ANNUAL REPORT - Camargo Corrêa

Transcription

ANNUAL REPORT
2ª CAPA
EXECUTIVE SUMMARY
ANNUAL REPORT
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07
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Message from the Shareholders
Message from the Board
Corporate Profile
Values
Map of Operations
Main Indicators
Awards and Recognitions
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28
32
36
40
44
48
52
Business Areas
Cement
Energy Concessions
Transport Concessions
Engineering & Construction
Apparel and Footwear
Real Estate Development
Shipbuilding and Offshore
Denim and Workwear
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59
Social and Environmental Performance
Social Management
Camargo Corrêa Institute (ICC)
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70
Corporate Information
Credits
During its 75-year history,
Camargo Corrêa Group has built a
corporate culture of entrepreneurship
and overcoming challenges
04
MESSAGE FROM
THE SHAREHOLDERS
W
e, shareholders of the Camargo Corrêa Group, are
sions, we are a benchmark in Brazil. In addition to this, we manage
committed to the social and economic develop-
highly desired apparel and footwear brands, such as Havaianas, in
ment of the countries and regions in which we
many countries.
operate, and firmly believe that it is only by sharing our values
with clients, partners, governments, communities and other
In this year, 2014, in which the Camargo Corrêa Group completes
stakeholders with whom we have dealings that our companies
its 75th year in existence, we have the opportunity to celebrate this
will become sustainable and, as a result, remain in existence.
trajectory of success and, above all, to reflect on the challenges of
the future. The constant evolution of society means that the busi-
Starting off with the entrepreneurial and pioneering vision of
ness environment has become increasingly complex, demanding
businessman Sebastião Camargo, who founded a small compa-
planning capacity, discipline and, in particular, innovation, in order
ny that provided services to the civil construction sector, which
for us to make progress in the quest for greater productivity.
later on became one of the largest companies in this sector in
Brazil and gave rise to a diversified and dynamic corporate group,
The ambition to remain a benchmark for quality and responsible
a strong corporate culture has been constructed and has grown
performance and to be the preferred partners in those segments
stronger with each generation.
in which we operate, both in Brazil as well as abroad, is what motivates us and encourages us to continue on this trajectory.
This entrepreneurial culture has allowed us to undertake and participate in the development of a number of countries, providing
With a long-term perspective, our goal, as the shareholders of a
engineering and construction solutions for a variety of large and
Brazilian family controlled company, is to continue to inspire the
complex infrastructure ventures. After having made substantial
leadership and the employees of our companies to contribute to
investments, we are the world’s ninth largest cement producer. In
sustainable development and to carry on with the legacy of this
terms of operating energy, transport and urban mobility conces-
75-year history.
ANNUAL REPORT 2013
CAMARGO CORRÊA GROUP
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Construction work on the
Ituango Hydroelectric Power Plant,
the largest infrastructure that is
underway in Colombia
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MESSAGE FROM THE
BOARD OF DIRECTORS
2
013 was dominated by a context marked by uncertain-
the São Lourenço Production System, which is the country’s lar-
ties in relation to the economy as well as an anxiety for
gest public-private partnership in the sanitation sector, represent
change. Along with signs of recovery in the developed
new milestones in this trajectory. Also of great significance is the
countries and a deceleration in the emerging markets, a number
progress that has been made in integrating Cimpor to InterCe-
of different regions registered important warnings with new de-
ment, which is currently the ninth largest international cement
mands to the political order and to the social arrangement which
producer.
should not be ignored.
The strength of the long-term commitment to undertakings that
Brazil needs to invest in infrastructure, education and health, in
have a high impact on development, together with the strength
addition to opening up its economy to promote competitiveness,
of our operations, is what makes up the confidence matrix of our
thus creating the necessary conditions for it to capture the de-
stakeholders and our partners. In this sense, the integration of a
mographic bonus. The Camargo Corrêa Group is fully prepared
group of Japanese companies, headed up by the IHI Corporation,
to take part in the renovation of Brazil’s infrastructure, and brings
into the capital of the Estaleiro Atlântico Sul – EAS (Atlântico Sul
with it the ample experience that it has gained as an organizer,
Shipyard) represents an important milestone.
builder and operator of complex, large-scale projects during its
75-year history.
Highlight also goes to the development and construction of the
commercial venture Camargo Corporate Towers, which will esta-
In 2013, guided by the focus on client satisfaction, cost control
blish a new landmark in the urban scenario of the city of São Paulo.
and the meeting of deadlines, the Camargo Corrêa Group companies made significant progress in the 22 countries in which they
The recognition of clients of a diversified universe in terms of
are present. The contracts which have been signed by Construto-
products and services brands, with highlight going to Havaianas,
ra Camargo Corrêa to expand the Carajás Railway for Vale and for
Osklen and Mizuno, encourages us to continue to seek our clients’
ANNUAL REPORT 2013
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Construction work on the Ponte Laguna
(Laguna Bridge), in the State of
Santa Catarina, which will be the third
largest bridge in Brazil, with a length of
roughly three kilometers and a
400-meter long cable-stayed stretch
loyalty by means of satisfying their desires, with daring, speed and
new products with higher added value.
With this outlook, stressing the quest for innovation and making
sure that the management models are up-to-date takes on a crucial importance for the success of projects and operations. This
equation also includes participating in the transformation of the
communities in which we are present, with actions and programs
incorporated in the activities of all of our business units that rely
on constant support from the Camargo Corrêa Institute.
I would like to thank our teams for their efforts and their loyalty
to our corporate values, which we pursue with the constant encouragement of our shareholders and the trust of our partners
and clients.
In 2014, we will be celebrating a 75-year history of a pioneering approach, tradition and quality. Confident about the future,
we restate our belief in the new cycle of our business activities,
which have their roots in our commitment to sustainable development, which has found its perfect partner in the Camargo
Corrêa brand.
VITOR HALLACK
Chairman of the Board of Directors
Camargo Corrêa S.A.
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ANNUAL REPORT 2013
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10
Corporate Profile
CAMARGO CORRÊA
T
he Camargo Corrêa Group is one of Brazil’s largest pri-
as well as construction projects for highways and subways, with
vate sector business organizations, with operations
more than 500 projects having been carried out to date.
in key sectors of the economy, including engineering
and construction, cement, energy and transport concessions and
The cement businesses are under the control of the holding com-
urban mobility, the shipbuilding and offshore segment, apparel
pany InterCement, which in 2013 became one of the ten largest
and footwear, real estate development and the denim industry.
international producers in this sector. The company operates 40
The group has operations in 20 Brazilian states and is present in
plants in eight countries, spread across South America, Europe
22 countries. It ended 2013 with roughly 65 thousand employees
and Africa, and aims to be a benchmark in terms of innovation
and net revenue of R$ 25.8 billion.
and customer service.
Managed by the privately held and family-controlled holding com-
In the Energy Concessions segment the group is one of the ma-
pany, Camargo Corrêa S.A., the Group began as a small company in
jor private sector shareholders in the controlling block of CPFL
1939 when Camargo, Corrêa & Cia. Limitada, Engenheiros e Cons-
Energia, which is the leader in the Brazilian energy distribution
trutores was first founded. Over the last 75 years, it has become
segment, with more than 7 million clients. It also operates in ener-
one of the best known corporate brands in the Brazilian market.
gy generation and trading, being the largest Brazilian generator of
energy from renewable sources.
