#165 vol. XL MARCH/APRIL 2013English Edition

SYNERGYWhen one plus one is more than two

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> The book Governor Luis de Albuquerque de Melo Pereira e Cáceres’s Grand Tour of Lisbon, Rio, Goiás, Mato Grosso and the Amazon, 1771-1791 is the winner of the 2012 edition of the Odebrecht Historical Research/Clarival do Prado Valladares Prize.

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> Oil committee discusses the market for that commodity and projects the future of that sector for the Group.

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Video Reports Blog

>Photographer Zé Paiva tells how he reached Morro do Fumo, one of the most stunning landscapes in southern Tocantins, Brazil.

>Castro Alves Theater: an organic and structural complex that is an icon of modernity for Brazil’s dramatic arts.

>The Mayor of Rio de Janeiro, Eduardo Paes, discusses his city’s preparations for the 2016 Olympics.

www.odebrechtonlinew.com.br >Online edition of Odebrecht Informa.>Reports, features, videos and photos.

>Odebrecht’s Agribusiness Excellence Program raises members’ awareness of the importance of working synergistically, and bolsters relations between leaders and team members.

>Benchmarks in the road and real estate sectors, the Rota dos Coqueiros road concession and the Reserva do Paiva complex help create a new vector for development in Pernambuco.

>Savvy Project interviews Alejandro Cruz Mendoza, or “Mestre Cruz,” the Structural Steel Supervisor on the Chaglla Hydroelectric Plant construction project in Huánuco, Peru.

>Olympic project generates USD 11 billion in business from synergy among Group companies and produces an architectural legacy for Rio de Janeiro.

>TrUST in THE CommUniTY

SoCial oUTrEaCH programS booST SUSTainablE dEvElopmEnT and HElp gEnEraTE inComE in gUinEa

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#165Venezuela: skills that converge to help the country grow

Hydropower projects attest to the power of sharing experiences

The creation of Odebrecht Properties reflects the Group’s organic growth

The Group now meets its project engineering requirements through an in-house structure

Integrated operation broadens scope of a strategic objective for Petrobras

The historic, cross-cutting case of the Aquapolo Project

Communication: young netizens help a concession company improve its services

Joint effort gives rise to the first fully planned neighborhood in Pernambuco, Brazil

Engineering & Construction projects are using more and more plastic

Argument: Euzenando Azevedo discusses converging objectives and practices

Equipping people to work in the agribusiness sector in Angola

In Malanje Province, families come together to preserve the environment

Communities learn to operate wells and consume water sustainably

The challenge of ensuring unity among five productive hubs in four Brazilian states

Community: in Argentina, programs based on the desire for mutual understanding

Corinthians Arena: a project that has become an icon of team spirit

Cover: Odebrecht Agroindustrial members. Photo by Geraldo Pestalozzi.

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See how creativity and cohesion are transforming Rio de Janeiro

Flavio Faria: unity is key to learning important lessons

Folks: the daily lives of Marie Bendelac, Marcos Tepedino and Cinthia Blassioli

A grand combination of talents and principles is changing the Southern Bahia Lowlands

Savvy: “Mestre Cruz” and the qualities that a (true) leader requires

The map shows the countries and Brazilian states (in beige) where the projects and programs described in this issue of Odebrecht Informa are located, and where the people who feature in these stories live and work

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EDITORIAL

Boostingbenefits

e need to complement, contribute and strengthen each other to meet the expectations of those who have en-trusted us with realizing their dreams in an integrated and qualified way.

To do so, we must to know each other and share our daily chal-lenges and learnings. That way, we will be more and more in sync and consolidate that cohesion.

In short, it is key for unity to make the difference. To leverage ex-pertise. To boost development. To signify growth, both individual and collective.

That’s synergy. In an entrepreneurial organization like Odebrecht, it can be everything, because it can mean people making the most of their creative and transformative potential with a level of motivation that exceeds their highest expectations. Because it can mean achiev-ing client satisfaction in a way they may never have imagined.

In 2012, synergistic business operations accounted for 6% of the Odebrecht Group’s earnings and 38% of all its investments.

In the pages of this issue of Odebrecht Informa, you will find in-spiring stories of the joint efforts of the organization’s companies and teams working in the same venture or environment. You will see how complementary skills can make previously unattainable goals become the purest, most concrete reality. You will attest to how special it is to strive to ensure that the star of all the company’s initiatives – the cli-ent – is serviced with the same high standards and quality to meet all their needs.

From the harmony among the teams in the units of Odebrecht Agro-industrial (Agroindustry) to the integrated operations of several com-panies in Venezuela; from the exchange of experiences and knowledge among the professionals involved in hydropower projects in Brazil and Peru to the strong interaction between communities and projects in Angola, in the following pages you will have a chance to better un-derstand why Odebrecht members take great pleasure and express conviction when saying that they work for a Group, “with the Group.” They know that they spend their daily lives in a broad, multifaceted and complex whole that is connected by a single culture and focused on getting the best possible results.

Synergy. This is the spirit of an organization that sees cooperative interaction as the ideal path to balance, productivity, and surpassing the high levels of performance it sets for itself.

Good reading.

“Synergy. This is the spirit of an

organization that sees cooperative

interaction as the ideal path

to balance, productivity, and

surpassing the high levels of

performance it sets for itself”

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EXPERTISEblendingVenezuela is the setting of an iconic case of cross-cutting operations among Odebrecht Group companies written by Eléa almEida photos by Andrés Manner 8Caracas Metro: symbol of the maturity and consolidation of Odebrecht Venezuela

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n the early 2000s, the Venezuelan govern-

ment set itself the challenge of accelerat-

ing the development of the nation’s petro-

chemical industry. Until then, Odebrecht

Venezuela, an Engineering & Construction

service provider led by Euzenando Azevedo, was

the only Group company in Venezuela. At that

point, Euzenando saw an opportunity to diversify

the organization’s presence in that country. The

next step was to try to establish closer relations

between Braskem and Pequiven, the Venezuelan

state-owned company that produces and sells

petrochemical products.

Euzenando’s feeling resulted in the begin-

ning of a productive relationship between the

Odebrecht Chemical & Petrochemical company

and Pequiven, which in 2007 contracted out the

construction of a major petrochemical complex,

essential to developing the sector in Venezuela.

This project required a joint effort from Odebrecht

Venezuela, Braskem and Odebrecht Engenharia

Industrial (Industrial Engineering). In January of

that year, Braskem sent a team of seven people,

led by its Managing Director for South America,

Sergio Thiesen, to carry out the binational pet-

rochemical project. Currently, Braskem and

Pequiven are revising the project design to in-

clude a more appropriate solution for the supply

of raw materials.

According to Euzenando, the knowhow and

confidence that Odebrecht Venezuela had built

up since 1992, the year of its initial operations in

that country, helped garner new business for the

Group’s other sectors of activity. Once an oppor-

tunity had been identified, the Group’s cross-cut-

ting operations in Venezuela facilitated relations

with the client, the handling of business matters

and risk mitigation.

