Annual and Sustainability Report

Transcription

Annual
and
Annual
and
Sustainability
Annual
and Report
Sustainability
Report
2013
Sustainability
2013
2013
Report
Table of contents
Message from the president
Highlights of the year
1. Who we are
1.1 Vision, Values and Vision for Sustainability
1.2 Corporate Governance
1.3 Management Model
1.4Units
1.5 About Materiality Matrix and Report
2. Excellence in capital management and planning
2.1 Business Transparency and Ethics
2.2Relations with the Granting Power
2.3Financial Performance
2.4Investments
3. Excellence in business operational management
3.1 Operational Management
3.2Environmental Risk Management
3.3Social and Economic Impact Management
4. Excellence in people management
4.1 Workplace Health and Safety
4.2People Development
4.3Dialogue and Communication
5. GRI index
6. Credits
Message from
Mensagem
do
Presidente
the
President
GRI 1.1, 1.2
For the
Pelo
terceiro
third consecutive
ano consecutivo
year,publicamos
we publish
o Relatório
Grupo
Libra’s
Anual
Annual
e deand
Sustentabilidade
Sustainability Report.
do Grupo
More
thanLibra.
a great
Mais
satisfaction,
do que uma
it isgrande
a great
satisfação, é umabecause
accomplishment
grande realização,
this report presents
porque
este relatório
important
changes
apresenta
comparing
mudanças
to previous
importantes
years.
em relação
Changes
arising
aos anos
fromanteriores.
the improvement
Mudanças
of our
geradas a partir
governance
process,
do aprimoramento do nosso
processo
the
consolidation
de governança,
of Sistema
da consolidação
Libra de
do Sistema
Gestão
(Libra
Libra
Management
de Gestão System)
e da evolução
da gestão
and
the sustainability
da sustentabilidade
management
em nosso Grupo.
evolution in our Group.
Diante dos desafios que se apresentaram
emface
In
2013,
of the
nosso
challenges
foco se manteve
shown in nas
2013, our
relações
focus
wasdekept
longo
on prazo
long-term
e no crescimento
relations and on
em harmonia
the
growth in com
harmony
todoswith
os que
all the
conosco
ones who
se
relacionam,
are
related tocomo
us, as
declara
our Vision
firmemente
stronglynossa
states.
Visão.
We
go Seguimos
on followed
guiados
by life pela
valuation,
valorização
ethics,
da vida,to
respect
pela
people,
ética,promoting
pelo respeito
engagement
às pessoas,
and
promovendo
dialogue
withoour
engajamento
internal and
e external
o diálogopublic.
com nossos públicos internos e externos.
It was an intense year which brought us great
Foi umclosing
news,
ano intenso,
with a que
verytrouxe
positive
grandes
balance.
notícias,
terminando
We
beat thecom
results
umfrom
saldothe
muito
previous
positivo.
year
Superamos
and
established
os resultados
new records
do ano
for revenue
anterior and
e estabelecemos
profits
before interests,
novos taxes,
recordes
depreciation
para receita,
and
lucros antes de
amortization
(Ebitda).
juros, impostos,
With results
depreciação
above the
e amortização
budget,
we took
(Ebitda)
a fundamental
e lucro líquido.
step towards
Com resultados
financial
strengthening
acima do
required
orçamento,
for the period
demos
of
greatum
investments
passo fundamental
we are facing.
no fortalecimento
By 2019, we
financeiro
have
investments
necessário
planned
para oand
período
in progress that
de grandes
may
reach BRL
investimentos
2 billion inque
works,
vivemos.
equipment,
Até 2019,
systems
and
temos
real estate
planejados
in alleofem
ourcurso
units.
investimentos que podem atingir
R$ 2
For
our
bilhões
largestem
unit,
obras,
Libraequipamentos,
Terminais, 2013
sistemas
was
e year
a
imóveis,
of change
em todas
in the
as regulatory
nossas unidades.
framework,
imposing a turbulent first year of the new Law
Para
of
Ports,
nossa
still
maior
in process
unidade,
of regulation
Libra Terminais,
and that
2013forward
puts
foi ano in
denew
mudança
bids with
no marco
difficulties.
regulatório,
But it
impondo-se
was
also a year
um of
turbulento
achievements.
primeiro
Despite
ano the
da nova
need
of the
Lei sector
dos Portos,
adaptation
ainda to
emnew
processo
rules, we
de regulamentação
performed
our role with
e que
significant
avança com
anddificuldade
constant
nas novas licitações.
productivity
increasesMas
in our
também
Terminals,
foi um
showing
ano
de conquistas.
how
important Mesmo
world planning
com a necessidade
and operations
de adaptação
are
to optimizedoinvestments
setor às novas
in infrastructure.
regras, fizemos
nossa parte com aumentos de produtividade
significativos
The
renovation
e constantes
of Terminalem
33 nossos
in Santos
Terminais,
demonstrando
increased
operation
a importância
profitability.
do planejamento
Therefore,
e degained
we
operações
the return
de classe
to Santos
mundial
from
para
important
otimizar osin
customers
investimentos
Brazil and abroad,
em infraestrutura.
as Maersk and
Hamburg Sud. And we go on strongly to face
A reforma
the
greatest
dochallenges
Terminal 33,
of the
em moment
Santos, aumentou
for Libra
a rentabilidade
Terminais:
the performance
da operação.of
Assim
the ambitious
conquistamos
2013 Annual and Sustainability Report
GRI 1.1, 1.2
expansion
o
retorno para
program
Santos
in Rio
de importantes
de Janeiro, inclientes
full
no Brasil e no and
performance,
mundo,
in Santos,
como Maersk
in initialephase
Hamburg
and
Sud. new
with
E seguimos
steps awaiting
firmes para
final enfrentar
analysis from the
os maiores
granting
power.
desafios
In Rio,
do according
momento to
para
a survey
a Libra
Terminais:
held
in 2013,
a execução
there wasdoa ambicioso
significantprograma
loss in
de expansão
the
satisfaction
no index
Rio deofJaneiro,
our shipper
em plena
customers,
execução,
bringing
traffic
e emjam
Santos,
to theem
terminal
fase inicial
and impact
e comthe
from
novas
works
etapas
in progress.
aguardando
Improvements
análise final
were
do poder
made
andconcedente.
the service level
No Rio,
waspesquisa
stabilized,
realizada
but
em have
we
2013still
registrou
got plenty
uma of
perda
worksignificativa
to do in search
no our
of
índice
service
de satisfação
differentiation
de nossos
strategy
clientes
based
embarcadores,
on
the tripod: Consultative
refletindo congestionamento
Selling, Precise
no terminal e and
Performance
impacto
Impeccable
das obras.
Assistance.
Melhorias
foram implementadas e o nível de serviço
estabilizado,
At
Libra Logística,
mas ainda
we could
temos
celebrate
muito athe
percorrer
em busca de nossa
consolidation
of integrated
estratégia
logistic
de diferenciação
offer with
de serviços
the
revenuebaseada
growth maintenance
no tripé: Venda
at levels
Consultiva,
of
Execução
30%,
evenPrecisa
arisingefrom
Atendimento
a growth Impecável.
of 140% in the
last two previous years. In full expansion, the
Na Libra
unit
closes
Logística,
the year pudemos
with the implementation
comemorar
of
a consolidação
the
new model da
of customer
oferta de logística
assistance
integrada,
and the
com a manutenção
beginning
of operations
do crescimento
of an updated
da version
receita
a níveis
of
Libra de
Hub,
30%,
our mesmo
portal forvindo
communication
de um
with
crescimento
key
customers.
de Consolidating
140% nos doisits
anos
presence
anteriores.
in
Em de
Rio
plena
Janeiro
expansão,
and establishing
a unidade encerra
the bases of a
o ano comintermodal
powerful
a implantação
infrastructure
do novo modelo
in the Santos
de atendimento
area,
overcomingaothe
cliente
challenges
e o início
of Cubatão,
das operações
which
was affected
de uma
by the
versão
floods
atualizada
in 2013, are
do Libra
the
greatest
Hub,steps
nosso
toportal
be taken
parabycomunicação
Libra Logística.
com clientes chave. Consolidar sua presença
noaRio
In
year
deofJaneiro
a lot of
e estabelecer
work and challenges,
as bases de uma
poderosa
such
as the
infraestrutura
cargo movement
intermodal
reduction,
na Baixada
Santista,
Libra
Aeroportos
superando
gave
osus
desafios
a reason
detoCubatão,
celebrate
que
sofreuthe
upon
com
opening
enchentes
of the
em
new
2013,
cargo
sãoroute
os grandes
to
passos athe
Europe,
serem
yarddados
expansion
pela Libra
of theLogística.
International
Airport of Cabo Frio and the significant growth
Emhelicopter
of
um ano de
operations.
muito trabalho
The challenge
e desafios,
of como
the
a redução
unit
for 2014
na movimentação
will be to recover
de its
cargas,
participation
a Libra
Aeroportos
in
the cargonos
market
deu motivo
of oil and
para
gascomemorar,
industry, com
a abertura
an
important
da growth
nova rota
pillar
cargueira
in Cabopara
Frio.a For
Europa,
Cia.
a expansão
de
Navegação
do da
pátio
Amazônia
do Aeroporto
(Amazon
Internacional
Navigation
de Cabo Frio
Company)
- CNA,
e o crescimento
2013 was one
significativo
more successful
das
operações
year
and the
decompany
helicópteros.
continues
O desafio
to lead
da unidade
the
para 2014
market
in the
será
Amazon
recuperar
region
sua with
participação
a high quality
no mercadoAtde
operation.
Libra
cargas
Administrative
da indústria Unit
de óleo
(CAL),
e gás,
importante
in
Legal, Financial
pilar deand
crescimento
Human Resources
em Cabo Frio.
(HR)
Para athere
area,
Cia. were
de Navegação
many processes
da Amazônia
and evolutions
(CNA),
2013 foi mais
achieved
last year.
um ano
In the
de Information
sucesso, e aTechnology
empresa
segue
(IT),
weliderando
completed
o mercado
the change
na região
of our amazônica,
servers
com
to
anuma
external
operação
Data de
Center
grande
of high
qualidade.
availability
No Centro Administrativo
overcoming
the instability,Libra
which(CAL),
affected
nas áreas
de Finanças,
service
quality.
Jurídica
As forethe
de largest
Recursos
investment
Humanosin
“We continue
“Seguimos
guiados
to be guided
pela
valorização
da vida,
pela ética,
by
valueing life,
by ethics
pelo by
respeito
às pessoas”
and
the respect
for people”
(RH), muitos foram os processos e evoluções
technology in our history, we mobilized more
conquistados no último ano. Em Tecnologia da
than 100 employees in two great transforming
Informação (TI) concluímos a mudança de nossos
projects, new “ERP” – Enterprise Resource
servidores para um Data Center externo de alta
Planning” and “TOS” – Terminal Operating
disponibilidade, superando a instabilidade
System, which will bring us a world platform
que impactou a qualidade dos serviços. No que
to support the growth of our operations.
é o maior investimento em tecnologia de nossa
história, mobilizamos mais de 100 colaboradores
The image of Grupo Libra remains strong:
em dois grandes projetos transformadores,
for the eighth year we were awarded by
novos “ERP” – Enterprise Resource Planning”
the Top of Mind in Santos and, for the first
e “TOS” – Terminal Operating System, que nos
time, we were recognized among the best
trarão uma plataforma de classe mundial para
companies in the country by the magazine
sustentar o crescimento de nossas operações.
Guia Exame de Sustentabilidade. Keeping
our public commitment of sustainability, we
A imagem do Grupo Libra segue fortalecida:
have a decisive acting to reduce greenhouse
pelo oitavo ano conquistamos o prêmio Top
gas emissions, to manage waste and mitigate
of Mind em Santos, e pela primeira vez fomos
operation impacts on the area surrounding the
reconhecidos entre as melhores empresas
facilities, investing in professional background
do país pelo Guia Exame de Sustentabilidade.
for young people from local community
Mantendo nossos compromissos públicos
and in the mitigation of impacts related to
de sustentabilidade, temos uma atuação
traffic and noise. And once again, Grupo
decisiva para reduzir as emissões de gases
Libra reaffirms its support to Global Compact
de efeito estufa, gerenciar resíduos e mitigar
principles through its acting in the Brazilian
os impactos das operações no entorno das
Committee (Global Compact Network Brazil).
instalações, investindo em formação profissional
para jovens da comunidade local e na mitigação
A balance sheet as of 2013 could not fail to
de impactos relacionados ao trânsito e ruídos.
stand out two important achievements of Grupo
E mais uma vez o Grupo Libra reitera
Libra for life valuation and work environment
seu apoio aos princípios do Pacto Global,
improvement. One of them was the outstanding
através da sua atuação no Comitê Brasileiro.
results concerning labor safety last year, with
a reduction of 72% work-related accident leave.
Um balanço de 2013 não poderia deixar
The other was the growth of more than ten
de destacar duas importantes conquistas
percentage points achieved by Libra Terminais
do Grupo para a valorização da vida e a melhoria
Rio, Libra Aeroportos Cabo Frio and IT area in
do ambiente de trabalho. Uma delas foram
climate survey - the impressive recovery is a
os excepcionais resultados de segurança
result of efforts undertaken from a consistent
do trabalho no último ano, com uma redução
action plan. Despite very positive figures, we
de 72% nos acidentes com afastamento.
have the commitment to reduce the high level
Outra foi o crescimento de mais de dez pontos
of turnover which has been affecting Brazilian
percentuais alcançados pela Libra Terminais
companies in general and that in 2013 was
Rio, Libra Aeroportos Cabo Frio e área de TI na
18.8% at Grupo Libra. We want to be more
pesquisa de clima – a impressionante recuperação
and more effective, however always preserving
é resultado dos esforços empreendidos a partir
what is the most important to us: our people.
de um consistente plano de ação. Mesmo com
números muito positivos, temos o compromisso
We know the year 2014 will also be intense and
de reduzir o elevado índice de turnover
full of challenges. But we are off to a great start.
que vem afetando as empresas brasileiras
In the beginning of 2014, Libra Terminais Santos
em geral e que em 2013 foi de 18,8%
reached the historical mark of 177 movements
no Grupo Libra. Queremos ser cada vez mais
per hour in its vessel productivity. In the end
eficientes, porém sempre preservando o que
of 2013 we have already broken the vessel
é o mais importante para nós: nossas pessoas.
productivity record of Libra Terminais Rio when
we reached 92 movements per hour, keeping
Sabemos que o ano de 2014 também será
both terminals with the best productivity of
intenso e recheado de desafios. Mas começamos
presence in port in its regions. For us, it shows
bem. No início de 2014 a Libra Terminais Santos
that we are on the right track, defining our
chegou à marca histórica de 177 movimentos
priorities and keeping the focus on the tireless
por hora em sua produtividade por navio.
quest for excellence in everything we do.
Ao final de 2013 já havíamos quebrado
o recorde de produtividade em navio da Libra
The good results of one more year of financial
Terminais Rio quando atingimos 92 movimentos
and operational records fill us with satisfaction
por hora, mantendo-se ambos terminais
and energy to redouble our commitment to
com a melhor produtividade de permanência
continue working and improving every step.
em porto em suas regiões. Para nós, isso aponta
In 2014, we will keep on pursuing result
que estamos no caminho certo, definindo
overcoming, better engagement of our employees
nossas prioridades e mantendo o foco na busca
and preference of our customers. We know our
incansável da excelência em tudo o que fazemos.
strength and we will not fail to pursue in search
of our destiny: The Good Growth.
Os bons resultados de mais um ano de recordes
operacionais e financeiros nos enchem
Marcelo Araujo
de satisfação e energia para redobrar
President of Grupo Libra
o compromisso de continuar trabalhando e
melhorando a cada etapa. Em 2014, seguiremos
perseguindo a superação de resultados,
o maior engajamento de nossos colaboradores
e a preferência de nossos clientes. Conhecemos
nossa força e não deixaremos de seguir
em busca de nosso destino: O Bom Crescimento.