In the Engineering and Construction sectors, the group concentrates on complex large-scale logistical undertakings, partici-
In the Transport Concessions and Mobility sector, the group is one
pating in major infrastructure projects, both in Brazil as well as
of the controllers of CCR, one of the world’s largest highway con-
abroad, with highlight going to the Latin American region. The
cessionaires and Latin America’s largest private sector operator of
emphasis in its portfolio has been on hydroelectric power plants,
intermodal transport and urban mobility systems and services.
ANNUAL REPORT 2013
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In addition to highway concessions, it also has concessions to ope-
it operates through HM Engenharia, mainly under the Brazilian
rate airports both in Brazil as well as abroad, along with subway
Federal Government’s housing program Minha Casa, Minha Vida
lines. Since 2012, it has been operating the ferry system that con-
(My House, My Life).
nects the cities of Rio de Janeiro and Niterói.
In the Shipbuilding and Offshore segment, the group is the
In the Apparel and Footwear sectors, it operates through Alpar-
founding shareholder of the Estaleiro Atlântico Sul – EAS (Atlânti-
gatas S.A., which manages leading brands that are synonymous
co Sul Shipyard), which is the largest and most modern shipyard
with innovation and design, such as Havaianas, which is one
in the Southern Hemisphere, and which is strategically located in
of the world’s most valued brands, along with Osklen, Mizuno,
the municipality of Ipojuca, State of Pernambuco. EAS’ order-book
Topper, Timberland and others.
includes 19 oil-tankers and 7 ultra-deepwater drilling rigs.
Camargo Corrêa Desenvolvimento Imobiliário (CCDI) is the
In the Denim and Workwear segments, together with Alpargatas
group’s real estate development arm for the middle and high in-
S.A., it controls the Tavex Corporation, which is the global leader
come residential real estate markets and for high-standard (AAA)
in terms of denim production, with operations in Brazil, Argentina,
commercial and corporate projects. In the low-income segment
Morocco and Mexico.
Starting off from a small construction company,
Camargo Corrêa Group has become one of the best known
corporate brands in Brazil
12
4,3
500
65
20
25,8
4.3
25.8
20
65
40
500
40
TOTAL EBITDA
OF 4.3 BILLION REAIS
BRAZILIAN STATES WITH
GROUP OPERATIONS
CEMENT PRODUCTION
UNITS IN 8 COUNTRIES
NET REVENUE
OF 25.8 BILLION REAIS
THOUSAND EMPLOYEES
WORKING IN THE GROUP
CONSTRUCTION PROJECTS
CARRIED OUT
ANNUAL REPORT 2013
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VALUES
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Respect for people and for the environment
Always act in a fair and equitable manner in relation to shareholders,
employees, clients, suppliers, governments, local communities and society
in general. Adopt a responsible attitude in relation to the environment.
Responsible Actions
Comply with the requirements of the legislation, wherever we operate,
and act with integrity. Respect diversity in accordance with the universal
norms of good human relations, without discrimination in relation to race,
belief, religion, job position, function or any other item.
Transparency
Provide clear and complete information with regard to the Group’s activities,
achievements, policies and performance in a way that is both systematic as
well as accessible.
Focus on results
Always seek to maximize the Group’s performance as a means of ensuring
its continued existence, its investments, returns for shareholders and proper
conditions for employees.
Quality and Innovation
Ensure the quality of services and products and continuously invest in
improving both the employees and the companies themselves.
ANNUAL REPORT 2013
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BRAZIL
16
Map of Operations
Cement
Engineering and Construction
Energy Concessions
Denim and Workwear
ANNUAL REPORT 2013
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Construction work on the Camargo
Corporate Towers, in the city of
São Paulo, State of São Paulo, an AAA
standard commercial complex
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MAIN
1
CONSOLIDATED
INDICATORS
Net Revenue (R$ millions)
2009
16,183
2010
17,937
2011
2012
17,304
23,372
2
2013
25,821
EBITDA (R$ millions)
2009
3,215
2010
3,172
2011
2,138
20122
4,469
2013
4,346
Consolidated Investment · Capex (R$ millions)
2009
4,666
2010
5,244
2011
2,431
2012
6,455
2013
2,243
(1) The Net Revenue and EBITDA figures are management data, that is, they take into account the percentage stakes in the jointly controlled companies.
From January 1, 2013 onward, the audited financial statements are drawn up in accordance with the criteria set out in IFRS 10/11.
(2) Pro-forma figures in the Cementsegment (recognition of Cimpor’s operations in the 1st half of 2012).
ANNUAL REPORT 2013
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Breakdown of Net Revenue
8.0
4.2
4.2
Cement
4.0
0.7
Energy Concessions
13.3
29.1
Denim and Workwear
13.8
Others
22.8
Pro-Forma in the Cement Segment
(recognition of Cimpor's operations in the
1st half of 2012).
Others: Holding Companiess, Farms, CSC, EAP,
Cavo, Op.Inter, S.Parking, Coper, COR.
Breakdown of Investments
7.6
12.2
1.5
2.8
1.0
0.2
42.1
Cement
Energy Concessions
13.8
18.8
20
Denim and Workwear
Others
Havaianas brand products
are sold in more than 80 countries
on the five continents
ANNUAL REPORT 2013
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Camargo Corrêa Group
Cement
INTERCEMENT
ALPARGATAS
Denin and Workwear
TAVEX
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Awards and Recognitions
Energy Concessions
CPFL
CONSTRUTORA CAMARGO CORRÊA
CCR
DE RODOVIAS
ANNUAL REPORT 2013
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Cement
T
he cement businesses are under the control of InterCement Participações, which is present in eight countries and is one of the ten largest international producers in this sector. With a total of 40 production units,
it has an installed capacity of 46 million tons/year. The company uses this structure
to sell not just cement, but also concrete and special mortars.
It is the market leader in Argentina, Portugal, Mozambique and Cape Verde, and is
in the number two spot in Brazil and Paraguay, as well as having significant operations in South Africa and Egypt. It has a market share of almost 20% in Brazil along
with 16 production units, operating with the Cauê and Cimpor brands. In Argentina, it has a 46% market share with the Loma Negra brand, along with nine factories.
In Paraguay, with Yguazú Cementos, it is the second largest producer with a 30%
market share. In Portugal, with Cimpor, it is the market leader, with a 55% market
share and 5 production units. In the case of Egypt, it mainly operates in the country’s northern region, where it operates a plant in the city of Alexandria. In South
Africa, with the Natal Portland brand, it is the market leader in the Durban region
and has an 11% market share. In Mozambique, with Cimentos de Moçambique,
it has a factory and four cement mills, enabling it to achieve a 72% market share.
