. That’s when this good partnership developed between the group and Marcopolo. In 1993, RST Turismo was formed, as the group’s representative in the tourism and charter segments. In 1996, with the purchase of two used luxury and recently-launched Paradiso 1450 LD buses, Globosul Turismo was created to cater to the long-distance tourism segment. VJ: In which region does the group operate? Vieira: Rodoviária Santa Terezinha runs regular intercity lines, leaving from the Florianópolis Integration Terminal to Angelina, Rancho Queimado, São Pedro de Alcântara and São José, all within the Metropolitan Region of Florianópolis. We also operate city lines in São José, a city Promotion Rodoviária Santa Terezinha
7
Interview neighboring Florianópolis. RST Turismo is active in regional tourism, chiefly in the state of Santa Catarina, thanks to the huge variety of tourist locations, but it also operates within the southern region of the country. It also offers an ongoing charter service, also within the Metropolitan Region of Florianópolis. Globosul, on the other hand, is focused exclusively on tourism, operating throughout Brazil, chiefly so in the Southern, Southeaster, Northeaster and Central-Western regions. It also makes trips to countries part of the Southern Cone, most frequently to Uruguay, Argentina and Chile. VJ: What are the leading milestones of the company in these 55 years of existence? Vieira: We standout due to our commitment in the quest to improve the quality of our services, our ethics, social responsibility and cooperativism. VJ: What factors are responsible for the longevity of the company? Vieira: We believes the company’s longevity is due to two main factors: the appreciation of people, especially our employees. The majority of our team has been with us for over ten years. We have also relied on a number of partners along the way, among the more important, Marcopolo and Carmar, our dealer for the make in Santa Catarina. VJ: What is your focal point of operation nowadays and what is the company’s market position in Santa Catarina? Vieira: Our focus is on the ongoing charter segment, we believe it has potential for expressive growth, including as a way to improve urban mobility. VJ: Describe the current structure of the group. Vieira: we have a branch in Florianópolis and a head office in São José. We currently have 125 employees and a total fleet of 65 buses. For the past 10 years we only buy Marcopolo. In fact, in November, we purchased five Marcopolo buses, three Audaces and two Senior Microbuses, all to operate in charter and tourism operations. VJ: How long has the group been a Marcopolo customer and what is the reason behind the choice?
8
Vieira: Rodoviária Santa Terezinha has been buying Marcopolo since the 1960s, but the partnership was bolstered in recent decades, with the administration of our family. The decision to go with Marcopolo was unanimous at the time of purchase, as we need safety, durability, comfort and technology. We have always been very well received during visits to the plant, where we can learn a little more about the product and appreciate the finer details offered and developed in accord with our ideas. VJ: What are the unique aspects of Marcopolo buses and how would you evaluate the evolution of its vehicles? Vieira: The design of the buses, the durability, the excellent services, the facility in purchasing and the great resale value are key-points. Another highlight is the diversity of products in catering to all the transport segments and the customization of vehicles in accord with our needs, besides being a globally renowned make. VJ: What are the leading challenges and expectations that the group has for the coming years? Vieira: Our patriarch, João José Vieira, left us a legacy of teachings. One of them is that in times of crisis are the right moments for investments, innovation and new alternatives. We have a solid base, a family, that has always been united at difficult times. We expect it to continue this way over the coming years, strong and united. VJ: And what are the leading challenges in the sector in Santa Catarina? Vieira: Our biggest challenge, without a shadow of a doubt, is seasonality. Over the years, we have reinvented ourselves to reduce the impacts of seasonality, seeking new charter operations. Another challenge we should point out are the public policies, which do not support roadway tourism. They increase taxes, fuel prices, tolls, tourism fees and differentiate between road and air travel in issues such as purchasing quotas in other countries. we are one of the leaders in domestic tourism, in religious tourism and that for the elderly, which is currently the public that most travels in all classes. We believe that, with a little governmental incentive and willingness, we will have stronger road tourism, along with the entire chain involving the bus industry in Brazil.
