Balanço Social

Transcription

Balanço Social

WWW.MARCOPOLO.COM.BR
•1
SUMMARY
2•
SUSTAINABILITY REPORT 2013
1. Message from the Board of Directors
04
2. Parameters and Engagement
06
3. The Marcopolo Businesses
10
4. Corporate Governance
22
5. Communication Channels
28
6. Economic Performance
34
7. Environmental Performance
42
8. Social Performance
48
9. GRI Index
64
10. Expedient
70
•3
1.MESSAGE FROM THE
BOARD OF DIRECTORS
Standing from left to right :
Gelson Luiz Zardo, Oscar Barbieri, Paulo Gilberto Corso,
Fabio Dahlem da Rosa, Paulo Andrade de Jesus, Carlos Alberto Casiraghi,
Edson Dalle Molle Mainieri, Nelson Gehrke, Milton Susin, Mateus Ritzel,
Alberto Calcagnotto, Lusuir Grochot, José Fernando Bettoni, Ruben Bisi.
Seated from left to right:
Carlos Zignani, José Rubens de La Rosa (CEO), José Antonio Valiati.
Marcopolo presents the third edition of its Sustainability
Report as a way to share with the society, a summary
of its performance in the economic, environmental
and social areas aligned with the corporate governance practices of the Company. Founded in 1949, the
company has always had as pillars the respect, appreciation and transparency in relationships with people.
The year 2013 was characterized as a period of turmoil and new challenges for the bus industry in Brazil,
especially along the second half. In this scenario,
Marcopolo net revenue grew 9.1% domestically and
7.5% in the export Market, compared with the previous year.
Marcopolo has carried on the expansion and modernization of productive areas in Caxias do Sul and Rio
4•
MESSAGE FROM THE BOARD OF DIRECTORS
de Janeiro; it has begun the construction of the new
Volare factory in São Mateus in Espírito Santo; and the
new Logistics Centre, which will concentrate the distribution of material from the Ana Rech unit. In addition
to that, significant investments were made to improve
working conditions and welfare of the employees, such
as new sanitary facilities; adequacy of rest areas and
services such as banks, pharmacies and covenants.
Marcopolo has also carried on the renovation of the
restaurant at the Ana Rech unit, serving more than
5,000 employees / day.
Marcopolo Foundation, the corporate arm of the
company, has been carrying out actions for social
development, especially targeted to children and adolescents in the cities where its manufacturing plants
are located. The Foundation also coordinates the alloSUSTAINABILITY REPORT 2013
cation of corporate taxes of Marcopolo units in Brazil
and its employees, in order to support projects that
generate direct benefits to the community.
Since 1990, the company maintains the Marcopolo
Professional Training School, which has trained more
than 1,000 young professionals. Its concern with professional qualification is extended to all employees
through training courses, scholarships and language
programs.
During the year 2013, Sustainability indicators were
included and followed up in the Balanced Score Card
(BSC) of the company, and in 2014 a target of 5% improvement was established in all areas.
ders. The results formed the basis for the Materiality
Matrix that will guide the actions of Marcopolo in
relation to sustainability in the future. Moreover, the
channels of internal and external ombudsman had
undergone a revision in order to facilitate communication with its various audiences.
Finally, Marcopolo reaffirms its commitment to
management focused on sustainable development
and encourages the practice of the values that make
it a business of solid economic, environmental and
social image.
Regarding the involvement of interested parties, the
company conducted research with different stakeholWWW.MARCOPOLO.COM.BR
MESSAGE FROM THE BOARD OF DIRECTORS
•5
2.PARAMETERS
AND ENGAGEMENT
For the third consecutive year, Marcopolo
discloses its Sustainability Report, which is
based on international guidelines of the Global
Reporting Initiative (GRI). Reported information refers to the year 2013, and presents
comparative results data of 2011 and 2012.
| GRI 3.5/3.6/3.7/3.9/4.14/4.15/4.16/4.17
The report has been improved every year, seeking
transparency with the support of the public of the
Company, who were invited to contribute with their
opinion, identifying sustainability issues of greatest relevance. To make this query, Marcopolo has
identified and elected these priority stakeholders to
participate in the Materiality Test, prepared on the
basis of GRI indicators. This activity was developed by
the Marcopolo Sustainability Committee with the help
of related areas.
The Sustainability Committee was created in 2008
and consists of representatives from the Financial,
Social and Environmental areas. The indicators are
being monitored monthly and since 2013, some of
them are part of the BSC (Balanced Score Card) of
the company with performance goals by area.
COMPOSITION
OF THE REPORT
When reading this publication, it is possible to
observe that the company’s actions are aligned to
the results of the Materiality Matrix. It is noticed that
the indicators that were evaluated as less important
are precisely the topics that have been worked by the
Company over the years; therefore they are no longer
perceived as in need of attention.
This year, the qualification programs for labor, health
and safety and waste disposal for employees, were
again scored as very important, but with a subtle
shift in priority by the company. As an immediate
action, proper disposal of waste and reduction of
waste materials were included among the indicators
of the Company Profit Sharing Program (EFIMAR –
Marcopolo Efficacy).
In the composition of the social and environmental indicators, the company reports only transactions
with operations in Brazil, however, the financial indicators have consolidated data from across the whole
Company in accordance with accounting practices
adopted in Brazil and IFRS - International Financial
Reporting Standards. Marcopolo measuring techniques and base of calculations use the Universal
System (Human Resources) and SAP (other areas).
6•
PARAMETERS AND ENGAGEMENT
•7
Materiality Matrix
1
Use of
Recyclable
Materials
6
Health and Safety
Program for
Employees
2
Reduction
of Energy
Consumption
7
Labor
Qualification
Program
3
Reduction
of Water
Consumption
8
Actions to
Combat Child
Labour
Disposal
of Waste
9
Environmental
Education
Programs
10
6
7
Marcopolo (Management)
4
1
5
3
2
BUSINESS
MANAGEMENT
POLICY
The Company has mechanisms to ensure that Quality,
Environment, Social Responsibility and Health and
Safety are implemented, maintained and continuously
improved. The company is committed through its
Business Management Policy, which provides that:
• Ensure increasing customer satisfaction through
continuous improvement and quality excellence;
8
4
Social Programs
for the Community
• Consider environmental, occupational, social and
Hiring Local
Suppliers
• Ensure the implementation of laws, rules and other
9
5
10
quality variables in the development of new products and processes;
regulations to effectively achieve planned objectives;
Stakeholders
• Permanently prevent pollution, accidents at work
and occupational diseases;
Very Important
Important
Moderately Important
Less Important
• Being an ethical and socially responsible company
to all audiences.
The Integrated Management Standards (GIN)
includes the following certifications: ISO 9001 Quality (since 1996), OHSAS 18001 - Occupational
Health and Safety (since 2002), SA 8000 - Social
Responsibility (since 2003) and ISO 14001 Environment (since 2005). Every three years the
company undergoes a periodic recertification
process and the requirements of the standards
are checked with higher criticality, which contributes to the refinement of sustainable practices.
Certifications
ISO 9001
Quality
8•
OHSAS 18001
Health and Safety
ISO 14001
Environment
SA 8000
Social Responsibility
•9
3.THE MARCOPOLO
BUSINESSES
Marcopolo SA is a publicly traded joint-stock Brazilian multinational corporation
based in Caxias do Sul, RS. The company
markets its products in more than 100 countries on five continents. Consecrated in the
passenger transport industry, it has over 65
years of tradition in the market.
The Company manufactures complete
buses, bus bodies and components, offering the market a comprehensive product
line with a variety of road models, urban,
micro and minis in addition to Volare vehicles commercialized in the market in a complete format
including chassis and body.
In 2013, Marcopolo has released a new version of Torino,
a model that has been in line since 1983 and is one of
the best urban buses sold in Brazil. The new Torino
offers more comfort and modernity, technology, ergonomics and safety for passengers at lower operation
costs. Volare has also introduced a new vehicle in the
light segment: the W-L, with greater transport capacity
of up to 36 passengers – in the light weight segment.
| GRI 2.1 /2.6
PHILOSOPHY
| GRI 4.8
Vision
Be a relevant corporate group in business and geographies in which it is acting, with a
sound socio-environmental and economic image.
Mission
Develop solutions valued by customers, based on the principles of innovation and
sustainability, contributing to the evolution of collective passenger transport and
social progress.
VALUES
| GRI 4.8
Respect and People Valuing
Marcopolo’s relationship with people is one of respect,
appreciation and transparency. Its main differential
is the joint work carried out by committed and prepared teams constantly motivated by opportunities
for growth and professional development. Any person
- either of the company or outside it - should be treated with dignity and fairness.
10 •
THE MARCOPOLO BUSINESSES
• 11
Ethics
Marcopolo adopts an attitude of responsibility and
respect towards the people and institutions of its relationships. It is of great importance to the company that
conflicts of interest are avoided, and when it happens,
they are resolved in a transparent manner in accordance with the guidelines of the Code of Conduct.
Environment and Communities
Marcopolo and its employees have a major commitment to health, safety, the environment and the
communities where they operate. Through programs
aimed at environmental and social causes, the company consolidates its management policy focused on
sustainable development.
Economic and Financial Soundness
Marcopolo has as its basic premise that the economic and financial soundness of the business is the key
to sustainable growth. The commitment to excellence
and value generation must guide the day-to-day of
professionals and partners of Marcopolo.
Customer Satisfaction
INVESTMENT
STRUCTURE
Customer satisfaction is the reason of Marcopolo
success. Efforts must be made to identify what is
the perceived value by customers, establishing any
and all actions capable of transforming this principle into mutually generating value realities that are
backed up by long-term relationships. Proximity
and trust are key requirements for bond creation.
99,99%
MARCOPOLO RIO
99,99%
SYNCROPARTS
Brazil
Brazil
0,10%
VOLARE - SP
Brazil
0,10%
VOLARE - ES
Brazil
REI
Brazil
0,01%
MARCOPOLO RIO
Brazil
100%
BANCO MONEO
Brazil
99,99%
SAN MARINO
Mexico
99,99%
ROTAL DO SUL
Brazil
10%
Partnerships
Partners, mainly characterized by suppliers,
manufacturers, sales representatives, financial institutions, distributors and dealers, are fundamental
to Marcopolo. The company believes that long-term
relationships with clear rules and practices that
result in joint success should be built.
99,90%
VOLARE - SP
Brazil
99,90%
VOLARE - ES
Brazil
99,99%
TRADING S.A
Brazil
MONEO
Brazil
SAN MARINO
Brazil
investments
45%
ILMOT
Marcopolo S.A.
100%
HANEGAS
49,87%
Uruguai
TMML
100%
MIC
100%
MAPLA
100%
MASA
Africa
100%
MAC
China
50%
LOMA
Argentina
METALPAR
Argentina
SUPERPOLO
Colombia
100%
LAUREANO
Argentina
74%
POLOMEX
30%
MPC
51%
METALSUR
98%
METALPAR
50%
KAMAZ MARCO
75%
POLOGREN
Mexico
India
Virgin Islands
Portugal
Argentina
74%
POLOMEX
70%
MPC
100%
POLOAUTORUS
Russia
49%
GB POLO
Egypt
100%
MARCOPOLO
40%
SPHEROS
Argentina
Argentina
99%
MARSA
Argentina
100%
VOLGREN
Australia
Mexico
Portugal
Australia
Austrália
Brazil
30%
WSUL
Brazil
26%
MVC
Brazil
40%
MERCOBUS
Peru
50%
Colombia
49%
1%
FCO
50%
100%
12 •
Brazil
99,99%
SPHEROS MÉXICO
99,99%
SPHEROS COLOMBIA
100%
PAINÉIS
Russia
Australia
Mexico
Colombia
Brazil
• 13
ORGANIZATIONAL
STRUCTURE
OPERATIONAL
STRUCTURE
| GRI 2.3
The Organizational Structure proposed aims to contribute in the strengthening of Marcopolo´s capacity of
generating value through innovation, enthusiasm and
commitment of all professionals with attitudes that
strengthen confidence, entrepreneurship, solidarity
and cooperation.