“Odebrecht Venezuela’s relationships and per-

formance on projects helped it gain the client’s

trust. And since we had identified opportunities

in advance, they quickly came to fruition,” says

Francisco Penteado, Odebrecht Engenharia In-

dustrial’s Managing Director for Central America

and the Caribbean.

José Cláudio Daltro, the officer Responsible

for People, Organization and Finance at

Odebrecht Venezuela, underscores one of the key

elements of the synergistic action of the Group

companies present in that country: the perma-

nent alignment of the people responsible for

businesses and the person who handles politi-

cal-strategic relations (in the case of Venezuela,

Euzenando Azevedo). “That goes for all kinds of

issues,” notes José Cláudio. “From financial, tax

and trade union matters to the education of peo-

ple, corporate communication, health, workplace

safety and sustainability.”

Ethanol plants and oilfieldsOne of the achievements of Odebrecht Engen-

haria Industrial was the Sugarcane Byproducts

Agroindustrial Complex (CADCAs) Project, which

calls for the deployment of four ethanol plants in

the states of Barinas, Cojedes, Portuguesa and

Trujillo to boost the bioenergy sector in Venezuela.

Project Director Fábio Melo says that the spirit of

synergy, which helped realize this opportunity, is

present from day to day on this project. “The mem-

bers feel part of a single whole,” he emphasizes.

In 2008, Odebrecht Oil & Gas arrived to explore

mature oil fields through an alliance with state-

owned oil company Petróleos de Venezuela S.A.

(PDVSA), after Odebrecht Venezuela had identi-

fied the opportunity and brought the two partners

together. The first step was the Tilaba Project,

which enabled the company to win its client’s

trust. “Our arrival was a strategic decision by the

organization to strengthen the relationship with

Venezuela in the oil sector,” says Hélcio Colodete,

Odebrecht Oil & Gas’s Managing Director for Spe-

cialized Services for Oil Wells.

As a result, in 2009, the company began the

Tierra Oeste Project to explore mature oil fields,

which provided another example of interaction.

The success of that project led to the creation of

the Petrourdaneta joint venture, a partnership

between Odebrecht (40%) and PDVSA (60%). This

company is responsible for operating the fields,

which will produce 100 million barrels in 25 years.

It is up to Odebrecht to contribute technical and

operational expertise and participate in business

management. Odebrecht Venezuela has invested

USD 50 million in this project to participate in a

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business that involves 40 million barrels of oil re-

serves, changing its status from service provider to

investor and laying the foundations for a relation-

ship of over 25 years with Venezuela.

According to Colodete, Tierra Oeste has opened

the door to an opportunity to negotiate oil sales

with the client. Additionally, the project is an im-

portant platform for developing the Specialized Oil

Well Services markets of Brazil, Mexico and Argen-

tina, multiplying examples of synergy and cross-

cutting interaction.

Support for new arrivalsOdebrecht Venezuela does more than provide

support for Braskem, Odebrecht Engenharia In-

dustrial and Odebrecht Oil & Gas. It also plays that

role for people. When expat company members ar-

rive in the country, it helps them adapt to their new

surroundings and provides the structure needed to

help them get settled in. This collaboration, in turn,

is reciprocated by the companies as they grow and

establish themselves in Venezuela, based on the

idea that synergistic action is essential to improv-

ing performance.

Braskem, for example, signed a contract to

purchase Venezuelan naphtha in 2010. The agree-

ment includes an instrument that allows the re-

sources generated through the transaction to be

used to fund the Venezuelan Government’s com-

mitments to engineering and construction proj-

“We are promoters of development” Euzenando Azevedo

CADCAs Project: an Odebrecht Engenharia Industrial venture that will enable the deployment of four ethanol plants in four states

11informa

Francisco Penteado stresses that this perfor-

mance in different sectors, fostered by the pres-

ence of several Odebrecht companies and their

cross-cutting operations, enables the Group to de-

liver integrated solutions to its clients. “This sets

our operations apart and generates very positive

results,” he says.

Relationships with communitiesThe Group’s diversification in Venezuela is con-

solidating the solid base on which it has built its

relations with the communities in the vicinity of its

projects. One of the ventures that symbolize its so-

cial contribution is the Filas de Mariche Metroca-

ble, a cable car system that can carry about 6,000

people per hour on two circuits (express and local).

The system connects the Mariche community, an

area with few public transportation options, with

Line 1 of the Caracas Metro at Palo Verde Station.

It also helps integrate Mariche residents with the

urban center of Caracas.

Likewise, the Bolivarian Cable-Train project is

helping integrate the approximately 400,000 resi-

dents of the Petare community, one of Caracas’s

poorest and most populous districts, into the rest

of the city. The project has helped revitalize the

surrounding area. Driven by cables, the elevated

train will run through the community and connect

8,000 passengers per hour with two Metro lines:

Line 1 and the future Line 5, which is still under

construction.

Euzenando Azevedo observes: “This commit-

ment to the public has been present since Ode-

brecht’s arrival in Venezuela, and the arrival of

other Group companies has strengthened it. We

are promoters of development.” He adds: “Our

synergy is a contribution, to the extent that each

company, each in its own area, generates and

moves wealth in the regions in the vicinity of its

projects. That way, the communities are starting to

appreciate our presence, and want and ask us stay

in the country, which will fulfill our ultimate goal of

achieving perpetuity in Venezuela.”

ects built by the company that Euzenando Aze-

vedo leads.

“This is a perfect example of cross-cutting op-

erations and synergy. The companies work in sync.

Braskem’s contract for the supply of naphtha meets

its need for the feedstock and serves as an instru-

ment to guarantee part of Odebrecht Venezuela’s re-

ceivables,” explains Sérgio Thiesen, Braskem’s Manag-

ing Director for South America.

César Guerra, Braskem’s Project Director in Ven-

ezuela, says that the “Naphtha Fund,” as it became

known, became operational in May 2011. Another re-

sult of its relationship of trust with the client was that

Braskem has become Venezuela’s preferred supplier

of polyethylene and polypropylene.

KNOW-HOW THAT

gets aroundwritten by Cláudio lovato Filho photos by GuilhErmE aFonso

12

nelisa Cantieri and Thaysa Leite

weren’t worried about excess bag-

gage. That’s good, because in this

case, more is better. We’re not

talking about luggage, electronic

equipment or items for home decor. The subject

is knowledge. More than that: knowledge sharing.

A former member of the Environment team of

the Santo Antônio joint venture contractor (CCSA),

which is responsible for building the dam of the

same name on the Madeira River in the northern

Brazilian state of Rondônia, Anelisa is currently

working in Peru as Environmental Affairs Coor-

Agets aroundThe exchange of experiences in the field of sustainability is a highlight of the synergistic relationship between hydropower projects

13informa

Model project: The Santo Antônio Dam produced experiences that inspired programs on other projects in the energy sector

14 informa

dinator for the construction of another hydro in

which Odebrecht Energia is an investor: Chaglla in

Huánuco, 540 km from Lima. Between Santo An-

tônio and Chaglla, she was in Teles Pires, on the

border of the Brazilian states of Mato Grosso and

Pará, a project that is also a target of investment

for Odebrecht Energia.