In 2013, InterCementset out its new vision which is to establish itself as one of the
largest international companies in this sector and to become one of the five most
24
Cezar Augusto Lima, Letícia
Siqueira Mendes and Paulo Cesar
Silva, InterCement employees at
the factory in the municipality of
Apiaí, State of São Paulo
ANNUAL REPORT 2013
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Storage silo in the municipality
of Apiaí, State of São Paulo
Concrete Sales
(millions of cubic meters)
Cement Sales
(millions of tons)
26
Direct Jobs
2009
10.1
2009
2.5
2009
4,751
2010
11.5
2010
2.3
2010
4,787
2011
12.7
2011
2.1
2011
5,061
2012
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2012
5.2
2012
9,457
2013
28.4
2013
4.83
2013
8,875
profitable ones. Based on this position, it created the slogan Cons-
ming into operation of a cement mill at the unit in that country.
truindo Parcerias Sustentáveis (Constructing Sustainable Partner-
Investments were also earmarked for two new cement mills in
ships), which is the basis for setting an agenda that prioritizes
Mozambique, one in Matola and the other in Dondo.
strengthening relationships with clients through investment in reIn Brazil, investments have been earmarked for the construction
search, development and innovation.
of a new production line at the Cezarina unit, in the State of Goiás,
In this sense, during the process of integrating InterCement’s and
which will increase production by a further 650 thousand tons a
Cimpor’s units great effort was made to reconcile the diversity in
year. In Caxitu, State of Paraíba, a new plant is being built with a
terms of geography, cultures and people in order to benefit the
capacity of 1.6 million tons a year. In 2013, it undertook the reco-
clients. This can be seen from the assimilation of better practices,
very of the aerial cableway in the municipality of Apiaí, State of
with highlight going to Cimpor’s abilities in relation to trading, a
São Paulo, which entailed changing the cables and the cargo
segment in which it is the fifth largest operator in the world, and
buckets, in addition to the automation of the operations to trans-
in terms of co-processing technologies – replacing fossil fuels
port raw material to feed the ovens.
as an energy source in cement production with the burning of
discarded waste products, with both economic as well environ-
Results
mental gains. In the case of the company’s operations in Brazil,
In 2013, InterCement sold 28.4 million tons of cement, which is 19%
on average this replacement already accounts for 19% of total
greater than the amount sold the year before, resulting in a net re-
fuel consumption.
venue of R$ 7.526 billion, which is a 7.6% increase. The Ebitda result
was of R$ 1.97 billion, a 2.2% rise over the previous year, and de-
The investments in modernization and expansion added up to
noting a 26.2% margin over net revenue. The results are compared
a figure of more than R$ 900 million, with highlight going to the
with 2012’s pro forma result, which reflects the fact that Cimpor’s
new integrated plant in Paraguay – October 2013 saw the co-
results began to be recognized in the second half of the year.
Net Revenue
(R$ millions)
EBITDA
(R$ millions)
2009
2,363
2009
641
2010
2,474
2010
616
2011
2,884
2011
695
20121
6,997
20121
1,927
2013
7,526
2013
1,970
Pro-forma (recognition of Cimpor's operations in the 1st half of 2012).
ANNUAL REPORT 2013
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Energy
Concessions
C
amargo Corrêa operates in the energy concessions segment through
CPFL Energia, in which it is part of the controlling block, as the major
private sector shareholder, with a 24.4% stake. Brazil’s largest private
sector company in this segment, CPFL generates, sells and distributes energy to
7.4 million clients. Recognized for its operating efficiency and its financial strength,
CPFL seeks to provide sustainable energy solutions, with excellence, competitiveness and integrated action on behalf of the community.
It is the market leader in the energy distribution segment, with a 13% share, and
it is the second largest seller, with 9% of the market. CPFL Geração is the second
largest private sector energy generation company, with an installed capacity of
2,234 MW; while CPFL Renováveis has an installed capacity of 1,416.8 MW from
renewable sources, and is the leader in this segment in Brazil.
In 2013, CPFL Renováveis made an Initial Public Offering of shares, which were then listed on the BM&FBovespa. CFPL has a 59% stake in the CPFL Renováveis’capital and is its
controlling shareholder. CPFL Renováveis develops wind-power generation projects,
small hydroelectric power plants and biomass fueled thermoelectric power plants.
CPFL Renováveis began operating the Coopcana thermoelectric power plant, in
the municipality of São Carlos do Ivaí, State of Paraná, with an installed capacity
28
Aerial view of the Foz de Chapecó
Hydroelectric Power Plant, on the
Uruguay River, which flows through the
States of Rio Grande do Sul and Santa
Catarina, controlled by CPFL Energia
ANNUAL REPORT 2013
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CPFL Renováveis’ wind
farm, in the municipality of
Camocim, State of Ceará
Energy Distributed
(*)
Sales of Energy (*) · GWh
(generated and traded)
· GWh
2009
48,568
2009
13,269
2009
1,737
2010
52,044
2010
12,262
2010
2,309
2011
52,851
2011
12,934
2011
2,644
2012
56,682
2012
16,445
2012
2,961
2013
58,463
2013
18,706
2013
2,988
Captive market + Tariff for the use
of Electric Energy Distribution Systems.
30
Generation Capacity
(MW installed)
Includes selling to Furnas (Semesa).
of 50 MW, and inaugurated the Salto Góes small hydroelectric
Subsequent Fact
power plant, in the municipality of Tangará, in the State of San-
At the start of 2014, CPFL Renováveis announced an association
ta Catarina, with an installed capacity of 20 MW. In addition, in
with company Dobrevê Energia S.A. (Desa), subject to compli-
2013 approval was given for the purchase of the company Rosa
ance with precedent conditions. When implemented, the deal
dos Ventos Geração e Comercialização S.A., with two wind farms
will result in an additional 330.8 MW of capacity from wind farms
in the State of Ceará: Canoa Quebrada (10.5 MW) and Lagoa do
and small hydroelectric power plants.
Mato (3.2 MW).
In 2013, for the first time, CPFL Energia began to be included
in the Dow Jones Sustainability Index Emerging Markets (DJSI
Emerging Markets). This index, which includes another 14 Brazilian companies, evaluates the performance of the leaders in
sustainability in emerging markets. The institutions are assessed
based on a long-term comprehensive analysis of the economic,
environmental and social performance prospects.
Energy generated, coupled with the amount sold by the distributor, added up to a total of 18,706 GWh in 2013, a 13.7% increase
over the previous year. Total energy distributed was 58,463 GWh,
a 3.1% increase over 2012. On account of this performance, CPFL
Energia posted a net revenue of R$ 13.6 billion in 2013 and a cash
generation, in terms of Ebitda, of R$ 3.5 billion.
Net Revenue (1,2)
(R$ millions)
EBITDA (2)
(R$ millions)
2009
10,742
2009
3,452
2010
10,980
2010
3,350
2011
11,634
2011
3,852
2012 3
13,539
2012 3
3,436
2013
13,629
2013
3,547
Net revenue does not include revenue with construction.
ANNUAL REPORT 2013
(2)
As a result of the compulsory adoption of
the IFRS 10 and IFRS11 regulations, which
altered the rules relating to consolidation,
as of January 1, 2013 onward, the Group
stopped consolidating the results of this
jointly controlled company in a
proportional way and began to record the
net result under the heading “Equity
Accounting Result”.
(3)
The jointly controlled company CPFL
adopted the CPC 33 technical
pronouncements (R1)/IAS 19 (R1) –
Benefits for Employeesand as a result
of this represented, for comparison
purposes, the figures for the fiscal year
ended on December 31, 2012.
31
Transport
Concessions
C
amargo Corrêa’s presence in the transport concessions sector is
through CCR, which is one of the world’s largest infrastructure concession companies, with operations in highways, airports, urban mobility
and services. Camargo Corrêa is one of the founding shareholders of CCR and is
part of the controlling block, with a 17% stake in the company’s capital.
Highways account for a large part of the company’s business portfolio, with the
control of eight concessionaires: CCR Ponte (in the State of Rio de Janeiro), CCR
NovaDutra (in the States of São Paulo and Rio de Janeiro), CCR ViaLagos (in the
State of Rio de Janeiro), CCR RodoNorte (in the State of Paraná), and CCR AutoBAn, CCR ViaOeste, CCR RodoAnel and SPVias (all in the State of São Paulo). In
2013, the company was awarded the concession of part of the BR-163 Highway,
in the State of Mato Grosso do Sul. The 847.2 kilometer long highway will be
doubled in five years. Since this concession was included, the company has been
operating a total of 3,284.2 kilometers in four Brazilian states: Mato Grosso do Sul,
Paraná, Rio de Janeiro and São Paulo.