Representative
Promotion Carmar
Carmar, leader in Santa Catarina A Marcopolo representative for over 40 years in the state of Santa Catarina, the company is focused on competitive management Market leader in Santa Catarina, Carmar has been representing Marcopolo in the state for four decades. A partnership that began taking shape long before the foundation of the Santa Catarina representative, in 1970. With 12 years of experience in the manufacturing plant, in Caxias do Sul, Carlos Manuel Romani began traveling through Santa Catarina in April 1968, with the mission of entering a market that was catered to by Carrocerias Eliziário, holding a 90% share. “It was very difficult at the start. The trips were long and it took weeks to travel through the regions, as the roads were very poor. Furthermore, a telephone call could take hours or even days to connect”, recalls Romani. In 1970, Marcopolo acquired Carrocerias Eliziário, resulting in a need to establish a point of sale in the state. With Carlos Romani’s knowledge of the region and its customers, putting him at the head of the company was a natural decision. And thus Carmar was created. Soon after a spares store was opened stocking original components. “Business prospered and Marcopolo soon attained the position of best-selling bus-body reseller in the state, a title it has maintained to present”, celebrates Romani. Four years later, Carmar began providing technical assistance for the make’s products to bus executives. In 2000, the service and spares opera-
tions were transferred to Sulbrave, which was already active in the segment in the state of Paraná. “From that point, we began dedicating ourselves to the sale of bus-bodies and complete buses.” Focused on expanding the business, in 2006 the company transferred its facilities to a new and modern building in the city of São Jose, along the BR-101 roadway, from where the Sulbrave branch also operates, with the spares, after sales and technical assistance sector. Currently, the Carmar team covers the entire state, providing exclusive and customized service to collective transport companies. The result is the presence of Marcopolo in the leading companies of Santa Catarina, participating in some with over 90% of the fleet. To maintain this leadership achieved through effort and dedication, Carmar invests in constant training and updating of its team. The goal is to always be prepared to cater to customers that, in some cases, are into the third generation. Within the philosophy of competitive management, the company is also dedicated to market segmentation and expanding its customer portfolio. “Even with fierce competition, the goal is to increase market share, offering a professional service and striving for customer loyalty”, concluded Romani.
9
Current Situation
A time of opportunities The charter sector in Brazil is passing through a phase of opportunities. This is the assessment of Claudinei Brogliato, president of Federação das Empresas de Transportes de Passageiros por Fretamento do Estado de São Paulo – Fresp (São Paulo State Federation of Chartered Passenger Transport Companies). At the head of the entity for the 2002-2006 and 2010-2015 terms, the businessman – and owner of Suzantur – highlights data from the National Land Transport Agency (ANTT) in reference to interstate travel to demonstrate the relevance of the service: “There are 3,572 capable companies with a fleet of 23,801 vehicles, which transported 10,838,181 people in 2012.” The need of a new perspective of urban mobility, demonstrated by social movements, is the leading challenge faced by the sector, according to Brogliato. In an interview with Viajante, he defends the fact that the charter sector, such as collective transport, needs to prioritize circulation and cannot simply be left to luck, surrounded by a “sea of automobiles”. VJ: How would you evaluate the current phase of the bus charter sector? Claudinei Brogliato: It is a moment of many opportunities. Social movements have shown a need for a new perspective for society’s travel demands. Decades ago we adopted an incentive policy for the acquisition and use of personal cars, but our cities no longer have space for them to circulate, causing serious traffic jams. While car sales increase more than 10$ per year, investments in infrastructure have not passed 1%. This problem needs to be resolved with a series of shot, medium and long-term solutions, with greater emphasis on collective transport. Chartering, despite being a private form of transport, is the most attractive collective means to the people with their own cars and, as such, it should be highlighted as a tool to attract this public. VJ: What market share does chartering occupy in the production of buses in the country? Brogliato: The charter sector has demonstrated significant growth over the past decade and shows possibility for increasing sales for all assemblers and bus-body manufacturers. It is a very dynamic sector, with constant fleet
10
Promotion Suzantur
renovation, due to legal requirements and the market itself. The diversity of clients their demands, as well as environmental issues, result in the need for constant evolutions in terms of equipment, which is healthy for innovation and industrial growth. VJ: Is it an expanding market? Brogliato: The charter market is very diversified. We began in the 1950s predominantly with industry and some tourist travel. Nowadays the service sector, which has grown exceptionally, is also catered to, along with the government in all of its spheres, university student transport, for civil construction and the agriculture sector. Here in the state of São Paulo, the creation of new urban agglomerates is attracting innumerous developments and, with the exemption of ICMS on the ongoing transport of workers and students, the productive and education sectors have greater opportunities to offer their employees transport with superior quality. Tourism is something a part, with the growth positively impacting not only our business, but also society as a whole. Over the last decade, 35 million people have risen to the middle class in Brazil. These people want new experiences, they want to visit new destinations and cultures and this is only possible with transport. The elderly, now enjoying better quality of life and greater resources, want to use their free time for tourism, especially by road. Furthermore, Brazil has been and will be the host of major international events. World Youth Day (held in Rio de Janeiro in June) was a great example of the strength of tourism by road. According to the ANTT, the sector was responsible for transporting more than 260,000 pilgrims headed to Rio de Janeiro and Aparecida, during the Pope’s visit. As such, yes, there is room for expansion. VJ: What are the leading benefits of the bus chartering service? Brogliato: The charter service translates as a series of benefits for the contracting party, such as punctuality, safety, increased productivity, shift flexibility, the possibility of collecting labor in regions further away,