Under the leadership of experienced manager

Nelson da Costa Alves, at Santo Antônio Anelisa

actively participated in the design and implemen-

tation of environmental sustainability initiatives

that have become benchmarks for Odebrecht

projects in Brazil and other countries. When she

transferred to Teles Pires and later Chaglla, she

took along the memory of a number of solutions

that were successfully implemented in Rondônia.

Anelisa’s successor on the Teles Pires project

was Thaysa Friaça Leite, who is Responsible for the

Integrated Health, Safety and Environment Man-

agement System. Thaysa started out as a Young

Partner on the project in Porto Velho and was most

recently promoted to Responsible for the Environ-

ment. She and Anelisa are disseminating knowl-

edge and ensuring that experiences that were born

and proved successful in a model project for the

Odebrecht Group inspire and ensure solutions on

other projects, which often face similar challenges.

“As a great leader of mine, Nelson da Costa

Alves, once said: ‘We no longer need to invent the

wheel. It already exists. Dealing with the same

problems over and over does not make sense if

we know the right thing to do, and that it is proven

successful,” says Anelisa. She adds: “We have to

learn to use, replicate and adapt projects on differ-

ent ventures, putting into practice the concepts of

‘knowledge through work’ and ‘lessons learned.’”

TangibleandintangibleresultsThe challenges faced and overcome at Santo

Antônio have enabled the development of a new

work method in the area of sustainability through

the implementation of the Integrated Manage-

ment System. “The confidence that teams from

other programs, such as Production and Engi-

neering, have placed in our performance ensures

the synergy needed to carry out the environmental

treatment initiatives at Santo Antônio,” Anelisa

observes.

An example of an initiative designed, tested

and implemented at Santo Antônio and replicated

at Teles Pires and Chaglla is the deployment of

a central waste management unit with an incin-

erator, composting area, stabilization pond and

ecological water treatment plant (which uses an

organic reagent and treats the sludge utilized

Anelisa Cantieri and the Chaglla Hydro: “We have to learn to use, replicate and adapt”

15informa

to reclaim degraded areas). Another highlight is

grooming Sustainability professionals with the

same technical and conceptual standards, which

facilitates the exchange of experiences.

Fernando Resende, Engineering Director at

Odebrecht Energia Peru, agrees that the harmony

and unity among teams from different programs

highlighted by Anelisa have been a key factor be-

hind important achievements at Chaglla. “At the

end of 2012, the project was submitted to the UN

to be classified as a CDM [Clean Development

Mechanism] and subsequently obtain a Carbon

Credit Certificate,” he explains. “We have also

been able to share with Peru’s academic com-

munity an entire range of scientific knowledge of

flora and fauna developed by programs we carried

out at the jobsite and the surrounding area.”

A Group member since 1988, Fernando start-

ed out by working on the Capanda Hydroelectric

Plant in Angola, and has a special appreciation for

the idea of sharing information and experiences.

“Taking part in that process is very rewarding,”

he says. Fernando has helped build nine dams as

an Odebrecht member, including Santo Antônio,

where he worked for three and half years.

For Fernando, Anelisa, Thaysa and many other

Odebrecht members, the Santo Antônio dam be-

ing built in Porto Velho was and still is a learning

experience. Thaysa stresses that another essen-

tial lesson she learned at Santo Antônio, and she

is capably applying in Teles Pires, concerns de-

ploying water recycling systems during construc-

tion of the plant in Rondônia and their positive

impacts.

“The waters of the Teles Pires River are a major

socioeconomic driving force because the liveli-

hoods of fishermen and their families depend on

it. It is also very important for sport fishing, which

has increasingly global reverberations. I’ve tried to

share my experience at Santo Antônio of measures

that avoid environmental impacts, such as waste-

water recycling.” Thaysa underscores one of the

most important lessons she learned at Santo An-

tônio - and in life: “The best way to combat a nega-

tive impact and its consequences is not to control

it, but prevent it.”

16 informa

Synergy between companies and projects

Odebrecht Energia Sustainability Director Ga-

briel Azevedo is enthusiastic about the synergis-

tic relationship between the company’s projects.

“Everything that is generated in this context stays

in the organization,” he emphasizes. Based in

Brasília, Gabriel visits pays frequent and regular

visits to construction sites. “For our clients, it also

brings natural advantages,” he observes, under-

scoring the water treatment solutions developed

at Santo Antônio that were later replicated on the

Teles Pires and Chaglla projects.

A strong advocate of knowledge sharing

among projects, Gabriel also knows that har-

mony among the companies involved in the same

venture is essential. “The better we are in this

regard, the more we will boost the gains for our

client,” he says.

Délio Galvão, the Project Director for the Santo

Antônio hydroelectric plant project and an Ode-

brecht member since 1977, is one of the key play-

ers in this constant search for understanding

within the Sustainability area and throughout the

organization. As the leader of CCSA, Odebrecht

Infraestrutura is conducting and orchestrating

an entrepreneurial venture that also includes An-

drade Gutierrez and Gicom (a consortium formed

by Alstom, Voith Siemens, Andritz, Areva, Siemens

and Bardella). “Santo Antônio is a massive project

that involves several actors, for whom it is essen-

tial to establish a relationship of complete syn-

ergy,” he says.

A member of the Odebrecht Group since 1977,

Délio has helped build several iconic hydropower

projects, including Itá, on the border of Santa

Catarina and Rio Grande do Sul, where he was

Project Director in the 1990s. “Odebrecht’s col-

lective knowledge of the hydropower sector is

vast,” he argues. “We are prepared to participate

in all stages of a project, from early feasibility

studies to playing the role of investors and op-

erators.” This expertise, says Délio, is one of the

decisive factors that have made Santo Antônio a

benchmark, school and nursery for budding tal-

ents like Anelisa and Thaysa – a project capable

of teaching other lessons that could prove to be

invaluable.

Thaysa Leite: focus on relations with riverside communities

THE CONSTRUCTION OF

a conceptOdebrecht Properties arrives on the scene to design and deploy investments and manage real estate assetswritten by daélCio dE FrEitas photos by holanda CavalCanti

17André Amaro (third from left) with officers Responsible for Support: from left, Daélcio Freitas (Communication), Susan Barrio (Legal Affairs), Cristiane Giansante (People), Adriana Meirelles (Finance) and Marcos Lima (Planning)

18 informa

hen we talk about infrastruc-

ture - in the case of Brazil, more

precisely the lack of it – com-

mon sense points to the need

for investments in roads, ports

and airports. Little is said, however, about the in-

frastructure represented by inadequate or outdated

public and private real estate assets, which can also

significantly impact the productivity of the people

who work in and use such facilities.

Nowadays, it is generally understood that facili-

ties must be designed for their intended activities.

In other words, this means that people gathered to-

gether in a suitable and accessible environment can

produce and serve better, regardless of their activity.

No wonder that the design and operations of public

and private offices, schools and sports arenas in the

developed world are “tailored” for their audiences.

It is in this context that the Odebrecht Group de-

cided to organize a business focused on this area in

2012 through the creation of Odebrecht Properties

(OP), and delegate it to the Entrepreneurial Leader

(CEO) André Amaro, who has worked at Constru-

tora Norberto Odebrecht (CNO), Braskem and Ode-

brecht S.A.