• Clear definition of authority and responsibility
through results;
• Overview of processes such as integration, alignment and accountability;
• Proximity to the Customer, Operational Excellence
and Quality;
The premises for the structure of Marcopolo are:
• Collegiate operation of teams in a cooperative and
• Sustaining the growth strategy of the company;
supportive manner.
• Attending the needs of flexibility, agility and competi-
• To give support to this strategy, the areas of the company
tiveness;
were arranged in departments that act in an integrated manner.
• Simple structure with competitive costs;
The bus manufacturing is performed in 16 manufacturing units, four in Brazil (two units in Caxias
do Sul, RS, one in Duque de Caxias, RJ, in addition to the participation of 45.0% in the company
San Marino Ônibus e Implementos Ltda.(San
Marino Bus and Implements), also located in
Caxias do Sul, RS) and 12 abroad, one unit in
South Africa, three in Australia; subsidiaries /
affiliates in Argentina (2), Colombia, Egypt, India
(2) and Mexico; there is also a manufacturing
unit of parts and components for bus bodies in
China. Marcopolo also holds 40% stake in the
company SPHEROS (acclimatization and air-conditioning), 30% in WSUL (foams for seats), 26%
in MVC -. Componentes Plásticos Ltda. (Plastic
Components) and 19.99% in the Canadian company New Flyer. In addition to the companies
mentioned, Marcopolo has full control of Banco
Moneo S.A . (Moneo Bank), created to support the
financing of Marcopolo products.
Marcopolo is also investing in the installation of
a new unit of Volare vehicle assembly line in São
Mateus, ES.
MARCOPOLO WORLDWIDE
AND ITS BRANDS
| GRI 2.5
In 2013, the total number of professionals who contributed to the business of Marcopolo worldwide,
including employees of the affiliated / subsidiaries was 21,002 employees. In Brazil, it totaled 8,066
employees in the controller and 3,495 employees in
the subsidiaries. (Read more about the employees in
the Social Performance chapter)
SHAREHOLDERS
FAMILY
COUNCIL
FISCAL
COUNCIL
MANAGEMENT
BOARD
Executive
Commitee
Audit and Risks
Commitee
HR and Ethics
Commitee
Strategy and
Innovation Commitee
(JV COMERCIAL)
UNITED STATES
CEO
EGYPT
BRAZIL
International
Business
Strategy
Research &
Development
HR&DO
Controllership,
Finance,
IT & Legal
Acquisition &
Logistics
Sales & Mkt
Industrial
Quality &
Post-sales
Engineering
Marcopolo
Rio
Volare
SOUTH AFRICA
Moneo
MARCOPOLO ANA RECH
CONTROLLER
14 •
SUBSIDIARIES
JOINTLY CONTROLLED SUBSIDIARIES
AFFILIATES
INVESTMENTS
• 15
BUSINESS UNITS
COVERED IN
THE REPORT
| GRI 2.2
Marcopolo Ônibus Caxias - Marcopolo Bus Caxias
Considered one of the world’s largest bus body
manufacturers, it is also an active participant in the
development and implementation of solutions for the
public transport of passengers in some of the major
markets worldwide.
The Bus Business is concentrated in the Ana Rech unit
in the city of Caxias do Sul, with the support of manu-
facturing areas located at the Planalto neighborhood.
This unit stands out for the production of intercity
buses for the Brazilian market and also for export.
Constant investments in design and technology make
Marcopolo pave new paths, presenting to the world
market innovative solutions based on the guidelines
for efficiency, comfort and safety for bus users.
Industrial unit in Xerém - Duque de Caxias, RJ
Marcopolo Rio
Industrial unit in Ana Rech - Caxias do Sul, RS
Marcopolo Rio is located in Duque de Caxias city, RJ,
and it keeps a high speed production and productivity
pace. Today, it concentrates 100% of the production of
bus bodies destined for urban transportation. The installed capacity is for 8000 vehicles per year and it has
about 2500 employees.
The company was founded in 1955 and had 50% of its
capital acquired by Marcopolo in 1999. Five months later,
16 •
it was launched in the market a new urban product called
Turquoise, demonstrating that the investment had been
appropriate. Two years later, in 2001, Ciferal became a
100% Marcopolo company, enabling the consolidation
of the concepts of safety, cost efficiency and reliability
to the urban bus market. Originally called “Ciferal”, the
company was renamed Marcopolo Rio.
• 17
Moneo Bank - Caxias do Sul, RS
Operations Center Volare - São Paulo, SP
Banco Moneo - Moneo Bank
Volare
Located in Caxias do Sul, Volare inaugurated in
São Paulo, in February 2013, its Operations Center.
The complex has a total area of 8 thousand square
meters and will include a model dealership, a training center for the entire dealer network and also a
distribution center for spare parts. The development
of Volare Operations Center is part of the company’s
investments and it took a year of studies and market
research focused on best practices from the automotive sector and best service concepts.
The unit was created in 1998 to meet the market
18 •
demands for a fast, safe, economical and comfortable vehicle in the public passenger’s transportation
service. The first model was intended for urban transport, but gradually Volare developed into a complete
family of vehicles with different models and versions,
ranging from alternative transportation and cooperative transportation to special applications such as
mobile units.
Banco Moneo (Moneo Bank) serves the domestic
market in a broad and comprehensive manner for the
inland passenger transport segment, whether road,
urban, charter, school or leisure. The products offered meet the specific needs of each customer through
Finame, Leasing, CDC or prepayment of receivables
with current market rates offered by or with more
competitive interest rates than those offered by other
institutions.
Moneo began its operations in 2005 and counts on
effective distributed in offices located in the cities of
Recife, Salvador, Belo Horizonte, São Paulo, Curitiba,
Porto Alegre, and Caxias do Sul, where the headquarters and administrative area are located.
In 2012, Volare proved once again its compliance with
the innovative philosophy by launching the four-wheel
drive model, a novelty in the market that it operates.
• 19
AWARDS
RECEIVED
| GRI 2.10
• IDHO | Indicator of Human and Organizational Development
2013 Awards | Management & HR Editorship.
• The 150 Best Companies in People Management Practices
Awards.
• “The 50 Best Companies for Corporate Citizenship 2013”
Awards | Management & HR Editorship.
• AutoData Awards 2013 | Best in the Automotive Sector |
Categories Exports, Bus Body Manufacturer, Bus Vehicle.
• Brands of Whom Decide 2013 | Journal of Commerce.
• Pioneers of Transportation Trophy Awards | Modern
Transportation Magazine and Technibus .
• Bigger and Best in Transportation Awards | Modern
Transportation Magazine and Technibus .
• Inclusive Stamp Company | City Council of Caxias do Sul.
• Top of Mind Awards 2013 | Tomorrow Magazine.
• RS Export Awards 2013 | ADVB / RS.
• Medal of Farroupilha Merit - Legislative Assembly of Rio
Grande do Sul.
• MVC | JEC Europe 2013 Innovation Awards | Categories
Innovation in Thermoplastics and Sofia Project - new concept of manufacturing vehicle bodies.
• Best Company of the Year Award | Maiores e Melhores
2014 – Special Edition| Exame Magazine.
• Creating Value Awards 2013 | Brazilian Association of
Listed Companies (ABRASCA).
• Best Company of the Automotive Industry Sector Award |
Maiores e Melhores 2014 – Special Edition | Exame Magazine.
20 •
• 21
4.CORPORATE
GOVERNANCE
By following the principles of transparency, fairness, accountability and
corporate responsibility, Marcopolo has
adopted the best practices of Corporate
Governance. Since 2002, the Company
has been listed on Level 2 of Corporate
Governance of BM&FBovespa, being
bound to arbitration by the Market
Arbitration Chamber, as according to
Clause registered in its By-Laws.
The management of Marcopolo is made
formal based on the distinction between
the roles and responsibilities of the
Administration Board, the Executive
Committee and the Board of Directors.
The Company also has an Audit Committee
composed of three members. The powers of
each body are defined in the By-laws of the
company.
In order to assist, review and support the conduct of the business, the Board of Directors
also counts on the following Committees: Audit
and Risk; HR and Ethics; and Strategy and
Innovation. With the adoption of new By-laws,
these three committees had their competencies amended in 2013.
All members of the Administration Board,
Audit Committee, Executive Committee, Board
of Directors and advisory committees were
elected on March 27, 2014.
President Emeritus
The President Emeritus of Marcopolo,
Paulo Bellini, oversees the company’s
culture, contributing to strengthen
ethical values and principles and the
ongoing motivation of employees.
He mentors executives, follows the
political-institutional activities and
ensures also the Marcopolo brand
and image as well as the fulfillment
of its social function.
Bellini was named Emeritus President
in 2012, a position that has honorary, personal and nontransferable
character.
Shareholding Structure in 2013
22 •
CORPORATE GOVERNANCE
SHAREHOLDERS IN BRAZIL
39,39 %
SHAREHOLDERS ABROAD
34,96 %
CONTROLLING GROUP
25,65 %
• 23
GOVERNANCE
STRUCTURE
Executive Committee
Name
Position
Elected in
Mandate of
Mauro Gilberto Bellini
Sitting Member and Coordinator
march 2014
two years
Paulo Pedro Bellini
Sitting Member
march 2014
two years
José Rubens de La Rosa
Sitting Member
march 2014
two years
Luciano Moisés Bado
Appointed Member
march 2014
two years
José Antonio Valiati
Appointed Member
march 2014
two years
Carlos Alberto Casiraghi
Guest Member
march 2014
two years
Ruben Antonio Bisi
Guest Member
march 2014
two years
Carlos Zignani
Secretary
march 2014
two years
Name
Position
Elected in
Mandate of
General Director
march 2014
three years
Carlos Zignani
Director
march 2014
three years
José Antonio Valiati
Director of Accounting and Finance
and Investor Relations
march 2014
three years
| GRI 4.1/4.3
Administrative Board
The Administrative Board consists of seven
members, four of whom are independent,
one appointed by the minority shareholders,
one by the holders of preference shares,
and the other two by the controllers. They
are all elected in the General Meeting
through an unified term of up to two years.
The Board also has a Secretary, appointed by the President. The Chairman of the
Administration Board is not a member of the
Board of Directors . | GRI 4.2
The Board of Directors counts on a
permanent basis with an advisory statutory technical committee known as
the Executive Committee, which helps,
supports and advises about conducting
business. Besides that, to assist the work
of the Council in order to turn it more efficient, improving strategic discussions with
based recommendations, and to assist in
the performance of legal and statutory
duties, there are also the following committees to support and advice: Audit and
Risk ; HR and Ethics; and Strategy and
Innovation. Each committee is composed of
at least three and at most six members for
a term of two years.
Board of Directors
Audit Board
The Audit Board consists of three members, one appointed by the minority shareholders, one by the holders of preferred shares and one by the controlling, with an equal number of alternates.
Name
Position
Elected in
Mandate of
Francisco Sergio Quintana da Rosa
President and Advisor
appointed by the Controllers
march 2014
one year
Administrative Board
Nome
Position
Elected in
Mandato de
Egon Handel
Advisor Appointed by
Preferred shareholders
march 2014
one year
Mauro Gilberto Bellini
President
march 2014
two years
Augusto Marcos de Campos
Advisor appointed by the
Minority shareholders
march 2014
one year
Oscar de Paula Bernardes Neto
Vice-President
march 2014
two years
Luciano Moisés Bado
Advisor
march 2014
two years
Maria Letícia de Freitas Costa
Advisor (independent)
march 2014
two years
Paulo Cezar da Silva Nunes
Advisor (independent)
march 2014
two years
Odair Lucietto
Advisor(independent)
Representative of Minority shareholders
Manuela Cristina Lemos Marçal
Carlos Zignani
24 •
Advisor (independent),
Representative of Preferred shareholders
Secretary
HR and Ethics Committee
The HR and Ethics Committee responsibilities are:
• Constantly revaluate and recommend improvements
• Evaluate and recommend guidelines for performance
to practices and management policies of the Company,
including its Code of Conduct (such Policies, Codes and
Standards will always be deliberated by the Council);
evaluation and the proposed performance plan (individual goals and procedures) of the executives of the
Company and subsidiaries as well as coordinate the process of evaluating these executives;
• Analyze, recommend and monitor the succession plan
• Assess the social responsibility practices adopted by the
of the key executives of the Company;
march 2014
march 2014
march 2014
two years
two years
two years
plans, and benefits for employees and administrators;
• Analyze and monitor the implementation of policies and
practices of Human Resources and, when necessary, to
elaborate improvement proposals;
• Analyze and recommend criteria for compensation of the
Company and its impact on corporate image;
• Evaluate and monitor the management of organizational
climate and the actions taken to improve it;
• Coordinate the selection process of the CEO and key
executives;
Executive Board, including short and long term incentive
• 25
• Promote the dissemination of the Code of Conduct
and disseminate the
standards of conduct;
appropriate
Company’s
• Providing guidance when queried or if in doubt about
the application of the Code of Conduct as well as the
determination and decision making when verified
cases of violation of the principles laid down, always
reporting all cases to the Board of Directors;
• Represent
the Administrative Board in the
implementation and evaluation of conflicting situations
to the Code of Conduct related to the positions of
managers and executives, as well as in cases that
exceed the powers of the Central Committee.