a reduction in employee absence, and a reduction in areas for parking, among others. For users, a reduction in travel time to and from work, comfort, safety and lower spending are seen as the leading benefits. But the greatest gain is for society, because they are people that do in fact have their own cars, but choose to leave them at home to go by charter bus to work. This choice means benefits for the environment, flowing traffic, a reduction in accidents, improvements in public health due to a reduction in the illnesses caused by traffic and, especially, equality in the use of public roads, which become accessible to a far greater number of people, occupying less space, as they are on a bus. VJ: What are currently some of the sector’s leading challenges? Brogliato: Society’s growing demand for moving around, whether going to work, study, leisure or for health reason, results in a greater need for transport. Collective and non-motorized means area in evidence to combat the lack of public space for all to circulate freely. The charter sector, such as collective transport, needs to prioritize circulation and cannot simply be left to luck, surrounded by a sea of automobiles. If this happens, chartering will lose its essence and will be unable to fulfill its role. Everyone will lose. More than 80% of charter users have their own vehicles and they will certainly migrate to them if they don’t have the required speed in their charter travels. According to the ANTP, in the Metropolitan Region of São Paulo alone, 1.2 million automobiles are parked daily on city streets. That equals 14.4 million square meters occupied. If half spend a number of hours stopped, they would form a line of 3,600 kilometers, greater than the distance between São Paulo and Belém. This has an estimated cost of BRL 2 billion per year. As such, the role of the charting service is very significant in with current scene. Finding means that permit the passive and harmonious circulation of charted buses with other means of public transport is one of the challenges. And the same can be said for tourist travel.
11
Current Situation The growing numbers and economic and social importance of this activity indicated the need for a more attentive look at these necessities. Without travel there is no tourism, but, besides circulating, tourists also need time to stop and visit, take part in events, sleep, eat, basically a series of situations in which a place is needed with an established boarding and disembarkation point, quick stops for photos, suitable signage. The solutions to these demands need to be built together and this construction is yet another challenge. VJ: How much does illegal chartering represent in the market? Is São Paulo the state most affected by this practice? Brogliato: Technology means that information is more available on a daily basis. This complicates operations for illegal operators, whether through more information available to clients regarding the regularity of services and the risks of poor contracting, and also through inspection, not only by transport and traffic management entities, but also those who collect the taxes and oversee work relations. There will always be people willing to sidestep the rules, but nowadays this is far more difficult than what is was some ten years ago. São Paulo faces the problem like the other states. We have more entities capacitated to inspect, while others not so. We have many vehicle leasing companies that, in truth, conduct transport, ducking the norms and payment of taxes applicable to the sector. VJ: What is being done to curb this practice? Brogliato: Reports of these acts and educational campaigns are the best practices in combating illegal transport, which places the safety of thousands of people at risk. There is still a need to study the ways of increasing the effectiveness of inspections on roadways within the state of São Paulo. VJ: What are the leading challenges of your management in terms of Fresp? Brogliato: The major challenge, which is nearing an end, is the renewal of all the chartering companies’ fleets. Both the city of São Paulo and the Metropolitan Secretariat have imposed a operational limit for fleets at 15 years, which led to a huge drive to renew more than 4,000 buses within a three-year period. We are very close to achieving this goal. Due to the National Urban Mobility Policy, established through Law 12,587/12, the most significant challenge of this management lies in in-
12
creasing expertise and the understanding of transport and traffic managers concerning our activity and how it is able to contribute to the mobility of cities. This necessity has never been more evident. Standardization, authorization and inspection of chartering services come from them and if they do not possess this amplitude of knowledge about our activity, about the characteristics of the service and the demands of our clients, it will be very difficult to properly perform our role. As such, this approximation and exchange of information and ideas is fundamental in the joint quest for solutions to share the very limited public roadways. A number of initiatives are already underway, such as the sponsorship of the Technical Chartering Dossier prepared and published by the ANTP and the inclusion of the chartering service in the Urban Mobility Information System, created and overseen by the ANTP. VJ: What are the expectations regarding the sector over the coming years? Brogliato: Despite this being a time of opportunities, they will only become concrete if chartering is well positioned within the mobility plans cities will be preparing. Thus, the sector is at a crossroads, awaiting the definition of business strategies and growth possibilities. If we are adequately included, we believe that the sector will perform an important role in terms of carrying the population, over the next few years in which society will have to review its principles of use and customs in terms of travel; and governments, in all spheres, will be forced to adopt collective transport incentive policies in favor over the use of private vehicles. A well-structured charter service will be important in facilitating this process of migrating from the individual to the collective and this will permit an expansion of the business and the possibility of meeting the demands of our clients, representatives of a chain that generates wealth for our country.