According to André Amaro, this new company is

a good example of the organization’s diversifica-

tion and organic growth, since the performance of

OP’s business crosses the borders of the Odebrecht

Realizações Imobiliárias (Infrastructure and Real

Estate Development) and Odebrecht Infraestrutura

(Infrastructure), companies that develop, build and

deliver the projects to clients.

“Growing through opportunities and people is in

the Group’s DNA,” says André Amaro. “And Ode-

brecht knows how to harness this dynamic, which

facilitates the entrepreneurship of a new Business.”

Managing real estate assetsOP’s business is identifying and developing proj-

ects, and mobilizing the capital investments re-

quired to later on take over the management of real

estate assets, whatever their purpose, and provide

additional services to the users of those assets.

To do so, the company is structured to operate in

areas divided into Managing Directorates: Properties

- Brazil, Public Partnerships, and Entertainment.

The Properties – Brazil area aims to serve dif-

ferent types of clients who require corporate and

industrial buildings and logistics, and is delegated

to the Managing Director (DS) Carla Barretto, an ex-

ecutive who has worked at Braskem, Odebrecht S.A.

and CNO. Her focus in 2013 will be on the organiza-

tion’s assets.

The DS for Public Partnerships, Geraldo Villin

Prado, who has 32 years’ experience with the Group,

is Responsible for investing in and operating admin-

istrative centers, schools, hospitals and other real

estate assets used by the public sector.

Multipurpose arenas and other buildings used

for sports, cultural and leisure activities are un-

der the responsibility of the DS for Entertainment,

Dênio Cidreira, who has worked at Braskem, CNO

and Cetrel.

Synergy and portfolioThe Pernambuco and Fonte Nova arenas, built

by Odebrecht Infraestrutura for the 2014 FIFA World

Cup, fall into the Entertainment area. Scheduled

to open in the first half of this year, these assets,

like the Corinthians and Maracanã arenas, are a

milestone in Odebrecht’s history of taking on major

challenges for the benefit of the country.

“It is up to OP to take on the challenge of operat-

ing the arenas in our portfolio in the best possible

way, so that, in the medium term, they will become

an entertainment benchmark in Brazil,” says Dênio

Cidreira.

The São Paulo Odebrecht Building, an Odebrecht

Realizações Imobiliárias venture that will house the

Group’s businesses in São Paulo City (now installed

in the Eldorado and Villa Lobos buildings), and Ode-

brecht’s headquarters building in Bahia, are the

main assets of Properties – Brazil.

The company’s Public Partnerships assets in-

clude ventures in Rio de Janeiro, such as Olympic

Park and Porto Maravilha, the urban renewal proj-

ect underway in the city’s docklands, which also

fall into the context of the World Cup and the Rio

Olympics.

Inova BH, in Minas Gerais, and Centrad (the

concession company building the Federal District

Administrative Center), in Brasília, are further ex-

amples of projects undertaken through Public Pri-

W

19informa

vate Partnerships (PPPs). Inova BH will invest in

and operate 37 public schools for the City of Belo

Horizonte, while Centrad is constructing a is a

16-building complex designed to house the entire

administration of the Federal District Government,

as well as a convention center and shopping mall.

“These are infrastructure projects that enable

government officials to be more productive when

performing the duties of serving the public and

providing basic services like health and education,

since we are responsible for all the additional ser-

vices for these ventures,” says Geraldo Villin.

Carla Barretto adds that, in all projects in all

areas, the Group’s entrepreneurs face the chal-

lenge of thinking about the development of the

environment through structured community out-

reach programs. “Our challenge as entrepreneurs

transcends the boundaries of real estate assets.

Where appropriate, we will be agents of develop-

ment and revitalization for the surrounding prop-

erties in order to maximize the long-term value of

those assets,” she argues.

In addition to the assets that are currently

part of OP’s portfolio, the number of company

members confirms André Amaro’s analysis with

regard to organic growth and people develop-

ment. Seventy-five percent of the approximately

200 members of Odebrecht Properties come from

other Group companies.

Dênio Cidreira, center, with Marcos Lessa, left, and FrankAlcântara, the officers Responsible for operations, respectively, at the Pernambuco Arena and Fonte Nova Arena (in a photo montage with the Fonte Nova Arena in the background): Odebrecht Properties will operate these facilities to make them a benchmark for entertainment in Brazil

20 informa

TALENT AND EXPERIENCE

in the house

20

reating a Project Engineering company to

meet the needs of Odebrecht businesses

and contracts was a long-held dream for

the organization’s leaders. Last July, that

dream came true. Odebrecht Engenharia

de Projetos (OEP) began operations that month with

more than 160 experts from different fields, such as

mechanical, electrical, and civil engineering, instru-

mentation, processes, materials and pipes.

Previously, Odebrecht had outsourced engineering

services whenever a new project required them. The

Group’s partnerships with outside firms will continue

to exist, but the goal is for OEP to take up part of this

space and strengthen the Group’s in-house engineer-

ing expertise.

“Our goal is to play the role in Odebrecht’s busi-

nesses of providing integrated solutions for projects in

Brazil and other countries,” says Engineering Director

José Mariano. The formula includes the various stages

of a project, the preparation of conceptual and basic en-

gineering designs, and providing support for pre-oper-

ation, resulting in more agility and better management.

Based on market data, José Mariano explains that

the cost of engineering for an EPC (Engineering, Pro-

curement and Construction) project, a global trend in

major projects, ranges from 5% to 10% of the total.

However, he observes, less than meticulous engineer-

ing can compromise an entire project and lead to major

losses. “Ensuring the proper management of all three

stages of an EPC gives us the agility and security we

need to overcome challenges,” he observes.

Linked to the structure of Odebrecht Engenharia In-

dustrial, OEP’s team includes about one hundred en-

gineers and 50 technicians recruited from within the

C

Zinji Kubata: knowledge and experience at the service of OEP

Odebrecht Engenharia de Projetos is made up of experts in various fields representing three generations

written by thErEza martins photos by Ed viGGiani

21informa

organization and the job market. The team members’

average experience is 30 years.

“We also have an IT area equipped with integrated

systems that can handle a large number of projects si-

multaneously, as well as the need for data security,”

says Raphael Couto, from the People & Organization

area. “All the knowledge and information generated

from the projects OEP develops is now stored and made

available within the organization,” he emphasizes.

OEP’s first project is the Araçatuba and Anhembi ter-

minals in São Paulo for Logum Logística S.A., the joint

venture responsible for the construction and operation

of a multimodal logistics system for road and waterway

transportation of ethanol in the Southeast and Midwest

of Brazil. The joint venture is formed by six companies

from the engineering, energy and transport sectors.

Odebrecht TransPort holds a 20% stake.

Three generations of expertsThere are three generations of professionals at

OEP’s headquarters in São Paulo, ranging from in-

terns to people who have been working in the field

for decades, such as designer Zinji Kubata, 78, who,

although officially retired, has never stopped work-

ing. “During all my years of experience at companies

and engineering firms, I have worked with most of

the team that comprises OEP today,” he says.