Marcelo Araujo
Presidente executivo do Grupo Libra
6
Highlights
Grupo Libra Highlights of the Year
Net Revenue (BRL million)
EBITDA (BRL million)
CAGR 12%
EBITDA margin
EBITDA
(BRL million)
CAGR 14%
31.5%
31.3%
32.4%
881
1053
1106
276
332
358
2011
2012
2013
2011
2012
2013
Business Unit Sharing
in Net Revenue
Libra Participações
7.7%
Libra Aeroportos
4.4%
Libra Participações
Libra Aeroportos 5.9%
3.5%
Libra Logística
19.4%
Libra Logística
15.9%
Libra Terminais
72.1%
Libra Terminais
71.2%
2012
2013
Highlights
7
Libra Terminais
Net Revenues
662 million
754 million
In 2011
787 million
In 2012
In 2013
Cargo handled (thousand containers)
2011
2012
2013
% 2013/2012
Libra Terminais Santos
498
470
401
-15%
Libra Terminais Rio
151
143
151
5%
Libra Terminais
649
613
552
-10%
Productivity – Movements Per Hour (MPH)
82%
50%
34
52
62
38
44
57
2011
2012
2013
2011
2012
2013
LIBRA TERMINAIS SANTOS
LIBRA TERMINAIS RIO
8
Highlights
Libra Logística
Net Revenues
119 million
166 million
In 2011
215 million
In 2012
In 2013
Cargo handled (thousand m³)
2011
2012
2013
% 2013/2012
Libra Logística Campinas
582
510
484
-5%
Libra Logística Cubatão
924
1284
866
-33%
Libra Logística Valongo
2009
2649
3017
14%
Libra Logística Uberlândia
0
115
286
147%
Libra Logística
3515
4558
4653
2%
Highlights
9
Libra Aeroportos
Net Revenues
9 million
46 million
In 2011
39 million
In 2012
In 2013
Passengers Embarked/Disembarked (thousand)
International Airport
of Cabo Frio
2011
2012
2013
% 2013/2012
140
217
214
-1%
10
Highlights
Greenhouse
Emissão
de gases
de efeito
Gas
Emissions
estufa
Work-related
Acidentes com
afastamento
accident
leave
Emissões
Direct
Emissions
Diretas (Scope
(Escopo1 –1 -CO2e)
tCO2e)
(número
(#
of accidents)
de acidentes)
-4%
-6%
-8%
-72%
44.519
2010
42.529
2011
40.159
2012
36.762
2013
45
49
14
2011
2012
2013
Aproveitamento
Internal
Recruitment
interno
(% of
de vacancies
vagas anunciadas
advertised
e preenchidas)
and filled)
31%
46%
2012
2013
Pesquisa
Climate Survey
de clima
2012
2013
(índice de satisfação
(satisfaction
index – favorable
- respostas
answers)
favoráveis)
21%
53
35%
64
Libra
Terminais Rio
49
27%
66
Tecnologia
Information
da
Technology
Informação
52
Libra
Aeroportos
Survey reapplied
Reaplicação
da pesquisa
in units which
nas unidades
had a result
que apresentaram
resultado
below
theabaixo
expectation
da expectativa
in 2012. em 2012.
66
Destaques de
Investment
Highlights
Investimentos
in 2013
em 2013
Work completion
Conclusão
das obras
in Terminal
no Terminal
33, 33,
partparte
of the
do Plano
de Expansão
Expansion
Plan
da of
Libra
Libra
Terminais
Terminais
Santos
Santos
(PLTS)
(PLTS)
16 million
milhões
Beginningobras
Iniciadas
of works
de expansão
for mooring
do cais
dock expansion
e novo
and
new
armazém,
warehouse,
como
as parte
part of
dothe
Plano
Expansion
de Expansão
Plan
of Libra da
Terminais
Libra Terminais
Rio (PLTR)
Rio (PLTR)
151 million
milhões
Completion
Término
do novo
of thearmazém
new warehouse
da
Libra
of
Libra
Logística
Logística
Campinas
Campinas
17 million
milhões
IT
Projects
Projetos
de TI
33 million
milhões
Grupo
O
Grupo
Libra
Libra
still
ainda
has an investment
tem previsão
de mais
forecast
of more
than
2 bilhões
billion
de 2019
investimentos
até 2019
by
in expansion
plans em
of
obras
de
expansão
das
unidades,
units, IT and new businesses.
TI e novos negócios.
Relatório Anual e de Sustentabilidade 2013
12
Highlights
Profile
13
Profile
1. Who We Are
GRI 2.1,2.3,2.4,2.5,2.6,2.7,2.8,2.9
Grupo Libra, one of the largest port operators and foreign
trade logistics in Brazil, is a business conglomerate of 100%
national capital, with majority shareholding control by the
Borges Torrealba family. Head offices located in the City of
São Paulo and employing 3,000 people, it has been the
first company in the sector to operate all transportation
modals in Latin America in an integrated way since 2011.
Acting from strategically located units to offer logistics
solutions which add value and make difference in land,
sea and air, Grupo Libra provides an integrated logistics
network composed of port terminals, Special Export
Customs Clearance Area (REDEX), Logistics and
Industrial Customs Center (CLIA), airports and road-rail
terminals, distributed by the cities of Santos, Cubatão,
Campinas, Uberlândia, Cabo Frio and Rio de Janeiro.
Libra Infrastructure, a platform of investments, gathers
the three businesses of the company in an synergistic and
integrated way: Libra Terminais, Libra Logística and Libra
Aeroportos. On the other hand, Libra Participações gathers
investments in other companies which act in diversified
sectors, such as CNA, in the segment of inland waterway
transportation; Olivares de Quepu, with the production
of high quality extra-virgin olive oil; Companhia Providência,
globally acting in the production and marketing of
non-tissue materials; and Libra Imobiliária, responsible
for management of real estate belonging to Grupo Libra.
Grupo Libra has been acting in infrastructure sectors
for more than 70 years and today assists the main
segments of Brazilian economy, such as electroelectronics,
pharmaceutical, food, automotive and gas & oil.
It is a history of a strong company which is proud
of its long contribution for the country development.
14
Highlights
1.1 Vision, Values
and Vision for Sustainability
Vision
GRI 4.8
We are passionate for the idea of growing at the same time we
promote the growth of all the ones who relate to us. We believe
in the growth in harmony with the environment, which values life,
people and improves society. That is the way we want to create,
innovate and make difference in all sectors where we act.
Values
Acting ethically
Acting ethically is to put our values in all actions and decisions
into practice, to be real in our relationships and responsible
for our choices.
Enterprising spirit
We are pro-active and we value the initiative
and the sense of opportunity of our employees and partners.
Excellence
In search of excelence, we add intelligence to everyhting we do.
Innovating
We nurture innovation which permeates all organization levels.
We look for new ways of managing businesses, treating people
and offering customers products and solutions better and better.
Diversity
We encourage diversity of visions and cultures for believing that
it brings strength for Grupo Libra and enriches our reflections,
choices and decisions in the daily life.
Passion
We are passionate for what we do. We believe this way we feel
complete, spread the idea and motivate all the ones who are
related to us.
Profile
Vision for Sustainability
Since the first years of Grupo Libra foundation,
we have been facing many challenges,
and the best answers to overcome them
we always find in our roots. We are a family
group with ethcal principles and respect to
people who have helped us build our business.
We are proud of this work and love for Brazil.
At this moment, when new challenges are
imposed on the mankind, our roots and
commitments will guide us once again
towards future. For this reason, it is our
duty and choice to embrace the cause of
valuing life in all its dimensions to guide
our actions in the daily businesses.
The aspirations which we present here
definitely insert the concept of sustainable
development in our management model.
They are covenants we undertake as a renewal
of commitment with values of Grupo Libra
and with life and that should be reflected
in decisions and attitudes of everyone
and each employee.
There are 4 pillars which support
our Vision for Sustainability:
Acting in an ethical and transparent manner:
Ensuring relations based on ethics,
transparency and legality, and spreading
these concepts as Grupo Libra’s values.
Improving the use of natural resources:
Investing for the effective consumption of
fossil fuels, water and energy; making the
15
suitable management of waste; monitoring
and mitigating greenhouse gas emissions;
and acting in a pro-active manner to prevent
spill of contaminants.
Being a partner in the development
of surrounding communities: Supporting
communities close to installations, according
to their needs and reducing impacts on noise,
traffic and pollution caused by operations.
Evolving consistently in management
of employees: Offering the best conditions
related to work, health and safety; providing
everyone opportunities of professional and
personal growth in an environment which brings
proud of being part of it; implementing
a program of education and sustainability
for employees and family members.
To reach such objectives, besides the effort
of each of us, efforts added to our partners
are nedded motivating the whole productive
chain to act and to influence the strategic
agenda of sustaianble development in the
sectors where we operate.
We consist of a business group with bold
goals of growth and profitability. We are also
citizens and hence our purpose is to search
for our development, ensuring the balance
between natural resources, social matters and
economic growth. Reinforcing the principles
of life valuation is reinforcing our historical
vocation. The daily acomplishment of each of
thes aspirations is the Grupo Libra’s contribution
for the planet sustainability following our heritage
of entrepreneurship and engagement to the great
matters of our time.
16
Profile
1.2
Corporate Governance
GR1 4.1, 4.2, 4.3,4.4,4.5,4.6,4.7,4.9,4.10
Board of Directors
The Board of Directors of Grupo Libra
is a council which defines strategies,
monitors the company performance and
its executives, takes decisions which imply
high impact actions or plans, identifies,
detects the level and intensity of business
risks and establishes policies for the suitable
management of Grupo Libra.
Comprised of nine members, of mixed
gender, the Board of Directors includes four
independent members, including the chairman
who does not carry out the position of
executive officer at Grupo Libra. The directors
elected are senior professionals with vast
experience in executive titles of large national
and international groups, coming from several
sectors of the economy.
For further information about the Board of
Directors of Grupo Libra, please refer to our
website: www.grupolibra.com.br/quem-somos/
conselhoscomites
Chairman: Ibrahim Eris
Directors:
Álvaro Antonio Cardoso de Souza
Ana Carolina Borges Torrealba Affonso
Celina Borges Torrealba Carpi
Gonçalo Borges Torrealba
John Andrew de Oliveira Harris
Miguel João Jorge Filho
Omar Carneiro da Cunha Sobrinho
Rodrigo Borges Torrealba
Board of Shareholders
Made up of controlling members of Grupo
Libra, the Board of Shareholders has, as main
attributions, to define the beliefs, values and
ways of performance of the company as well
as the relation between shareholders and
these people with Grupo Libra. In addition,
its task is to elect representatives for the
Board of Directors.
Audit Committee
Its main attributions are to coordinate and
to monitor the work of independent and
internal auditors, besides analyzing financial
statements. It is headed by an independent
director and composed of a shareholder
director and an external specialist member.
Institutional Relations Committee
It develops the relationship strategy with
the three levels of government of Executive,
Legislative and Judiciary Branches and defines
the positioning of Grupo Libra concerning
strategic regulatory themes. Coordinated by
one independent director, composed of two
other shareholder directors, one external
specialist member and the executive
president of Grupo Libra.
Personnel / Remuneration Committee
It is responsible for advisoring the
Board of Directors in analyzing matters
related to remuneration of executives. It is
coordinated by an independent director and
also composed of one shareholder director
and the executive president of Grupo Libra.
In 2014, the committee performance was
expanded to cover other thermes of human
resources, as succession and development
of careers of executives and was redefined
as Personnel Committee.
Investment Committee
It advises the Board of Directors in matters
which involve the position of financial
investment risks. It is coordinated by
one shareholder director and composed
of another director and the chairman
of the board of directors.
Ombudsman Committee
This is a committee composed by the
chairman of the board of directors and the
executive president of Grupo Libra, executive
officers and general officers of businesses.
It works to ensure the applicability and
adherence of Libra Relationship Principles,
to analyze critical demonstrations and to follow
the action plans.
Profile
17
1.3
Management Model
GRI 4.10
In recent years, Grupo Libra has had a significant evolution in the structuring
of its processes and in the search of synergy among the units.
In light of the new and lively competitive environment in its segments
of performance, Grupo Libra gets ready to enter a new time with great
challenges in which, above all, priority and focus will be required. Focus
on project performance, on quality improvement, costs, on meeting
regulatory demands and on relations with customers and government.
Focus on the search of excellence in everthing that is done.
Then, a new management model was developed in 2013 and implemented
in 2014 in order to ensure more autonomy and integration to business
units of Grupo Libra. It searches for more proximity between the executive
president and officers of crosscutting areas in the daily life of units, besides
more commitment of everyone with operation and performance.
Organizational Model
Executive President
Libra
Terminais
Rio
Participações
and Investment
Libra
Terminais
Santos
Commercial
and Marketing
Libra
Logística
Libra
Aeroportos
Organizational
Development
Finance,
Planning
and IT
Libra Terminais
Libra
Imobiliária
Human
Resources
Engex - Operational
Excellence
and Engineering
Libra
Participações
Corporate
Communication
Corporate
Legal
Sustainability
and Safety
IR
Institutional
Relations
Finance
and Planning
IT - Information
Technology
Business
Development
CAL - Libra Administrative Center
18
Profile
Management Rituals
Libra Infrastructure Management Committee
Focus on strategic planning coordination of Grupo Libra, definition
of corporate policies and integrated people management.
Composition: Executive President, financial, planning and
IT executive officer, executive officer of organizational
development, executive officer of Libra Participações
and investments, general officers of units and officer
of operational excellence and engineering.
Business Unit Management Committees (ComGes)
Libra Terminais Santos, Libra Terminaris Rio,
Libra Logística and Libra Aeroportos
They have, as main attributions, the follow-up of indicators,
decisions related to performance of actions and follow-up
and decision of strategic projects of business units.
Composition: Executive President, financial, planning
and IT executive officer, executive officer of organizational
development, executive officer of Libra Participações
and investments, general officers of units or commercial/
operations general managers of each unit.
Commercial
Reunião
de Integração
Integration
Comercial(RIC)
Meeting
(RIC)
Operational
Reunião
de Integração
Integration
Operacional
Meeting
(RIO)
(RIO)
Follow the main
Acompanhar
os principais
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our
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and preference
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andeimpeccable
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Follow and define
Acompanhar
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plan about
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indicadores dos processos críticos.
Follow strategic projects including the
Acompanhar
ones
related to
os commercial
projetos estratégicos,
area (RIC).
incluindo os que se relacionam
à área Comercial (RIC).
Define strategic
Definir
o posicionamento
positioning
estratégico
e as commercial
and
políticas comerciais;
policies;
Direcionar
Direct
integrated
os projetos
projects;
integrados;
Evaluate
Avaliar
a commercial
performanceperformance
comercial
dasbusiness
of
unidades
units.
de negócio.
Profile
19
Cultura
Libra
Management
Libra de Gestão
Culture
It is
A
Cultura
a set of
Libra
principles
de Gestão
which
é oaims
conjunto
to reconcile
de princípios
business
que visa
conciliar ostoobjetivos
objectives
corporate
dos
identity
negócios
andàensure
identidade
consistency
corporativa
e garantir
of
Grupo Libra’s
a consistência
presenceda
in presença
several markets
do Grupo
where
Librait
nos diversos
acts
and is composed
mercadosby
que
Grupo
atuaLibra’s
e é composta
Vision and
pela
values,
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e valoresthe
besides
do mision
Grupo,and
além
attributes
da missão
of each
e atributos
business
de cada
unit.
unidade de negócio.
Libra Management System
Sistema Libra de Gestão
Excelence
Planning and
Capital Management
Operational
Management
People Management
Sustainability and Safety
20
Profile
1.4
Units
GRI 2.2, 2.3
Cia. de Navegação da Amazônia (Amazon
(CNA)
Navigation Company) – CNA
Libra Logística Intermodal
Libra Terminais Rio
Libra Logística Rio
Aerop.dos
Angra
de Angra
Reis Airport
dos Reis
Libra Terminais Imbituba
Aerop. Intern.Airport
International
de Cabo
of Cabo
Frio Frio
Profile
Libra Terminais
Mission
Provide port operation services with
excellence, reliability, informationrelated transparency and cost-related
competitiveness. Promote a long-term
relationship and planning culture to
synchronize demands and investments,
ensure continuous service rendering
and achieve Good Growth.
Libra Terminais is the largest unit of Grupo
Libra. It offers services of cargo operation,
movement and storage and is among the
largest container operators in Brazil acting
in the busiest ports in the country, such as
Santos and Rio de Janeiro.
Libra Terminais operates for the purpose
of providing services with the concept
of highest productivity (Port Stay) to its
ship-owner customers and differentiated
support services to its importing and
exporting customers.
Strategically located, Libra Terminais
Santos operates one of the largest and
most effective terminals of cargo movement
and storage in the Port of Santos. The unit
is also a world operator with productivity
records of vessels and port area.