“The growing demand for moving around results in a greater need of transport. Chartering, though private, is the most interesting means of transport for users with their own cars and, as such, tools must be established to attract this public.”
Awards Flavio R. Guarnieri
Márcio Bruno Oliveira
Transport’s Biggest and Best
Marcopolo wins Abrasca award A global leader in the development of solutions for collective passenger transport, Marcopolo has won the 2013 Value Creation Award, presented by the Brazilian Association of Open Capital Companies (Abrasca). The company was acknowledged due to its actions and relations with shareholders and the market. According to José Rubens de la Rosa, general director of Marcopolo, the company, by means of transparent management, has strengthened its relationship with stakeholders, which has been translated into additional gains for its shareholders. The Value Creation Award is aimed at increasing the perceived value of the most encompassing concepts of performance assessment for shareholders. Among the Largest in the South Marcopolo is also on the list of the 500 Largest in the South, an initiative by Grupo Amanhã in partnership with PwC (PricewaterhouseCoopers), a global benchmark in auditing, tax and corporate consultancy. The bus manufacturer is ranked 7th among the 100 largest companies in Rio Grande do Sul. The award ceremony was held in October, in Porto Alegre. AutoData Award At the 14th edition of the AutoData Award, the assembler celebrated achievements in two categories: Bus-Body Manufacturer and Exporter. The trophies were handed over to the president
Abrasca Award
of the Board of Management, Paulo Bellini. This year, the event also paid special tribute to director Valter Gomes Pinto, in memoriam. Transport’s Biggest and Best Also in November, Marcopolo received the Transport’s Biggest and Best award in the category Industry - Bus Body, promoted by the magazine Transporte Moderno e Tecnibus, from São Paulo. The event also included a tribute to director Valter Gomes Pinto, who, in memoriam, received the Pioneers of Transport trophy, awarded to businessmen that have contributed to the development of the sector. Photos Renato Rodrigues
Tribute to Valter Gomes Pinto from the 2013 AutoData Award
Marcio Guida, manager of Petronas O&M and Emy Yanagizawa, commercial director of Solvey, with Paulo Bellini
13
Article
Urban mobility and the FIFA World Cup Brazilian urban mobility needs urgent and heavy investments. Without this, sooner or later, the country will come to a standstill. One needs simply to look at the reality in Brazil. According to Denatran, in 2002, the vehicle fleet, including trucks, buses and automobiles, was calculated at some 35.5 million units. In April 2013, the number rose to 77.8 million, of which 44.5 million are automobiles; 17.3 million are motorcycles; 3.1 million are scooters; 7.7 million light trucks; 2.4 million trucks; 851,000 buses and microbuses; and others accounting for 4% of the total. In 11 years, the vehicle fleet has grown 120%. And infrastructure, how much has it grown? It has increased less than 10%. How many separate corridors or lanes, or boarding platforms have been implemented in this period? Very few. Now, with the arrival of the FIFA World Cup, the country has begun in-
We will not have the benefit of works planned in time. It will take at least two to three years for urban mobility to improve and for citizens to feel any difference. vesting, but it will take at least two to three years for urban mobility to improve and for citizens to feel any difference. As such, I can affirm that we will have problems in 2014 in terms of Brazilian urban and intercity mobility. Now, if undertaken at the speed that it is starting, I believe that, within two years, the basic problems will be partially mitigated and, for the Olympic Games, we will have the mobility we hope for. The transport system should be far more effective than what it is today. Currently, for example, we have very few corridors - those well-designed mean buses travel at a greater speed, the biggest problem existing in urban transport. The way the corridors have been imple-
14
mented has not solved anything. To the contrary, they have created an even bigger problem because there are too few and in some cased, they have been poorly designed, not allowing buses to overtake. At rush hour, the average speed doesn’t pass 10 km/h. Result: according to statistics, passengers take three hours per day to move around. In a month, that is 60 hours, in a year, 28 to 29 days. In other words, people lose one month of their lives through travel. And not only by bus, but any vehicle. This stresses and irritates people. This is what we call mobility that is almost destroyed within our country. Another serious problem that I see is free passage, a veritable cancer. In Brazil, the average index is between 30% and 35%. Students pay half price, the physically disabled don’t pay, postal service workers don’t pay, military personnel don’t pay and the elderly don’t pay. And all of this is left to the operating company to resolve. So, what happens? Those who pay are those that use the transport and, generally, it falls to the less privileged. If you want the elderly to travel, that the INSS (National Institute of Social Security) should cover the costs. The same for the Armed Forces in terms of military personnel. But don’t force the bus companies to bank everything. I think this is absurd, a calamity that drops like a bomb on the company and deteriorates the quality of the system. Why is it ok not to charge the physically disabled on coaches, using two or four seats. Why does the same not apply to air transport? There is no insomnia. I’m not against it. I think free passage is great. I’m not talking about the merit of it. But if you want a benefit for a class, then the government should provide the subsidy and not leave it up to the companies. Because they will end up pleading for higher tariffs. There is a lot of talk about BRTs being the