Another example is Antonio Carlos Morselli,

69, who has spent 45 years working as a techni-

cian at industrial plants. Invited to join the team in

January, he recalls that the team building process

included an introduction to the Odebrecht Entre-

preneurial Technology (TEO). “I identify with that

culture, especially with how it values team mem-

bers and clients.”

22 informa

PRODUCTIVEdialogue

22

A group of companies including Odebrecht Oil & Gas and EEP joins forces to build and operate Petrobras rigs in Maragojipe, Bahia. “We are completely changing

written by luCiana lana photos by mário Grisolli

n three years, the Estaleiro Enseada do Paraguaçu

(EEP) shipyard will deliver its first unit designed for

ultra-deep water drilling in the pre-salt region. It

could be the first drill rig made in Brazil for oil ex-

ploration - a milestone for the country’s shipbuild-

ing and oil and gas industries. The construction and sub-

sequent operation of this and five other drill rigs that will

be built at the EEP shipyard by 2020 represents the joint

efforts of a number of businesses and professionals, each

making a strategic contribution according to its expertise.

Four of the six drill rigs were ordered from the ship-

yard through a Special Purpose Entity (SPE) formed by

Sete Brasil and Odebrecht Oil & Gas. The USD 3.2 bil-

lion contract is managed by a Project Management Team

(PMT) made up of Odebrecht Oil & Gas and Petrobras

(Engineering Division), with Petrobras (Exploration and

Production – E&P Division) as the client for which the

rigs will operate. Odebrecht Oil & Gas will operate four

of the total of six drilling units. “This is a highly complex

arrangement, and these companies are playing several

roles throughout the project, from shareholder to op-

erator,” says Odebrecht Oil & Gas Project Director Paulo

Neves.

The challenge is even greater because EEP is a new

company, and its facilities are still under construction

in Maragojipe, Bahia. “We are completely changing the

region and the state as a whole. This project is massive

and very transformative,” says EEP Director Francisco

Dezen. He stresses the high percentage of local content

I

(the share of domestic industries participating by supply-

ing goods and services) in the project, which “will reach

65% by the time the last units are built.”

Swapping experiences“The plan to build 28 rigs [the total amount of units or-

dered by Sete Brasil, of which six are being built at EEP

and the remaining 22 at other Brazilian shipyards] is the

biggest challenge the Brazilian shipbuilding industry has

23informa

faced in recent times. Sete Brasil has organized and de-

veloped the best mix of technical and managerial capac-

ity available in this country to meet the challenge,” says

Herculano Barbosa, Managing Director for Engineering

and Technology at Odebrecht Oil & Gas. With Petrobras

and the operators themselves as minority shareholders,

integrated supervisory teams (Petrobras Engineering

and service providers/rig operators) have been formed,

made up of people with extensive experience in construc-

tion and operation. The goal is to build rigs for the end cli-

ent (Petrobras E&P) that meet all their requirements. “A

mixed team supervising the work, formed by Petrobras

Engineering and the rig operators, is also interacting with

the shipyards in order to clarify the contractual require-

ments and technical demands to minimize loss of time,

which contributes to the smooth running of the projects,”

explains Herculano.

The exchange of experiences has been key to the suc-

cess of this initiative. “Odebrecht Oil & Gas Engineering

and Petrobras have supported us since long before the

contract was signed last August,” says Dezen. “Over the

past three years, these companies have opened their

doors, giving access to leading experts and the latest

technology,” he adds, noting that Odebrecht Oil & Gas

recently built six drill rigs in South Korea and the United

Arab Emirates to operate for Petrobras. “The company

not only knows how to build drill rigs but what it’s like to

build drill rigs for this client, Petrobras E&P, which has

specific requirements,” argues Dezen.

Geographically, the project spans several borders: the

management is initially centered in Rio de Janeiro, where

EEP and Odebrecht Oil & Gas have offices and Petrobras

has its headquarters. The detailed engineering is being

done in partnership with a company in Romania. There

are also partners based in Norway, the United Kingdom

and the United States. And when EEP’s facilities are com-

pleted in 2014, most of the team will move to Bahia, in

northeastern Brazil.

Francisco Dezen (left) and Paulo Neves:fine-tuned harmony on a transformative project

24 informa

OF SYNERGYicon

written by Fabiana Cabral

photos by holanda CavalCanti

24

25informa

The Tamanduateí River rises in the Serra do

Mar mountains in São Paulo State, runs

through the towns of Mauá, Santo André

and São Caetano do Sul, and empties into

the Tietê River, in the state capital. To re-

duce the amount of sewage dumped in the two rivers from

towns and cities in the ABC Paulista region, the effluent

is sent to the ABC Sewage Treatment Station, owned by

Sabesp (São Paulo’s state sanitation company), to remove

the organic load, and then conveyed to Aquapolo Ambien-

tal’s Industrial Water Production Plant to be converted into

reclaimed water.

That company, formed by Odebrecht Ambiental (Envi-

ronment) and Sabesp, sends the effluent to a “carousel

circuit” tank where it undergoes biological treatment.

Then it flows through modules equipped with special

membranes in a process of ultrafiltration. The liquid takes

on new properties and gains a natural transparency and

odor. This is the production process for reclaimed water or

industrial water, which supplies the Capuava Petrochemi-

cal Complex in the ABC Paulista region.

About four years elapsed between the idea and the ef-

fective implementation of the largest project to reclaim

water for industrial purposes in the Southern Hemi-

sphere, which began in late 2012. During that period, the

Odebrecht Group developed its first initiative to harness

the synergy among three of its subsidiaries: Aquapolo.

Unity is strength“Initially, the client was Quattor,” recalls Emyr Costa,

Engineering Director at Odebrecht Ambiental since April

2012. He was one of the first people to work on that is-

sue, beginning in 2008, when he was still at Odebrecht

Infraestrutura. “Odebrecht Ambiental already had some

partners at the time,” he observes.

Meanwhile, Odebrecht Ambiental acquired Ecos-

ama, a water and sewage treatment utility based in

Mauá, and went on to study the production of indus-

trial water. “The Aquapolo Project marked the begin-

ning of the partnership with Sabesp, until the concep-

tion and formation of Aquapolo Ambiental S.A., which

has a 41-year contract to distribute reclaimed water

to the Capuava Complex,” explains Marcos Asseburg,

the officer Responsible for the new business. “It is Sa-

besp’s first partnership with the private sector,” says

Fernando Gomes, the state-owned company’s Director

for Aquapolo.

The Group’s first cross-cutting initiative, the Aquapolo Project began operations in late 2012

Fabiano Munhoz, João Paulo Góis, Luis Sérgio Yoshihiro, Josnei Cireli and Reynaldo Moreira Júnior, from Odebrecht Infraestrutura: 10 work fronts operating simultaneously on Avenida do Estado, one of the busiest thoroughfares in the ABC Paulista region

26 informa

Meanwhile, Braskem acquired Quattor and continued

developing the project. “The water received was of poor

quality and reduced the life of the equipment, increasing

the need for maintenance. The plant’s sustainability de-

pended on improving the properties of the water,” says

Marina Muniz Rossi, Utilities Coordinator at the Basic

Feedstocks Unit (Unib 3), whose facilities receive the water

and distribute it to Braskem and other companies. These

different moves by different Group companies eventually

converged on the same path.