Infrastructure
• 155,000 m² of total bonded area;
• +46,000 m² of external support area;
• Draft of 13.4m;
• Mooring dock extension of
1,085m with three berths;
• 1,200 plugs for refrigerated containers;
• Static capacity of 13,800 TEU;
• Exclusive warehouse for
deconsolidated cargoes with storage
capacity for 5,000 pallets;
• Segregation area for chemical cargoes.
Libra Terminais Rio
It has one of the largest bonded areas in
the port of Rio de Janeiro. Besides storing
containers and loose cargoes for import and
export, the unit has a segregation area for
21
hazardous cargoes and an exclusive area
for products under surveillance of Anvisa.
The operation provides drug storage
services in a climate-controlled chamber
and project cargoes.
Infrastructure
• Area of 136,000 m², 100% bonded;
• Draft of 13m;
• Mooring dock extension
of 545m with two berths;
• 270 plugs for refrigerated containers;
• Static capacity of 10,800 TEU;
• Temperature/Climate-controlled chamber
containing 500 pallet positions;
* Warehouse with 6,000m²
for loose cargo storage;
* Exclusive warehouse for flammable
and chemical products containing
800 pallet positions.
Libra Logística
Mission
Provide integrated, personalized,
efficient and sustainable intermodal
logistics solutions for foreign trade flows.
Cultivate trustworthy relationships with
customers and partners and become
familiar with their business activities in
order to develop solutions with logistics
intelligence that result in Good Growth.
Libra Logística is one of the largest logistic
operators of foreign trade in the country
and is composed of five operational units
which contemplate CLIA, REDEX, road-rail
terminals and Libra Logística Intermodal,
responsible for the management of all
logistic process steps of its customers.
Its main differential is to offer effective
and customized solutions of foreign trade
through consultative selling, adding value
to customers’ businesses. The unit works
with indicators and performance which
provides more visibility and enable a better
management of companies’ supply chain.
Aligning strategic assets and a team with
a deep market knowledge, Libra Logística
can propose effective solutions to optimize
the total logistic cost of its customers.
22
Profile
It is a CLIA (Logistics and Industrial
Customs Center) with full facilities handling
and storing bonded storage of foreign
trade, strategic location and solutions for
segments of high added value, such as
pharmaceutical, chemical, electronics,
food and consumption goods, and further
has a Logistic Center next to it.
This CLIA is strategically located in the
gateway of Brazilian cerrado (tropical savanna
eco-region) to handle the foreign trade flow
of the State of Minas Gerais, especially of
the region of Triângulo Mineiro and in the
Midwestern states of Brazil. Libra Logística
Uberlândia is connected to a railroad
branch that connects the facility directly
to Libra Logística Campinas and Valongo.
The unit is strategically located 32km away
from the Viracopos International Airport and
lies 170 km away from the Port of Santos
(SP). The unit also has a railway that directly
interconnects the city of Campinas (SP)
and both banks in the Port of Santos.
CLIA
• Total area: 90,000 m²;
• Covered area: 28,000 m²;
• 25,000 pallet positions for bonded storage.
Logistic Center
• Capacity for 3,700 pallet positions.
Infrastructure
• Infrastructure and services addressed
to cargoes under ANVISA consent;
• Customs services and special systems;
Located in the entrance of the Port of
Santos, Libra Logística Valongo is its most
modern and complete multimodal terminal
in Santos prepared to support all kinds
of cargo, especially the project ones.
Infrastructure
• Yard: 115,000 m²;
• 144 plugs for refrigerated containers;
• 800m railway system.
Strategically located at the same distance
from both banks of the Port of Santos,
Libra Logística Cubatão is a large multimodal
center which facilitates operations of
general cargo export and is provided with
complete infrastructure for project cargo.
Infrastructure
• Yard: 30,000 m²;
• 300 plugs for refrigerated containers.
Infrastructure
• Yard: 30,000 m²;
• Area forecast for expansion: 10,000 m².
Libra Logística Rio
Support terminal for foreign trade operations,
it acts under REDEX system and Logistic
Center and is a great facilitator of dry cargo
export operations besides enabling services
of handling and storage of project cargoes.
It makes storage and consolidation of
general cargo, pre-piling of containers and
transport with system integration to Libra
Terminais Rio besides enabling priority
access to port terminal due to its strategic
location close to the Port of Rio de Janeiro.
Infrastructure
• Yard: 15,000 m².
Libra Logística Intermodal
Always in search of quality
and excellence, Libra Logística Intermodal
is responsible for the management
of all steps of customers’ supply chain.
It works with performance indicators
which provide more visibility to the chain.
Differentials
• Management and optimization
of customers’ total logistic cost;
• Performance indicators agreed
with the customers (SLA);
• Total visibility of the chain
through web platform;
• Safe cargo transportation through
satellite tracking technologies;
• Travel management focused on using
equipment and modals which ensure
lower greenhouse gas emission.
Profile
23
Libra Aeroportos
Mission
Provide airport services for cargo and passengers with
excellence and efficiency and offer integrated solutions
to meet the needs of the oil & gas industry.
Libra Aeroportos acts in the helicopter base operation to support
oil & gas industry and assist passenger and cargo aircrafts.
The International Airport of Cabo Frio is the first public airport with private
management in the country licensed to operate national and international
cargo and passenger fights. A logistic bonded complex with sea or air cargo
storage, it has the fourth largest runway in Brazil and the second largest
in Rio de Janeiro, with capacity to receive the largest cargo aircrafts in the
country and to provide a high level of support services to passengers.
Infrastructure
• Total bonded area of 80,000 m²,
being 18,000 m² covered with 24h security;
• Runway of 2,560m x 45m;
• Yard: 30,400 m²;
• Passenger terminal: up to 350,000 passengers/year;
• Fire Brigade level 9;
• Installations of IRS, Federal Police, ANVISA and Ministry of Agriculture.
Grupo Libra Certifications
Business Unit
Libra Terminais Rio
Libra Logística
Campinas
CNA
Certification
ISO 9001 (2008), ISO 14001 (2004), ISPS CODE,
CARGOLOG OHSAS 18001 (2007)
ISO 9001 (2008), ISO 14001 (2004), ISPS CODE,
PONTA DO CAJU OHSAS 18001 (2007)
ISO 9001 (2008), ISO 14001 (2004)
ISO 9001 (2008), ISO 14001 (2004),
OHSAS 18001 (2009)
24
Highlights
LIBRA PARTICIPAÇÕES
It is the unit of Grupo Libra responsible for
the management of its investments which
do not compose Libra Infrastructure.
Companhia de Navegação da
Amazônia (Amazon Navigation
Company) - CNA
CNA has contributed towards the development
of the Amazon Region for 72 years.
It is the leader in the segment of oil river
transportation, its derivatives and biofuel and
meets some exponents of the sector, such as
Petrobrás, Petrobrás Distribuidora and Raízen.
The company’s river fleet has 41barges
and 17pusher tugs. The unit transports
approximately 1.3 million m3 (a fleet reduction
in 2013 should have affected the volume
carried) of liquid bulk cargo a year from its
facilities located in Manaus (AM), Belém
and Oriximiná (PA) and Porto Velho (RO).
Olivares de Quepu
In 2005, Grupo Libra joined the Chilean
company Olivares de Quepu. Located in
Talca, Chile, Olivares produces high-quality
mono-varietal olive oil, having achieved
international recognition, such as the Prestige
Gold and the Gold awards, in the world’s
best extra virgin olive oil competition.
In 2010, Grupo Libra already held 100% of
the company upon the strategic integration of
investment in the agribusiness to its business.
The vertical integration of production chain,
from seedlings to olive oil bottling, enables
Olivares to obtain of exclusive products of
worldwide recognition, and to bring Libra
Group the proud of continuous learning
and significant results already achieved.
Companhia Providência
Grupo Libra holds 9.8% shares at Companhia
Providência, leading company in the
manufacturing and sales of non-woven
fabrics in Brazil, as well as disposable
products for personal, hospital, and medical
care. The company has global acting and
significant presence in the Americas.
In January 2014, Companhia Previdência
released the celebration of an agreement
of purchase and selling of shares between
PGI Polímeros do Brasil S/A and Polymer
Group Inc., considering Grupo Libra’s
shareholding control in this company.
The closing of this operation is part of the
strategy of focusing on Libra Infrastructure
and will be made after checking and
compliance with usual conditions precedent
in similar operations, including the prior
consent from competition defense authorities
in Brazil and in the United States.
Libra imobiliária
With its activities started in 2011, Libra
Imobiliária looks for good real estate
investments opportunities for Grupo Libra,
focused on assets related to its operations.
The unit provides operational support to
territorial growth of units of Libra Group
and is responsible for the management
of its real estate, besides assisting in
its administration and maintenance.
Profile
25
Libra Holding
Located in the city of São Paulo, Libra Holding
responsible for coordinating the performance of all
Grupo Libra and defining its strategic directives and
policies. It is guided by Grupo Libra’s Vision and
Values, fostering people and business integration.
To provide support to integrated management
of units of Libra Terminais, Libra Logística
and Libra Aeroportos, Libra Holding counts
on the following crosscutting areas:
Organizational
Development
(HR, Corporate
Communication, Sustainability
and Labor Safety)
Finance,
Planning and IT
Operational Excellence
and Engineering
Legal Dept., Business
Develoment and
Institutional Relations
CENTRO ADMINISTRATIVO LIBRA
(LIBRA ADMINISTRATIVE CENTER) - CAL
CAL has the mission of operating all Grupo Libra’s financial
and administrative processes, with the promotion and support
of institution of Libra Management Culture. Therefore, it
helps formalize controls, standardize systems and simplify
processes. Through its two units, one in Santos (SP) and
the other in Rio de Janeiro (RJ), the center provides services
in transactional processes of different scopes, as legal,
supply, accounting, tax, revenue and finance depts.
RECOGNITIONS TO GRUPO LIBRA
GRI 2.10
Grupo Libra is proud of all recognition received,
as an award for its management always in search of excellence.
• 2013 Top of Mind Award by ‘A Tribuna’ Newspaper.
For the eighth consecutive year, Grupo Libra receives the recognition from the press of the City of Santos, where lies one of its largest operations.
• Magazine ‘2013 Guia Exame de Sustentabildade’.
Recognized as one of the 61 most sustainable companies in Brazil.
• Magazine ‘Isto é Dinheiro’ – 2013 Empresas do Bem Award.
Grupo Libra awarded among the 50 ‘Empresas do Bem’ (Best Companies)
in the Community category, with the projects ‘Libra Cidadania and Arte no Dique’.
26
Profile
1.5
About the Report
GR1 3.1,3.2,3.3,3.5,3.6,3.7,3.8,3.9,3.10,3.11,3.13,4.14,4.15,4.16,4.17
For the third consecutive year, Grupo Libra is publishing its Annual Sustainability
Report based on Global Reporting Initiative (GRI) guidelines. This year,
the document also presents Grupo Libra’s management report, increasing
its consistency to publication thanks to the inclusion of the company’s social,
environmental and economic performance. This report also approaches
processes, progress and challenges of Grupo Libra in 2013 and the
information comprises the main units of Libra Terminais, Libra Logística
and Libra Aeroportos, with CNA being approached concerning its
environmental performance.
In 2012, following GRI methodology, for the first time the company published
its materiality matrix, from an engagement process to identify opinions of its
public of interest about matters related to sustainability. Four panels were
elaborated (two in São Paulo and two in Rio de Janeiro) with representatives
of its main public of interest: employees, academy, customers, suppliers,
press and civil society. Grupo Libra’s opinion was represented in this work
Profile
27
by the Executive Officer.
The materiality questionnaire showed a total of none
questions divided into three groups which represent the
pillars of Grupo Libra’s management system: 1 – Planning
and Capital Management; 2 – Operational Management;
3 – People Management.
Each pillar had three questions aligned with the company’s
acting themes and each of them had three alternatives/
matters to be related by order of importance: being 1 most
important and 3 less important. Then, altogether, opinions
related to 27 different matters were analyzed.
The results were validated and compared to opinions
of Grupo Libra’s management and, from that,
we elaborated the materiality matrix. Based
on such matrix, the themes of this report, as follows:
Materiality matrix
Have a strategy of approximation
and relationship with the granting power
Provide conduct code training to all
the ones involved in the business
Have shared management
Make management of impacts related
to air gases emission
Make management of social and economic impacts
Invest in Technology and Innovation
Stakeholders
Have career plan and performance analysis
Have internal processes which foster proximity
with leadership
Make management of waste-related impacts
Make a sectorial investment plan
Invest to foster and develop
local economy
Invest in training, awareness and education
of employees and third parties in health
and safety
Invest in equipment and improvement
of work environment which
assure health and safety
Have compliance practices
Have accountability and make
account rendering
Have internal channels of claims and complaints
Make customer’s satisfaction
survey and service level
Have suitable benefits and remuneration
Have anti-corruption mechanisms
Make management of biodiversity impacts
Have actions focused on lost-time
incident reduction
Ensure freedom of Union
matters and association
Have investment policy
by the granting power
Have segregation and control of
delegation and authorities defined
Make standardization of systems
and simplification of processes
Make qualification for formation of young
people from surrounding community
related to operations for the first job
Have retention plan
and rotation control
Grupo Libra
Under analysis
Low importance
Medium importance
High importance
28
Management
Management
29
2. Excellence
Excelência
noCapital
in
Planejamento
Management
e Gestão
and
Planning
do Capital
GRI 4.1,4.2,4.3,4.4,4.12,4.13,4.14,4.15,4.16,4.17,SO2,SO3,SO4,SO9
2.1 Business
Ética e transparência
Transparency
nos
negócios
and
Ethics
Grupo
O
Grupo
Libra
Libra
continuously
incorpora continuamente
incorporates deasbest
melhores
corporate
práticas
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governance
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corporativa.
In theNos
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years, itanos,
has implemented
ele implementou
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assegurar
precise
níveis
levels
precisos
of delegations
de delegações
and
e alçadas. Em
authorities.
In 2013,
2013, there
houvewas
umaa evolução
significantsignificativa
evolution in the
nos mecanismos
control
mechanisms
de controle,
from the adevelopment
partir do desenvolvimento
of a set of internal
de umand
tools
conjunto
improvement
de ferramentas
of takinginternas
decisionestructures,
do aprimoramento
with
das estruturas of
reinforcement
dethe
tomada
corporate
de decisão,
responsibility
com reforço
principles.
dos princípios da responsabilidade corporativa.
• The Internal Authority Regulation (RIA) was improved
• O widely
and
Regimento
released
Interno
in the
de units.
Alçadas
Structured
(RIA) foi presentations
aprimorado
e amplamente
were
provided to
divulgado
certain groups
nas unidades.
of employees
Foraminrealizadas
order to
apresentações
offer
the correctestruturadas
understanding
a determinados
of this controlgrupos
mechanism;
de colaboradores, a fim de proporcionar o correto
•entendimento
The Legal Management
desse mecanismo
(Projeto
deLegal)
controle;
project
qualified the managers in the main labor themes,
• O projeto
enabling
to better
Gestãoprepare
Legal capacitou
them to hire
os gestores
employees
nosand
principais
temas trabalhistas,
companies,
besides oreducing
que permitiu
possible
prepará-los
legal conflicts.
melhor
para a labor
1,500
contratação
suits ofde
the
colaboradores
company were
e empresas,
analyzed to
além
de minimizar
understand
the
possíveis
main claims
conflitos
related
legais.Foram
to them and
analisados
then
os
1.500 processos
implement
changes
trabalhistas
which reduce
da companhia
dispute situations.
para compreender
as principais reivindicações a eles relacionadas, e assim
implementar mudanças que reduzam situações de litígio.
Acting
Agir
com
ethically
Ética
é colocar
is
to put into
em
prática os
practice
our
nossos
values
valores
in
all actions
em todas
and
as ações e be
decisions,
decisões,
true
serour
in
verdadeiro
relationships
em nossos
and
be responsible
relacionamentos
for
our choices.
e responsável
por nossas escolhas.
30
Management
Libra Relationship Principles
They are directives, guidelines and rules
to guide decisions in businesses and
rule relationships with all employees in
any level, with the Board of Directors,
suppliers, public agents, community and
customers. They reflect who Grupo Libra
is and what it believes to be correct and
ethical in the daily life of its businesses.
All employees are responsible for ensuring
decisions only based on Grupo Libra’s
interest and never in personal gains,
besides being attentive to conflict situations
of interests, fraud and corruption.