Julio Soares/ Objetiva
solution for cities. But certain specialists say that metro system linking with integrated buses would be the real solution. The most immediate solution to “shake up” mobility, and the cheapest, fastest and most viable, is the BRT system. They are large vehicles with a capacity for almost 250 passengers on dedicated lanes, and they operate really well. Changing to road transport. We have terrible aerial logistics; airports are congested and present serious infrastructure problems. All that is left then is road transport that, as strange as it seems, presenting passenger satisfaction indexes of 87%. But with this delay and doubts surrounding tenders, no one knows what is going to happen. To us, the bus manufacturers, it would be better to continue the system we have now, which has proven to be very good. Which sector has indexes like this? I believe the air transport sector doesn’t even reach 40%. Everyone speaks very poorly about it. Buses leave regardless of the weather and they are comfortable and safe. With this terrible air travel operation, the preference for buses has increased over the past two years, increasing by some 5%. And it has increased not only because of the poor air service, but also because of the rising costs of tickets, because the companies are all running at a loss. Brazil made a huge mistake by favoring individual transport by car. Today, the country is the fifth largest vehicle manufacturer in the world, but a country is much more than just cars. This is not a situation that will be resolved now, even by improving infrastructure. It’s basically an issue of education. In New York, for example, very few people use cars in the city. The majority use the metro system, taxis and buses. This is what we will have to do and our authorities are already thinking about privileging public transport, but there is no easy solution. The preparations for the World Cup and Olympic Games will be a great opportunity to see how much and in what way the government will favor and prioritize collective transport and mobility. If PAC (Growth Acceleration Program) investments of more than BRL 32 billion for the host cities alone were concluded in the Olympics, we could then dream of better mobility. These investments would include metro and BRT (Bus Rapid Transit) systems, LRT (Light Rail Transit) and Elevated Trains, to equate corridors giving systems greater mobility. The only thing is this is only being done now, but the budget already exists. Following this, the president added another BRL 8 billion for medium-size cities, and BRL 18 billion for cities with more than 700,000 inhabitants, all this aimed exclusively at application in urban transport. If all these works and investments are really applied and carried out, I believe that, before the Olympic Games Brazil’s urban and intercity mobility will change completely and passengers and users will be more satisfied and waste less time in traffic.
José A. Martins
Vice-President of Institutional Relations
“Not everything can be done by the opening of the event, and we expect problems next year”
15
The Viale DD Sunny Hybrid is already circulating in Iguassu National Park, in Paranรก
Marcos Labanca
Special
Novo Torino, the evolution of a classic Synonymous with Brazilian city buses, the model has been updated to align strength and toughness with the new generation design of Marcopolo vehicles. Sales are set to begin early next year The a story of success that stretches back three decades, the Torino has been reinvented to meet the new demands and necessities of the market, adding even more quality and safety in the collective transport of small and large cities. The result is a light vehicle with better performance, offering operators excellent cost-benefit ratios. The model, among the highest selling city buses in Brazil, will now be called Novo Torino with one of the leading differences being the contemporary design so characteristic of the new generations of Marcopolo vehicles. A classic among the country’s city buses, as pointed out by the company’s director of commercial operations, Paulo Corso, the model has reached its fifth re-edition. “Since we launched the first Torino, in 1983, it has been recognized as synonymous with Brazilian city buses. And the
18
success was of such a degree that the line has conquered a permanent space at the company.” Produced in 1989, 1994, 1999, 2007 and this year, the updates are always in line with the trends of each time. The presentation of Novo Torino will take place in December and sales will commence for early 2014. Corso points out, however, the production of the current Torino will continue. “We will maintain both models on the assembly line for as long as the market thinks it’s necessary. The transition from the Torino to the Novo Torino will occur very naturally.” The new model will cater to all markets that Marcopolo currently supplies the Torino line to, that is, the whole of Brazil and countries that receive exports, like Chile, Uruguay, Paraguay, the African continent, and others.