From synergy to innovationAquapolo has invented a new water treatment cycle and

created new opportunities for the culture of water reuse.

“The project’s success is the result of a combination of the

best tools and knowledge of each company,” says Marcos

Asseburg. Before the contract was signed, teams from

Odebrecht Ambiental, Odebrecht Infraestrutura, Braskem

and Sabesp were already involved in the planning. “The civ-

il construction works were approved before signing. That

can only be done with synergy,” stresses Emyr Costa.

Ten work fronts were set up simultaneously on one

of the main routes of the ABC region: Avenida do Estado,

which runs through four counties alongside the Taman-

duateí River, and received 17 km of pipeline in less than

a year. “Around 2,800 meters were built per month in a

densely populated urban area. It was a major challenge,”

says Project Director Fabiano Munhoz.

Meanwhile, Odebrecht Ambiental and Sabesp per-

formed tests at a miniature water treatment station called

a Pilot Plant. The studies done there have determined the

technologies required to produce high-quality industrial

water. “Partnering up with the Group’s companies gave

us peace of mind about meeting deadlines. We knew we

were leveraging a new business,” says Fernando Gomes.

Division of responsibilitiesAnother challenge was communicating and liaising

with different agencies and entities. To meet it, the com-

panies established a division of responsibilities. “Braskem

played that role with local governments, and Odebrecht

Ambiental and Sabesp led the way to obtaining environ-

mental licenses and Odebrecht Infraestrutura took charge

of getting the construction permits,” says Emyr Costa.

The installation of a 3.6-km system of distribution

networks at the Capuava Complex was also challenging.

Marcos Asseburg (left) and Fernando Gomes: combining expertise

27informa

used for industrial purposes can now be consumed by

500,000 residents of the ABC region. Aquapolo has the ca-

pacity to produce up to 1,000 l/s. “Our next challenge is to

show the public that there are several types of high-quality

water, one for each purpose,” argues Marcos Asseburg.

The water quality certification process was car-

ried out in early 2013. “We’ve tested it simultane-

ously with all stakeholders,” comments Marina Mu-

niz Rossi, who maintains almost daily contact with

Aquapolo’s teams. According to Marina, the long-

term results will be advances in heat transfer and a

reduction in the use of chemicals, and in the medi-

um term, the benefits will include longer equipment

life, improved maintenance methods and reduced

water consumption.

The Capuava Complex may also be the focus of a new

synergistic project. Emyr Costa reveals that studies are

underway for an energy recovery program for the plant,

involving Odebrecht Ambiental, Infraestrutura, Engenhar-

ia Industrial (Industrial Engineering) and Braskem. “The

trend is for synergies to grow as the Group is increasingly

diversified.

“We trained over 200 people to work inside a petrochemi-

cal complex. We adapted the work of civil engineering to

Braskem’s routine,” says Fabiano Munhoz.

Transparency, communication and creative solutions:

synergy infused the project with safety and feasibility.

“Each company knew how to ‘defend’ its business and en-

sure financial security, influencing and influenced, under-

standing and respecting its partners,” Marcos Asseburg

explains. Fabiano Munhoz we that we should always look

for synergistic relationships within the Odebrecht Group.

“Cooperation was essential to achieving the end results.

We put the Group ahead of everything,” he adds. Marina

Muniz Rossi observes that the unity of professionals from

the same organization facilitated the development of the

project. “In an environment of trust, we found different

solutions to streamline processes and activities,” she con-

cludes.

Present and futureThe Aquapolo Project currently supplies 650,000 liters

per second of reclaimed water to the Capuava Petro-

chemical Complex. The drinking water that is no longer

Marina Rossi: making the plant sustainable

28 informa

t 6:30 am on the dot, Mon-

day through Friday, David

de Souza Rodrigues settles

into his seat on a train at Costa

Barros station, on the Belford Roxo

branch in Rio de Janeiro. Like so

many others, he is commuting to

work. David goes unnoticed in the

crowded railway car, but he is dif-

ferent from the usual passengers

because he observes everything

carefully and acts as an inspector.

David, 21, is part of a group of 20

young people who are thoroughly

familiar with Rio’s trains and sub-

way system. He uses Twitter, Face-

book and Internet chat rooms to

communicate with his friends.

During his conversation with

Odebrecht Informa, David showed

why members of SuperVia’s PR

team call him an “amateur en-

gineer.” A future electrical engi-

neer, he points to the train arriv-

ing at Costa Barros station, in the

outlying district of Rio de Janeiro

where he lives, and says: “This is a

Chinese CNR 3000-series model,

with Australian air conditioning

and German brakes.” Moments

later, he adds: “That one is a

Mafersa 700-series model.”

David is part of a SuperVia PR

program called Amateur Engi-

neers, which involves young people

who experience the daily routine of

Seeing that no one misses the train

written by boésio vidal lannEs photos by Carlos Júnior

ComuniCaTion

Center (CCO) and share their ideas.

For example, they suggested chang-

ing the direction of the trains at the

Belford Roxo branch. “I thought they

wouldn’t listen to us, but the switch

is already being tested. Now, the

trains are running in the same di-

rection as the metro,” says David.

This synergy with passengers is

one of the pillars of the performance

of SuperVia, the Rio de Janeiro

commuter train concession com-

pany that has been run by Odebrecht

)))train travel and talk to each other

through social networks. By re-

porting a problem with a train or

warning that a passenger is feeling

ill, these netizens help both pas-

sengers and SuperVia, enabling the

concession company to make deci-

sions in a matter of seconds. They

are invited to breakfast meetings

at the company, where they have

a chance to talk face to face with

the people responsible for different

areas, visit the Operational Control

Young netizens help SuperVia improveits passenger services

A

29informa

David Rodrigues: a different kind of passenger with a special mission

)))TransPort since January 2011. The

company is responsible for trans-

porting 600,000 passengers daily

on 190 trains, including 30 modern

air-conditioned units purchased in

China by the State of Rio de Janeiro.

Sixty more trains will go into opera-

tion by 2016, and Alstom will build

another 20 in Rio de Janeiro. The rail

branches are currently monitored by

480 cameras, and that number will

reach 1,500 by the end of 2013.

The search for new technologies

is enabling the company to give its

passengers more precise respons-

es. Currently, 11,000 Internet users

follow SuperVia on Twitter, and it

has 1,400 fans on Facebook. A toll-

free number, an email address,

ombudsman and 160 young ap-

prentices reinforce the company’s

PR structure.

Communications with the me-

dia have also been streamlined.

Strategically based next to the

CCO, which is located in the con-

cession company’s administra-

tion building, two journalists keep

a close eye on the monitors and

provide real-time responses to

15 requests per day, on average,

from journalists. At the CCO, op-

erators keep track of the move-

ment of passengers on dynamic

screens with technology similar

to the Paris Metro’s. The multi-

functional sound system was im-

ported from the United States.