CCR holds the concession for the international terminals at the following airports;
Quito (Ecuador), Curaçao (Netherlands Antilles) and San José (Costa Rica) and in
2013 headed up the winning consortium at the auction for the concession to
expand, maintain and explore the Tancredo Neves International Airport, in the
32
A station of CCR Barcas,
which handles waterway
transport of passengers in the
State of Rio de Janeiro
ANNUAL REPORT 2013
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User services team
of concessionaire CCR Ponte
34
municipality of Confins, State of Minas Gerais, in partnership
and the operation and maintenance of the Light Rail Vehicle (LRV)
with Zurich Airport International and Munich Airport International
passenger transport system. The LRV will cover 28 kilometers of
Beteiligungs. In 2013, approximately 11 million passengers passed
Rio de Janeiro’s port region and city center. The construction pro-
through Confins Airport, which is Brazil’s fifth largest airport.
ject, which will be accomplished by means of a Public-Private
Added to the 8 million passengers who went through its three in-
Partnership (PPP), will be completed by the time of the 2016
ternational airports in 2013, CCR will more than double the num-
Olympic Games and will receive an investment of R$ 1.5 billion.
ber of people attended by its air terminals in 2014.
During the year, CCR also won the concession to install and operate
In the urban transport segment, the company has a 58% stake in
the Salvador e Lauro de Freitas Subway System in the city of Salva-
concessionaire ViaQuatro, which operates Line 4 (the Yellow Line)
dor, in the State of Bahia, under the PPP system. There will be two
of the city of São Paulo’s subway system, and manages CCR Bar-
lines, 33.4 kilometers of surface railway and 19 stations. The subway
cas, which is the consortium responsible for waterway transport
system is expected to come into partial operation in June 2014.
of passengers between the cities of Niterói and Rio de Janeiro,
as well as having a stake in the concessionaire that will construct
CCR also has a 34.24% stake in STP, which operates the Via Fácil
the Transolympic Express Corridor, which will link Rio de Janeiro’s
and Sem Parar electronic collection services. STP ended the year
city center to the Jacarepaguá neighborhood. This investment is
with a 14.1% growth in the number of users of the Sem Parar
essential for the 2016 Olympic Games.
system, by comparison with 2012. In total there were 4.3 million
active tags between January and December.
CCR strengthened its presence in Rio de Janeiro in 2013 by taking
part in the group that won the concession sponsored by the city’s
In 2013, CCR posted net revenue of R$ 5.2 billion and an Ebitda of
municipal government for the service, for the installation project,
R$ 3.4 billion, which are increases of 11,8% and 12.8%, respectively.
Net Revenue (1,2)
(R$ million)
EBITDA (2)
(R$ million)
Traffic · Vehicle Equivalents
(millions)
2009
3,090
2009
1,918
2009
700.7
2010
3,776
2010
2,259
2010
868.6
2011
4,578
2011
2,934
2011
962.4
2012
4,659
2012
3,002
2012
970.3
2013
5,207
2013
3,386
2013
1,029.0
(1)
Net revenue does not include revenue with construction.
(2)
As a result of the compulsory adoption of the IFRS 10 and IFRS11 regulations, which altered
the rules relating to consolidation, as of January 1, 2013 onward, the Group stopped consolidating
the results of this jointly controlled company in a proportional way and began to record the net
result under the heading “Equity Accounting Result”.
ANNUAL REPORT 2013
Measure calculated by adding heavy
vehicles multiplied by the number of axles
to light vehicles. A light vehicle is
equivalent to one axle of a heavy vehicle.
35
Engineering &
Construction
C
onstrutora Camargo Corrêa structures and undertakes large-scale
projects, of great technical complexity, and incorporates principles of
sustainability and innovation into its ventures as differentials. Over the
course of its 75-year history the company has taken part in more than 500 construction projects, and has developed a strong corporate culture that focuses on
management and control processes which make it the preferred choice of strategic clients both inside Brazil as well as abroad.
Operating in seven countries in Latin America and Africa, Construtora Camargo
Corrêa is responsible for large-scale ventures in the areas of energy, sanitation,
mining, oil and gas, ports, airports, highways, transport systems and the industrial
construction segment.
With the aim of strengthening the focus on providing a differentiated service designed to meet each client’s needs and on constantly improving its productive
processes, Camargo Corrêa pays special attention to innovation. Part of this effort
can be seen from the setting up of a specific department which is responsible for
organizing the new techniques and technologies into a system, together with the
training and preparation of employees who are more capable of working with the
concepts of sustainability, safety, quality and individual, collective and community
responsibility, in an integrated way.
36
Jhon Vitor Castro Silva and Francisco
Nascimento, Construtora Camargo
Corrêa employees on the construction
work to duplicate the Carajás Railway,
in the inlands of the State of Maranhão
ANNUAL REPORT 2013
37
Construction project portfolio
The first stage of the Ethanol Pipeline – which connects the city
A number of important contracts got underway in 2013. In the
of Ribeirão Preto to that of Paulínia, both of which are located in
transport segment, Camargo Corrêa began work on duplicating
the State of São Paulo – came into operation in August 2013. This
the Carajás Railway, in the State of Pará, for company Vale. This
stretch is part of the multimodal Ethanol logistics system operated
project, which is being headed up by Camargo Corrêa, will re-
by Logum Logística which is unprecedented in the world. The cons-
ceive more than R$ 3.0 billion in investments. The three stretches
truction consortium headed up by Camargo Corrêa signed the
of the railway under the scope of the contract add up to a total of
contract to build a further stretch of 144 kilometers between the
900 kilometers.
municipality of Uberaba, in the State of Minas Gerais, and the city
of Ribeirão Preto, in the State of São Paulo, along with a terminal in
In the sanitation segment, in partnership with Construtora An-
Uberaba. This construction project will be 1,300kilometers long and
drade Gutierrez construction company, it will undertake the cons-
will be able to transport roughly 22 billion liters of ethanol a year.
truction and partial operation of the São Lourenço Production System, by means of a Public Private Partnership (PPP) signed with
With the expansion of infrastructure in the Latin American and Afri-
Companhia de Saneamento Básico do Estado de São Paulo (Basic
can countries, Camargo Corrêa’s international operations are also
Sanitation Company of the State of São Paulo) - Sabesp. This is the
focused on highly complex qualified projects. One highlight is the
largest sanitation project that is currently in progress in Brazil, and
progress in the construction work on the Ituango Hydroelectric
has the capacity to increase the supply of water in the São Paulo
Power Plant, which is located in Colombia. With an installed capa-
Metropolitan Region by 7%. The forecast investment is one of R$
city of 2,400 MW, it will be the country’s largest hydroelectric
2.2 billion and this illustrates the company’s capacity both in terms
power plant and will account for 17% of Colombia’s energy genera-
of executing as well in terms of structuring infrastructure projects.
tion. The plant’s construction is forecast to be concluded in 2018.
One of the world’s largest builders of hydroelectric power plants,
Results
the company is involved in the main projects in this segment that
The Engineering and Construction business registered net reve-
are currently underway in Brazil. The Jirau Hydroelectric Power
nue of R$ 5.884 billion in 2013, compared with the R$ 5.812 bi-
Plant, which is located in the municipality of Porto Velho, in the
llion recorded the year before. Ebitda came out to a figure of
State of Rondônia, is moving forward towards its conclusion and
R$ 519 million. The company ended 2013 with R$ 16 billion in its
has already begun to generate electricity commercially with the
contract portfolio.
coming into operation of its first generator, with a capacity of 75
MW. By comparison, 45% of the construction work on the Belo
Monte Hydroelectric Power Plant, in the municipality of Altamira,
State of Pará, had already been completed by the end of 2013.