Audit and Risk Committee
The responsibilities of the Audit and Risk Committee are:
• To recommend to the Administrative Board the
selection and recruitment of independent auditors and their fees, as well as their replacement, if
necessary, among internationally renowned companies for development of independent external audit
or any other service;
• Supervise the activities of independent auditors to
assess their independence, quality of services, and
the adequacy of their services to the needs of the
Company;
• Evaluate compliance by the administration of the
recommendations made by the independent auditors and internal auditors and recommend to the
Board the resolution of any conflicts between the
independent auditors and the Board of Directors;
• Monitor the quality and integrity of the internal con-
trol system, the financial statements, quarterly
financial information, interim financial statements
and annual financial statements, and the information disclosed and measurements based on adjusted
accounting data and non-accounting data that add
elements not contained in the structure of the usual
financial reports and statements;
• Review the annual audit plans and assess the final
reports both submitted by the internal audit;
• Determine any changes in the scope of internal audit
and report to the Administrative Board on areas of high
risk, significant deficiencies, significant breakdowns
in internal controls and illegal acts to the Council;
• Periodically assess the most appropriate structure for
internal audit, as well as the way their services are
run; assess and monitor along with management and
internal audit, the adequacy of related party transactions as performed by the Company and their respective
evidence;
Rules for identification and management of conflicts of interest
| GRI 4.6/4.8/4.11
The Administrative Board must approve the
execution of agreements between the Company and
its management and / or controlling shareholders,
or between the Company and parties directly or
indirectly controlled or controlling by the controlling
shareholder.
• Committee of Human Resources and Ethics, representing
With regard to the Code of Conduct of the Company,
which is also applied to management, there is a
Conduct Committee which is in charge of providing
guidance to interested parties in case of doubt as to
the application of the Code, as well as assessment
and decision making when verified cases of violation
of principles.
• Central Committee - Its main function is to coordinate
When faced with situations that may cause discomfort
or embarrassment for judgment, the Committee shall
submit the case to the Human Resources and Ethics
Committee and if the standoff persists, you can seek
support from an impartial and independent outside
arbitrator, to issue seem that help in the solution
of the case. For an effective action, the Conduct
Committee must act in three instances:
the Administrative Board - is the highest level of implementation and evaluation of conflicting situations to the
Code of Conduct related to the positions of Directors or
shareholders, also for cases that exceed the powers of
the Central Committee.
the adoption of the Code of Conduct by all who are part of
the Marcopolo context, regardless of geographic location
or area, reporting directly to the Committee of Human
Resources and Ethics.
• Local Committees - Its main function is to coordinate the
adoption of the Code of Conduct in operations whose geographical location is outside the geographical context of
the Head office (Caxias do Sul, RS, Brazil). The local committees report directly to the Central Committee.
marcopolo.com.br/cc
Read the full version of the Code of Conduct
on the Company’s website.
• Analyze their content and monitor periodic reviews conducted by the internal audit of complaints, anonymous
or not, concerning the accounting, internal control,
audit and on risks of any kind, and eventually determine specific actions;
• Recommend procedures for receiving and processing
information about noncompliance with laws and regulations applicable to the Company;
• Establish appropriate relationships and communication with management and the Audit Board;
• Assess and monitor the risk exposures of the Company
and to monitor progress on the implementation of risk
management in the Company and the actions that the
upgrade process;
• Report nonconformities (fraud) directly to the Board
Management Remuneration
The total annual amount of fixed remuneration is set
by the General Assembly and distributed among the
directors by the Administrative Board.
The largest individual fixed annual remuneration of
the Executive Committee / Board of Directors amounted to R$ 2,110.8 thousand in 2013, the average pay
was R$ 711.7 thousand and the lowest was R$ 325
thousand. In the statutory board, the highest individual compensation was fixed at R$ 1,568.4 thousand
in 2013, the average was R$ 1,030.6 thousand and the
lowest was R$ 782.2 thousand. In the Fiscal Council,
the highest individual compensation was fixed at R$ 195
thousand in 2013, the average was R$ 169 thousand
and the lowest was R$ 156 thousand.
The biggest single variable remuneration of the Executive
Committee / Board of Directors was R$ 1,950 thousand
in 2013, the average variable remuneration was R$ 440.8
thousand and the lowest was zero. In the statutory board,
the largest single variable compensation in 2013 was de
R$ 1,414.3 thousand, the average was R$ 948, 8 thousand
and the lowest was R$ 715 thousand. The members of the
Administrative Board and the Audit Board do not receive
variable compensation, only Directors and Executive
Committee members receive it.
of Directors .
Disclosure and Use of Relevant Information and Trading Policy
Strategy and Innovation Committee
The Innovation and Strategy Committee has the following
responsibilities:
• Assessing the management processes associated with
the business plan, financial planning, budgeting and
performance monitoring;
• Assess the general assumptions (macroeconomic and
business) for business plan, planning and budgeting;
• Monitor the Company’s performance through the analysis
of its results, financial metrics, market developments
and permanent internal and external benchmarking;
• Evaluate and recommend proposals on the process of
adherence to market trends, innovation and competitiveness in products and services, suitability of investments
for value creation and sustainability;
undisclosed material information. The Director of Investor
Relations is responsible for the implementation, monitoring and general administration of the Trading Policy
and all communication between the Company and the
CVM and the Stock Exchanges, as well as between the
Company and the market, investors and analysts.
• Analyze and monitor opportunities for new products and
services, including economic and financial evaluation
of projects;
• Review other matters that the Board of Directors may
consider relevant and of interest to the company;
• Monitor the execution and implementation of the Strategic
Plan, recommend contingency plans, suitability and
action plans where necessary.
development and review of the Strategic Plan, including
26 •
The Policy on Disclosure of Marcopolo Information
aims to maintain consistency, simultaneity and transparency in the disclosure of acts and events involving
the Company’s businesses. It also establishes the procedures to be adopted for the disclosure of information
about Marcopolo, including information involving relevant acts and facts, and maintaining confidentiality of
Procedures and Performance Evaluation
The Administrative Board assesses bimonthly in face
to face meeting, the Company’s performance reported by the Board. The results are also examined by the
Audit Board and by an independent external audit every
quarter. The Executive Board is the governing body responsible for identifying relevant risks and opportunities
to the Company, proposing, based on Strategic Planning,
actions necessary to the Audit and Risk Committee and
subsequently to the Administrative Board, also implementing them in case of approval. Indicators of Sustainability
are now also incorporated into the agenda of the meetings of the Council.
• 27
5.COMMUNICATION
CHANNELS
| GRI 4.4
EMPLOYEES
The ViaPolo Internal Communication Network,
launched in March 2012, unified the various
communication channels used by the company
for the relationship with employees and their
families. In 2013, changes in the network were
consolidated by facilitating access to information in the units of Caxias do Sul and Duque de
Caxias. The ViaPolo network consists of wall
newspapers, intranet, posters, magazine and
Corporate TV. Its operation is in charge of the
Internal Communications department, which
is also responsible for the information, engagement and relationship campaigns that
can involve both employees and their families. Marcopolo uses the intranet to conduct
periodic surveys in order to assess the understanding and effectiveness of information and
actions of the company.
The remodeling of the Ombudsman was very
important to improve the control of actions
and responses, including the retraining of all
managers. The Ombudsman program is an
important channel of communication between
employees and Marcopolo, it allows the company to constantly monitor the organizational
environment, taking actions to improve people
management practices. Marcopolo has two
channels of the Ombudsman program for the
employees: the Free Channel and the Conduct
Committee. The Free Channel is a program
that welcomes suggestions, criticisms, complaints or praise from employees; arising
issues can be about relationships at work and
the management of the company. The Conduct
Committee has the responsibility to provide
guidance to employees in case of doubt as to
the application of the Code of Conduct, as well
as assessment and decision making when cases of
violation of principles are verified.
To address any situation to the Free Channel or the
Conduct Committee, employees must use the link
on the corporate Intranet page. The system is 100%
safe, and the individuals do not need to identify
themselves to use the Ombudsman. The manifestations are forwarded to the responsible for the
matters, and the answer must be provided in the
allotted time. When the employee is not identified,
the answers are placed on the intranet and the
sender has access through the password received
when sending the message. The practice is also
foreseen by the regulation SA 8000, which aims to
ensure workers’ rights.
Employees and people in general can use the
External Ombudsman, through the open channel to
make complaints of potential fraud, theft and related topics, which will be segregated and sent for
evaluation of Internal Audit, under the management of the Audit and Risks Committee.
Employee Satisfaction
The company carries Organizational Environment Survey to verify the satisfaction of
its employees towards management as well as the services and benefits offered. A
sample survey with 30% of the workforce was performed in 2012 and the overall result
for Brazil is 69% satisfaction. After the research, improvement actions were defined
and they have been implemented since then. By 2014, Marcopolo aims to carry out a
new survey of all the employees in Brazil.
28 •
COMMUNICATION CHANNELS
• 29
CLIENTS
SOCIAL MEDIA
| GRI PR.5
In 2013, Marcopolo fan page counted on 720,000 followers, from which 27% women and 73% men. In this period,
the page presented an average per publication of 25.5 thousand people, 12,100 clicks in publications and 1,100 interactions (like, comment or share). The fan page was created to facilitate access to the company’s info as well as
market-related topics about urban mobility / public transportation, among others by customers, partners, community and also for those who are passionate about the brand.
A set of communication channels are available in
order to approach the customers and the company
such as the customer service center’s telephone
number, emails and website. In addition to that,
Marcopolo publishes three quarterly magazines:
Traveller, Moneo and Volare Club Magazine of news
and trivia related to the brand or topics of interest of
their audiences.
The Company has been consolidating its project to expand operations on digital platforms such as the website,
Twitter, YouTube and Flicker, by doing so it maintains a proactive attitude in order to increase the satisfaction and
admiration towards the brand. Monitoring and supply of relevant information contribute to the brand’s reputation,
besides serving as a source for research and development of products and services.
The Network of Representatives and Distributors is a
strong ally of the company to help with the operation of
actions for the approximation with customers, promotion of relationships and dissemination of information.
Access to Marcopolo and Volare sites
Satisfaction Survey
Marcopolo Social Media
In 2013, Marcopolo remodeled its way to assess relationship with customers through the use of the “Image
and Competitive Position Research”, by inter viewing 88
clients in person. The research has revealed the level of
importance of the main attributes related to product and
service, and to evaluate the level of customer satisfaction
in ever y attribute (Representative Ser vice; Operational
Cost of Bus Bodies, Brand, Deliver y time, Bus Body
Quality; Support of the factory and Resale Value).
www.facebook.com/OnibusMarcopolo
www.twitter.com/OnibusMarcopolo
www.youtube.com/OnibusMarcopolo
www.flickr.com/OnibusMarcopolo
YEAR
2013 *
2012
2011
GRADE
8.1
8,68
8.64
* The Customer Satisfaction Survey 2013 was made in different way from the previous one.