Improving the company’s syn-

ergistic relationship with the

communities it serves is the

goal of all the concessionaire’s

programs. SuperVia President

Carlos José Cunha cites some

examples. During Global Ac-

tion 2013, a project led by Bra-

zil’s Social Service of Industry

(SESI) and TV Globo, two trains

parked at Bangu Station, in a

low-income district on the out-

skirts of Rio de Janeiro, issued

25,000 documents, including ID

cards, work papers and birth

certificates. During Carnival in

2012, 10 samba schools near Su-

perVia stations were each gifted

with 2,000 train tickets, and an

exclusive train was made avail-

able to take revelers to the Sam-

badrome, where the Carnival pa-

rades are held. These initiatives

are directly related to valuing one

of the most important cultural

events in Rio de Janeiro and Bra-

zil. “Investment in new technolo-

gies, committed engagement

with community programs and a

policy of transparent communi-

cation have increased passenger

confidence and restored compa-

ny members’ pride in working at

SuperVia,” says Carlos José

30 informa

REASON AT THE SERVICE OF

emotion

30

Reserva do Paiva: new paradigms in urban planning, technology and sustainability

31informa

Commercial innovations and engineering solutions produce Pernambuco’s first totally planned neighborhood in a lush tropical landscapewritten by riCardo sanGiovanni

photos by lia lubambo/lusCo

coconut grove that stretches as far as

the eye can see. Five million square

meters of private property with 8.6

km of beaches, just 2 km from the

northeastern Brazilian city of Recife.

Better yet, the airport and the Suape port-industrial

complex are within easy reach. Who would not like to

live in a place like that? This dream is now closer to

coming true with the birth of the first totally planned

neighborhood in the state of Pernambuco, a project

that is at the cutting edge of urban planning, technol-

ogy and sustainability: Reserva do Paiva.

Developed by Odebrecht, Reserva do Paiva is situ-

ated on Cape Santo Agostinho, Greater Recife. The

idea of investing in this area - a natural vector for ex-

pansion for the metropolitan area - grew out of a part-

nership between Odebrecht Realizações Imobiliárias

(Real Estate Development) and the Cornélio Bren-

nand and Ricardo Brennand groups, the owners of the

property. It began to leave the drawing board in 2007,

the year when ground was broken for this project.

Three years later, in 2010, Odebrecht Realizações

Imobiliárias delivered the first gated community in

Paiva, with 66 upscale homes. In early 2013, it com-

pleted an apartment complex and started building

new ventures - including a business center with over

1,000 offices and a five-star Sheraton hotel – which

are moving ahead by leaps and bounds.

A bridge to the futureFor this planned neighborhood to exist, however, a

natural obstacle had to be surmounted: the Jaboatão

River, which separates the mainland from the portion

of land that forms the cape. To spare motorists from

driving over 40 km to reach the beaches of the south

coast and Reserva do Paiva - which would have made

it unfeasible to build the new neighborhood - it was

necessary to build a bridge across the river.

Because Pernambuco lacked the funds to build the

bridge, the solution was to establish a Public-Private

Partnership (PPP) in December 2006 - the first in the

state as well as the first in the road-building segment

in the Brazilian Northeast. As a result, in addition to the

beautiful 320m cable-stayed Wilson Campos Júnior

Bridge, the Rota dos Coqueiros concessionaire, a spe-

cial purpose company owned by Odebrecht TransPort

and Vento Sul, a Cornélio Brennand Group subsidiary,

built the road system that also is part of Parque Via, a

A

32 informa

6.5-km modern highway that runs through the entire

area of Reserva do Paiva.

The state’s contribution was to grant Rota dos Co-

queiros a 33-year concession to build, operate and

maintain the road system and pay additional amounts

based on the flow of vehicles and quality of services

to supplement the revenue obtained by charging tolls

until 2019. In addition to enabling the launch of Reser-

va do Paiva, the road system has made daily life easier

for people who commute from Recife to work on the

south coast, especially in Suape. The average monthly

flow of vehicles reached 8,500 per day in 2012, almost

all them passenger cars, since truck traffic is not al-

lowed in the concession area.

Two neighbors A symbol of the synergy between Odebrecht Re-

alizações Imobiliárias and Odebrecht TransPort that

enabled the creation of the planned neighborhood

and the highway is the fact that the construction and

delivery of the bridge and the first houses at Paiva

were simultaneous. And what is born from synergy

is bound to retain it: today, Rota dos Conqueiros and

Reserva do Paiva, although independent, are working

in tight harmony.

Two young leaders are responsible for helming

these two closely related businesses: Luis Henrique

Valverde, 35, Director of Real Estate Development for

Odebrecht Realizações Imobiliárias in Pernambu-

co, and Elias Lages, 36, CEO of Rota dos Coqueiros.

“These two businesses were born together and con-

tinue to grow together. The agenda is synergistic,”

says Valverde.

In addition to taking part in monthly meetings

hosted by the Managing Director for the Northeast,

North and Midwest, João Pacífico, attended by rep-

resentatives of all Odebrecht companies to debate

cross-cutting matters, Luís and Elias set aside one

day a month to deal with everyday issues involving the

road concession and Reserva do Paiva. “We’re like two

neighbors. If one of us starts seeing a problem, we sit

down together and come up with a strategic solution,”

says Lages. By working on the same page instead of

The region’s emblematic palm grove and, in the other photo, Elias Lages (left) and Luis Henrique Valverde on the Wilson Campos Júnior Bridge: a PPP made the venture feasible

33informa

duplicating efforts, they can concentrate on several

fronts and achieve their goals faster. “The result of the

synergy of these two assets always exceeds what they

could do on their own,” says Lages.

Sharing conceptsIn addition to organizing educational campaigns

aimed at members and clients, the two companies

also share concepts related to social/environmental

sustainability. The concessionaire invests in technol-

ogy to preserve the environment and help improve

the quality of life of the community, company mem-

bers and clients.

“We’ve installed touch screen monitors in all toll

booths to eliminate the need for a mouse and key-

board, items that had to be replaced all the time. It

has also streamlined the operators’ work and made

it more ergonomic,” says Fábio Guimarães, the In-

formation Technology (IT) manager for Rota dos Co-

queiros. The concessionaire has also installed a fiber

optic ring along the entire route of the highway, so any

toll booth can be operated remotely. This ring is also

the backbone of the optical network in the Reserva do

Paiva neighborhood.

Reserva do Paiva, in turn, has maintained focus

on sustainability since Swiss architect Henri Michel

de Fournier produced the original design for the dis-

trict in 2002. The architectural guidelines emphasize

cross ventilation and the use of wide eaves and bal-

conies - features that make the homes cooler and

reduce the need for air conditioning. Solar panels are

used to heat water, eliminating the need for electric

showerheads.

The main focus, however, is on the occupation

of the land. “The choice was to verticalize less.

The buildings are lower, with more space between

them,” says architect Bruno Gadelha, the leader of

Reserva’s real estate development area. The mas-

ter plan for Paiva stipulates a 1:1 ratio between the

built-up area and the entire property - while in Re-

cife, he says, this ratio is 6:1. “The challenge is to

show that it is possible to occupy urban land in a

rational manner.”