Another structural project developed during the year was the
Minas-Rio Ore Pipeline, 82% of the construction work on which
was already complete by December 2013.Built for Anglo American, this is a 530 kilometer-long pipe network which will carry
the iron ore that is extracted in the municipality of Conceição do
Mato Dentro (MG) to AçuPort, in the municipality of São João da
Barra, in the State of Rio de Janeiro.
38
Vista noturna de um dos canteiros
de obras da Usina Hidrelétrica
Belo Monte, em Altamira (PA)
Main projects executed in 2013
The Jirau, Belo Monte, Ituango (Colombia) Hydroelectric Power Plants
Line 5 of the city of São Paulo’s subway system and the city of Salvador’s subway system
Expansion of the Carajás Railway
The Abreu e Lima Refinery
Anita Garibaldi bridge (State of Santa Catarina)
The Minas-Rio Ore Pipeline and the Ethanol Pipeline
The Tuy IV (Venezuela) and Alto Piuta (Peru) water supply systems
Urbanization projects: Ponte Baixa (São Paulo), Vila do Mar (Ceará) and Beira Mar (Ceará), and the
Dirce Camargo Underpass (São Paulo)
Sanitation projects: Ibirité (State of Minas Gerais), Water Catchment Project (São Paulo) and the
São Lourenço Production System
Total number of professionals: 28,496
Net Revenue
(R$ millions)
EBITDA
(R$ millions)
Number of Employees
(thousands)
2009
5,758
2009
889
2009
31.7
2010
6,047
2010
561
2010
32.9
2011
5,157
2011
166
2011
23.6
2012
5,812
2012
579
2012
25.1
2013
5,884
2013
519
2013
28.5
ANNUAL REPORT 2013
39
Apparel and
Footwear
A
lpargatas S.A. is the largest footwear company in Latin America and
also produces and sells leading brands of apparel and accessories.
The growth in the business includes the strategic management of
competitive brands, which influence the habits of consumers and ensure a strong
market share. The company’s main brands are Havaianas, Dupé, Mizuno, Topper,
Rainha, Timberland and Osklen.
In 2013 the company took a major step toward the growth of its operations, with
the inauguration of a new plant in the municipality of Montes Claros, State of
Minas Gerais, which will boost its production capacity of Havaianas sandals by
40%, which is the equivalent to an annual increase of 102 million pairs. With an
investment of R$ 280 million, one of the characteristics of the new manufacturing
unit is the high technology employed in the machinery and the adoption of high
standards of sustainability.
As a way of adding value to its business activities, the company also operates
in the retail sector, a strategy that allows it to identify and anticipate consumer
trends. In 2013, it had a total of 455 Havaianas, Osklen, Timberland and Meggashop stores (between own stores and franchises) in operation in Brazil and another 128 overseas (in Argentina, Europe, the United States, Asia and Africa). In total there were 583 units by comparison with the 518 registered the year before.
40
Ana Paula Soliva Mota and Caique
Augusto Souza, employees at
the new Alpargatas factory in the
municipality of Montes Claros,
State of Minas Gerais
ANNUAL REPORT 2013
41
The internationalization process is supported by the companies
no. The new contract is for a period of 26 years, with an initial
Alpargatas Argentina, Alpargatas USA and Alpargatas Europa.
period of 13 years and a renewal clause for a further 13 years. The
two companies have been operating side-by-side since 1997 in a
Its brands are associated with innovative, high quality products. In
number of the main Latin American markets.
addition to this the company also operates in the fashion and luxury markets. In 2013 the company purchased 30% of the capital
Results
of Osklen. This strategy played a key role in expanding Alpargatas
Alpargatas posted net revenue of R$ 3.426 billion in 2013, a 13.9%
S.A.’s portfolio.
increase over the previous year. Ebitda was up 19.5% to R$ 494.4 million. The company celebrated its 100th anniversary as a publicly held
The positive performance of the sports brands favored the sign-
company in 2013. Alpargatas is one of the companies that adhere to
ing of a long-term agreement with Japanese multinational Mizu-
the São Paulo Stock Exchange’s Level 1 of Corporate Governance.
Inside view of the new
Alpargatas factory in the
municipality of Montes Claros,
State of Minas Gerais
42
VOLUME
Sandals (millions of pairs and pieces)
243.9
Sporting Articles (millions of units)
32.0
Production Units
Brazil
4 plants
Argentina
8 plants
Exclusive Stores
Brazil
455
Overseas
128
Total Number of Employees (thousand)
19.7
Net Revenue
(R$ million)
EBITDA
(R$ million)
Consolidated Sales (*)
(millions of units)
2009
1,927
2009
290
2009
218.9
2010
2,232
2010
400
2010
244.0
2011
2,575
2011
405
2011
249.6
2012
3,007
2012
414
2012
265.3
2013
3,426
2013
494
2013
270.7
Includes footwear, apparel and accessories.
ANNUAL REPORT 2013
43
Real Estate
Development
C
amargo Corrêa Desenvolvimento Imobiliário (CCDI) is focused on differentiated business activities in higher added value projects, such as
high level residential real estate projects, high-standard (AAA) corpo-
rate buildings and infrastructure buildings for logistics operators. CCDI also controls
HM Engenharia, which operates in the construction of residential real estate aimed
at the low-income segment and is one of the main participants in the Brazilian Federal Government’s housing program Minha Casa, Minha Vida (My House, My Life).
The year was marked by a high volume of units delivered both by CCDI, with a
total of 2,597 units, and by HM Engenharia, with 3,904 units.
The fiscal year was also characterized by the resumption of launches by both
these companies. In the case of CCDI, there were two large projects: Jurubatuba
Empresarial, CCDI’s first unit in the municipality of São Bernardo do Campo, in
the State of São Paulo, with a total of 15 floors and 405 rooms, located close to
the Anchieta Highway and future subway stations; and the New Parker residential
complex, in the Aclimação district, in the city of São Paulo, with three 23-storey
towers. In the case of HM Engenharia, ventures with a total Potential Sales Value
(PSV) of R$ 286 million were launched.
In the high standard corporate office space segment, highlight goes to the pro-
44
The Camargo Corporate
Towers will have AAA standard
commercial towers in an up market
neighborhood in the southern part
of the city of São Paulo
ANNUAL REPORT 2013
45
Units Sold
46
Net Revenue · CCDI
(R$ million)
Units Delivered
2009
4,991
2009
437
2009
517
2010
4,590
2010
2,373
2010
851
2011
5,714
2011
3,613
2011
681
2012
3,661
2012
8,345
2012
960
2013
3,101
2013
6,501
2013
799
gress that has been made in the construction work on the Camargo Corporate Towers, which will establish a new architectural
landmark for the city of São Paulo. The complex is made up of two
AAA standard commercial towers and was designed by the international architectural firm Pelli Clarke Pellifor construction on the
site that used to house the Camargo Corrêa Group’s head offices,
in the Vila Olímpia district.
Also in this segment, CCDI negotiated the sale of the Paulista 1230
Project (Matarazzo Tower and the Cidade de São Paulo Shopping
Mall), on Paulista Avenue, which it developed together with Cyrela Commercial Properties (CCP). Both CCDI and HM Engenharia
have continued to invest in improving processes and systems.