Customer Service and Open Channel
This research considers, besides scoring, the degree of
influence of each item in decision making. In the 2013
survey, respondents were only clients of the Bus Business
(Brazil).
0800 702.7070 (Marcopolo)
0800 707.0078 (Volare)
The methodology used by Marcopolo in the years 2011
and 2012, involved quantitative and qualitative research
with users of foreign and domestic markets, whereas the
research with customers from abroad is only qualitative.
E-mails
contato@marcopolo.com.br
contato@volare.com.br
2013
2012
2011
623 thousand
visits
584 thousand
visits
478 thousand
visits
3,3 million
page views
2,5 million
page views
2,4 million
page views
Volare Social Media
www.facebook.com/OnibusVolare
www.twitter.com/OnibusVolare
www.youtube.com/OnibusVolare
www.flickr.com/OnibusMarcopolo
Facebook Statistics
Marcopolo and Volare
YouTube Statistics
Marcopolo and Volare
Fans per countries and cities
More than
Mexico 31.931
SUPPLIERS
Costa Rica 19.774
1 million
Venezuela 60.126
In 2013, the Company counted with 3,523 active
suppliers, of which 0.77% belong to the curve A;
4.38% to curve B and 94.40% to curve C. Every two
years a Supplier Meeting is held to strengthen strategic alliances. Last year Marcopolo gathered about
150 suppliers, all of them belonging from curves A
and B, or regarded as strategic.
Read more about suppliers on page 41.
Peru 275.324
Brazil 143.450
Bolivia 29.913
Chile 43.830
1.390.619
1.149.981
Paraguay 18.703
Argentina 55.859
Uruguay 50.852
Egipt (52.043), USA (4.830), Guatemala (3.970), Panama (2.838), Angola (2.621),
Spain(1.153), India (828), Congo (575), Italy (528), France (375), Indonesia (347), United
Kingdom (337), El Salvador (299), Puerto Rico (217), Portugal (175).
Contact for new suppliers
E-mail: mec@marcopolo.com.br
video views
Equator 144.733
Marcopolo’s relationship with its suppliers is guided
by three directives which resulted in the acronym
MEC, which means Mature, Ethical and Trusted.
Suppliers can count with the online Supplier Portal,
where they are invited to learn about the Vision,
Values and Code of Conduct of the company, available in the website.
30 •
Colombia 100.266
Font: facebook.com/stats
1,390,619 minutes of videos watched
(23,177 hours).
More than 2,700 entries.
• 31
INVESTORS
Marcopolo’s relationship with its shareholders and
potential investors is made through the area of
Investor Relations. In 2013, analysts from the country and abroad have been received and numerous
telephone contacts were made, in addition to the 7th
edition of Marcopolo’s Day. This event was held in the
Caxias do Sul unit, where analysts and investors could
learn more about the company and its strategy as well
as its products and production processes.
Meetings with the Association of Investment Analysts
and Professionals of the Capital Market (APIMEC) in
São Paulo, Rio de Janeiro and Porto Alegre were held,
as well as non-dealroad shows in Brazil and abroad.
Mr.Valter Gomes Pinto leaves a legacy to be followed
The Company provides fair and equal treatment to
all minorities, whether of capital or other interested
parties (stakeholders). To meet legal requirements
and enhance the information provided to the market
in general and in particular to foreign shareholders,
the financial statements are disclosed under the standards established by IFRS - International Financial
Reporting Standard.
The website of Marcopolo Investor Relations
www.marcopolo.com.br/ri has updated content
to cater to investors as well as providing the GRI an important communication tool for current and
potential investors.
He started in the company in 1964, when it was still called Nicola. By that time, the company
depended almost exclusively on the center of the country, due to the receiving of raw material
or sales operations. In this way, in 1967 he transferred to São Paulo, where he got the position
of general sales supervisor of the national market, assisting in the opening of new markets.
Returning to Caxias do Sul, his activity turned to the commercial area, covering national and
international markets.
Since the very beginning, he had a direct and determinant participation in the planning and definition of strategic actions of communication. He was responsible for changing the name of the
company from Nicola to Marcopolo, for the construction of a solid identity that reflected the
policy of quality and partnership with the client, besides strongly contributing for the expansion
of businesses, due to his visionary guidance through different cultures and countries around the
world, in the five continents.
COMMUNITY
Through the areas of Human Resources, Marketing and
the Marcopolo Foundation, the company maintains a relationship of partnership and dialogue with the communities
where its industrial plants are located. By identifying
community needs, Marcopolo defines its social projects
with assertiveness, institutional support, financial resources, or public / private partnerships.
The director Mr. Valter Gomes Pinto passed away in 2013, with 81 years old, leaving a legacy of
innovation and ideas for Marcopolo and being an example to everybody of the company which he
helped to build along with Mr. Paulo Bellini. During 49 years he dedicated to the company, revealing to be very much ahead of his time, besides being very gentle, affectionate, elegant and very
attached to details.
Access the request form to require
Marcopolo’s support for projects via incentive laws:
http://w w w.marcopolo.com.br/website/2011/
fundacao/pt/contato/lei_de_incentivo
Mr. Valter Gomes Pinto left a very important legacy for the company and will be remembered as
a great supporter of the improvement of the policy of relations with clients, through the expansion of networking and qualification of the processes of commercialization of products.
He was also one of the greatest supporters of the Marcopolo Memory Documentation Center. He
believed that the act of preserving the past is a way to honor all who made part of the history,
allowing future generations to learn and develop from previous experiences.
Marcopolo Memory Documentation Center
The Marcopolo Memory Documentation Center created in 1999, highlights the importance of the company for the
development of the city as well as the transport for passengers. It provides information related to the Company’s
performance and subsidies for present and future actions, therefore it counts with specialized professionals in the
treatment of the technical acquits and research. It has approximately 122,000 items ranging from photos, magazines, newspapers, audio and video recordings, certificates, reports, newsletters, trophies and other objects that
preserve the documentary and informative heritage of Marcopolo.
In order to be recognized as a historical space that strengthens the identity of the company with its stakeholders
and the general community, the Marcopolo Memory Documentation Center was opened to visitors in 2011. It has
since received about 800 visitors. In 2013, 225 visitors were received, mostly students and tourists.
32 •
• 33
6.ECONOMIC
PERFORMANCE
MARCOPOLO IN 2013
• Bus manufacturing in 16 plants;
• 20.643 units produced;
• 89,6% units produced in Brazil;
• 21.002 employees;
• R$ 3.659,1 million in net revenue, 8,6% above the fiscal year 2012;
• Leadership in the Brazilian market with a market share of 39,8%; | GRI 2.8
• In intercity buses the market share was 56%;
• Marketing products to over 100 countries on five continents. | GRI 2.7
2013,
AN OVERCOMING YEAR
The year 2013 was characterized as a
year of new challenges and turmoil for
the bus manufacturing and bus bodies
industry in Brazil, especially in the
second half.
In June, popular demonstrations,
which began as a result of the announced increase of bus fares, leaded to
claims that demanded tariff reductions
and improvements in public transport,
which resulted in the freezing of urban
bus fares by local governments.
Until then, Marcopolo had been operating with a good volume of orders, both
for road and urban models. From the
fourth quarter onwards the demand
for city buses was reduced due to the
freezing of bus tariffs. Added to this,
is the publication of the invitation to
bid on interstate lines by the National
Transportation Agency (ANTT), which
also brought uncertainty to the market
for intercity buses, affecting the entry
of new orders.
Despite the challenging scenario,
Marcopolo’s net revenue grew 9.1%
domestically and 7.5% in the export
market compared with the previous
year. Production in Brazil increased
5.0% compared to 2012, and the consolidated global production rose 4.0%
in the same period.
Although undeniable efforts in all spheres of the government, federal, state
and municipal, aimed at providing a
more organized public transport system
34 •
ECONOMIC PERFORMANCE
RELATÓRIO
DE SUSTENTABILIDADE
SUSTAINABILITY
REPORT 2013
| GRI 2.9
with newer buses providing more speed and
comfort for users, especially through BRT
systems (Bus Rapid Transit); the short-term
impacts reflected in the demand for buses
in the end of 2013, bringing uncertainties
to the bus sector in Brazil.
However, in the medium to long term these
actions should converge to acceleration in
the renewal of the bus fleet in order to meet
the new requirements and regulations,
such as the limitation of maximum age and
higher frequency of operations benefiting
bus body manufacturers.
In foreign markets, the revenue from
Brazilian exports benefited from the
devaluation of the BRL against the USD,
and the Special Regime for Reintegration
Securities Tax (REINTEGRA), valid until
the end of 2013. Regarding the subsidiaries of Marcopolo abroad, the highlight was
Volgren - Australia, where production rose
21.6% in 2013 compared to 2012. Altogether,
transactions outside Marcopolo contributed
with a volume of 2,154 units in 2013.
As for financing, FINAME - PSI of BNDES
credit line was renewed until the end of
2014 with interest of 6.0% per year, which
is still attractive for the acquisition of capital assets in Brazil.
At the end of the year, the Federal
Government announced a new electronic
auction of the project “Road to School”, for
the purchase of up to 8,000 units.
On January 23, 2013, Marcopolo has signed
a strategic investment contract worth C$
116.4 million (Canadian dollars) to subscribe
• 35
11,087,834 in two installments new common shares of
New Flyer Industries Inc. (NFI), representing 19.99% of
the share capital of this Company. The first installment
was used by NFI to acquire the branch of the replacement parts (aftermarket) of Orion Company, and the
second part was used to finance the acquisition of NABI
(North American Bus Industries).
On August 5, the Company announced the increase of
the social capital, which went from R$ 700.0 million to
R$ 1.2 billion. The approved increase happened with
448,450,042 bonus shares. Thus, the total number of ON
shares increased to 341,625,744 shares and 555,274,340
PNs shares, totaling 896,900,084 shares. This capital increase was due to the need of incorporating the
Company’s share of profit reserves, whose limit had
been exceeded.
On 25 November, the Administrative Board approved the
repurchase of up to twenty million preferred shares corresponding to 3.6% of the total preferred shares issued
by the Company in the market, with closing date on 25
March 2014.
Still in 2013, Marcopolo has launched the new generation of the urban model called Torino. The new model
employs modern and lighter materials to increase the
efficiency and functionality of the vehicle.
CONSOLIDATED NET INCOME
Consolidated net revenues totaled R$ 3,659.3 million in 2013, 8.6% above the R$ 3,369.9 million in fiscal year 2012.
Sales to the domestic market generated revenues of R$ 2,509.1 million or 68.6 % of total net revenue (68.2% in
2012). Exports added to overseas business revenue have reached R$ 1,150.2 million or 31.4% of the total, compared
to R$ 1,070.0 million in the previous year, an increase of 7.5%. Revenue by product and target market is presented
in the table below.
BY PRODUCTS AND MARKETS (R$ MILLIONS)
2013
PRODUCTS
CONSOLIDATED
FINANCIAL STATEMENTS
| GRI 3.10/3.11
In 2013, Marcopolo complied with the new regulation for the consolidation of financial results (IFRS 10/CPC 36), by
changing the method of accounting used until then. The results of the companies relating to 2012 have been adjusted and are presented in this report in the new format.
2012
TOTAL
DM
FM
DM
FM
2013
2012
Interstate
863,7
418,3
789,2
350,1
1.282
1.139,3
Urban
570,1
495,3
577
466,5
1.065,4
1.043,5
Micro
75,9
42,4
60,2
40
118,3
100,2
Mini – LCV
-
-
-
-
-
-
Subtotal
bodies
1.509,7
956
1.426,4
856,6
2.465,7
2.283
Volare (1)
794,3
38,3
693,1
67,9
832,6
761
Body
103,5
52
87,6
43
155,5
130,6
Moneo Bank,
Parts, Others
101,6
103,9
92,8
102,5
205,5
195,3
GRAND TOTAL
2.509,1
1.150,2
2.299,9
1.070
3.659,3
3.369,9
(1) Volare’s income includes bus bodies.