In the beginning of 2013, Grupo Libra’s
top management structured the Project of
Public-Private Relationship Directives in phase
of implementation. The program design sets
forth the Business Anti-corruption Act
(Law # 12.846/2013) and also inspired in
the North American anticorruption legislation
(Foreign Corrupt Practices Act – FCPA).
The project was structured with the support
of PriceWaterhouseCoopers (PwC) and
included initiatives such as the review and
expansion of Libra Relationship Principles;
progressive expansion of Ombudsman Service;
creation of specific procedures to treat themes
as donations, events and entertainments;
elaboration of a communication plan;
institution of specific and periodical
training programs; and creation
of monitoring mechanisms.
Due to the importance of global
actions to combat corruption
and expand business ethics and
transparency, in 2013 Grupo Libra:
• Adhered to the Business Pact
for Integrity and Against Corruption
of Ethos Institute, which aims
to develop strategies to support
signatory companies in the area of
ethics and systems of compliance;
• Participated in the debate about
this theme in the World Sustainability
Forum of Lille, in France;
• Remained as a signatory and an
active participant of Global Compact,
with the vice coordinating office
of Task Force on the Tenth
Principle (Anticorruption);
• Also actively participated in the
Leader Summit 2013 – Architects of
a Better World, event of the United
Nations (UN) that treated of Sustainable
Development Goals (SDGs) and the
business contribution for the advance
of development agenda after 2015,
addressing to the compliance of the
Millennium Development Goals (MDGs).
Anticorruption Mechanisms
In its commitment with ethics, Grupo Libra
does not agree with corruption in any level.
Then, the company keeps a system of internal
ombudsman service to monitor deviations
in Libra Relationship Principles.
GRI SO4 – measure taken described in the GRI index.
Management
31
2.2 Relation
Relação com
with
o poder
the
Granting
concedente
Power
GRI SO5
As a public
Como
concessionário
service operator,
de serviço
Grupo
público,
Libra
o Grupo
is
directlyLibra
related
relaciona-se
to severalde
spheres
forma of
direta
com diversas
public
power. esferas
The dialogue
do poder
in several
público.
levels
O fundamental
is
diálogo em diversos
for understanding
níveis é fundamental
and
para entendimento
resolution
of demands
e resolução
related todas
granting.
demandas relacionadas à concessão.
The area of Grupo Libra’s Institutional
A área de is
Relations
Relações
responsible
Institucionais
for its interaction
do Grupoand
é responsável por
representation
before
sua Executive,
interação eLegislative
representação
perante
and
Judiciary
os poderes
branches
Executivo,
and defines
Legislativo
its
e Judiciário, e
positioning
related
definetoseu
strategic
posicionamento
regulatory
no que tange
themes,
coordinating
a temasand
regulatórios
supporting
estratégicos,
the acting
coordenando
of
executives eofapoiando
all GrupoaLibra’s
atuação
operations.
dos
executivos de todas as operações do Grupo.
Grupo Libra keeps proximity and direct
O Grupo Librawith
relationship
mantém
the National
proximidade
Agency
e of Water
relacionamento(Antaq),
Transportation
direto com
Special
a Agência
Port Department
Nacional
de Transportes
(SEP),
NationalAquaviários
Land Transportation
(Antaq), Secretaria
Agency
Especial Ministry
(ANTT),
dos Portos
of Transportation,
(SEP), Agência Civil
Nacional
de Transportes
Aviation
Department
Terrestres
(SAC),
(ANTT),
National
Ministério
Civil
dos Transportes,
Aviation
Agency (ANAC),
Secretaria
ANVISA,
de Aviação
Companhia
Civil
(SAC), Agência
Docas,
besides Nacional
other governmental
de Aviação bodies.
Civil
(Anac), Anvisa, Companhia Docas, além
de outros organismos governamentais.
32
Management
2.3 Financial Performance
GRI EC1 2.8
Consolidated Net Revenue
In 2013, Grupo Libra’s net revenue reached BRL 1.1 billion, showing a 5%
increase in comparison to 2012. There was an outstanding for Libra Logística
which achieved 30% growth in relation to 2012, increasing its participation
from 16% to 19% per cent in Grupo Libra’s revenue. Libra Terminais showed
a 4% growth in sales revenue, due to the growth in the import storage
revenue partially balanced by the reduction in the port operation revenue
arising from the highest competition in the Port of Santos, due to the
entrance of new competitors. Libra Aeroportos reduced its participation in
the revenue due to the revenue reduction of regular cargo storage, and Libra
Participações, which consolidates the companies (CNA, Olivares de Quepu,
Cia. Providência and Libra Imobiliária), had a reduction of 18% in the Revenue
due to the change of ODQ consolidation criterion at Grupo Libra in 2013.
CAGR 12%
881
1053
1106
2011
2012
2013
(Million BRL)
Management
33
Ebitda - Profits before interests, taxes,
depreciation and amortization
The operational generation of flow measured by EBITDA reached BRL
358 million, which represented 8% growth in relation to 012 and the
margin EBITDA of the group reached 32.4%, a growth of 1.p.p.
CAGR 14%
31.3%
32.4%
31.5%
EBITDA margin
EBITDA
276
332
358
2011*
2012**
2013
(Million BRL)
*Financial statements adjusted according to the Committee
of Accounting Pronouncements (CPC) in convergence
for IFRS and excluding non-recurrent effect.
**The EBITDA amount in 2012 was updated from BRL 329MM to BRL332MM,
due to the inclusion of the equity equivalence result in EBITDA.
Financial Result
In 2013, Grupo Libra’s net financial result was related to net expenses in the
amount of BRL 99 million, a result of financial expense effects and exchange
rate variations that affected financing agreements. Financial revenue variation
arises from flow reduction of Grupo Libra’s companies, especially for its use as
a source of resources for investments in the expansion of terminals in progress.
The exchange rate devaluation of 15% of Brazilian currency (BRL)
against American dollar (US$) in 2013 was the main reason to increase
the amount estimated of net exchange rate variations a year, due to
exposure of this currency in debts incurred by Libra Terminais.
Financial Result (Million BRL)
2011
2012
2013
2013/2012
Financial Expenses
-46
-94
-98
-4%
Financial Revenues
31
105
59
-44%
Net Financial Expenses
-15
11
-39
-451%
Net Exchange Rate Variations
-39
-38
-60
-59%
Net Financial Result
-54
-27
-99
-266%
34
Management
Net profit
The net profit in 2013 had a reduction of BRL 29 million in relation to 2012,
reaching BRL149 million. The main impacts are related to the increase of
net financial expenses arising from the lowest financial revenue in 2013
and from the increase of exchange rate variation, in the debt stock valuation
in dollar and reduction of financial revenue which was minimized by the
highest operational cash generation (EBITDA) shown in relation to 2012.
CAGR 11%
121
177
149
2011
2012
2013
(Million BRL)
Management
35
Indebtedness
Grupo Libra’s gross debt on December 31, 2013 came to BRL 909 million,
in comparison to BRL 671 million in 2012. Short-term debts in 2013
accounted for 14% of the total gross debt, which represents an increase
of 5 percentage points (BRL47 million) in comparison to the short term
indebtedness in 2012, arising from the contract mature date of financing
made in previous years. The extension of debt average term which changed
from 5.29 years in 2012 for 5.45 years in 2013 should be highlighted.
On the other hand, the net indebtedness position of Grupo Libra on
December 31st of 2013 amounts to BRL 688 million. The estimated
financial leverage of the company in 2013, measured by the relation
net indebtedness/Ebitda, is of 1.88x. The increase of indebtedness
and the financial leverage level of Grupo Libra is related to the cycle of
investments in business expansion projects highlighting the Expansion
Plan of Libra Terminais Rio (PLTR), all financed by long-term credit lines.
The main financial operations made in the fiscal year of 2013 were long-term
financing through issuance of Export Credit Notes (NCE) in the total amount
of BRL 170 million, with a term of final due date of 7 years and direct financing
with the National Bank for Social and Economic Development (BNDES/
Finem) in the total amount of 120.8 million with final maturity of 9.5 years.
1,9
Indebtedness
(Million BRL)
1,1
1,1
Gross Debt
Net Debt
EBITDA/Net Debt
549
296
2011
Opening of Gross
Indebtedness
per Index
671
356
909
2012
Others
2.8%
Dollar
38.6%
688
2013
TJLP
13.6%
CDI
45.0%
36
Management
2.4
Investments
Grupo Libra’s main strategic guideline reflects the Good
Growth concept, a business Vision that focuses on
expanding activities together with promoting the growth
of all those who have a relationship with the company.
Forecast of
more than
BRL 2 billion
investments
by 2019
The Integration of the units under Libra Infraestrutura has also
contributed for the consolidation of extensive investment plans
involving all of the Grupo Libra’s operations: expansion of the
Santos (SP) and Rio de Janeiro (RJ) terminals, construction work
to modernize Libra Logística’s warehouses and improvements
and expansions of the International Airport of Cabo Frio (RJ).
This confirms the commitment to continue investing in the
infrastructure of the country, where BRL 290 million have
already been invested in 2013 and we will follow with investment
plans in the amount of BRL2 billion in the next years.
Investments (Million BRL)
Realizado 2013
2014-2019
28
610
Expansion Project - Libra
Terminais Santos (PLTS*)
16
542
Other works/equipment
12
68
183
335
Expansion Project - Libra Terminais Rio (PLTR)
151
274
Other works/equipment
32
61
Libra Logística
17
67
Libra Aeroportos
2
62
Information Technology (IT) Projects
33
172
Libra Imobiliária
27
Libra Terminais Rio
New Businesses (projects)
Total
* The PLTS will extend beyond 2019.
754
290
2000
Management
Opening
of Terminal 33
37
The investment of BRL16 million in the first step of Expansion
Project Plan of Libra Terminais Santos (PLTS), made in Terminal 33,
enabled a profitability increase, with storage area expansion.
With continuous expansion investments of nearly BRL 610 million expected for
the next years, including the purchase of 15 new electrified rubber tired gantry
cranes (RTG), besides two new container cranes (PT) and scanner infrastructure,
Libra Terminais Santos aims to reach the movement capacity of 1.7 million TEU.
Libra Terminais Rio
Grupo Libra has already started the expansion of Libra Terminais Rio with
an investment of nearly BRL 183 million in 2013. For the next years,
there is a forecast of investments amounting to BRL 335 million.
When the PLTR is completed, the terminal area will change from 136,000
to 190,000 m²; the mooring dock, from 545 to 715 meters; and its
movement capacity will change from 315,000 to 550,000 TEU/year.
Expansion
of Libra
Terminais Rio
Upon the expansion and modernization of industrial park of Libra
Terminais Rio, the unit will have an increase of 65% of its annual capacity
of container movement. The expansion works of retro-area and the mooring
dock are 25% already completed. The warehouse area will double, changing
from 6,000 to 12,000 m² by April 2014, also expanding the cargo exclusive
area under ANVISA regulation (chemical cargoes and climate-controlled
environments), all this with designs of installations and simulations of areas
based on demand studies in order to provide more effectiveness to services
provided. This expansion follows and makes the growth of new vessels feasible.
38
Management
Libra Logística
The expansion plans of Libra Logística include acquisition
of real estate and works of expansion of the current
units with investment of nearly BRL 67 million.
New bonded
warehouse
at Campinas
In order to support the growth forecast for the next years,
Grupo Libra continuously invests in expansion projects,
among them there is the completion of works of a
new bonded warehouse of 10,000 m² at CLIA of Libra
Logística Campinas. In 2013, BRL 17 million were invested
in this new warehouse which meets the demand for having
more space, reducing logistic bottlenecks and improving
the service level for the customers of the region.
Near Viracopos, the main cargo airport in the country,
CLIA mainly receives cargoes of high added value
and in 2013 operated 485,000 m³ cargoes.
In addition, included in the investments made
in 2013 is the pavement of the whole yard of
Libra Logística Valongo, the multimodal terminal
REDEX of Grupo Libra strategically located in the
Port of Santos, that is under development.
Libra Aeroportos
Libra Aeroportos has important expansion plans
for its installations, with a forecast investment
of nearly BRL 62 million in the next years.
Expansion of
commercial
aircraft yards
An initiative of the greatest importance in the unit in 2013
was the beginning of the expansion of helicopter positions
which will be 45, and the expansion of commercial
aircraft yards in the International Airport of Cabo Frio
to 60,000 m². Upon this expansion, it is possible to operate
two large-sized cargo aircrafts at the same time. And by
2016, the forecast is to increase the yard to 105,000 m².
The strategic location of the International Airport of Cabo Frio
brings opportunities not in the passenger and cargo segments
only, but it makes it an important support for several national
and international companies related to activities of gas &oil
exploration and production in the state basin of Santos (SP)
and in the state basin of Campos (RJ), as a base for helicopters
which serve offshore platforms.
Quem
Somos
Management
39
39
Information Technology (IT) Investment
To reach its value proposal, Grupo Libra strongly invests in technology.
This investment enables that one of the Libra Management Principles
is put into practice, as management excellence is a fruit of ambitious
IT projects and of top, modern and effective equipment employment.
In 2013, Grupo Libra invested BRL 33 million in IT improvement with the new
external Data Center and further intends additional investments of nearly BRL
172 million in the next years, with the implementation of Programa Equilibra,
which sets forth the replacement of Business Management Integrated System
(ERP) and Terminal Operation System (TOS) in its units. For that, two new
systems of internationally accredited specialized companies were hired. The
implementation project, started in the second semester of 2013, considers the
review of all processes of business and support, a profile of access and control.
The beginning of administrative system operation is forecast for the second
semester of 2014, and of operation system, for the beginning of 2015.
New World
Class IT
platform
New Businesses
In its mission of Good Growth, Grupo Libra constantly analyses expansion
opportunities and acquisition of new businesses whether in port, airport
or logistic assets in Brazil. The company forecast is to invest the amount
of BRL 754 million in the next years in new projects and in its acting areas.
Partnership with BNDES
GRI EC4
Grupo Libra contracted BRL 188 million from BNDES – the most
important instrument of the government to finance, at long-term,
investments in all sectors in a policy which contemplates all social,
regional and environmental dimensions, being that BRL 121 million
were already released in 2013 in order to carry out the main expansion
projects of capacity of Libra Terminais and Libra Logística.
40
Management
Management
41
3. Excellence in Business
Operation Management
GRI, PR5
3.1 Operational Management
Libra Terminais
Libra Terminais is responsible for 9% containers embarked
and disembarked in Brazil. In 2013, the demand for this
kind of service grew nearly 6% in the country, with the
movement of nearly 5.9 million containers. In line with the
operational plan, the movement of containers dropped 10%
in the unit and became around 552,000 units; however,
the net revenue increased 4% and reached BRL 787 million.
In 2013, Libra Terminais Santos reached new operation
levels with consistency and regularity. There was a
performance peak of 114mph (movements per hour) of
vessel productivity – 5% better than the record achieved
in the previous year. The volume operated in the unit
dropped 15% in relation to the previous year, a reduction
30% lower than the one forecast in the operational plan.
At Libra Terminais Rio, the movement of containers increased
5% in relation to 2012, despite 1% movement reduction in
the port. The year of 2013 had challenges in the operation
with high rates of occupation, larger vessels and problems in
the IT infrastructure. Even though, the average productivity
in the year was 24% higher than the average in 2012. In
the last quarter, it broke its historical record and became
even to Libra Terminais Santos in the same period.
Historical
productivity
record at Libra
Terminais Rio
42
Management
Terminal Productivity (movements per hour – mph)
2012
Units
2013
Variation %2013/2012
LT Santos
LT Rio
LT Santos
LT Rio
LT Santos
LT Rio
52
44
62
57
18%
31%
Average in the Year
50
39
53
48
6%
24%
Peak/Record (vessel)
108
74
114
89
5%
20%
38
21
41
24
10%
17%
Last month
(LTS Nov and LTR Dec)
Port Stay
(LTS Nov and LTR Dec)
In the beginning of 2014, Libra Terminais broke productivity
records in Santos and in Rio de Janeiro, whose terminals
respectively reached 177 and 92 movements per hour, besides
keeping the best productivity of stay in port in their regions.
The investments in new equipment, systems and infrastructure,
added to review of processes and qualified people took to visible
results obtained by Libra Terminais, with breaks of constant productivity
records. It stimulates the team to overcome more and more with
the creation of a virtuous circle which benefits customers.