Julio Soares/ Objetiva
Contemporary design Integrated rearview mirror (optional) Ample interior, favoring visualization
New LED signal lights daytime lights and fog lamps (optional) Bumper in three parts
19
Special
Groundbreaking model Despite maintaining the name of a classic Brazilian city bus, the Novo Torino is a new model, says Paulo Corso: “The bus offers a series of innovations in terms of configuration, starting with its design.” Completely unique in comparison to vehicles existing in the market, its contemporary lines follow the trend of the current series of Marcopolo city buses, with smooth font surfaces, that facilitate cleaning and maintenance. additionally, the vehicles combines a range of operational advantages, such as weight, maintenance agility and facilitated operation. The driver’s station is larger, as is the conductor’s, and offers greater thermal and acoustic comfort. The internal and external configurations also increase passenger comfort, for example the large itineraries, offering better visualization, increased height and ergonomic turnstile.
20
l More spacious and comfortable work stations l Blower for the driver and conductor
l
Ample internal space
l
LED internal lighting
l
Ergonomic seats with headrests (optional)
l
Air-conditioning (optional)
l Ample area for the control panel
Photos Julio Soares/Objetiva
l Multiplex system redesigned to cater to current necessities l Control panel with 3.5� color LCD display l Tough touchscreen interface
Floor with splice outside of the foot of the seat, permitting partial replacement
21
Tourism Puerto Madero
The delights of Buenos Aires With European charm and Latino rhythm, the leading international destination of Brazilians blends history, modernity, unique cuisine and shopping, along with lots of tango, attracting tourists from around the world The number one international destination among Brazilians, Buenos Aires is a mix of charm, history, unique cuisine and excellent shopping options. The second largest metropolitan hub of South America – behind only São Paulo, Brazil –, the capital of Argentina also stands apart due to the ease in traveling, allowing people to visit the leading tourism points within a short space of time. The city’s own tourism website offers a 24h itinerary. The transport system includes a metro, buses, trains (intercity), bicycles, taxis, limousines and metro buses. So, those with only a little time can still enjoy a short outing. If you have more time, spend a little more at each stop. From the Obelisk to Plaza de Mayo The Obelisk, the main symbol of the city, was inaugurated in 1936 to commemorate the 400th anniversary of the founding of Buenos Aires. Moving along Avenida Presidente Roque Sáenz Pena (also known as Diagonal Norte), it is possible to view Casa Rosada, the seat of the Executive Power and the famous veranda of Perón and Evita. At the end of the avenue is Plaza de Mayo, Buenos Aires’ oldest square and stage of some of the country’s leading political occurrences. The surrounding boast some of the city’s most important buildings, such as Casa da Cultura, the old headquarters of the La Prensa newspaper and one of the most luxurious cities of the 19th century. Don’t forget to visit Cabildo and the Metropolitan Cathedral.
22
Photos sxc.hu
San Telmo Known as the bohemian neighborhood, San Telmo is home to antique stores and traditional Argentine cafés. Caminito, the city’s first open-air museum, is also close by. Caminito is basically a 100 meter lane surrounded by typical cortices. Along the way, visit the Maçã das Luzes Complex, the historic heart of Buenos Aires, filled with churches, museums and markets. There you can find the Church of San Ignacio, the city’s oldest. La Boca The picturesque neighborhood in the south of the city is a veritable outdoor festival. La Boca brings together musicians, tango dancers, life statues and other street artists. But don’t forget to visit Ponte Ferry, Teatro de la Ribera, the Museu Quinquela Martín, the Wax Museum, Fundação Proa and La Bombonera, the famed home Boca Juniors soccer club built in the shape of a horseshoe. Puerto Madero The city’s old port was transformed into an upmarket neighborhood and now considered the financial and gastronomical hub. Among its main attractions is the Puente de la Mujer, which represents the image of couple dancing the tango: the mast symbolizes the man and, the silhouette curve of the bridge, the woman.