Origin of consolidated revenue by product line (in %):
| GRI 2.2
%
33,8
ity
c
r
e
Int
%
5
ity 3
erc
t
n
I
Micro
s2
Micro
s3
Urban 31%
,
,6
%
Vo
lar
e 22
,8%
36 •
nk
Baers 5
o
e
n
h
Mo , Ot
Parts
,
,8
%
Urban29,1%
2012
Bodies 3,9
%
Bus
nk
Baers 5
o
e
n
h
Mo , Ot
Parts
,9%
Bodies4,3
%
Bus
,2%
2013
Vo
lar
e2
2,6
%
• 37
Direct Economic Value Generated and Distributed
| GRI EC.1
The economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and government
added in December 2013, the amount of R$ 1,392.3 million, a growth of 7.86% compared with the previous year. Of
this amount: (i) R$ 781.4 million or 56.12% were used for compensation of employees; (ii) R$ 229.4 million or 16.48%
were intended for return capital of third parties; (iii) R$ 223.5 million or 16.06% were related to retained earnings in
the year; (iv) R$ 89.5 million or 6.42% were allocated to the Government in the form of contributions, taxes and fees;
and (v) R$ 68.7 million or 4.92% was allocated to shareholders for dividends and interest payments.
MARKET
SHARE
In 2013, Marcopolo’s consolidated production totaled 20,643 units, 4.0% higher than the 19,853 units manufactured
in the year 2012. Of this total, 89.6% correspond to production in Brazil and 10.4% abroad.
Participation in the Brazilian Market (%)
AREA
2013
2012
Total added value to
distribute (in thousand R$)
R$ 1.392.333
R$ 1.290.864
PRODUCTS(1)
2013
2012
Government
Employees
Shareholders
Third parties
Withheld
Intercity
56
58,9
Urban
34,7
34,6
Micros
24,9
22,8
(2)
-
-
TOTAL
39,8
39,5
Distribution
of Added Value
6,42%
56,12%
4,92%
16,48%
16,06%
Government
Employees
Shareholders
Third parties
Withheld
8,36%
52,81%
11,09%
15,4%
12,34%
Minis
CAPITAL MARKET
Performance of the Shares on BM & FBovespa
The company has a registered capital of R$ 1.2 billion, divided into 896,900,048 shares, of which 341,625,744 are
common shares (38.1%) and 555,274,340 are preferred shares (61.9%), all nominative, with no par value.
Preferred shares of Marcopolo depreciated 20.1% in 2013, against 15.5% devaluation of the Bovespa index. In 2013,
1.1064 million transactions were held, an increase of 59.8% over the 328,200 thousand performed in 2012 and traded
455.8 million shares. Negotiations with shares of Marcopolo moved R$ 4.0 billion in the year, a volume 16.9% higher
than in 2012.
The participation of foreign investors in the capital of Marcopolo totaled 51.7% of preferred shares in 31.12.2013,
and 34.4% of the total share capital. In October 2013, Marcopolo received the Abrasca Value Creation Award in São
Paulo, standing out as the best case of value creation from 2010 to 2012. During the period, Marcopolo has created
62.17% of shareholder value. In addition to the economic and financial highlights, Marcopolo has received an excellent appraisal in the categories of corporate governance, risk control, transparency and performance of the area of
investor relations in qualitative research conducted among specialized analysts in the Company.
The following table shows the evolution of the main indicators related to the capital market:
INDICATORS
2013
2012
2011
Number of transactions (thousands)
1.106,4
692,5
396,8
Traded shares (millions)
455,8
328,2
298,2
Transacted value (R$ million)
3.971,7
3.397,2
2.010,2
(1) (2) (*)
4.553,1
5.705,9
3.164,8
1,69
1,45
1,30
Market Value (R$ million)
Equity value per share (R$)
(*)
Quotation POMO4 (Last working day)
(*)
Interest on capital and dividends
(*)
per share (R$/share)
5,10
0,145
6,38
0,160
(1) Price of the last transaction of the
period of preferred shares (PE), multiplied by the total shares (OE + PE) in the
same period.
3,55
(2) Of this total, 4,134,874 preferred shares were held in treasur y in
31.12.2013.
0,186
(*) The data are adjusted to reflect the
bonus of 100.0% granted as according to
the Administrative Board in 05.08.2013.
Source: FABUS and SIMEFRE
(1) Includes 100,0% of Marcopolo Rio.
(2) Volare does not count for purposes of market share.
Marcopolo Consolidated Worldwide Production By Model
2013
PRODUCTS/
(1)
MARKET
2012
(units)
DM
FM
(2)
TOTAL
DM
FM
(2)
TOTAL
Intercity
4.487
1.195
5,682
4.286
1.106
5.392
Urban
6.013
2.232
8.245
6.032
2.621
8.653
Micros
792
444
1.236
618
525
1.143
Minis (LCV)
-
-
-
-
-
-
SUBTOTAL
11.292
3.871
15.163
10.936
4.252
15.188
(3)
5.245
235
5.480
4.160
505
4.665
TOTAL
16.537
4.106
20.643
15.096
4.757
19.853
Volare
(1) DM = Domestic Market; FM = Foreign Market.
(2) In the total production of FM are included the exported units in KD (partially or completely knocked down bus bodies).
(3) The production of Volare Buses is not part of the data of SIMEFRE and FABUS or the production sector.
38 •
• 39
SUPPLIERS
THE YEAR 2014
The uncertain scenario for the Brazilian bus market,
which began in the second half of last year, still persists in 2014. However, the World Cup, which is driving
the demand for buses in the tourism sector and intercity transport, allied to the BRT orders in backlog, are
compensating the decrease in the other segments.
Regarding the bidding of interstate lines, the schedule
is still undefined and it remains with no forecast for
the date of the auctions.
In foreign markets, the devaluation of the real against
the dollar has boosted Marcopolo exports, especially
from the fourth quarter of last year. In addition to
the traditional import markets, Marcopolo envisions
important export business to countries in Central
America and Africa, mostly focused on the implementation of new BRT projects and urban mobility in those
regions.
Regarding the program Road to School of the Federal
Government, Marcopolo announced on February 4,
through a notice to the Market that will produce and
deliver up to 4,100 school buses, whose deliveries
will extend through this year and that are now going
through the document preparation step. Additionally,
still in 2013, Marcopolo was contemplated with the
supply of up to 1,540 school buses for the state of São
Paulo, whose deliveries shall mostly happen during
the first half of 2014.
The new Volare plant located in the state of Espírito
Santo, is expected to start operating in the second half
of this year with an initial capacity of 3,000 units per
year. In the first stage, the Planalto unit in Caxias do
Sul city, will send kits for assembly in the new factory,
and on the following step, the plant will be able to produce the Volare buses locally.
Regarding Marcopolo subsidiaries abroad, it is important to highlight the launch of the 7th Generation model
of intercity buses in Mexico, nationally produced, they
have an excellent receptiveness by local customers.
In South Africa, MASA was successful in two major lots
for the renewal of BRT systems in Johannesburg and
Pretoria, whose deliveries began in 2013 and will continue until 2015.
According to statement issued by the Company on
December 16, 2013, the performance expectations
for 2014, at the current market conditions and economic performance of the countries where the Company
operates are:
• Investments programmed in the total amount of
| GRI EC.6
Purchasing Process
The Company maintains a policy of working with
suppliers located nearby its units. In the year 2013,
Caxias do Sul reached an average of 67% of its suppliers
in the state of Rio Grande do Sul. At Marcopolo Rio,
however, the reality is different due to the lack of qualified suppliers near the company, so that local purchases
represented only 30%. In all units, the percent difference is acquired in other states.
The lack of domestic suppliers or much higher costs than
the international prices lead to importation. Even so, in
2013, the share of purchases from abroad represented
less than 4% of the products used in bus bodies. The
suppliers must align their procedures to the international standard regulations related to quality, environment
and human rights, taking part in audit processes carried out by Marcopolo.
In 2013, R$ 2.8 billion was invested in the purchase of
products and services by Marcopolo units in Caxias do
Sul, and Marcopolo Rio, RJ. In comparison with the previous year, the growth was 12%. If compared with 2011,the
value outperformed in 20%.
Audited
2013
22
2012
14
2011
33
Proportion of local suppliers
Year 2013
Marcopolo
R$ 160.0 million;
Marcopolo Rio
• Achieve consolidated net revenues of R$ 3.8 billion;
RS
67%
Outside the state
29,4%
Abroad
• Produce 20,850 units of buses in Brazil and abroad.
RJ
29,4%
Outside the state
69,8%
3,6%
Abroad
0,8%
Marcopolo
Year 2012
RS
70%
Outside the state
27,40%
Abroad
Marcopolo Rio
RJ
30,75%
Outside the state
67,77%
2,6%
Abroad
1,48%
Marcopolo
Year 2011
RS
70,46%
Outside the state
26,55%
Abroad
2,99%
Marcopolo Rio
RJ
31,06%
Outside the state
68,5%
Abroad
0,44%
Read more about suppliers on page 30.
40 •
• 41
7.ENVIRONMENTAL
PERFORMANCE
NEW LANDFILL CONSOLIDATES
THE MANAGEMENT OF
INDUSTRIAL WASTE
With the objective of continuously improving its environmental management practice, Marcopolo
promotes improvements to minimize and control the impact of its activities. In 2013, the company has acquired a new landfill located in Apanhador, on the border between the municipalities
of Caxias do Sul and São Francisco de Paula. With this operation, Marcopolo reaches the goal
announced in the previous report of maintaining absolute control over environmental liabilities of
the company.
The process of licensing the Industrial Solid Waste Landfill Class II demanded five years involving
environmental impact studies, public hearings, Preview and Installation and Operation licenses.
The landfill, which is built from careful environmental control standards, covers a total area of 16
hectares and has a projection of 25 years of life.
The manufacturing of bus bodies implies the use
of 8,500 items, involving different types of raw
material from metal alloys to very sophisticated
engineering plastic, with all types of coating in
fabric, plastic, formic and fiber glass laminate,
wood, etc.
The selective waste collection implies the internal
separation of more than 60 items that are stred
temporarily in the Waste Center. The Hazardous
wastes are destined for the technologies that
do not generate environmental liabilities for the
company such as co-processing, decontamination and / or recycling. Scrap metals, for example,
are sent directly to recycling. All other materials
are sent to the Waste Processing Unit - UPR,
which undergo a new screening. The aim of the
UPR is to add value to materials with recycling
potential and recover also those that were mixed.
What is not amenable to recycling is compressed
to the maximum in order to minimize the grounded volume.
In 2013, the company promoted tours of employees
in the Waste Processing Unit; from the engineering department only, there were more than 300
people participating. Thus, the responsibility of
employees in reducing the waste of materials has
increased. The visiting program continues in 2014.
ENVIRONMENTAL PERFORMANCE
• 43
| GRI EN.30
Total Water Withdrawal by Source (m³)
R$ 4.834.438,00
R$ 1.702.157,33
In 2013, Marcopolo invested
and Marcopolo Rio invested
| GRI EN.8
Marcopolo
in environmental protection, especially
in transportation and waste disposal,
wastewater treatment, air emissions monitoring, laboratory analysis, audits and fees
in addition to fixed costs of environmental areas and training. In 2012, Marcopolo
invested R$ 5,438,997.31 and Marcopolo
Rio R$ 252,960.64*.
Marcopolo Rio
Year
Public
System
Own Well
Third Party Well
Year
Public
System
2013
163.321
12.416
29.950
2013
39.823
2012
153.509
13.999
38.366
2012
57.832
2011
157.551
16.799
26.052
2011
81.782
Water Sources Significantly Affected by Water Withdrawal
From 2009 to 2012, Marcopolo invested
| GRI EN.9
R$ 20.445.185,83
In Caxias do Sul, the Company uses groundwater for industrial processes through its own wells in addition to the
use of third parties water wells. The biggest quantity of water used comes from the public system (Faxinal). The
water systems of Caxias do Sul are located in the river basin of Taquari-Antas and river basin of Caí.
in Caxias do Sul.
Marcopolo Rio receives water from the public supply system of the State Company for Water and Sewage (CEDAE).
The system of Rio de Janeiro captures water from the river basin of Baía da Guanabara.