Libra Terminais
breaks South
American
productivity
record
Net and Gross Revenue (Million BRL)
2011
2012
2013
% 2013/2012
Gross Revenue
731
843
886
5%
Net Revenue
662
754
787
4%
Cargo Handled (Thousand Containers)
2011
2012
2013
% 2013/2012
498
470
401
-15%
Libra Terminais Rio
151
143
151
5%
Libra Terminais
649
613
552
-10%
Libra Logística
Through its infrastructure of storage, movement and transportation
of import and export cargoes, Libra Logística consolidated its offer
of integrated logistics by entering new commercial agreements along
2013. As an evidence of its successful business model is the increaseof
representativeness of integrated logistics customers at Grupo Libra’s portfolio:
in 2012 they answered for 41% of total revenue but achieved 61% in 2013.
In this same year, the net revenue of the unit grew 30% in relation
to 2012 and reached BRL 215 million in function of the new
operation of one of the main customers of cellulose and paper
segment in the unit of Libra Logística Valongo, besides the
improvement in the cargo mix of Libra Logística Campinas.
30% revenue
growth
Management
And Libra Logística can further celebrate
a better perception of its customers in the
excellence of services, as it is evidenced in
the result of satisfaction survey carried out.
At Libra Logística Cubatão, there was
a movement reduction in 2013 comparing
to the previous year, as a result
of its storage operational capacity.
On the other hand Libra Logística Intermodal
had an increase in its customers’ portfolio
and, as a consequence, an increase
in the number of travels made with
the capture of new businesses through
the integrated logistic concept.
Libra Logística Uberlândia could consolidate
its operational management with the
increase of cargoes operated that doubled
in 2013, comparing to the previous year.
43
Logística as a part of the growth strategy of
the unit of Libra Logística in Rio de Janeiro.
The new bonded warehouse located at CLIA
of Campinas is one more achievement of this
unit which operated 485,000 m³ cargoes
in 2013. Besides offering more option and
agility to the customer of the region, whose
import demand has exponentially increased,
the new warehouse, with 10,000 m² area,
12,500 pallet positions and 20 docks,
meets the requirements of the most modern
sustainable buildings. An example of that is
the use of prismatic tiles which enable to turn
off 80% artificial light with30% economy
of electric power or the thermal coverage
isolation which inhibits the heat entrance in
the warehouse, and the reuse of rainwater
which feeds two cisterns and supplies the
toilets. In addition, the disabled people’s
access to the installations is highlighted.
In the end of 2013, the REDEX operation of
Libra Terminais Rio was transferred to Libra
Gross and Net Revenue (Million BRL)
2011
2012
2013
%2013/2012
Gross Revenue
139
192
249
30%
Net Revenue
119
166
215
30%
Cargo Handled (Thousand m³)
2011
2012
2013
% 2013/2012
582
510
484
-5%
924
1284
866
-33%
2009
2649
3017
14%
0
115
286
147
3515
4558
4653
2%
Libra Logística
Travels Made – Libra Logística Intermodal
2011
2012
2013
%2013/2012
19.080
26.312
59.138
125%
44
Management
Libra Aeroportos
The revenue reduction in 2013 is related to the drop in the
regular cargo volume in the International Airport of Cabo Frio.
However, there were some outstanding projects and initiatives
in the operation of Libra Aeroportos, such as the increase in
the sea and airport modal integration through the Port of Forno
and the mapping and capture of special project cargoes of oil
and gas. In addition, the unit opened a new weekly cargo route
with Europe (Amsterdam –Cabo Frio). With this unit, which
brings gains of logistic and collection effectiveness, the Airport
of Viracopos, in São Paulo, is no longer the single option of the
importer from Rio de Janeiro to receive cargoes from Europe.
Another reason to celebrate in this same year was the
publication of Public Utility Decree for the purposes of
expropriating areas addressed to Condomínio Logístico
(Conlog). A project to be developed by the Government
of the State of Rio de Janeiro in an area adjacent to
the International Airport of Cabo Frio that has an active
participation of Libra Aeroportos and Libra Logística in
order to offer complete solutions of integrated logistics.m
2012, o Grupo Libra assumiu quatro compromissos
Gross and Net Revenue (Million BRL)
2011*
2012
2013
% 2013/2012
Gross Revenue
10
50
46
-8%
Net Revenue
9
46
39
-15%
*Consolidation as of October 2011
Passengers Embarked/Disembarked (Thousand)
International Airport
of Cabo Frio
2011
2012
2013
% 2013/2012
140
217
214
-1%
Management
45
Customer Satisfaction and Service Level Surveys
A great initiative of Libra Logística in 2013 was the expansion
of Libra Hub, an exclusive platform developed by the unit
which enables all members of the logistic chain to access
information in real time, with total visibility of operational
flows and cargo movement. In addition, the unit closed the
year with a new model of customer’s service which monitors
all steps of its flow, involves trained employees, well
defined processes and systems of control and follow-up,
in order to offer a differentiated service to customers.
Another way of Grupo Libra to listen to its customers is
to carry out an annual satisfaction survey to evaluate its
perception about the company and the services provided.
In 2013, the results showed an important satisfaction
growth of ship owners, whether in relation to Libra
Terminais Santos or Libra Terminais Rio, that
achieved a respective growth of 30 and 14 percentage
points, being among the best in their regions.
However the satisfaction of Importers and Exporters
respectively dropped 3 and 8 points – the main elements
to be improved are in Rio de Janeiro, with 53% dissatisfied
public, showing operational problems faced along the
year. Several actions were implemented in 2013 with
significant evolution in the last months of the year.
Libra Logística shows an excellent result in its customers’
satisfaction. The general index of satisfaction has
been 79% since 2011, even with the unit growth.
What customers of Libra Terminais and Libra Logística
showed in common as a point of attention was the
billing process. On the other hand, at Libra Aeroportos,
the main aspects to be observed are related to
process improvement and goods clearance.
The results obtained by the annual customer’s satisfaction
survey of Grupo Libra will be used a subsidy for the
development of an action plan adjusted to the relationship
strategies of each unit. As a part of this action plan,
in 2013 Grupo Libra consolidated the Customer’s
Assistance (SAC) of Libra Terminais that supports,
through the line 0300-11LIBRA (54272), customers
from the terminals of Santos and Rio de Janeiro.
46
Management
Management
47
Sustainability Commitments
In 2012, Grupo Libra undertook four commitments
which guide its main actions and investments:
a) reduction of greenhouse gas emissions
(especially diesel consumption);
b) suitable waste reduction, treatment and disposal;
c) training of youngsters from the community
surrounding the operations for their first job;
d) labor safety improvement and sustainability
qualification of employees.
LIBRA INNOVATION AND
SUSTAINABILITY AWARD
The award created 6 years ago recognizes projects and ideas
which can contribute for spreading culture and sustainability
and to make the innovation a daily practice. The category
“projects” awards implemented practices with proven results.
The category “idea” provides competition of conceptions
which can add new elements or a significant change
in any process or way of management.
The award focuses on projects and ideas related
to the four sustainability commitments.
In 2013, Libra Innovation and Sustainability Award
had 168 applicants -110 ideas and 58 projects,
and had four great winners.
48
Management
3.2 Environmental Risk Management
GRI EN3, EN4, EN5, EN6, EN7, EN8, EN12, EN16, EN17, EN18, EN20, EN22, EN26, EN28, EN29,EN30
Impact Generation Related to Greenhouse Gas Emission
Grupo Libra manages its consumption of fossil fuel consumption and
established public goals of emission reduction. Since its base year inventory
developed in 2010, the company has systemically reduced its direct emissions
(Scope 1) with investments in new technologies, especially in terminals, and
a closer management in relation to runaway emissions of cooling gases.
The profile of Grupo Libra’s direct emissions is marked by diesel oil
consumption in movable equipment, of cargo and container movement.
The port operations also make use of large electric power equipment.
Furthermore, in relation to direct emissions, in 2013 Libra Logística
Campinas and CNA were highlighted with expressive reductions in their emissions.
Libra Logística Campinas changed its refrigerating gas to another of lower impact
in the ozone layer, and then Grupo Libra advances to the mandatory elimination
set forth by the Montreal Protocol for 2040. On the other hand, CNA showed
a 27% reduction of its total emissions, a result which is mainly explained by the
best programming, which optimizes logistics and enables transportation in convoys
with higher volumes carried per travel. This also explains why Grupo Libra remained
below its goal of diesel consumption and greenhouse gas emissions for 2013.
Indirect emissions for power consumption (Scope2) of Grupo Libra
suffer with the increase of carbon percentage present in the Brazilian
energy matrix due to a higher use of thermoelectric plants.
The company decided to provide more transparency to third party emissions
in its establishments with the report of its indirect emissions by other
sources (Scope 3) in order to stimulate its value chain (customers, suppliers
and third parties) instead of provide visibility to impacts of its operations.
These impacts are mainly related to supplies made by third parties in airline
company aircrafts which use the International Airport of Cabo Frio.
Emission per scope between years
2010 and 2013 (tCO2e)
-18%
Direct
Emission
Reduction
for 4 Years
44.519
42.529
40.159
39.602
161%
36.762
23.416
2010
2011
15.162
13.536
67%
1.662 809 2.105
Direct Emissions
(Scope 1)
2.777
Indirect Emissions
Electricity
(Scope 2)
Indirect Emissions
Others
(Scope 3)
2012
2013
Management
49
Emission per Category - Grupo Libra - 2013 (tCO2e)
44,209.71
92.66%
96.17%
98.44%
99.36%
99.89%
99.97%
100%
731.45
421.59
62.08
21.89
85.30%
23,296.74
55.86%
5,828.55
2,776.95
Movable
combustion
Other
emissions
of scope 3
Stationary
combustion
Electric
power
acquisition
1,791.65
Fugitive
Business
trips
Employees’
Waste
generated in Movement
(homeoperations
work)
Waste
Direct emissions against goal
Real
2012
Real
2013
%2013/2012
Goal
2013
%2013/Goal13
Diesel Oil
Consumption (l/m³)
0.31
0.30
-3%
0.39
-23%
GEE Emissions
(kgCO2e/m³)
0.82
0.81
-1%
1.06
-24%
Grupo Libra follows with its commitment to reduce greenhouse gas
emissions in operations. These public commitments were inserted on
the Global Union website releasing the reduction goal of 50% of these
gases at LT Santos and 40% at LT Rio by 2017 in port equipment.
This confirms the next large-sized port equipment will come
ready for use of a cleaner power source, electricity.
GGE Goal of
reducing by 2017
LT Santos: 50%
and LT Rio: 40%
50
Management
Waste Management
In 2013, Grupo Libra made an inventory of
waste generated in its units. It is one more
tool in order the company can properly
manage its waste generation, mitigate
environmental risks and implement processes
and treatment standard procedures,
reduction and correct waste disposal.
Upon the inventory implementation, the
information started to be measured in a
manner different than the one that was
applied. For this reason, data from 2013
are not comparable to the previous ones
due to the detailing added to the report.
However, it is possible to highlight 36%
reduction in disposal of hazardous waste
for incineration, 43% in waste sent for
co-processing, and 13% in waste sent for
recycling. It was recorded an increase of
hazardous waste sent for reuse and recovery
in relation to the previous year. However,
altogether, there was a 9% reduction in
hazardous waste generated by operations
of the Group in 2013, in relation to 2012.
And further concerning hazardous waste
(class 1), Grupo Libra remained 19% below
its goal for 2013, a performance leveraged
by units of Libra Aeroportos, Libra Logística
Valongo and CAN, as this last one did not
have any cleaning of crude oil ferry boat this
year, reducing hazardous waste production.
Hazardous waste, por type and method of disposal (t) - 2013
Incineration
Co-processing
Recovery
Recycling
2
Contaminated cloth
Libra Terminais
Santos
Reuse
Re-refining
of used oil
34
Mix of contaminated
solid waste
10
Lubricant
Libra Terminais
Rio
Mix of contaminated
of oily residues
9
Libra Logística
Cubatão
Mix of hazardous waste
(oil, paint, grease,
contaminated rags,
blankets, filters)
12
Libra Logística
Campinas
contaminated rags,
blankets, filters)
4
Libra Logística
Valongo
contaminated rags,
blankets, filters)
4
Cia. de
Navegação da
Amazônia (CNA)
Rags, sponges,
individual protection
equipment, blankets
and filters
9
7
Burnt lubricant oil
21
Oily water
Total
Grupo Libra
121
10
9
29
18
31
34
Management
51
On the other hand, in relation to non-hazardous waste, in 2013
Grupo Libra recorded a reduction of nearly 50% of the volume
sent for sanitary landfill, and a waste disposal increase
for reuse, recovery and recycling, due to expansion works.
Non-hazardous waste, por type and method of disposal (t) - 2013
Sanitary landfill
Reuse
Recovery
1,191
Wood, paper, plastic and metal
289
Non-recyclable waste
Libra Terminais
Santos
Recycling
31,225
Civil construction
Composting
190
Food debris
616
483
Wood and tires
Libra Terminais
RIo
Plastic, metal and cardboard
3,222
Works debris
Sweeping and packaging contaminated
with organic pollutants
Libra Logística
Cubatão
39
Non-recyclable waste
220
Paper, plastic and metal
Libra Logística
Campinas
Libra Logística
Valongo
87
Paper, plastic, metal and wood
6
Wood
199
Paper, plastic, metal and wood
143
Pallet recovered
Cia. de
Navegação da
Amazônia (CNA)
Paper, plastic and metal
Total
Grupo Libra
37,953
43
328
812
199
36,614
Recyclable and hazardous waste against goal
Real 2012
Real 2013
% 2013/2012
Goal 2013
% 2013/Goal 13
Recyclable Waste (%)
55
62
13%
52
19%
Hazardous Waste (g/m3)
2,3
2,1
-9%
2,6
-19%
52
Management
Energy Management
Grupo Libra uses direct energy in the operation of mooring dock cranes,
yard lighting, container refrigeration and in administration buildings. In 2013,
a reduction in this consumption was achieved from implementation of a new
policy in cargo transportation. With the establishment of a minimum number
of ferry boats carried by each towboat, CNA could reduce its diesel consumption.
Direct energy consumed by primary source of energy (GJ)
Non-reneweable
Renewable
2011
2012
2013
Cia. de Navegação
da Amazônia (CNA)
328,329
287,330
219,739
Libra Terminais Rio
41,180
40,113
44,898
116,535
113,634
109,510
873,13
6,090
Libra Aeroportos*
Libra Logística Campinas *
1,913
1,595
1,407
6,641
22,113
36,021
7,561
4,019
4,859
Libra Terminais Rio (etanol)
72
183
168
Libra Aeroportos
Libra Terminais Santos (etanol)
Total
Grupo Libra
* The amounts published in the previous report of Libra
Logística Campinas and Libra Aeroportos had some changes
due to adjustments in the conversion of data of units.
27
785
706
872
503,016
469,693
417,902
Management
53
The reduction of direct energy consumption was evidenced
especially in Cubatão for the reason of closing the
refrigerated container sector in November 2012.
Indirect energy consumed by primary source of energy (GJ)
2011
2012
2013
Cia. de Navegação
da Amazônia (CNA)
909
1001
982
Libra Terminais Rio
20,655
19,904
24,030
61,500
51,834
47,155
3,150
3,853
Libra Aeroportos
3,831
5,588
5,290
1,281
2,655
9,150
29,268
24,157
6,894
Total Grupo Libra
117,444
108,289
97,354
54
Management
Water management
In 2013, the water consumption increased significantly at Libra Terminal Santos
due to the need of wetting the terminal yards to avoid the dust re-suspension, which
affects employee’s health. Another great water consumption was at Libra Logística
Campinas related to construction works of another warehouse during the year.
Water consumed (m3)
2011
2012
2013
Cia. de Navegação
da Amazônia (CNA) - well
287
256
297
CNA - municipal supply
-
-
172
Libra Terminais Rio
23,856
23,613
25,534
16,745
16,273
23,846
Libra Aeroportos
–
10,646
10,974
3,831
7,443
13,370
1,281
5,174
5,395
12,643
15,031
5,685
Total Grupo LIbra
58,643
78,436
85,264
Spill management
GRI EN23
There was a reduction in the number of spill occurrences in 2013 comparing to the previous
year, although there has been an increase in the volume spilt in the same period. At Grupo Libra
operation, accidents related to hose rupture, drum tumbling and other small spill-related incidents.
The company keeps attentive and implements management procedures related to all these
occurrences in order to monitor them and to act in order they do not repeat. In 2014, these
occurrences start being treated as environmental accidents, according to the same procedure
used for labor accidents in the investigation of root causes and action plans to avoid their repetition.