Obelisk
Casa Rosada
23
Amazingwoerld.com
Tourism
Teatro Colón
Recoleta One of the most illustrious neighborhoods of Buenos Aires is renowned for its architecture in the French style with an aristocratic air. Visit the Basílica Nuestra Señora del Pilar and the Recoleta cemetery, where Eva Perón (Evita) is buried. Palermo An area that abounds with art, design and gastronomy, where it is possible to shop, stop for coffee in a small bar and end the day with a typical dish. There is no lack of attractions, including the Japanese Garden, Plazoleta Cortazar; the Latin American Museum of Art (Malba); the National Museum of Fine Arts; and Museo Casa Carlos Gardel. Tango Surrounded by history, secrets and passion, the tango is manifested through lyric, music and dance. Buenos Aires is packed with tango venues with live orchestras and dancers. The most important venues with live shows generally serve dinner, too. Lorenzo Di Nozzi
Other must-see attractions: Colón Theater: one of the world’s top to opera houses General San Martin Theater: one of the most important cultural centers in the city and one of the most modern in Latin America. Blanco Fernández Museum: one of the city’s most beautiful houses. The Kavanagh Building: a skyscraper inaugurated in 1936. In 1999 it was declared a World Modern Architecture Heritage site by Unesco.
Galerias Pacífico: one of the city’s leading commercial center, it is worth visiting thanks to its beautiful faculties. Chinatown: this Chinese neighborhood has become very tourist due to its oriental stores and restaurants. Botanical Garden: a wonderful place for a walk and relaxation within the city. Buenos Aires Zoo: located next to the Botanical Garden, it has been declared a National Historical Monument. Find out more: www.turismo.buenosaires.gob.ar
24
Julio Soares/Objetiva
Gastronomy
Palate of a Porteño With a gastronomical profile molded by strong Italian Spanish, Arab, German, Jewish and English influences and grounded on the characteristics of the Pampas, the cuisine of Buenos Aires is one of the most appreciated
the world over. Argentines have a passionate relationship with meat, especially when it is cooked over hot coals. For this reason, Chef Alex Szigethy, from Bistrô São Lourenzo, offers a recipe in which a cut of fillet plays the lead.
Grilled loin fillet au gratin Ingredients 1 loin fillet, approximately 250g 200g of sliced Kerr’s Pink potatoes 4 pieces of fresh asparagus 150 g of Béchamel sauce 50 g of Gruyere cheese Salt and pepper to taste 50 ml of extra virgin olive oil 200 ml of milk 30 g of flour 30 g of butter 2 leeks 30 g of corn starch 500 ml of vegetable oil
Method of preparation Season the loin fillet with salt and pepper to taste, sprinkle with olive oil and place on the grill, cooking each side for 5 minutes. Do the same with the asparagus, but leave it for only 3 minutes. For the potato au gratin, placed the sliced potatoes in a shape of an open fan, cover with the béchamel sauce, grate the gruyere cheese over and place in a pre-heated oven at 250°C. For the leeks, cut the white part into fine strips, dust with corn starch and fry in oil heated to 180°C, dry them on paper towels. Assembly: on a shallow plate, place the potato au gratin, placing the lion fillet on top and place the asparagus around it. Decorate with the leeks.
25
Promotion Marcopolo Australia
The World of Marcopolo
Audace arrives in Australia It was in grand style that Audace arrived in Australia, in September. The new coach by the Brazilian assembler was the star at the 2013 Australian Bus + Coach Show, hosted by BusNSW, in Sydney. Of a global level and considered the best in the country, the event drew over 3,000 participants, a record public, able to appreciate the latest launches and products from the sector on an area covering 15,600 m2. At the Marcopolo Australia booth, a show marked the presentation of the Audace. After having described some the model’s characteristics, the curtains fell away revealing a model with bold and
functional design, which follows in the footsteps of the company’s coaches, consolidated by Generation 7. “The return couldn’t have been more positive”, stated Gabriel Tesser, general manager of Marcopolo Australia. Developed to meet the needs of the charter sector, besides regular short and middle distance lines, the model really pleased the crowd. “Now, we expect to consolidate the product in the market, to be sure that it’s going to be well accepted. There is already a commercialized demand, which makes us really happy”, affirmed Tesser.
In Havana Marcopolo was once again present at the International Fair of Havana (Cuba), held from November 3 to 9, at Expocuba. Hosted each year, the event celebrated its 31st edition, always with the goal of promoting the opening of the country’s economy to international trade. The manufacturer from Caxias do Sul was part of the Brazil Pavilion, sponsored by Apex-Brasil (Brazilian Trade and Investment Promotion Agency). The leading technology and solutions for the bus segment were presented over the event’s seven days. Over 60 countries and around 4,500 national and foreign exhibitors welcomed a public made up of some 150,000 visitors.