.
Total Water Disposal, by Quality and Destination
*The previous report by Marcopolo Rio did not include spending on waste disposal, it only included fixed costs with the Environment Team staff, fees and tuition,
audit and laborator y analyzes.
Materials used by Weight or Volume
The treatment of water discharged in Caxias do Sul
comprises the sum of effluent from the spray booth,
soundproof, water testing, network air dryer, sanding
booths, gel and laminating booth, among others.
| GRI EN.1
The Company works with a wide variety of materials and units of measurement, so this report only presents the
annual consumption of steel, aluminum and fiberglass (a sum of the consumption of all components of the manufacturing process of fiber parts in kg). Marcopolo reports the last three years and Marcopolo Rio reports the
year 2013.
QUALITY (mg/L)
Marcopolo Rio
MATERIAL
2013
2012
2011
MATERIAL
2013
Steel (t)
45.716
45.339
45.617
Steel (t)
13.029
% loss
12
12
13
% loss
20
Aluminum (t)
6.517
6.453
6.988
Aluminum (t)
2.341
% loss
17
18
17
% loss
13
Glass fiber (t)
4.274
3.384
3.760
Glass fiber (t)
3.217
% loss
29
34
29
% loss
26
In Rio de Janeiro, the Company treats the sanitary sewage
and other effluents intended for external treatment, performed by an approved company to conduct this type of
specialized service.
TOTAL WATER DISPOSAL - MARCOPOLO
YEAR
Marcopolo
| GRI EN.21
VOLUME (m³)
DQO
TOTAL
SUSPENDED SOLIDS
CHROME
ZINC
2013
13.375
67,98
29,63
0,049
0,015
2012
12.078
64,41
20,8
0,008
0,105
2011
14.195
52,51
37,6
0,0095
0,185
Legal limit
330
125
0,4
2
TOTAL WATER DISPOSAL - MARCOPOLO RIO
YEAR
VOLUME (m³)*
2013
147,89
2012
231,20
2011
119,73
* External treatment.
44 •
• 45
Total Weight of Waste by Type and Disposal Method
INITIATIVES TO MITIGATE
ENVIRONMENTAL IMPACTS
| EN.22
| (EN.26) (PR.1)
2013
DESTINATION TYPE
Tons
DANGEROUS
NOT
DANGEROUS
RECYCLED
CO-PROCESSED
GROUNDED
EXTERNAL
TREATMENT
1.442,2
21.888
19.140,1
456,1
3.227,9
505,6
Marcopolo
1.732,83
7.355,92
6.339,66
354,6
2.278,67
115,88
Marcopolo
Rio
32.418,5
The Marcopolo Engineering Development has a major
commitment to the aspects related to product liability.
the projects and processes of products, as well as
the Engineering Development of Marcopolo.
The Company invests and innovates continuously in
the research of new materials and processes. For this,
it counts on the Corporate Director of Engineering and
Manufacturing, who holds technical responsibility for
In 2013, the development of the New Torino Bus
followed the strategic premises, derived from market
research with customers, users, drivers, maintenance
and operation staff, and also stakeholders.
The new product has reached the following objectives:
• 5% reduction in weight (which also reduces fuel consumption and emissions of greenhouse gases);
2012
Tons
• 20% time reduction in the bus body manufacturing;
DESTINATION TYPE
• 10% reduction of the waste generated during vehicle production;
DANGEROUS
NOT
DANGEROUS
RECYCLED
CO-PROCESSED
GROUNDED
EXTERNAL
TREATMENT
3.296
20.483,42
18.284,9
580,8
3.077,8
1.835,8
Marcopolo
1.650,49
6.869,89
5.770,08
1.381,56
1.368,61
0,125
Marcopolo
Rio
• Improved ventilation in the driver post.
32.299,8
2011
TYPE
Tons
DESTINATION
DANGEROUS
NOT
DANGEROUS
RECYCLED
CO-PROCESSED
GROUNDED
EXTERNAL
TREATMENT
7.293,1
20.456,1
18.045,8
717,8
3,035,2
5.950,4
Marcopolo
1.503,32
5.163,85
3.610,24
852,5
2.096,63
107,8
Marcopolo
Rio
34.416,4
| GRI EN.24
The priority handling of hazardous waste is co-processing, recycling and external treatment. Eliminated these
possibilities, it is taken to the industrial landfill. In the table below the volumes of transported hazardous waste are
described in tons:
46 •
2013
2012
2011
Marcopolo
1.442,2
3.296
7.293,1
Marcopolo Rio
1.732,83
1.650,49
1.503,32
• 47
8.SOCIAL
PERFORMANCE
Marcopolo and its affiliates altogether have
more than 21,000 employees in Brazil and
abroad. Investments in training, benefits
package and health and safety programs govern the
actions taken by the company, adapting them to the
culture of each place.
| GRI LA.1
Total number of employees of subsidiaries / affiliates in the proportion of shareholding
2013
2012
2011
Controller
8.066
8.212
8.727
Subsidiaries Brazil
3.495
3.504
4.013
Subsidiaries Abroad
8.350
4.514
4.491
TOTAL (1)
19.911
16.230
17.231
21.002
20.508
21.993
GRAND TOTAL
(2)
(1) Includes employees of subsidiaries / affiliates in the proportion of shareholding;
(2) Refers to the total participation in the subsidiaries / affiliates.
SOCIAL PERFORMANCE
• 49
Employees by Functional Category in Brazil
All employees of Marcopolo units located in Brazil are covered by collective bargaining agreements with unions.
The information of Caxias do Sul includes employees of Marcopolo, Moneo Bank (Banco Moneo) and Marcopolo
Foundation.
As part of the restructuring process of the company by business units started in 2012, and the career and succession planning, several functions have been revised to reconstruct the distribution of the professional staff.
Marcopolo
POSITION
2013
2012
2011
Board / Management
48
53
33
Coordination
84
65
44
Supervision
253
214
254
Technicians
630
567
656
Administrative
931
899
883
Operational
6.279
6.509
6.918
TOTAL
8.225
8.307
8.788
Marcopolo Rio
POSITION
2013
2012
2011
Coordination
4
5
6
Supervision
48
38
38
Technicians
130
87
132
Administrative
299
206
295
Operational
1.961
2.223
2.486
TOTAL
2.442
2.559
2.957
2013
2012
2011
Marcopolo
8.225
8.191
8.719
Marcopolo Rio
2.442
2.559
2.946
TOTAL
10.667
10.750
11.665
Type of Employment and Work Contract in Brazil
All employees of Marcopolo in Brazil are employed
full-time for an indefinite term in accordance with
the law.
Management programs contemplated 450 employees from the board, management, coordination and supervision
positions. The programs focused on leadership skills and the development of individuals and teams. The company
also offers scholarships to high school levels, technical courses, undergraduate, postgraduate studies and language programs.
New employees participate in the Integration Program, where career programs, benefits, guidelines of conduct
and other relevant issues about the company are presented to them. The operational workforce also participates in
the Introductory Training, with number of hours and specific content for each function.
Besides these, the company also conducts trainings focused on customers, with 2,133 participants in the domestic
market and 596 participants in the foreign market for road buses, urban buses and Volares. The activities are performed at the Marcopolo Training Center (Caxias do Sul), in workshops of representatives and clients, according to
demands, also providing e-learning courses.
The goal for 2014 is 100% participation of employees in at least one training session.
Training Investments in Brazil
Investments in Education Incentives
2013
R$
3.121.712,95
2013
R$
1.033.000,00
2012
R$
2.257.743,22
2012
R$
860.000,00
2011
R$
2.647.608,49
2011
R$
925.050,71
Education and Training
Marcopolo believes that the training and education
of its employees are fundamental to sustainable
development. In 2013, 292,988 hours of training
were held in Brazil, focusing on developing skills for
the activities of the various operational, technical,
administrative and management functions. On average, there were 66 hours of training per employee
of Caxias do Sul and 24 hours per employee in Rio,
50 •
SOCIAL PERFORMANCE
which resulted in 80% of the staff participation in at
least one activity during the year.
In addition to the formal training, the Company
guides, tests and monitors employees in operational areas and their jobs in order to supplement and
tailor the training to perform tasks.
SOCIAL PERFORMANCE
• 51
Average Hours of Training per Position
| GRI LA.10
Marcopolo*
DIRECTORS/
MANAGERS
COORDINATORS AND
EQUIVALENT
SUPERVISORS
AND EQUIVALENT
TECHNICIANS
ADMINISTRATIVE
AND ASSISTANTS
OPERATIONAL
TOTAL
AVERAGE
2013
83,08
69,56
72,14
23,16
34,92
24,44
66,17
2012
18
53
62
27
20
19
56,20
2011
43
69
104
33
20
26
28
* Numbers in this table are from the following subsidiaries: Marcopolo Caxias, Marcopolo Foundation and Moneo Bank.
Marcopolo Rio
COORDINATORS AND
EQUIVALENT
SUPERVISORS
AND EQUIVALENT
TECHNICIANS
ADMINISTRATIVE AND
ASSISTANTS
OPERATIONAL
TOTAL
AVERAGE
2013
279,5
72,94
42,01
40,59
21,47
23,78
2012
7
136
26
7
11
8,79
2011
4
9
6
0,80
2,5
2,51
Code of Conduct Training
MARCOPOLO PROFESSIONAL
TRAINING SCHOOL
The Company maintains the Marcopolo Professional
Training School (EFPM); it has three units in Brazil and
one in South Africa. The EFPM was founded in 1990
and offers courses in industrial training for young
people, including those in situations of social vulnerability, offering benefits, first paid employment and
access to the career planning scheme of the company.
In 2013, 140 young apprentices studied in the school,
through an agreement with SENAI Rio Grande do Sul,
SENAI Rio de Janeiro, University of Caxias do Sul
(UCS) and the Social Assistance Foundation (FAS) of
Caxias do Sul. The 1st Exhibition of works by students
of EFPM held in 2013, allowed the application of the
knowledge gained throughout the course in order to
improve production processes in the units of Ana Rech
and Planalto. The 27 groups, with 84 participating students conducted projects with innovative technology
that prioritize sustainable development.
The EFPM has also a unit on the outskirts of Caxias
do Sul district, to facilitate access for young people of
that community. Marcopolo affiliates abroad maintain
Youth Learning courses in accordance with prevailing regulations, promoting their inclusion as effective
employees whenever possible.
| GRI HR.3/4.8
An important objective of the company is that all
employees receive training regarding the Marcopolo
Code of Conduct. To join the company and during the
Integration Program, they will learn about the values,
policies and procedures related to human rights and
they are also advised of conduct guidelines. In 2013,
the Code of Conduct was revised and it has started
an extensive process of dissemination of it in order to
cover the entire workforce of the company.
Marcopolo
2013
2012
2011
Total No. of Hours of the Code of Conduct training
2.281
1.047
523
% Of employees trained in the Code of Conduct (new and recycling)
88%
11%
20%
2013
2012
2011
Total No. of Hours of the Code of Conduct training
2.350
185
327
% Of employees trained in the Code of Conduct (new)
92%
7%
44%
2013
2012
2011
Total No. of Hours of the Integration Course
22.064
15.840
26.496
% Of employees trained in the Integration Course (new)
16%
11%
20%
2013
2012
2011
Total No. of Hours of the Integration Course
7.808
3.145
4.632
% Of employees trained in the Integration Course (new)
19%
7%
44%
Marcopolo Rio
Hours of Integration Course
Marcopolo
Marcopolo Rio
52 •
SOCIAL PERFORMANCE
SOCIAL PERFORMANCE
• 53
ENGAGE
Private Pension Plan
The Engage Program focus on the inclusion of people
with disabilities in the work environment. It had, until
the end of 2013, 393 employees with some kind of
disability in the unit of Caxias do Sul and another 100
at Marcopolo Rio.
With the Engage Program, Marcopolo qualifies these
professionals and adjusts the manufacturing environment to enable their reception, care and respect
in order to facilitate their inclusion. The Engage
Program was created in 2008.
| GRI EC.3
Company employees have the Closed Pension Plan
- Marcoprev Private Pension Scheme grants additional benefits and Social Security to all employees.