Significant spills
# of occurrences
Volume spilt (liters)
2011
2012
2013
2011
2012
2013
Libra Terminais
72
55
18
3,761
2,484
3,273
Libra Logística
20
20
13
556
824
1,320
Cia. de Navegação
da Amazônia (CNA)
3
1
1
102
5
10
Total Grupo Libra
95
76
32
4,419
3,313
4,603
Management
55
Significant fines GRI EN28
In 2013, there was the payment
in the amount of BRL 575,5,000
fixed through a court order due
to a fine occurred in 1989 in Santos.
Investments and expenses in environmental protection in 2013 (thousand BRL) GRI EN30
Waste disposal and treatment (*)
R$ 1.367
Treatment and emissions (ex.: agent, filter expenses)
R$ 121
Costs related to operation, maintenance and equipment depreciation
R$ 8
Total cleaning costs, including expenses related to spill remediation
R$ 25
Subtotal costs related to waste disposal, mitigation and emission treatment
R$ 1.521
Personnel used in education, training and general activities in environmental
management
R$ 88
External services, environmental management, research and development
R$ 616
External certification of management systems
R$ 47
Investments to install cleaner technologies including effluent maintenance
and equipment
R$ 18
Environmental prevention
R$ 380
Other costs of environmental management
R$ 221
Subtotal costs related to environmental management, protection
and prevention
R$ 1.370
Total environmental investments
R$ 2.891
(*) Note: LTRio had an increase of waste expenses due to works
and LTSantos started reporting waste disposal investments in 2013.
56
Management
3.3 Management
of Social and
Economic Impacts
The program supports youngsters between
18 and 24 years old, with professional training
free of charge as logistic operation assistant,
besides transportation vouchers, food
allowance, uniform and teaching material.
In its second year of operation, six classes
were organized with three-month duration.
GRI SO1, EC8, EC9, SO9, SO10
Neighboring Communities
1.3 million
in social
investments
Grupo Libra knows it needs to be careful
about impacts of its action on the society,
as it works with complex operations of
geographically wide-ranging that requires
attention and involvement of local population.
Then, in 2013 several programs were carried
out with the community organized according
to two main investment lines: training of
low-income youngsters for their first job
and support to institutions which mobilize
the society for the local development. The
total investment was of BRL 1.3 million
through a transfer of funds or cost direct
payment, highlighting the projects Libra
Cidadania and Rio Como Vamos. Below
is a chart showing the distribution of this
investment in social activity areas:
Libra Cidadania (Libra Citizenship)
Since 2012, Libra Cidadania project has
been focused on training and developing
youngsters from low-income families in
the surrounding area of Grupo Libra to help
them obtain their first job. It was created
from a partnership between Libra Terminais
Santos and the Catholic University of
Santos (UniSantos). In 2013, the project
was expanded to units of Grupo Libra in
Campinas, Cabo Frio and Rio de Janeiro,
respectively in partnership with Universidade
Salesianos (Salesianos University),
Universidade da Região dos Lagos (Região
dos Lagos University) and SENAI (National
Service of Industrial Learning), Company
volunteers have also been contributing for
technical lectures and social development.
The initiative does not qualify professional
youngsters only but also contributes for
the formation of good citizens, as the
syllabus is based on the sustainability
concept which permeates all business
development of Grupo Libra.
By the end of 2013, 237 youngsters
were contemplated by Libra Cidadania
project and 57 of them were absorbed
by Grupo Libra itself. At the end, 80
youngsters were absorbed by the market
with a total employment rate of 64%.
‘Rio Como Vamos’ Movement
Grupo Libra is one of the sponsors of the
Rio Como Vamos movement, whose main
objective was to influence public policies
through the management of indicators for
the city of Rio de Janeiro: health, transport,
education, public security, poverty and
social inequality, environment, leisure and
sports, basic sanitation, digital inclusion,
work, employment, income and budget.
Social Investments
Education for the 1st
job and citizenship
12%
20%
Surrounding development
- Art and Culture
50%
Society Mobilization
for local development
18%
Other supported
projects
Management
Caju Community
57
GRI EC8
In 2013 Grupo Libra invested BRL284,000 in social programs
in the Caju community which surrounds Libra Terminais Rio,
by supporting programs, such as Elderly Gym and Digital Inclusion.
For the purpose of minimizing impacts caused by expansion works of
LibraTerminais Rio, Grupo Libra created an Ombudsman service in order
the community can share, clear up and discuss its opinions related to the
works. The channel was implemented by Concremat, a partner consulting
of Grupo Libra to monitor indicators of sustainability and safety of expansion
works, however under Grupo Libra’s responsibility. It was also created
a journal for the community focused on the evolution of the works.
Actions related to traffic improvement in Caju community surrounding
the unit have been implemented, among them the waste removal
by ferry boats. In 2013, interventions and concrete actions were also
carried out in partnership with the Traffic Engineering Company of Rio
de Janeiro (CET-Rio) and private companies of the sector in the port
area. The measures have a positive impact on the community with the
reduction of noise emission and traffic jams. Besides enabling more
productivity and better support to the customers, the modernization of
Libra Terminais Rio’s installations will reduce vehicle circulation at night.
Akatu Institute
Grupo Libra is affiliated to Akatu Institute, whose partnership sets forth
lectures and use of supporting material developed by the Institute in all
units of Grupo Libra, especially to treat themes related to the conscious
consumption of employees and awareness during the environment week.
Arte no Dique Institute
For ten years, Grupo Libra has been a partner of Arte no Dique Institute,
a non-government organization which acts in the community of Dique
da Vila Gilda , an area of social vulnerability in the City of Santos. In 2013,
Grupo Libra opened Espaço Grupo Libra in the institute installations.
The initiative is a way of celebrating this decade of partnership with
an institution which has already contributed for the social transformation of
millions of children and youngsters offering them culture, art and entertainment.
58
Management
Management
59
4. Excelence in
People Management
GRI LA1,LA2, LA3,LA4,LA6,LA7,LA8,LA9,PR1
4.1 Workplace Health and Safety
The number of work-related accident leaves was a critical point
for Grupo Libra in 2011. Then, the theme started to have more
presence in management rituals and in the agenda of all leadership.
Grupo Libra also instituted standardized corporate guidelines
for its operations with the due qualifications to employees.
Upon the implementation of a series of actions focused on the
reductions of work-related accident leaves, in 2013 Grupo Libra
celebrated a 72% reduction in work-related accident leaves.
In 2013, Libra Logística and CNA registered only one work-related
accident leave, however the highlight was for Libra Aeroportos,
which could zero the number of work-related accident leaves in the
year. On the other hand, LTRio reduced 50% work-related accident
leaves, i.e., from 26 to 13, but the unit surpassed this goal and
reduced the number of work-related accident leaves to five.
Reduction of
work-related
accident leaves
comparing to the
previous year
Some programs and actions were implemented:
- Safety walks with leaderships of units to identify
and deal with conditions and risk behavior;
- Qualification of leaders and employees in a new Procedure
of Communication, Investigation and Analysis of Accidents;
- Safety Day, with the simultaneous mobilization
of all its units with strong high leadership involvement.
Grupo Libra established a great challenge to the whole organization:
zero work-related accident leaves in all its units by 2018.
Grupo Libra counted on the work of 14 multifunctional committees
to treat specific themes related to health and safety.
60
Management
Management
61
Distributed among all its units, they counted on the participation
of 585 employees from several functions and hierarchical
levels, equal to 17% of its 3,372 employees.
It is also important to stand out that a fatality occurred with a third party service
provider on a public road near Gate 18 of LibraTerminais Santos made Grupo Libra
carry out improvement works to ensure safety of workers and local population.
Occupacional diseases, injuries and lost working days
2012
2013
Total
Men
Women
Total
Men
Women
Injury rate
1.6
1.6
9.3
0.4
0.5
0
# of Injuries
48
43
5
14
14
0
Occupational
disease rate
0
0
0
0
0
0
# of occupational
diseases
0
0
0
0
0
0
Rate of working
days lost
43.5
49.8
7.8
4.3
5.1
0
# of working days lost
1.340
1.304
36
134
134
0
Absenteeism rate
Terminals
2012
2013
Libra Terminais
2.0%
2.2%
Libra Logística
1.8%
1.7%
Libra Aeroportos
2.2%
2.1%
CNA
1.0%
1.0%
Corporate
1.0%
1.9%
Libra Administration Center (CAL)
1.6%
1.4%
Information Technology (IT)
–
1.2%
Grupo Libra
1.9%
2.0%
62
Management
4.2 People Development
GRI LA1, LA2, LA10, LA11, LA12, LA13, HR5,EC5,S08
The HR area of Grupo Libra has the mission to search
for excellence in people management to attract, develop
and hold leaders and teams of high performance that
strengthen Libra Management Culture; provide a motivating
and health work environment where everybody is proud
of the activities he performs for belonging to Grupo Libra
and, especially, for the value that our organization brings
to the society; create development opportunities to people
in order to offer professional and personal accomplishment.
Employees per gender and functional category
2012
2013
Functional category
Male
Female
Total
Male
Female
Total
Officers/managers
65
10
75
68
12
80
Coordination/supervision
123
62
185
130
69
199
Administrative
219
261
480
254
292
546
Operational
2,373
156
2,529
2,366
181
2,547
Total Grupo Libra
2,780
489
3,269
2,818
554
3,372
Employees per gender and age group*
Age group
Male
Female
Total
16 to 24 years old
300
94
394
24 to 35 years old
1,169
304
1,473
36 to 45 years old
754
117
871
46 to 59 years old
518
38
556
Over 60 years old
77
1
78
Total Grupo Libra
2,818
554
3,372
* In 2012 there was no gender information available.
Management
63
Turnover
In 2013, there was an increase of 4.8 percentage points in
the turnover rate of Grupo Libra that only considers vacancies
with replacement in relation to the previous year.
Employees’ turnover rate
2011
2012
2013
18%
14%
18.8%
33%
By initiative
Dismissed
67%
At Libra Terminais Santos, the highest percentage of resignations was
by the employee’s initiative, what is explained by the increased local
competition. At Libra Logística, a great percentage of dismissals of
employees working less time in the company was detected, what can
suggest failures in the selection process.
In general, hiring and dismissal/resignation reached mostly employees
in the age group from 25 to 35 years old.
Therefore, one of the strategic themes and a challenge of Grupo Libra to
be worked in 2014 is exactly the employees’ turnover reduction. For that,
the company instituted a work group in charge of deepen the diagnosis
about it, enabling to improve in the understanding of reasons which make
employees leave Grupo Libra and they will be base for action plans.
64
Management
Development and Training
93% of the
employees with
24 hours/year
of training
The year of 2013 was marked by important evolutions in the training
area of Grupo Libra. Upon the accomplishment of 365,751 training hours,
93% employees achieved the goal of 24 training hours a year. The programs
approached key themes for Grupo Libra, such as operational excellence, people
management, commercial development, culture and businesses, besides specific
matters focused on development of technical and behavioral competences.
A great initiative of Grupo Libra was the beginning of development of Academia
Libra’s project, whose launching is expected for April 2014. Academia Libra
was created for the mission of providing learning environments and contents
(physical and virtual) for qualification and continuous development of employees
in critical competences for Grupo Libra’s businesses, besides promoting
management of organizational knowledge and fostering continuous learning
in order to motivate an engagement and collaborative environment.
To put the project into practice, in 2013 there was the acquisition of an online
tool, which as of 2014, will systemically manage Grupo Libra’s trainings. For the
managers, it will be possible to make a centralized management of trainings
in several locations; follow performance indicators; reduce the time spent with
information management; check information always updated; conduct financial
analyses in several levels; optimize the use of material resources; and follow
processes and bottlenecks. For the employees, the tool will make information about
trainings such as grade and history of trainings or certificates easily accessible.
Investment of
BRL 4.9 million
in training
Grupo Libra takes care of trainings of its employees in all levels. The HR area
drafts a matrix of trainings for critical operational functions that determines
the suitable planning for the development of competences necessary to each
employee, according to the budget and the number of training hours defined.
According to the needs pointed out by the managers, the company develops an
Annual Training Program. In 2013, Grupo Libra invested BRL 4.9 million in training
and development, including scholarships of Libra Educa, leadership development
programs, operational, technical updates, behavioral and operational trainings.
For Grupo Libra’s executives, the development program sets forth the support
to extension, graduate courses and MBAs, besides coaching, corporate trainings
and technical updates.
Training hours provided per functional category 2013
Functional category
Training hours
Training hour
average per
employee
# of Employees
- Men
# of Employees
- Women
Executives
4,176
52
68
12
Supervisors and
Coordinators
24,017
121
130
69
Administrative
51,527
94
254
292
Operational
286,031
112
2,366
181
Total
365,751
2,818
554
Management
Libra Educa
The Libra Educa program offers employees
the opportunity to continue academic
education by funding part of the
undergraduate, graduate and technical
courses. In 2012, 205 employees signed
up for the program; 72 were selected to join
the program. In 2013, 136 employees were
contemplated with these scholarships.
Libra Educa (# of scholarships)
89%
65
Competence Evaluation
Every year Grupo Libra conducts an
evaluation process of performance which
covers employees of all levels. The process
is based on competences and the employees
receive an individual and a face-to-face
feedback. The executives (officers and
managers) are evaluated by their manager,
team, peers and internal customers. In
the end, leaders draft their own Individual
Development Plan which guides their
professional development and qualification.
Remuneration Policy
72
136
2012
2013
Grupo Libra has practices of remuneration
and benefits which are periodically reviewed
and follow the market trends with a
standardized structure in each business
unit, based on salary tables which make
up the Career and Salary Plans (PCS).
Trainee and Intern Programs
The Trainee and Intern Program is an initiative
focused on integration of youngsters from
all over Brazil, newly-graduated in several
knowledge areas, to Grupo Libra.
In 2012, 14 trainee vacancies were open,
a program available every two years, with
more than 8,500 people enrolled in the
selection process. In 2013, Grupo Libra
had nearly 60 interns.
Novos Caminhos (New Paths) Program
46% vacancies
of Grupo Libra
were filled
by internal
recruitment
There is also a Profit Sharing Program (PPR)
for most of employees. On the other hand,
for executives (managers and officers)
there is a variable remuneration based
short-term of Grupo Libra, of business
units and each individual. The officers also
have a long-term incentive program (ILP).
The benefit package provided contemplates
all employees, without distinction, and
includes transportation voucher, food
allowance, life insurance and health plan.
On the other hand, the Novos Caminhos
Program is a way of valuing professionals
who are part of the company, giving priority
to internal recruitment to fill vacancies.
Through it, employees from all Grupo
Libra can apply for vacancies in any of
the operational units, provided that they
meet the requirements of each of them
published on the bulletin board.
In 2013, 46% vacancies of Grupo Libra
were filled by internal recruitment.
Internal recruitment
(% vacancies advertised
and filled)
2012
2013
31%
46%
66
Management
4.3 Dialogue
and Communication
GRI HR4,4.4, 4.14, 4.15, 4.16, 4.17
Encontro com o Presidente
(Meeting with the President) Program
Grupo Libra knows how important is to
keep a clear and effective communication
and provides several initiatives related.
In the Encontro com o Presidente Program,
the executive president, Marcelo Araujo,
opens a space to close proximity between
leaderships and teams when talking about
pertinent themes to the employee. Besides
sharing experience and perceptions, the
initiative enables to align expectations
and broaden understanding about Libra
Management Culture. In 2013, seven
meetings were held in all Grupo Libra’s
business units.
Encontro Marcado (Scheduled Meeting)
The Encontro Marcado program encourages
constant dialogue among employees in order
to promote a healthy and motivating work
environment. Every six months, managers
meet with their subordinates to share
information on the company and discuss
some of the main demands of the employees
in their area.
Comunicação de Resultados
Operacionais (CRO - Communication
of Operating Results)
Another program focused on dialogue is the
Comunicação de Resultados Operacionais
(CRO -Communication of Operating Results),
that is a quarterly meeting of leaders with
different work shifts in each operating unit,
in which they disclose results, and discuss
safety, HR issues and answer questions
from employees.
In 2013, there were also discussion groups
between operational and administrative
employees and the Communication area
in order to understand the perception
of this public about internal channels.
The initiative resulted in the creation
of a journal developed by Libra Terminais
Santos, Libra Terminais Rio, Libra Logística,
Libra Aeroportos and CAL – an important
communication channel with the
operational employees.