Mastering the operations side is crucial for expanding activity to a
degree that is compatible with risk and return.
Results
The joint revenue for CCDI and HM Engenharia was one of
R$ 1.077 billion, compared to the R$ 1.286 billion registered
Construction work on the
Camargo Corporate Towers
the year before, while the Ebitda result came out to a figure of
R$ 213 million, which was a record result in the history of this
business unit.
EBITDA · HM
(R$ million)
Net Revenue · HM
(R$ million)
EBITDA · CCDI
(R$ million)
2009
87
2009
13
2009
14
2010
165
2010
215
2010
31
2011
-143
2011
310
2011
22
2012
107
2012
371
2012
60
2013
161
2013
312
2013
52
ANNUAL REPORT 2013
47
Shipbuilding
and Offshore
C
amargo Corrêa operates in the Shipbuilding and Offshore segment
through its stake in Estaleiro Atlântico Sul – EAS – (Atlântico Sul
Shipyard), which is the largest and most modern shipyard in the
Southern Hemisphere.
EAS is located in the Suape industrial and port complex, in the municipality of
Ipojuca, State of Pernambuco. This shipyard has the capacity to produce merchant ships with a Gross Tonnage (GT) of up to 500 thousand tons, such as VLCC,
Suezmax, Aframax and Panamax oil tankers, gas carriers, bulk carriers, container
ships and other cargo vessels. It also has the capacity to construct drillship and
semi-submersible type offshore drilling rigs, FPSO (Floating, Production, Storage
and Offloading) platforms, TLP (Tension Leg Platforms) and SPAR type production
platforms, along with others.
In 2013, the company increased its production curve and its productivity indicators,
as a result of the support and advice in relation to constructive technology and
management provided by the group of Japanese companies headed up by the
IHI Corporation, which is one of that country’s largest shipbuilding and offshore
construction conglomerates. In August 2013, Japan EAS Investimentos e Participações, which is controlled by the IHI Corporation, became part of the capital of the
Brazilian company when it acquired a 25% stake, which was later increased to 33%.
48
Estaleiro Atlântico Sul – EAS, located
in Suape Port, in the municipality of
Ipojuca, State of Pernambuco
ANNUAL REPORT 2013
49
Misael Americo da Silva and
Rafael José dos Santos, EAS
employees who are working
on the construction of the
Henrique Dias oil tanker
50
Japanese know-how and the synergy between the two corporate
CCI Offshore, which was constructed at the Atlântico Sul Shipyard.
cultures point to a promising cycle of growth as well as improve-
Once the P-63 and P-55 rigs were delivered, Quip closed down.
ments in the shipyard’s planning, production controls and processes. Goals for 2014 include studies for the expansion of the services
Results
offered by EAS and an institutional agreement for an exchange
EAS’cash generation showed a marked recovery following the diffi-
program for the training of professionals in the two countries.
culties faced at the start of its operations.
2013 was also marked by the delivery of two oil tankers under
the Program for the Modernization and Expansion of Transpetro’s
Fleet. The company’s portfolio of firm orders from this client includes a total of 19 oil tankers (11 of the Suezmax type, with a capacity of 1 million barrels, and 8 of the Aframax type, which carry
up to 800 thousand barrels).
The Atlântico Sul Shipyard also has a contract for the construction
and delivery of seven ultra deep-water drill-ships for Sete Brasil,
which will later be leased by Petrobras. The first cutting of steel
plates for the production of these units took place in 2013.
In the offshore platform construction area, three oil rigs were delivered in 2013, P-63 and P-55, constructed by Quip, in the municipality of Rio Grande, State of Rio Grande do Sul, and P-62, through
Net Revenue EAS (*)
(R$ million)
Number of
Employees EAS
EBITDA EAS (*)
(R$ million)
2009
375
2009
74
2009
3,423
2010
463
2010
45
2010
4,747
2011
216
2011
-499
2011
5,437
2012
338
2012
4
2012
5,341
2013
731
2013
38
2013
6,091
(*)
As a result of the compulsory adoption of the IFRS 10 and IFRS11 regulations, which altered the rules relating to consolidation,
as of January 1, 2013 onward, the Group stopped consolidating the results of this jointly controlled company in a proportional way and began
to record the net result under the heading “Equity Accounting Result”.
ANNUAL REPORT 2013
51
Denim and
Workwear
T
he Tavex Corporation has two main businesses: premium denim fabrics and fabrics for workwear. The company has factories in Brazil,
Argentina, Morocco and Mexico and supplies clients in more than 50
countries. Created in 2006, as a result of the merger between Brazilian company
Santista Têxtil and Spanish Tavex, it has an annual production capacity of 160 million meters of denim, cotton and special fabrics for production in the jeans and
workwear segments.
In 2013, the company reinforced its leadership in the markets in which it operates, boosted by its decentralization strategy, which resulted in greater speed in
decision-making, a closer relationship with clients, investments in innovation, research and development, products being launched and a total focus on premium
markets (with greater added value). Fabrics with high technology added were
launched, in an attempt to renew denim’s traditional image.
One of the highlights was the exclusive Svelt line, with cosmetic properties that
help fight cellulite. The result is a versatile, comfortable denim which models and
sculpts the silhouette of the legs. Svelt is part of the Denim Therapy® by Tavex line.
The fabric was approved in industrial washing tests by company Kosmoscience.
Other lines were also highlighted, with a focus on sophistication and innovation,
52
Tavex factory in
the municipality of
Americana, State
of São Paulo
ANNUAL REPORT 2013
53
such as Denim Couture by Tavex, which is a selection of high qua-
Results
lity, refined structure articles; and Absolute Fit by Tavex, which gua-
The company registered net revenue of R$ 1.097 billion in 2013.
rantees more than 50% elasticity to the jeans without the stretch
Recurring Ebitda came to a total of R$163 million. The company
losing its original shape as a result of use and over time.
continued and intensified actions aimed at reducing expenses,
ending the year with a new organizational model. The objective
Another novelty was the label Triblend Technology® by Tavex, which
was to decentralize management, speeding up decision making
uses the LYCRA® dualFX™ technology, new in South America, with
and producing excellence in managing the business and a stimu-
a versatile, comfortable and innovative material, which is resistant
lus to relationships.
to more aggressive laundry treatments and does not shrink much.
Tavex is a global reference
in the production of
premium-quality denim
54
Investments in innovation, research
and development result in the launch of fabrics
with high technology added
Recurring EBITDA (1)
(R$ millions)
Net Revenue
(R$ million)
2009
872
2009
54
2010
1,041
2010
94
2011
1,104
2011
145
2012
1,085
2012
104
2013
1,097
2013
163
Value in euros converted to reais using
the average exchage rate for the year.
ANNUAL REPORT 2013
55
56
Social and
Environmental
Responsibility
I
n the Camargo Corrêa Group, the concepts of sustainability
gularly and who are responsible for supporting the implementa-
are incorporated into the strategic planning and management
tion of corporate sustainability strategies.
of its companies, so as to ensure not just that the business
continues, but also that value is generated for all the stakeholders.
In 2012 the Group took an important step toward acting responsibly, with the establishment of the Diretrizes Amazônia (Amazon
These concepts have been applied to the business since the
Guidelines), which set out parameters for operating in that region.