The actuarial determination of the cost and contributions is the capitalization method. It’s a mixed up
of “defined benefit”, so that the contributions are the
sole responsibility of Marcopolo, and “defined contribution” liability of sponsor and participant.
Other Benefits:
• Restaurants in the industrial units;
• Transportation;
• Group Life Insurance;
• Loan Policy for emergencies such as health, construction and other;
• Banking services, pharmacy, clearance agent and other
facilities are available in the company;
• Childcare assistance and help care for employees;
• Relationship programs.
MARCOPOLO ACTIVITIES
FOR ITS EMPLOYEES:
Marcopolo conducts programs that bring families together. The highlights are the Green Life Day, with entertainment, health and quality of life activities; Having a Baby Project, aims at pregnant women that work at Marcopolo
as well as the wives of employees. Through this program, they receive guidance from a multidisciplinary team, in
addition to the incentive for prenatal appointments recommended by healthcare.
The company also promotes:
• Employee’s Day: Celebrated on August 6, this day honors all professionals of the company. Live music and special meals
at restaurants, gifts and other activities that promote interaction between employees are held to celebrate the date.
• M erit of Honor Award: The award values the participation of employees in the company development by promoting a sense of integration and belonging to the Marcopolo team. On completion time in the company of 5 to
20 years, employees receive a certificate, have a cocktail party at the restaurant and a money bonus; when they
complete 25 years of Marcopolo they receive a gold pin, money bonus, festive dinner and a 15-day trip to the
Northeast of Brazil with a companion; with 30 or more years within the company, employees receive plaques and
medals along with the money bonus.
• V isit of President Emeritus Paulo Bellini: At the end of each year, Mr. Bellini visits the units to take his traditional
end of the year message and souvenir.
BENEFITS FOR
EMPLOYEES AND
THEIR FAMILIES
| GRI LA.3
Health Plan
The company offers health plans aligned with the needs of the regions where its employees live, also extending the
benefits to family members. Since 2012, employees of Caxias do Sul units have the MarcoSaúde Health Plan, a self
-management model of plan with unique care. The Reference Center MarcoSaúde provides Emergency Care, Women’s
Clinic, Clinical Specialties Care and Ambulatory, including physiotherapy, nutrition and psychology, as well as contemplated care and hospitalization at hospitals in Caxias do Sul and Porto Alegre. There are 19 thousand lives of
employees and their families covered by the health the plan.
54 •
SOCIAL PERFORMANCE
Green Life Day
SOCIAL PERFORMANCE
• 55
HEALTH
AND SAFETY
Employee Turnover
| GRI LA.2
Turnover rates of the Company are equivalent to the market and remain at acceptable levels. It was observed a
higher turnover among younger men below 30 years old. In order to attract and retain professionals, Marcopolo
promotes several actions, already listed in this report.
| GRI LA.7
Health and Safety is a very important issue to Marcopolo, which values the wellbeing of the employee as according
to the current legislation in each plant. In order to do so, the company develops actions to benefit employees adopting preventive measures aimed at reducing accidents and occupational diseases.
In 2013, a target of 5% reduction in indicators of health and safety was established, which was partially reached. For
2014, the company has defined continuity with a 5% reduction on the figures achieved in 2013. To accomplish this, the
areas of health and safety will enhance performance in partnership with production, engineering, processes, CIPA,
the improvement groups and company management correction of occupational hazards.
Turnover Rates by Gender
Male
2013
2012
2011
Marcopolo
1.602
1.480
1.585
Marcopolo Rio
665
818
664
Female
2013
2012
2011
Marcopolo
345
295
232
Marcopolo Rio
63
74
27
Turnover Rates by Gender (%)
Male
2013
2012
2011
Marcopolo
1,55
1,45
1,55
Marcopolo Rio
2,13
2,55
2,10
Female
2013
2012
2011
Marcopolo
0,33
0,29
0,23
Marcopolo Rio
0,2
0,23
0,09
Turnover Rates by Age
Marcopolo
Marcopolo
2013
2012
2011
Health absences
2,1%
2,13%
2,3%
Frequency Rate (FR)
2,31
2,53
2,9
Occupational Diseases Rate (ODR)
0,09
0,06
0,07
Days Lost Rate (DLR)
67,25
86,65
100,44
Number of Deaths
0
0
0
2013
2012
2011
Health absences
2,46%
3,15%
3,05%
Frequency Rate (FR)
1,10
2,63
3,08
Occupational Diseases Rate (ODR)
0
0,04
Days Lost Rate (DLR)
393,37
Number of Deaths
0
SOCIAL PERFORMANCE
> 50
< 30
from 30 a 50
> 50
2013
1.208
622
117
2013
477
224
27
2012
1.131
560
84
2012
572
290
30
2011
1.236
532
49
2011
437
232
22
Salary surveys are conducted periodically in order to
assess the amounts paid to employees and adequate
them to regional standards. The remuneration consists of a fixed amount linked to skills and abilities,
and a variable amount, resulting from the fulfillment
of the goals of the Profit Sharing Program.
The company is targeting a 5% reduction in indicators of job security.
56 •
from 30 a 50
Salary Policy
2014 GOAL
Marcopolo Rio
< 30
Marcopolo Rio
The Company also has a Buying Shares Option Plan
whose participants are executives of Marcopolo and
Employee Evaluation
its subsidiaries (excluding the controlling directors),
its main objectives are to align participants’ interests
with those of shareholders; commit the participants to
the short, medium and long term results of the company; encourage and stimulate a sense of ownership;
and to attract and retain talent. The Plan is monitored
by the Ethics and Human Resources Committee and
approved by the Administrative Board.
| GRI LA.12
Employees are formally evaluated by their managers,
receiving guidance in order to develop their skills and
abilities as part of their Career Plan. The program was
implemented at Marcopolo Rio in the second half of 2013.
All areas aim to evaluate 100% of its employees at least
once a year. This is a goal present on the Balanced Score
Card and will be continued in 2014, including the evaluation of positions at management level.
2013
2012
2011
Marcopolo
8.225
8.191
8.719
0,01
Marcopolo Rio
2.442
2.559
2.946
344,84
46,25
% Marcopolo evaluation
89,82%
82,52%
80,98%
0
0
% Marcopolo Rio evaluation
88,51%
62,68%
27,83%
SOCIAL PERFORMANCE
• 57
MARCOPOLO
FOUNDATION ACTIONS
Shared Knowledge
In 2013, at the celebration of the 25th anniversary of Marcopolo Foundation, it was held a talk with the philosopher
Mario Sergio Cortella, bringing together employees and the general community, which gathered around 4,500 people.
Volunteering
The Volunteers of Joy ( Voluntários da Alegria) group
formed by employees of the Company operates in educational and charity centers. The members participate
in educational activities, restoration of physical facilities and campaigns to collect food for children. One of
the highlights of the volunteering program is the event
called A Happy Day held in October, which brought an
average of 1800 children and adolescents of different
charities together. The Marcopolo Foundation coordinates
about 230 volunteers and benefits about 5,420 people.
PROGRAMS FOR THE
COMMUNITY
Social activities are coordinated by the Marcopolo Foundation since 2005, following the main goals of the millennium. The programs serve the areas of Education, Culture, Sports and Recreation, in order to engage and
encourage the community and employees.
Schools Project
The Schools Project stands out among the projects for the community; it aims to contribute to the development of the educational environment, school community relations and citizenship training. In 2013, projects with
“Sustainability” theme were developed in three different schools.
The activities developed in the schools focused on the environment, social relations and economic / financial development. The program consisted of workshops that took place after school hours. One of the highlights of the
project was the production of reusable bags with the involvement of students in the production, financial control,
marketing and preservation of the environment among others. Students could count with the help of volunteers
from Marcopolo. This action allowed a small production of bags with the support of the families, all of which were
bought by Marcopolo Foundation, generating improvements to the school (chosen by the students themselves) and
food baskets for the families involved.
58 •
SOCIAL PERFORMANCE
SOCIAL PERFORMANCE
• 59
Project Where am I? (Projeto Onde Estou?)
Allocation of Taxes
Marcopolo Foundation contributes monthly with
community institutions in health and education, with
the service of Neonatal Pediatrics of the General
Hospital in Caxias do Sul, which attends patients of
the Unified Health System (SUS). Marcopolo, Banco
Moneo and Marcopolo Rio give 1.0% of Due Income
Tax to the Municipal Fund for the Rights of Children
and Adolescents of the cities of Caxias do Sul, RS, and
Duque de Caxias, RJ.
The units outside Brazil also develop specific actions
according to the needs of local community, especially
towards demands on health and education. This data
is not reported in this document.
Marcopolo Foundation stimulates in Caxias do Sul
the increase and facilitates the allocation of 6.0% of
the Due Income Tax - Individuals, of employees of the
sponsored companies for Municipal Funds, generating resources for the development of social projects
aimed at children and adolescents.
COMDICA
In 2013, employees allocated around R$ 350 thousand
from their Due Income Tax, assisting approximately
1,000 children at social risk through projects of professionalization. Marcopolo Foundation led the campaign
Destine You Too, seeking an internal and external
increase of the money destined to the Municipal Fund
for Children and Adolescents (COMDICA). The campaign resulted in a raise of 11% from Individual tax
payers and 49% from Legal Entities.
Besides the allocation of money to the Municipal Fund
for Children and Adolescents in 2013, the Company
also donated R$ 250 000 to the Municipal Fund for the
Elderly of Caxias do Sul in the same year.
The project Where am I? (Onde Estou?), coordinated by the Institute Bruno Segalla promotes
interfaces between the school, the museum and
the city. Fosters dialogue with children and young
people about the cultural heritage and the sense of
belonging to their city.
BRUNO SEGALLA INSTITUTE
2013
2012
2011
Attended schools
61
41
6
Attended students
5.709
4.063
640
Employees
9
6
1
Participating teachers
125
91
9
Project More Music
2013*
Assisted entities
78
Projects
42
Direct visits / month
2.910
Direct visits / month
15.890
*In 2012, COMDICA assisted 53 projects.
Through the Law for the Promotion of Culture (LIC) of Caxias do Sul, the Company invested R$ 78,620.00 for the project Reading Passport and Community Libraries; and by the Federal Law for the Incentive of Culture - Rouanet – the
company has spent R$ 1.200.0000, 00 for other 11 projects, especially for the Recreate Making Art and Education
(Recria Fazendo Arte e Educação), Where Am I? (Onde Estou?) - More Music: Youth Orchestra (Mais Musica Orquestra Jovem), involving children and adolescents.
The pilot project More Music: Youth Orchestra (Mais Música - Orquestra Jovem), counted on 60 adolescents and
children of employees of the Caxias do Sul community. Youngsters received practical and theoretical music lessons, and took home the instrument of their choice to continue the study. With the positive results of this project in
2013, the goal for 2014 is to increase the number of participants to 120 students.
Marcopolo also invested R$ 250,000.00, through the Sports Incentive Law, to volleyball, handball and canoeing
activities and has also implemented CAE Project - Children and Adolescents at Sports (Projeto CAE – Crianças e
Adolescentes no Esporte), which assists more than 150 children in situations of extreme social vulnerability.
In 2013, through the Law for Promotion of Health, Marcopolo supported for the first time, the project of the Pediatric Cancer
Center Little Prince of Curitiba (Centro Oncológico Pediátrico Pequeno Príncipe de Curitiba), with the amount of R$ 200 thousand. The project was chosen because it is a national reference center for the treatment of children cancer.
In Rio de Janeiro, the support goes to projects that stimulate the cognitive development of children and adolescents. The Puppet
Theater Workshop (Oficina de Teatro de Bonecos), for example, encompasses much more than only the technical side, assembly of dolls and the creation of a spectacle; it also works with and develops many other aspects that clearly influence the human
development of students.
The Project Recreate Making Art Education, which since 2004 is sponsored by Marcopolo this year
has attended 3,600 youngsters in the community with of 31 workshops in 26 institutions. The
sponsorship enables workshops after school hours, in addition to maintaining the Reolon Center
for Popular Culture (Centro de Cultura Popular Reolon), offering music lessons to over 100 children and adolescents.