Internal Claim and Complaint
Channels - Ombudsman Service
Grupo Libra keeps a reliable and accessible
Ombudsman service based on ethics
and transparency. Managed by Deloitte
Assessoria, an independent consulting,
the channel receives identified secret
and anonymous reports, ensuring their
total confidentiality. Most of the support
is provided by telephone, but it is also
available by email, intranet and post office
box. Through the Ombudsman service,
it is possible to make compliments,
suggestions, complaints and accusations
related to Libra Relationship Principles.
Nowadays, the channel supports resident
third parties and employees. In
2014 this channel was already
expanded for external suppliers.
In 2013, 360 reports, a 62% growth in
relation to the previous year, with an average
of 30 a month. The main themes approached
in the reports in 2013 included the HR area
(positions and salaries, benefits and Novos
Caminhos program), managers’ conduct and
building management (building maintenance
and internal transportation). There were also
reports concerning uniform suitability due
to the excessive heat in some units and,
as a result, a work group was created with
members of different areas of the units to
propose new models of uniforms in 2014.
As a part of the action plan for the claims
received, 48% had corrections and
immediate actions, 24% were compliments
and suggestions, 28% had communication
actions and clearing up to the claimants.
Ombudsman Service 2013
(# of reports per area)
4%
3% 3%
4%
6%
35%
9%
12%
24%
HR- related Issues
Asset management
Inappropriate
management conduct
Communication
Operation problems
CAL
Finance and IT
Inappropriate
employees’ conduct
Sustainability
and Safety
Management
67
Union Relations
The relationship between Grupo Libra and Unions
is based on constant dialogue and transparency.
Grupo Libra believes that negotiation is a fundamental
right at work, which is essential for the exercise of
social dialogue democracy and, therefore, promotes the
creation of the employee commission to discuss issues
that interest the group and widely divulges updated
information on meetings during collective negotiations.
Climate Survey
The survey with employees is an important tool
of the company’s climate management that enables
to compare the current situation with previous results
and with the market and seeks to guide the definition
of priority actions of improvement. It is carried out
every 2 years in all units and involves themes,
suchas remuneration and benefits, leadership,
performance management, career and development.
In the climate survey 2012, Libra Terminais Rio,
Libra Aeroportos and IT Executive Board had very
low results. For this reason, in 2013 a new survey
was carried out with these areas with and adherence
of 88% employees. The positive results are shown
below and were released to all units involved and
will subsidize the actions plans for 2014.
Climate Survey
(satisfaction index - favorable answers)
21%
53
35%
64
49
27%
66
52
66
2012
2013
Libra
Terminais Rio
IT
Libra
Aeroportos
68
Management
Additional profile of Grupo Libra’s employees: GRI LA1, LA2
Employees per age group, type of agreement,
working hours, region and gender*
Agreement
Male
Female
Total
Agreement for determined term
0
1
1
Agreement for an undetermined term
2,818
553
3,371
Working hours
Male
Female
Total
Full time
2,818
554
3,372
Part time
–
-
-
Regions
Male
Female
Total
Metropolitan Area of Santos
1,586
290
1,876
São Paulo Capital
65
46
111
Campinas
108
15
123
Manaus
187
43
230
Rio de Janeiro
859
157
1,016
Uberlândia
13
3
16
Total Grupo Libra
2,818
554
3,372
Management
69
Turnover of employees per gender*
2012
2013
Total
Men
Women
Total
22%
28%
27%
28%
*For 2012, gender information was not calculated separately. The calculations
consider voluntary and involuntary dismissals/resignations, according
to GRI methodology, not comparable to Turnover calculation.
Turnover of employees per age group*
Age group
Rate
16 to 24 years old
19%
25 to 35 years old
29%
36 to 45 years old
29%
46 to 59 years ol
29%
Over 60 years old
31%
* The calculations consider voluntary and involuntary dismissals/resignations. According to GRI
methodology, not comparable to Turnover calculation.
Turnover of employees per region*
Region
Rate
Metropolitan Area of Santos
32%
São Paulo City
23%
Campinas
20%
Manaus
27%
Rio de Janeiro and Uberlândia
22%
* The calculations consider voluntary and involuntary dismissals/resignations. According to GRI
methodology, not comparable to Turnover calculation.
70
Limited assurance report of independent auditor
To: President’s Office
of Grupo Libra
São Paulo - SP
Introduction
We were hired by Grupo Libra (Company) for the purpose of applying procedures
of limited assurance about information released on the 2013 Annual Sustainability
Report of Grupo Libra related to fiscal year as of December 31st of 2013.
Administration Responsibilities of the Company
Grupo Libra’s administration is responsible for the suitable development and presentation
of information released on the 2013 Annual Sustainability Report, according to Guidelines
for Sustainability Report of Global Reporting Initiative – GRI (GRI3.1) and to the internal
controls it determined as necessary to enable the development of this information
exempt from pertinent distortion, no matter if it is caused by fraud or error.
Responsibilities of the Independent Auditors
Our responsibility is to express conclusion about information released on the 2013 Annual Sustainability Report
based on the limited assurance work conducted according to the Technical Communication (CT) 07/2012
passed by the Federal Accounting Council and developed according to NBC 3000 (Assurance Tasks Different
from Audit and Review), issued by the Federal Accounting Council – CFC, that equals to the international
regulation ISAE 3000, issued by the International Accountant Federation, applicable to historical non-financial
information. These regulations demand the compliance with ethical requirements, including independence
requests and that the task is carried out for the purpose of obtaining limited confidence that the information
released on the 2013 Annual Sustainability Report , together, is free of any pertinent distortions.
A limited assurance report carried out according to NBC TO 3000 (ISAE 3000) mainly consists of
questionings to Grupo Libra’s administration and other professionals of the Company that are involved
in the development of information contained on the 2013 Annual Sustainability Report as well as by the
application of analytical procedures to obtain evidence which enables us conclude in the way of limited
assurance about sustainability information together. A limited assurance report also requires the performance
of additional procedures when the independent auditor is aware of matters which make him believe the
information released on the 2013 Annual Sustainability Report together can show pertinent distortions.
The selected procedures based on our understanding of aspects related to compilation, materiality
and presentation of information contained on the 2013 Annual Sustainability Report and of other task
circumstances and of our consideration about areas and processes related to material sustainability
information released where pertinent distortions may exist. The procedure covered:
(a) task planning considering the materiality of aspects and topics for activities and operations of the
Company, the importance of information released, the volume of quantitative and qualitative information
and the operational systems and internal controls which were used as a base for the development
of sustainability information contained on the 2013 Annual Sustainability Report of Grupo Libra;
(b) understanding of calculation methodology and procedures for the compilation of indicators
through interviews with the managers responsible for the information development;
(c) understanding of reporting process and the management of material aspects and performance indicators;
(d) application of analytical procedures about quantitative information and questionings about qualitative
information and its correlation with indicators released on the 2013 Annual Sustainability Report;
71
(e) analysis of evidence which supports quantitative and qualitative information
released on the 2013 Annual Sustainability Report;
(f) analysis of processes for the development of the 2013 Annual Sustainability Report and
of its structure and content, based on the Principles of Content and Quality of Guidelines
for the Sustainability Report of Global Reporting Initiative – GRI (GRI-G3.1;)
(g) visits to Grupo Libra’s business units for application of procedures (b), (c), (d), (e) e (f);
(h) confrontation of financial indicators with financial statements and/or accounting records; and
(i) reasonableness analysis of omission justifications for the non-release on the 2013
Annual Sustainability Report of performance indicators related to aspects and material
topics shown in the process of materiality definition conducted by the Company.
We believe the information, evidence and the results achieved in our report
are enough and appropriate to ground our limited conclusion.
Scope and limitations
The procedures applied in a limited assurance report are significantly shorter than the ones applied on a
reasonable assurance report. As a consequence, they do not enable us to obtain confidence that we are
aware of all matters which would be identified in a reasonable assurance task which has the purpose of
issuing a report. If we had performed a reasonable assurance report, we could have identified other matters
and any distortions which may exist in information contained on the 2013 Annual Sustainability Report.
The non-financial data are liable to more inherent limitations than financial data, given the nature
and diversity of methods used to determine, calculate or estimate these data. Qualitative interpretations
of materiality, importance and precision of data are liable to individual suppositions and assessments.
In addition, the scope of our tasks did not contemplate the review of data related to greenhouse gas
emissions and we did not carry out any activity based on data provided for previous years, for evaluation
of suitability of their policies, practices and performance in sustainability or in relation to future projections.
Conclusion
Based on procedures carried out and herein described, nothing has come to our attention that makes
us believe the information contained on the 2013 Annual Sustainability Report was not compiled
in all important aspects, according to the Guidelines for Sustainability Report of Global Reporting
Initiative – GRI (GRI-3.1), and to records and files which were used as a basis for its preparation.
São Paulo, May 8th, 2014.
KPMG Risk Advisory Services Ltda.
CRC 2SP023233/O-4
Eduardo V. Cipullo
Accountant CRC 1SP135597/O-6
72
GRI INDEX
GRI 3.12
Indicator
Description
Page(s)
1.1| 1.2
Strategy and analysis
(Message from the President).
4, 5
2.1; 2.2; 2.3; 2.4; 2.5;
2.6; 2.7; 2.8; 2.9; 2.10
Organizational profile.
12, 13,
20 to 25
3.1; 3.2; 3.3; 3.4; 3.5;
3.6; 3.7; 3.8; 3.9;
3.10; 3.11; 3.12; 3.13
Report parameters.
26, 27,
72, 78
4.1; 4.2; 4.3; 4.4; 4.5;
4.6; 4.7; 4.8; 4.9;
4.10; 4.11; 4.12; 4.13;
4.14; 4.15; 4.16; 4.17
Governance, commitment
and engagement.
Global Compact
Principle
Notes
GRI 4.1. The dept. does not have minor
representatives and nearly 80% of its members
are over 50 years old, and the others between
30 and 50 years old.
14, 15, 16,
26, 27, 29,
30, 66
4.11 Grupo Libra does not consider
the principle of precaution.
Forms of Management – Economic Indicators
EC1
Direct economic value generated and
distributed including revenue, business
costs, employees’ remuneration,
donations and other investments
in the community, profits accrued
and payments for government
and capital providers.
32 to 36
EC2
Financial implications and other risks
and opportunities for organization
activities due to climate changes.
-
Non-material indicator
EC3
Coverage of obligations
of benefit pension plan defined
the organization offers.
-
EC4
Significant financial support received
from the government.
39
EC5
Variation of lower salary proportion
comparing to local minimum salary
in important business units.
72
Principle 1
Grupo Libra keeps a fair remuneration practice
according to legislation in force, respecting
the national minimum salary which in 2013 was
BRL 678. There are internal salary differences,
what is not related to gender differences,
but to working hours hired and to the type
of agreement (such as the Young Apprentice
Project, for example).
EC6
Polices, practices and proportion
of expenses with local suppliers
in important business units.
-
Principle 1
EC7
Procedures for local hiring
and proportion of members
of top management recruited
in local community in important
business units.
-
Principle 6
EC8
Development and impact of
investment in infrastructure and
services offered, mainly for public
benefit, through commercial
engagement, paid in goods
or pro bono actions.
58, 59
Principle 6
73
Indicator
Description
Page(s)
EC9
Identification and description of significant indirect economic impacts,
including impact extension.
56, 57
Global Compact
Principle
Notes
Principle 8
Forms of Management – Environmental Indicators
EN1
Materials used per weight or volume.
-
EN2
Percentage of materials used from recycling.
-
EN3
Direct energy consumption discriminated per primary energy source.
52, 53
Principle 8
EN4
Indirect energy consumption discriminated per primary energy source.
52, 53
Principle 8
EN5
Energy saved due to improvements of conservation and effectiveness.
52, 53
Principle 8
Principle 9
EN6
Initiatives to provide products and services with low energy consumption
or that use energy generated by renewable sources, and the reduction
in the need of energy resulting from these initiatives.
52, 53
Principle 8
Principle 9
EN7
Initiatives to reduce indirect energy consumption
and the reductions obtained.
52, 53
EN8
Total water removal per source.
54
EN9
Water sources significantly affected by water removal.
-
EN10
Percentage and total volume of water recycled and reused.
-
Principle 8
EN11
Location and size of land owned, leased or managed in protected areas,
or adjacent, and areas of high biodiversity value out of protected areas.
-
Principle 8
EN12
Description of significant impacts on biodiversity of activities,
products and services in protected areas and in areas of high biodiversity
value out of protected areas.
-
Principle 8
EN13
Protected or restored habitats.
-
Principle 8
EN14
Strategies, measures in force and future plans
for management of impacts in biodiversity.
-
Principle 8
EN15
# of species in the Red List of International Union for Conservation of
Nature (IUCN) and in national lists of conservation with habitats in areas
affected by operations, discriminated by the level of risk of extinction.
-
Princípio 8
EN16
Total direct and indirect greenhouse gas emissions, per weight.
48, 49, 50
Principle 8
EN17
Other important indirect emissions of greenhouse gases, per weight.
48, 49, 50
Principle 8
EN18
Initiatives to reduce greenhouse gas emissions and reductions obtained.
48, 49, 50
Principle 7
Principle 8
Principle 9
EN19
Emissions of destructive substances of ozone layer, per weight.
-
Principle 8
Principle 8
All water consumed
comes from state electric
power utilities.
74
Indice
GRI
INDEX
GRI
Indicador
Indicator
Description
Descrição
Página(s)
Page(s)
Princípio
Global Compact
do Pacto
Principle
Global
EN20
NOX, SOX and other significant atmospheric emissions,
NOX, SOX e outras emissões atmosféricas significativas, por tipo e peso.
per type and weight.
-
Princípio
Principle 8
Indicador
Non-material
não material
indicator
EN21
Descarte
Total water
totaldisposal,
de água,per
porquality
qualidade
and edestination.
destinação.
-
Princípio
Principle 8
Indicador
Non-material
não material
indicator
EN22
Peso
Totaltotal
waste
de weight,
resíduos,per
portype
tipoand
e método
methoddeofdisposição.
disposal.
50, 51
Princípio
Principle 8
EN23
Número e#volume
and total
total
volume
de derramamentos
of significant spills.
significativos.
-
Principle
Princípio 88
EN24
Peso de resíduos transportados, importados, exportados
Weight of waste carried, imported, exported or treated considered
ou tratados considerados perigosos nos termos da Convenção
hazardous, according to the Basil Convention – Appendices I, II, III
da Basiléia - Anexos I, II, III e VIII, e percentual de
and VIII, and percentage of load of waste internationally carried.
carregamentos de resíduos transportados internacionalmente.
-
Not
Nãoapplicable
se aplica
EN25
Identificação, tamanho, status de proteção e índice de
Identification, size, status of protection and index of biodiversity of water
biodiversidade de corpos d’água e habitats relacionados
bodies and habitats related significantly affected by water disposal
significativamente afetados por descartes de água
and drainage made by the reporting organization.
e drenagem realizados pela organização relatora.
-
Not
Nãoapplicable
se aplica
EN26
Iniciativas
Initiatives para
to mitigate
mitigarenvironmental
os impactos ambientais
impacts ofde
products
produtos
and
e serviços
services
and
e athe
extensão
reduction
da redução
extension
desses
of these
impactos.
impacts.
48 to
a 55
55
Princípio
Principle 7
Princípio
Principle 8
Princípio
Principle 9
EN27
Percentual
Percentage
deof
produtos
productse and
suastheir
embalagens
packaging
recuperados
recovered in
emrelation
relação
ao total
to the
de total
produtos
products
vendidos,
sold, per
por product
categoriacategory.
de produto.
-
Princípio
Principle 8
Princípio
Principle 9
EN28
Valor monetário
Monetarydevalue
multas
of significant
significativas
fines
e número
and totaltotal
number
de sanções
não
of nonmonetárias
monetary
resultantes
sanctionsda
arising
não conformidade
from non-compliance
com leis
with environmental
e regulamentos
regulations
ambientais.
and laws.
55
Princípio
Principle 8
EN29
Significant
Impactos ambientais
environmental
significativos
impacts from
do transporte
product transportation
de produtos
and
e outros
other bens
goodseand
materiais
materials
utilizados
used innas
operations
operações
of da
theorganização,
organizations
bem as
como
welldoastransporte
workers’ transportation.
dos trabalhadores.
48
48 to
a 55
55
Princípio
Principle 8
EN30
Total
Total investments
de investimentos
and costs
e gastos
in environmental
em proteção ambiental,
protection, por
per tipo.
type.