1980s and achieved an important milestone in 2006, when the
main leadership of the Group’s companies, together with the
Another important stage in this journey was the launch, in 2013,
shareholders, launched the Charter of Sustainability: the Innova-
of the Agenda Água (Water Agenda), whose aim is to indicate the
tion Challenge, a document with the aspirations in relation to this
ways in which the Group’s companies will act in relation to the
question, confirming the need to innovate in terms of processes
management of this resource, under different scenarios.
and products with a view to sustainable development.
For example, over the course of 2013 InterCement implemented
Since then, other sustainability milestones have been achieved,
the Programa Atitude Azul (Blue Attitude Program), and has al-
such as the Climate Agenda, in 2009, which established nine com-
ready managed to identify the water consumption profile at all
mitments for the group’s companies in relation to the businesses’
of its production units, which will serve as a basis for action plans
carbon emissions, the creation of a governance department for this
related to consumption reduction or reutilization.
issue within the group, together with improvement mechanisms.
For its part, in 2013 Construtora Camargo Corrêa launched the
The planning process is based on an internal tool, the Sustainability
Plano Água (Water Plan), to guide the sustainable management
Radar, which includes the systematic analysis of more than 40 criti-
of this resource in all of its ventures. The aim of this initiative is to
cal issues for this topic, adjusted for each sector in which the Group’s
reduce the company’s water footprint by 20% until 2020.
companies operate. Sustainability indicators are also included in
Camargo Corrêa’s executives’ variable compensation targets.
With regard to carbon management, Construtora Camargo Corrêa reduced the greenhouse gas emissions from its operations by
One important governance instrument is the Guardians’ Forum,
9% between 2009 and 2012, and its target is to achieve a 37%
which is made up of directors from each business who meet re-
reduction by the year 2020.
ANNUAL REPORT 2013
57
Marina Cordeiro, a participant in a
handicrafts project supported by
InterCement and the Camargo Corrêa
Institute in the municipality of Apiaí,
State of São Paulo
58
INSTITUTO CAMARGO CORRÊA
Management
T
he Camargo Corrêa Institute (ICC) provides the sup-
to design the projects and the actions developed in the commu-
port needed for the group’s companies to contribute
nities and promote ICC’s vision. Comitês de Desenvolvimento Co-
to the development of the communities in which they
munitário (Community Development Committees) – CDCs - are
are located. The institute’s actions are based on the vision of pre-
also set up, and include representatives from the local authorities,
paring and compromising communities so that they can over-
the community leaders, local organizations and representatives
come their difficulties.
from the companies, creating a forum for debate on behalf of social development. In Construtora Camargo Corrêa’s construction
At present, 43 projects are under development in 72 Brazilian mu-
projects the CDCs are called GrupoTécnico de Trabalho (Technical
nicipalities, directly benefiting 12,300 people and indirectly bene-
Work Groups) - GTT.
fiting another 306 thousand. ICC’s activities are grouped into four
social programs: Ideal Childhood, Ideal School, Ideal Future and
Ideal Volunteer Program
Ideal Volunteer, all aimed at the development of the communities.
The Ideal Volunteer Program is directed at the Group’s employees
to encourage them to take part in voluntary activities. In each lo-
Starting off with the understanding that each company is respon-
cation where the group’s companies are present, Ideal Volunteer
sible for good relations with its community, the Camargo Corrêa
Actions Groups (Gaivs) are set up, consisting of between five and
Institute encourages the creation and development of internal
ten employees who are interested in playing a more active role
committees in the Group’s companies, called Comitê de Incen-
in implementing social actions. These groups develop activities,
tivo ao Voluntariado e de Interação com a Comunidade (Com-
which for the most part are in line with the projects and actions
mittee for Encouraging Voluntary Activities and for Interaction
that are already underway in the community and are included
with the Community), called Civico for short, which monitor the
in the major programs developed by the ICC – Ideal Childhood,
implementation of the social projects. The so-called Civicos help
Ideal School and Ideal Future.
ANNUAL REPORT 2013
59
Children
help with the
renovation of
a playground
at a public
school in São
Paulo during
the activities
for the Day of
Doing Good
Day of Doing Good
The Day of Doing Good encourages the employees of the Camargo Corrêa Group and its partners to take part in voluntary
activities in the communities in which they operate and to promote the voluntary work culture. This event has been held since
2009. In 2013 a total of 18 thousand volunteers participated in
Latin America, Africa and Europe, highlighting the campaign’s
expansion to include all of the units on the three continents in
which InterCement is present.
The volunteer actions were concentrated on education, childhood, social assistance, sport, leisure and the environment. A total
of 235 activities were carried out by employees, family members
and partner companies, in addition to social institutions and public sector bodies. Approximately115 thousand people were benefited by the actions that were carried out on Day of Doing Good
at all the locations where the event was held.
Activity at one of the municipal child
care centers in the municipality of Pedro
Leopoldo, State of Minas Gerais
60
Ideal Childhood Program
program trains multipliers and encourages them to become pro-
The main aspiration of the Ideal Childhood Program is the com-
tection agents of children and teenagers both at the construction
mitment to the full development of childhood. To this end, pro-
sites as well as in society.
jects are developed that focus on early childhood education,
strengthening the System of Guarantees of Children’s and Teena-
During the first stage, the objective is to find out how the mu-
gers’ Rights, and humanizing the attendance provided to preg-
nicipality is dealing with the issue of sexual violence. To this end,
nant women and new-born children, among others.
meetings are held with the public sector bodies – the Departments of Education, Health, Social Assistance, City Hall and the
The Great Works for Childhood Project, which is an initiative that
Departments for Child Care and the Protection of Children’s and
was set up by Construtora Camargo Corrêa, the Camargo Corrêa
Teenagers’ Rights. In addition to obtaining a diagnosis of the si-
Institute and the organization Childhood Brasil, was conceived for
tuation, this is also the stage when an attempt is made to identify
the purpose of combating sexual violence against children and
the entities that will be involved in the projects. The demands of
teenagers in regions that are affected by the arrival of major in-
the municipalities have focused on four lines of work: the training
vestments in infrastructure.
of counselors for child care and the protection of children’s and
teenagers’ rights; the reinforcement of the protection networks;
In 2013, the Great Works for Childhood Project was present in 15
the training of professionals from the health and education areas,
Brazilian municipalities, with 21 projects aimed at combating the
and communication to increase awareness in the community and
sexual exploitation of children and teenagers. Traditionally, the
provide it with information.
Participants in the Rede
Ciranda project, for humanized
attendance to pregnant
women, in the municipality of
Apiaí, State of São Paulo
ANNUAL REPORT 2013
61
Ideal Future Program
The Onda Empreendedora (Entrepreneurial Wave) project is one
This program promotes entrepreneurship and work and income
example. It arose out of the synergy between the BNDES, the Ca-
generation, with special attention being given to the inclusion of
margo Corrêa Institute and Construtora Camargo Corrêa. It started
young people in the job market.
off with the mapping of 35 productive groups in the sports, culture,
textile and educational areas in the Pirambu and Barra do Ceará
The partnership between the Camargo Corrêa Institute and the
neighborhoods, in the city of Fortaleza, State of Ceará. In these lo-
National Bank for Economic and Social Development – BNDES
cations, Construtora Camargo Corrêa took part in executing the Vila
– fort his program made it possible to develop 16 work and in-
do Mar project, which redeveloped Pirambu’s sea front area.
come generation projects. First initiated in 2011, this partnership
will invest a total of R$ 50 million over the course of a five-year
The dialogue with community leaders led to the selection of a
period – with half of this sum coming from the BNDES and the
group of surfers for the purpose of setting up a community income
other half from the ICC, as consideration. The aim is to expand the
generation project. The action led to 21 small surfboard manufac-
operations of the Ideal Future Program, which was present in 24
turers coming together to form the Cooperativa de Produção para
municipalities at the end of 2013.