Youth Orchestra
60 •
SOCIAL PERFORMANCE
SOCIAL PERFORMANCE
• 61
MARCOPOLO FOUNDATION
PROGRAMS FOR EMPLOYEES
AND FAMILY
Culture
In addition to coordinating actions for the community, Marcopolo Foundation also develops programs of quality of
life for employees and their families in Brazil. In the overseas subsidiaries or affiliated units, the programs are
adapted to the reality of each country. The mission of the organization is to promote social development, engaging
employees in education, culture, sport and leisure activities, inside and outside the company in order to encourage
the exercise of social responsibility from the perspective of sustainability.
Marcopolo Foundation encourages employees and their families to participate in cultural activities through development
of different promotions such as the Group Theatre, exclusively for collaborators, gathering an average audience of
580 people per show. The company supports the CTG Marco da Tradição and the Piquete de Laçadores that gather
about 500 employees in the activities of the gaucho tradition. Moreover, Marcopolo also celebrates the Day of the
Gaucho organizing an event called Entrevero Farroupilha . The Foundation coordinates all activities that also include
the Opening Ride with about 500 horsemen of the community. Marcopolo Rio also promotes culture through guitar,
choir and drama lessons for about 100 employees.
The units of Caxias do Sul and Duque de Caxias both have recreational venues. In 2012,
about 106,180 people were present at the recreation venues and, in 2013 that number
increased to 126,850. In 2013, about 40 thousand people attended the activities held
by Marcopolo Foundation.
Leisure
Marcopolo Foundation believes that leisure activities are essential to strengthen the bond between the community
and the company.
Culturally traditional parties such as the June and July Festivals (Festa Junina and Julina) are celebrated. The highlights of the year are the End of the Year Parties, with the distribution of Christmas baskets and toys for the children of
employees. Since 2012, a Bike Ride organized by the company brings together about 220 cyclists between employees
and the community in general, in addition to holding other events such as balls and tours.
In all activities, Marcopolo Foundation encourages its employees and the community to make donations of food as a
form of registration or entry. The donations are delivered to the Bank of Food of Caxias do Su (Banco de Alimentos
de Caxias do Sul ), which has registered 97 entities that receive the food donations.
Opening Ride
Theatre Group - Pinocchio Play
Sports
Playing sports is encouraged by the company in different modalities, such as athletics, court sports, bowling, field
sports, table sports, field sports, table tennis, tennis and chess.
Sports activities move directly 4,200 people.
End of the Year Pary
June Festival
Activities for the Children of Employees
Activities for the employees’ children are a priority for
the Marcopolo Foundation. The Children and Youth Choir
and the Flutes Orchestra count on about 60 children
and adolescents altogether.
The children of employees of the company can also take
futsal classes and soccer. The children of the community
can also play basketball and participate of recreation activities before or after school, at the recreational venues of
Marcopolo Foundation.
The project Everyone at School ( Todos na Escola) encourages participation in the child’s school life. 27,000 notebooks
are distributed to employees’ children enrolled in elementary and secondary education, aged between five
and 18. The company also encourages reading by making
available in the factory units a collection of 6,200 copies
for employees and their families.
62 •
SOCIAL PERFORMANCE
Volleyball
Children and Youth Choir
Soccer
SOCIAL PERFORMANCE
• 63
9.GRI
INDEX
INDICATORS
DESCRIPTION
PAGE
STRATEGY AND ANALYSIS
1.1
Statement of President
04 and 05
ORGANIZATIONAL PROFILE
2.1
Name of organization
11
2.2
Major brands products and/or services
16 to 19, 37
2.3
Operational Structure
15
2.4
Location of headquarters
71
2.5
Number of countries where the organization operates
15
2.6
Type and legal nature
11
2.7
Markets serviced
35
2.8
Size of organization
35
2.9
Major changes in the period covered by the report
35
2.10
Awards received
20 to 21
REPORT PARAMETERS
64 •
GRI INDEX
RELATÓRIO
DE SUSTENTABILIDADE
SUSTAINABILITY
REPORT 2013
3.1
Period covered by the report
2013
3.2
Date of most recent report
2012
3.3
Emission Reporting Cycle
Anual
3.4
Contact information in case of questions
71
3.5
Process for defining report content
06 a 09
3.6
Limit of the report
06 a 09
3.7
Limitations on the scope or boundary of the report
06 a 09
GRI INDEX
• 65
INDICATORS
DESCRIPTION
PAGE
INDICATORS
DESCRIPTION
PAGE
3.8
Joint ventures, subsidiaries, leased facilities,
outsourced operations and other entities
07 and 35
4.15
Basis for identification and selection of stakeholders with whom to engage
06 a 09
3.9
Data measurement techniques and the bases of calculations
06 to 09
4.16
Approaches to stakeholder engagement
06 a 09
4.17
36
Key topics and concerns that
have been raised through stakeholder engagement
06 a 09
3.10
Consequences of restatements of information
provided in earlier reports
3.11
Significant changes in the scope, boundary or measurement method,
compared to previous years
36
3.12
Table identifying the location of information in the report
65 to 69
GOVERNANCE, COMMITMENTS AND ENGAGEMENT
4.1
Governance Structure
24 a 26
4.2
Identification if the Chair of the highest governance body
is also an executive director
24
4.3
Number of independent or non-executive members
of the highest governance body
24
4.4
Mechanisms for shareholders and employees to provide recommendations or direction to
the highest governance body
29 a 32
4.5
Relationship between remuneration for members of the highest governance body and
organization’s performance (including social and environmental performance)
27
4.6
Process in place for the highest governance body to ensure conflicts of
interest are avoided
27
4.7
Process for determining the qualifications and expertise of members of the highest
governance body to define the organization’s strategy on issues related to
economic, environmental and social issues
There is none structured program
for the qualification in sustainability
to the highest organ
of governance
4.8
Statements of mission or values, codes of conduct and internal principles
4.9
4.10
66 •
GRI INDEX
Direct economic value generated and distributed
38
EC.3
Coverage of the obligations of the pension benefit plan
55
EC.6
Policies, practices and proportion of spending on locally-based suppliers
41
ENVIRONMENTAL PERFORMANCE INDICATORS
Materials used by weight or volume
45
EN.2
Percentage of materials used from recycling
Info not available
EN.8
Total water withdrawal by source
45
EN.9
Water sources significantly affected by withdrawal of water
45
EN.10
Percentage and total volume of water recycled and reused
Info not available
11, 27 e 52
EN.21
Total water discharge by quality and destination
45
Procedures of the highest governance body to supervise the identification and
management of economic, environmental and social performance
27
EN.22
Total weight of waste by type and disposal method
46
Self-assessment of performance of the highest governance body
27
EN.23
Total number and volume of significant spillages
There was none spillage of
substances that might impair soil or
water in the company
EN.24
Weight of transported, imported, exported, or treated waste deemed
hazardous under the Basel Convention
46
EN.26
Initiatives to mitigate environmental impacts of products
and services and the extent of impact mitigation
47
EN.28
Monetary value of significant fines and total number
of non-monetary sanctions for noncompliance
with environmental laws and regulations
Marcopolo has not received any fines
resulting from non-compliance with
environmental laws or regulations
EN.30
Total investments and expenditures on environmental protection by type
44
Explanation of how the organization applies the precautionary principle
27
ENGAGEMENT WITH STAKEHOLDERS
4.14
EC.1
EN.1
COMMITMENTS TO EXTERNAL INITIATIVES
4.11
ECONOMIC PERFORMANCE INDICATORS
List of stakeholder groups engaged by the organization
06 a 09
GRI INDEX
• 67
INDICATORS
DESCRIPTION
PAGE
INDICATORS
SOCIAL INDICATORS RELATING
TO LABOR PRACTICES AND DECENT WORK
LA.1
Total number of workers by employment type, employment contract and region
LA.2
Total number and rate of employee turnover
by age group, gender and region
Programs and practices that assess and manage
the impacts of operations on communities
Info not available
S.04
Actions taken in response to incidents of corruption
No case of corruption was
identified in the period
S.06
Policies of financial contributions to political parties,
politicians and institutions
There is no policy defined for this
type of contribution
S.07
Number of legal actions taken for unfair competition
There was none
S.08
Description of significant fines and total number of non-monetary sanctions
There was none
57
54
LA.4
Percentage of employees covered by collective bargaining agreements
100% of employees are covered by
collective bargaining agreements
with unions
LA.7
Rates of injury, occupational diseases, lost days,
absenteeism and work-related fatalities by region
56
LA.9
Issues relating to health and safety covered
by formal agreements with trade unions
Agreements with trade unions have
not generated demands related to
safety and health, beyond what is
provided in the legislation
LA.10
Average hours of training per year
per employee by functional category
51 e 52
LA.12
Percentage of employees receiving
regular performance and career development analisys
57
HR.2
Contractors and critical suppliers that have undergone review
on human rights and actions taken
HR.3
Total hours of employee training on policies and procedures concerning aspects of human
rights relevant to operations, including the percentage
of employees who received training
52
HR.4
Number of incidents of discrimination and actions taken
There was no record in 2013
HR.5
Operations identified in which the right to exercise freedom
of association and collective bargaining may be at significant risk,
and actions taken to support these rights
HR.6
Operations identified as having significant risk for incidents of child labor, and
measures taken to contribute to the elimination of child labor
HR.7
Operations identified as having significant risk of forced labor or
slave labor, and measures taken to contribute to the eradication of work
forced or compulsory
HR.8
Percentage of security personnel trained
in policies and procedures concerning
aspects of human rights relevant to operations
100%
HR.9
Total number of incidents of violations involving rights
of indigenous people and actions taken
There are no indigenous areas
surrounding the company
GRI INDEX
S.01
49 e 50
SOCIAL INDICATORS RELATED TO HUMAN RIGHTS
68 •
PAGE
SOCIAL INDICATORS RELATED TO SOCIETY
Benefits provided to full-time employees
LA.3
DESCRIPTION
30 e 41
PERFORMANCE INDICATORS RELATING
TO THE PRODUCT LIABILITY
PR.1
Policy to preserve the health and safety
during use of the product
47
PR.2
Nonconformities related to the impacts
caused by products and services
No case was reported
PR.4
Nonconformities related to the labeling of products and services
PR.5
Practices related to client satisfaction including results of surveys 30
30
PR.7
Cases of non-compliance related to the communication of products and services
PR.8
Proven complaints regarding breaches of customer privacy
PR.9
Fines for noncompliance related to the provision
and use of products and services
There were no fines
during the period
GRI INDEX
• 69
10.EXPEDIENT
EDITORIAL
Contact Address
Marcopolo - Unidade de Ana Rech | 2.4
Av. Rio Branco, 4.889 – Bairro Ana Rech
95.060-145 - Caxias do Sul - RS - Brasil
Telephone +55 54 2101 4000
Open Channel - www.marcopolo.com.br
Marcopolo Sustainability Report 2013
Development
Department of Internal Communications
Department of Corporate Marketing
Marcopolo Foundation
Publication
July 2014
CEO
Sustainability Committee
Eliana Zanol de Oliveira
Irina Eberhardt
Thiago Arrue Deiro
- Environmental Engineering
- Human Resources
- Investor Relations
Production and Editing
Ana Maria Cemin - MTB 6574
Communication Bureau
Graphic Project
Panda Branding Publicidade Ltda.
Print
Cromo Gráfica e Editora
Photography
Denise Boff
Luiz Chaves
Paquito Masiá
Roberto Stuckert Filho
Arquivo Comunicação Interna
Júlio Soares
Maryo Franzen
Photo Traço
Arquivo Marketing Marcopolo
ACCJ Aerial Photographs
Contact | 3.4
ri@marcopolo.com.br
recursoshumanos@marcopolo.com.br
Free Distribution
We thank all Marcopolo Business professionals who have
contributed to this report.
This publication is the responsibility of Marcopolo SA.
70 •
EXPEDIENT
EXPEDIENT
• 71
PandaBranding.com.br
www.marcopolo.com.br
OnibusMarcopolo

Balanço Social

Transcription

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