55
Princípio
Principle 7
Princípio
Principle 8
Princípio
Principle 9
Observações
Notes
Não
Not applicable
se aplica
Forms
Management
– Labor Práticas
Practice Indicators
Formas
de of
Gestão
- Indicadores
Trabalhistas
LA1
Total deTotal
trabalhadores
workers, per
por type
tipo de
of job,
emprego,
labor agreement
contrato deand
trabalho
region.
e região.
62, 63,
68, 69
LA2
Número totalTotal
e taxa
# and
de rotatividade
rate of turnover
de empregados
of employees,
por faixa etária,
per age group,
gênerogender
e região.
and region.
62, 63,
68, 69
LA3
Benefícios oferecidos a empregados de tempo integral que não são
Benefits offered to full time employees that are not offered to temporary
oferecidos a empregados temporários ou em regime de meio período,
employees or part time, discriminated by main operations.
discriminados pelas principais operações.
65
LA4
Percentual
Percentage
deof
empregados
employees abrangidos
covered by por
collective
acordos
bargaining
de negociação
agreements.
coletiva.
-
Princípio
Principle 1
Princípio
Principle 3
LA5
Prazo mínimo para notificação com antecedência referente a mudanças
Minimum period for prior notice related to business units,
operacionais, incluindo se esse procedimento está especificado
including if this procedure is specified in collective bargaining agreements.
em acordos de negociação coletiva.
-
Princípio
Principle 3
Princípio
Principle 6
Indicador
Non-material
não material
indicator
75
Indicador
Indicator
Description
Descrição
Página(s)
Page(s)
Princípio
Global Compact
do Pacto
Principle
Global
LA6
LA6
Percentage
of employeesrepresentados
represented in formal
committees
Percentual
dos empregados
em comitês
formais
de segurança
of safety e
and
saúde,
health,
compostos
made up ofpor
managers
gestores
ande workers
trabalhadores,
that
helpajudam
in the monitoring
and advisory
about occupationalsobre
health
que
no monitoramento
e aconselhamento
and safety programs.
programas de segurança
e saúde ocupacional.
59
59ato6161
Princípio
Principle1 1
LA7
LA7
Rates of
occupational
diseases, days lost,
Taxas
deinjury,
lesões,
doenças ocupacionais,
dias absenteeism
perdidos,
deathsrelacionados
related to work,
region.por região.
absenteísmoand
e óbitos
ao per
trabalho,
59ato6161
59
Principle1 1
Princípio
LA8
LA8
Programas
Programsde
of educação,
education,treinamento,
training, advisory,
aconselhamento,
prevention
prevenção
and control
e controle
of risk indeprogress
risco emtoandamento
provide support
para dar
to assistência
employees,
a empregados,
their family
seus
members.
familiares.
59
59ato6161
Princípio
Principle1 1
LA9
LA9
Temas Themes
relativos related
a segurança
to safety
e saúde
andcobertos
health covered
por acordos
by formal
formais
agreements
com sindicatos.
with Unions.
59
59ato6161
Princípio
Principle1 1
LA10
LA10
MédiaTraining
de horashour
de treinamento
average perpor
year,
ano,
perpor
employee,
empregado,
discriminadas
discriminatedpor
percategoria
functional
funcional.
category.
62
62ato65
65
LA11
LA11
Programas
Programs
para gestão
for management
de competências
of continuous
e aprendizagem
learning
contínua
que apoiam
and competences
a continuidade
thatda
support
empregabilidade
continuity of
dosemployees’
funcionários
employability
e para gerenciar
and to manage
o fim dathe
carreira.
end of career.
62
62ato65
65
LA12
LA12
Percentual
Percentage
de empregados
of employees
quewho
recebem
regularly
regularmente
receive analyses
análises
de desempenho
of performance
e deand
desenvolvimento
development of
de career.
carreira.
62
62ato65
65
LA13
LA13
Composição
Composition
dos of
grupos
groups
responsáveis
responsiblepela
for governança
corporate governance
corporativa
eand
discriminação
discrimination
de empregados
of employees
por per
categoria,
category,
de acordo
according
comtogênero,
gender,
faixa
etária,
minorias
e outros
de diversidade.
age
group,
minorities
and indicadores
other diversity
indicators.
62
62ato65
65
Princípio
Principle1 1
Princípio
Principle66
LA14
LA14
Proporção
Proportion
de salário
of base
base entre
salaryhomens
between
e mulheres,
men and women,
por categoria
per functional
funcional.category.
--
Princípio
Principle1 1
Princípio
Principle66
LA15
LA15
Retorno
Return to
aowork
trabalho
and eretention
taxas derates
retenção
afterapós
paternity/maternity
licença maternidade/
leave,
paternidade,
discriminated
discriminados
per gender.
por gênero.
--
Observações
Notes
Indicador
Non-material
não material
indicator
Indicador
Non-material
não material
indicator
Formas
Forms de
of Gestão
Management
- Indicadores
– Human
Direitos
Right Humanos
Indicators
--
Principle1 1
Princípio
Principle22
Princípio
Principle33
Princípio
Principle44
Princípio
Principle55
Princípio
Principle66
Princípio
Non-material
indicator
Indicador
não material
--
Princípio
Principle1 1
Princípio
Principle22
Princípio
Principle33
Princípio
Principle44
Princípio
Principle55
Princípio
Principle66
Indicador
Non-material
não material
indicator
Non-material
indicator
Indicador
não material
HR1
HR1
Percentual
Percentage
e número
and total
total #deofcontratos
significant
de investment
investimentoagreements
significativosthat
que
incluam
include
cláusulas
clauses
referentes
relatedatodireitos
humanhumanos
rights orou
that
quewere
foram
submitted
submetidos
to evaluations
related
to human
rights.
a avaliações
referentes
a direitos
humanos.
HR2
HR2
Percentual de empresas contratadas e fornecedores críticos que
Percentage of companies hired and critical suppliers that were
foram submetidos a avaliações referentes a direitos humanos e
submitted to evaluations related to human rights and measures taken.
as medidas tomadas.
HR3
HR3
Total de horas de treinamento para empregados em políticas
Total training hours for employees in policies and procedures related
e procedimentos relativos a aspectos de direitos humanos
to aspects of important human rights for operations, including the
relevantes para as operações, incluindo o percentual de
percentage of employees who had training provided.
empregados que recebeu treinamento.
--
Principle1 1
Princípio
Principle22
Princípio
Principle33
Princípio
Principle44
Princípio
Principle55
Princípio
Principle66
Princípio
HR4
HR4
Número
Total
total
# of
dediscrimination
casos de discriminação
cases and
e as
measures
medidastaken.
tomadas.
66,
66,67
67
Princípio
Principle1 1
Princípio
Principle22
Princípio
Principle66
76
Indice
GRI
INDEX
GRI
Indicador
Indicator
Description
Descrição
Página(s)
Page(s)
Princípio
Global Compact
do Pacto
Principle
Global
HR5
Operations
Operações
identified
identificadas
where the
em right
que oofdireito
performing
de exercer
freedom
a liberdade
of collective
de associação
e a negociação
coletiva
pode estar
correndo
risco
negotiation
and association
can take
significant
risk and
the measures
significativo e astaken
medidas
pararight.
apoiar esse direito.
can tomadas
support this
66,
66, 67
67
Princípio
Principle 11
Princípio
Principle 2
2
Princípio
Principle 3
3
HR6
Operações identificadas como de risco significativo de ocorrência
Operations identified as significant risk of child labor occurrence
de trabalho infantil e as medidas tomadas para contribuir para
and measures taken to contribute for child labor abolition.
a abolição do trabalho infantil.
--
HR7
Operações
Operationsidentificadas
identified ascomo
significant
de risco
risksignificativo
of forced orde
compulsory
ocorrência
de labor
trabalho
occurrence
forçado and
ou análogo
measures
ao taken
escravo
toecontribute
as medidas
fortomadas
eradication
para
of forced
compulsory
labor.
contribuir para a erradicação
doortrabalho
forçado
ou análogo ao escravo.
--
HR8
Percentage
Percentual
of security
do pessoal
personnel
de segurança
submitted
submetido
to traininga in
treinamento
the organization
nas
políticas
ou procedimentos
relativos
a aspectos
policies
or procedures
related da
to organização
aspects of human
rights
which
de direitos humanos
are important
que sejam
to operations.
relevantes às operações.
--
Indicador
Non-material
não indicator
material
HR9
Número
Total
total
# de
of cases
casos related
de violação
to human
de direitos
rightsdos
of indigenous
povos indígenas
peoples
e medidas
and measure
tomadas.
taken.
--
Not
Não applicable
se aplica
HR10
Percentual
Percentage
e and
número
totaltotal
# ofde
operations
operações
which
que foram
were submitted
submetidas
to aanalysis
análise
e/ouand/or
avaliações
evaluations
de impactos
of impacts
relacionados
related to
a direitos
human humanos.
rights.
--
Indicador
Non-material
não indicator
material
HR11
Número
# of complaints
de queixas relacionadas
related to human
a direitos
rightshumanos
registered,
protocoladas,
treated
and
solved through
a formal
complaint formal
mechanism.
tratadas
e resolvidas
por meio
de mecanismo
de queixas.
--
Indicador
Non-material
não indicator
material
Princípio
Principle 11
Princípio
Principle 2
2
Princípio
Principle 55
Princípio
Principle 11
Princípio
Principle 2
2
Princípio
Principle 4
4
Observações
Notes
Indicador
Non-material
não indicator
material
Indicador
Non-material
não indicator
material
Forms
Management
– SocietySociedade
Indicators
Formasofde
Gestão - Indicadores
SO1
Nature,
Natureza,
scope and
escopo
effectiveness
e eficácia of
deany
quaisquer
program
programas
and practice
e práticas
to evaluate
avaliar
e gerir of
osoperations
impactos das
operações nasincluding
comunidades,
andpara
manage
impacts
in communities,
entrance,
incluindo aoperation
entrada, and
operação
exit. e saída.
56,
56, 57
57
SO2
Percentual
Percentage
e número
andtotal
totalde# unidades
of business
de units
negócios
submitted
submetidas
a avaliações
to risk evaluations
de riscos relacionados
related to corruption.
à corrupção.
--
SO3
Percentual
Percentage
de empregados
of employees
treinados
trainednas
in anticorruption
políticas e procedimentos
policies
and
anticorrupção
procedures of
dathe
organização.
organization.
--
Princípio
Principle 10
10
SO4
Measures taken in reply to corruption cases.
29, 30
Principle 10
SO4
Medidas tomadas em resposta a casos de corrupção.
29, 30
Princípio 10
SO5
Positions concerning public policies and participation
in the development of public policies and lobbies.
31
Principle 10
SO6
Total amount of financial contributions and cash for political parties,
politicians or institutions related, discriminated per country.
-
Principle 10
31
Princípio 10
SO5
SO7
Posições quanto a políticas públicas e participação na elaboração
de políticas públicas e lobbies.
Total # of legal actions for anticompetitive behavior,
anti-trust and monopoly practices and their outcomes.
-
SO6
Valor total de contribuições financeiras e em espécie para partidos
políticos, políticos ou instituições relacionadas, discriminadas por país.
-
SO7
Número total de ações judiciais por concorrência desleal,
práticas de truste e monopólio e seus resultados.
-
In Em
2013,
2013,
several
várias
reports
manifestações
da
from
the ombudsman
ouvidoria
de analyzed,
diversas
service were
foram the
onenaturezas
of which caused
analisadas,
uma
dismissal
of 2 employees
das an
quais
acarretou
and
involvement
of
no
desligamento
de
1 ex-employee
of the
2 colaboradores
supply
area relatedeto
envolvimento
de um
benefit of suppliers
for
ex-colaborador
da
accepting bribes.
área de Suprimentos
relacionado
a favorecimento
de fornecedores
com recebimento
de propina.
Princípio 10
Indicador não material
77
Indicador
Indicator
Descrição
Description
Princípio do
Global
PactoCompact
Página(s) Page(s)
Observações
Notes
Global Principle
Formas
Forms
de Gestão
of Management
- Indicadores
- Product
Responsabilidade
Responsibility
sobre
indicator
o Produto
SO8
Valor monetário de multas significativas e número
total fines and total # of non-monetary
Monetary value of significant
de sanções
monetárias
resultantes
nãoand regulations.
sanctions
arisingnão
from
the non-compliance
withdalaws
conformidade com leis e regulamentos.
Indicador
não material
Non-material
indicator
-
SO9
Operações com impactos negativos significativos
Operations with significant real or possible negative
potenciais
impacts on local communities.
ou reais nas comunidades locais.
56, 57
56, 57
SO10
Medidas de prevenção e mitigação implementadas em
Mitigation and prevention
operações measures in operations with
56, 57
com
significant
impactosreal
negativos
or possible
significativos
negative impacts
potenciais
on ou
local
reais
communities.
em comunidades locais.
56, 57
PR1
Fases do ciclo de vida de produtos e serviços em que
Phases of life cycle of products and services where impacts on health
os impactos na saúde e segurança são avaliados visando
and safety are evaluated aiming to improvement, and the percentage à melhoria, e o percentual de produtos e serviços sujeitos
of products and services liable to these procedures.
a esses procedimentos.
-
Princípio 1 Principle 1
PR2
PR2
Número total de casos de não conformidade com
Total
# of cases eofcódigos
non-compliance
with
voluntary regulations and
regulamentos
voluntários
relacionados
codes
to impacts
by products
and services in health aosrelated
impactos
causadoscaused
por produtos
e serviços
and
safetyeduring
life cycle,
discriminated
per type of result.
na saúde
segurança
durante
o ciclo de vida,
discriminados por tipo de resultado.
-
Princípio 1 Principle 1
PR3
PR3
Type of information about products and services required
Tipo de informação sobre produtos e serviços exigida
by labeling procedures and the percentage of products
por procedimentos de rotulagem, e o percentual
and services liable to such requirements.
de produtos e serviços sujeitos a tais exigências.
-
-
PR4
PR4
Número
total de
de não conformidade
Total
# of cases
of casos
non-compliance
with voluntary regulations
com regulamentos
e códigos
voluntários
relacionados
and codes related
to labeling
information
of products
a informações
e rotulagem
de produtos
serviços,
and services,
discriminated
peretype
of result.
-
PR5
PR5
Práticas
à satisfação
do cliente,
incluindo
Practicesrelacionadas
related to customer
satisfaction,
including
survey results.
41 a 47
resultados de pesquisas que medem essa satisfação.
PR6
PR6
PR7
PR7
Programas
normas
Programsdeofadesão
adhesionàstoleis,
laws,
regulations and
e códigos
voluntários
voluntary
codes
related torelacionados
marketing communication,
a comunicações
de marketing,
including publicity,
promotionincluindo
and sponsorship.
publicidade, promoção e patrocínio.
-
Número
totalofdenon-compliance
casos de não with
conformidade
Total
# of cases
regulations and voluntary
comelated
regulamentos
e códigos
voluntários
codes
to marketing
communication,
including publicity,
relativos
a
comunicações
de
marketing,
promotion and sponsorship, discriminated per type of result.
incluindo publicidade, promoção e patrocínio,
PR8
PR8
Total
# ofde
proven
complaints
related to violation
Número
total
reclamações
comprovadas
of privacy
and loss
data of customers.
relativas
a violação
deofprivacidade
e perda de dados de clientes.
PR9
PR9
Monetary value of (significant) fines for non-compliance
Valor monetário
de multas
(significativas)
porsupply
não
with laws
and regulations
related to
conformidade com
leisofe products
regulamentos
relativos
and use
and services.
ao fornecimento e uso de produtos e serviços.
-
-
-
Princípio 8
Princípio 8
Non-material
indicator
Indicador
não material
Principle 8
Not applicable
Não se aplica
Principle 8
Not applicable
Não se aplica
41 to 47
-
-
-
-
78
Credits
GRI 3.4
For further information about Grupo Libra’s
Sustainability Report, please contact:
E-mail: sustentabilidade@grupolibra.com.br
Internet: www.grupolibra.com.br/sustentabilidade
Report Coordination
Grupo Libra’s sustainability team
Content Coordination
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Graphic Design
Dezign com Z
Cover Photography
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Images
Grupo Libra’s Image Bank
Print and Finishing
Stilgraf Artes Gráficas e Editora Ltda.
Number of Copies
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Paper
Cover: Matte coated paper - 350g
Interior: Matte coated paper - 150g
Typefaces
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www.grupolibra.com.br/sustentabilidade
2013 Annual
and
Sustainability
Report
2013
Annual
andSustainability
Sustainability
Report
2013
Annual
and
Report

Annual and Sustainability Report

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