Serviços de Surf (Surf Services Production Cooperative) - Coopersurf.
Redevelopment work on the Vila do Mar
project, in the city of Fortaleza, State of Ceará,
which is where the Onda Empreendedora
(Entrepreneurial Wave) project was developed
62
Members of the Baobá group, from the municipality of Ipojuca, State of Pernambuco,
who are taking part in the Consórcio das Artes (Arts Consortium) Project
The Pirambu Surf Board Manufacturing Park was inaugurated
on the site was demolished and the construction company was
in 2013. With an investment of R$ 850 thousand it has modern
responsible for cleaning the site, laying the foundations, the
machinery for the shapers (manufacturers and designers of surf
brick-laying and installation of the metallic structure for the roof.
boards), a point of sale and a room for courses.
The cooperation between the various parties ensured that Natividade’s embroiderers could dream of new challenges and new
Cooperativa Bordados Natividade
(Natividade Embroiderers Cooperative)
achievements.
Another example was the inauguration of the Cooperativa Borda-
Ideal School Program
dos Natividade (Natividade Embroiderers Cooperative). Part of the
Improving the quality of education in the state elementary
Ideal Future Program, this project was developed in the munici-
schools is the aim of this program. In order to achieve this, pro-
pality of Natividade, State of Rio de Janeiro, where construction
jects are undertaken that focus on improving school adminis-
work is taking place on the Minas-Rio Ore Pipeline, which is being
tration, renovation of installations and continuous training. The
carried out by Construtora Camargo Corrêa.
continuous training projects emphasize encouragement of reading and writing, learning mathematics, the inclusion of disabled
With funds from BNDES and Camargo Corrêa Institute, the house
students, correction of student flow, involvement of parents and
was built on a plot of land provided by the city hall and given
the community in the school’s life and improvements to the
to the group of embroiderers. The old shed that used to stand
physical network.
ANNUAL REPORT 2013
63
CAMARGO CORRÊA S.A.
Board of Directors
Chairman
Vitor Hallack
Vice-Presidents
A.C. Reuter
Carlos Pires Oliveira Dias
Luiz Roberto Ortiz Nascimento
Managing Director
Marcio Garcia de Souza
Officers
Adalgiso Fragoso de Faria
Arthur Sanchez Badin
Carla Duprat
Décio de Sampaio Amaral
Fernando Dias Gomes
Francisco Caprino Neto
Marcello Antonio D’Angelo
Roberto Navarro Evangelista
Construções e Comércio
Chief Executive Officer
Dalton dos Santos Avancini
Vice-Presidents
André Clark Juliano
Carlos Roberto Ogeda Rodrigues
Eduardo Hermelino Leite
Marcelo Sturlini Bisordi
Raggi Badra Neto
Officers
Adherbal da Costa Moreira Neto
Emílio Eugênio Auler
Eduardo Maghidman
Enes Vilwela
Francisco Borin Graziano
Jorge Arnaldo Curi Yazbek
Leonardas Mykolas Mitrulis
Luiz Carlos Martins
Mauro Grecco
Paulo Augusto Santos da Silva
Roberto Carlos Deutsch
Silvério TotaroGabin
Africa Officer
Marco Antonio de Araújo Costa
Latin America Officer
Tharcizio Calderaro Pinto Junior
64
Corporate Information
InterCement
Participações S.A.
Camargo Corrêa Investimentos
em Infraestrutura S.A.
President
José Édison Barros Franco
Francisco Caprino Neto
Cimentos de Portugal
SGPS, S.A.
Ricardo Fonseca de Mendonça Lima
Officer
Marcelo Pires Oliveira Dias
CPFL Energia S.A.
Corporate Vice-Presidents
André Gama Schaeffer
Claudio Borin Guedes Palaia
Jorge Martinez
Nelson Tambelini Júnior
CCR S.A.
Corporate Officers
Gueber Lopes
Luiz Augusto Klecz
Marco Antonio Zangari
SAO PARKING
Vice-President of African Operations
Ricardo Barbosa
Brazil Managing Director
Cleber Acurcio Machado
Managing Director
Urandy Antonio Maschio
Officer
Altair Moreira de Souza Filho
Argentina and Paraguay Managing Director
Osvaldo Jorge Schutz
Portugal and Cape Verde Managing Director
Luis Fernandes
ANNUAL REPORT 2013
65
Camargo Corrêa Naval
Participações Ltda.
Alpargatas S.A.
Décio de Sampaio Amaral
Márcio Luiz Simões Utsch
Officer
Orlando José Ferreira Neto
Officers
Adalberto Fernandes Granjo
Ana Márcia Lopes
Carla Schmitzberger
Edson Rubião Gonzales
Fábio Leite de Souza
Fernando Beer
José Roberto Lettiere
Marcelo Turri
Rogerio Bastos Shimizu
Estaleiro Atlântico Sul S.A.
Alpargatas SAIC
Argentina
Managing Director
Cristino Javier Goñi
66
Tavex Corporation
Camargo Corrêa Desenvolvimento
Imobiliário S.A. – CCDI
Corporate Managing Director
Rodrigo Cardoso Barbosa
Managing Director
Celso Ferreira de Oliveira
Managing Directors
Gilberto Mestriner Stocche
José Luís Zabaleta
Mauro Santos Preti
Officers
Ian Masini Monteiro de Andrade
Gustavo Pellicciari de Andrade
Luiz Augusto Iervolino Pereira
HM Engenharia
e Construções Ltda.
Managing Director
Henrique Ernesto de O. Bianco
Officers
Marcos Antonio Feliciani
Mauro Rocha Bastazin
Sylvia Bianco de Azevedo
ANNUAL REPORT 2013
67
Shared Solutions Center – CSC
Camargo Corrêa Institute
Managing Director
Roberto Eiidi Uemoto Filho
President
Vitor Hallack
Officer
Ricardo Gomes de Castro
Managing Director
Francisco de Assis Oliveira Azevedo
Arrossensal Agropecuária
e Industrial S.A.
Alpargatas Institute
Managing Director
Luiz Antonio Felippe
President
Márcio Luiz Simões Utsch
Officer
Laércio Donizete Trentino
Managing Director
José Berivaldo Torres Araujo
Morro Vermelho Táxi Aéreo Ltda.
MVTA
Fundación Loma Negra
Officers
Miguel Seabra da Cruz Hulse Schmidt
Luciano Mestrich Motta
Olga Stankevicius Colpo
68
President
Osvaldo Jorge Schutz
Workers at the construction
sites of the Belo Monte
Hydroelectric Power Plant,
in the municipality of
Altamira, State of Pará
ANNUAL REPORT 2013
69
ANNUAL REPORT
Credits
Communications Director
Marcello D´Angelo
External Communications Manager
Mauricio Esposito
Support
Cintia Vasconcelos
Wording
Editora Contadino
Design and Programming
Digitale.XY2
Photos
CPFL Collection
Adriano Alves Nakamura
Gabriel Andrade
Nello Aun
Paulo Vitale
RM Medeiros
Wendell Marques
CONTACT REGARDING THE ANNUAL REPORT
Communication Department
comunicacao.corporativa@camargocorrea.com.br
70
3ª CAPA
Av. Brig. Faria Lima, 3.600 · 12º andar
04538-132 · São Paulo / SP · Brasil
camargocorrea.com.br

ANNUAL REPORT - Camargo Corrêa

Transcription

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