26
Fernando A. Peréz Jamarné
Presence in South Africa
Paradiso 1800 DD in Chile The success of the Paradiso 1800 DD G7 in the international market has gained yet another chapter. This time, Marcopolo delivered 29 buses to Eme Bus Transportes, one of chile1s leading passenger transport companies. The acquisition is part of the continued fleet renovation process, implemented every three years. To Marcopolo’s director of commercial operations, Paulo Corso, the deal highlights the excellent acceptance of the Paradiso 1800 DD around the world. “The double-decker bus provides more comfort, sophistication and convenience to passengers, and they are ideal for medium and long-distance road travel”, stated the executive. The vehicles were presented at a huge event, representing a milestone in the history of the Chilean company. “This is a huge achievement for our company. It is the result of the work of many, especially our drivers, who we thank immensely for their dedication”, said the owner of Eme Bus, Mario Patricio Munoz. The buses include airconditioning and reclinable and semi-reclinable seats. They are also equipped with an exclusive and intelligent camera on the windscreen, that allows the entire trip to be monitored.
Even before the opening of the Johannesburg International Motor Show (JIMS), in South African, on October 18, Marcopolo South Africa welcomed special clients to its booth to for a first-hand presentation of its line of products. Among them were the Generation 7 Paradiso 1200, 1600 and 1800 models, as well as the Gran Viale BRT, produced for the Rea Vaya project in Johannesburg. Over the 11 days of the event, customers from different part of South Africa also had a chance to learn more about the Brazilian bus manufacturer and receive information about the models and business possibilities offered by the company. Representatives from neighboring nations such as Zimbabwe, Zambia, Tanzania, Botswana, Mozambique and Namibia also visited the Marcopolo booth. Around 250,000 people visited the fair, which takes place every two years and is considered the largest international vehicle fair in South Africa.
Diego Vieira
Volvo Caravan A success in Brazil, where is began, and in Peru, the Volvo Caravan reached Chile in November. With the goal of visiting the leading cities of a country, the promotion is aimed at presenting the new line of Euro 5 chassis, allowing customers a closer look at the applied technology. The adventure that traversed the country included a Marcopolo G7 Paradiso 1800. Four regions with growth potential were visited: Iquique and Calama (North); Concepción and Puerto Montt (South), as well as Santiago, the last stop. The promotion has brought together over 400 people, including business executives, authorities, customers and journalists from each of the visited regions.
27
Visits Fotos Divulgação Marcopolo
Group of Argentine customers.
Greyhound, South Africa.
Bonny Way Motors, from Nigeria, with director Paulo Corso.
28
Linea, from Peru.
Intercape, from South Africa.
Customer from Cuscta, Uruguay.
Customers from Manaus
Sograta, from Gabon, at Marcopolo Rio.
Barroso.
ANTT and Abrati.
29
Marcos Labanca
  Something New
Viale DD Sunny at the Falls The Iguassu National Park, in Paranå, is boasting cleaner air since October 8, thanks to the new buses circulating with hybrid technology by Marcopolo. Five Viale DD Sunny models are now part of the fleet that carries tourists inside the conservation unit. Acquired through the dealer Cataratas do Iguaçu, the vehicles combine biodiesel and electric engines, reducing pollutant gas emissions by 50% in relation to Euro 5 technology buses. When compared to the Euro 3 models, currently in service in the park, the index is even greater, as much as 90%. Double-decker with a retractable roof and panoramic view for all on board, the Viale DD sunny ca-
ters to a niche market that has grown exponentially in the country: tourism. According to the director of commercial operations for Marcopolo, Paulo Corso, the model represents a huge challenge for all involved due to the unprecedented nature of this project and the tangible benefits they will provide to the environment. Besides one of the Seven Wonders of Nature, the Iguassu Falls, the area is also home to the largest remaining region of Atlantic Forest in the south of Brazil. Each year, around 1.2 million people, equal to 80% of all tourists, use the buses to circulate through the park.
A look back
The first representative of the Generation IV of Marcopolo buses, the Torino was conceived to meet the needs of collective city transport, in 1983. Created to compete with the most modern vehicles in the category in terms of strength, functionality and style, it was produced in line with the Technological Transport System concept, already a part of the innovative brand of the manufacturer.
30
Marcopolo Collection
Novo Torino
Desde 1983.
Respeite a sinalização de trânsito.
A evolução de um clássico.