Currently, in addition to the Sheraton Hotel proj-

ect, construction of a third apartment complex with

seven towers and a business center with six towers

is going full swing. Vila Gourmet, which will house

service providers and retailers, is scheduled for de-

livery by the next Southern Hemisphere summer. In

2014, a prestigious Recife school will set up a branch

in Paiva and, in 2015, a supermarket and a medical

center will open in the neighborhood. All this is be-

ing developed in an integrated environment, without

overcrowding. And, of course, the coconut grove will

still be one of the most outstanding features of this

fascinating landscape.

34 informa

YOU MAY NOT SEE IT, BUT

it’s there

34B

raskem uses the knowledge and ex-

pertise of its teams to create solu-

tions for Engineering & Construction

as well as Petrochemicals, directly

impacting other sectors such as

housing and water and sewers. The increasing use

of plastics at construction sites has led the petro-

chemical company to enhance its partnerships with

Odebrecht Infraestrutura (Infrastructure), Odebrecht

Realizações Imobiliárias (Real Estate Development)

and Foz do Brasil (water and sewer services).

“We have the best gateway to the construction in-

dustry in our own organization,” says Mônica Evange-

lista, Braskem’s Polypropylene Market Development

Manager for Construction and the officer responsible

for liaising with that sector. “In every partnership,

the basic premise is that everyone stands to gain:

Braskem, the other Group company that uses plas-

tic, and the client,” she adds.

Through this synergy, Braskem account manag-

ers are opening new markets for their clients and

growing the amount of plastic used in construction,

explains Mônica. “The use of plastic can be good for

construction companies. A preliminary study of each

project is required, which makes communication be-

tween the companies essential.”

With 20 years’ experience in petrochemicals, all

of them as an Odebrecht member, Mônica organizes

meetings with a committee of directors from Ode-

brecht Infraestrutura, Odebrecht Energia, Odebrecht

América Latina (Latin America), Olex and Odebrecht

Realizações Imobiliárias so they can exchange infor-

35informa

Raw materials supplied by Braskem are used to build stadiums, homes, apartment complexes and sewer systems

written by luiz Carlos ramos

photos by FErnando vivas (bahia),riCardo ChavEs (rio GrandE do sul)and sérGio amaral (brasília)

mation. She also works with other Braskem mem-

bers, among them Jorge Alexandre Alves da Silva and

Zolder Stekhardt, both Polyethylene Market Develop-

ment team members, and Antonio Rodolfo Júnior,

from the PVC team.

Plastic at the ArenaAfter two and a half years of construction, the

Fonte Nova Arena in Salvador, Bahia, was completed

in February. It will be ready to host Confederations

Cup matches, including Brazil vs. Italy on June 22,

and the 2014 FIFA World Cup. It marks the beginning

of a new era for soccer and major pop concerts in

Bahia. Built by Odebrecht-OAS on the site where the

old stadium was imploded in 2010, the arena was in-

spected by FIFA and the Brazilian sports authorities

on January 29. Its construction was also marked by

the use of plastic.

Alcir Guimarães, the Fonte Nova Arena joint-venture

contractor’s Engineering and Quality Manager, explains

that the facility was built with 75,000 cu.m of concrete,

with a total of 16,551 precast parts: “In addition to

about 30,000 [metric] tons of cement, we used 11 tons

of polypropylene microfiber. The microfiber mixture,

analyzed by experienced concrete specialist Francisco

Holanda and Braskem, represented a remarkable leap

in quality,” says Alcir. He adds: “The mixture improved

the workability of the concrete, which was thicker, with

increased resistance to impact and shattering. It pro-

vided more surface resistance and wear due to exuda-

tion [water that seeps from concrete during the curing

process], and therefore greater durability.”

Fonte Nova Arena: using plastic to make concrete

The fibers absorb nonstructural retraction and

inhibit the onset and spread of cracks because

they increase the concrete’s tensile strength. The

structure’s permeability was reduced by improv-

ing the watertightness of the facility as a whole,

which also made a substantial improvement to

the finishing of the concrete. The fiber absorbs

heat instead of radiating it, which helps increase

thermal comfort. This is excellent for the bleach-

ers because the fans will feel less heat. Odebrecht

has also applied this formula in other projects.

Braskem clients, the manufacturers Etruria, Pro-

pex and Maccaferri, are investing in new machin-

ery to produce these materials, which were previ-

ously nonexistent in Brazil.

The Fonte Nova Arena project also used a type of

corrugated plastic mold that is more efficient than

wooden molds to prepare cement blocks and struc-

tural steel. It consumed about 100 metric tons of

polypropylene - the total amount used to make the

chairs for the main seating area in the Fonte Nova

Arena.

Revolutionizing with “bubbles”In Taguatinga, 21 km from downtown Brasília,

work is moving ahead on the 16 buildings of the

Federal District’s Administrative Center. As of 2014,

it will house the Federal District Governor’s Office

and government departments. The work is being

done by Odebrecht Infraestrutura and Via Engen-

haria through a Public-Private Partnership (PPP).

The client is the Government of the Federal District.

Centrad, the Federal District Administrative Center

concession company, a Special Purpose Entity (SPE)

formed by Odebrecht and Via, is constructing build-

ings and will be responsible for their operation and

maintenance. The speed with which the buildings are

rising is down to a new system for preparing the con-

crete slabs between floors. In Taguatinga, the revo-

lutionary BubbleDeck building system has replaced

the conventional method used to make these slabs.

“BubbleDeck is a construction system of Danish

origin composed of plastic balls evenly inserted be-

tween two layers of structural steel and concrete,”

explains Project Director André Araújo. “This formula

36 informa

37informa

has proven its advantages,” he says. On the con-

struction project, plastic is also a component of the

corrugated molds used to make cinderblocks. PVC

pipes and fittings manufactured by Tigre are uti-

lized in the electrical and plumbing systems.

According to Marcelo Moreira, the project’s

Commercial Officer, BubbleDeck, which is al-

ready widely used in Europe, has arrived in Bra-

zil to stay: “This is the first major project in the

country to adopt this system. Accompanied by

Braskem members, we visited construction sites

in the Netherlands and confirmed its feasibility,”

he says.

The Savama company is using Braskem’s poly-

propylene resin in the city of Goiânia. It has start-

ed producing hollow plastic balls that are getting

lighter and lighter (they currently weigh 210 grams

each). This technology increases productivity, op-

timizes costs, reduces the use of raw materials

such as wood, and ensures faster construction. A

BubbleDeck slab is 28 cm thick. Unlike the conven-

tional kind, it does not require supporting beams.

Centrad plans to use 2.2 million plastic “bubbles”

in Taguatinga.

Homes from the planned Jardins Mangueiral district in Brasília, and, below, Marcelo Moreira with a plastic ball in Taguatinga: using the system for the first time in Brazil

38 informa

Quality homesA planned neighborhood is taking shape 13 km

from Brasília: Jardins Mangueiral. Odebrecht Re-

alizações Imobiliárias, a company that develops

residential and business projects in several cities,

is leading the construction of the first real estate

PPP in Brazil, which also involves the private com-

panies Silco Engenharia, Soltec, Villela e Carval-

ho, Emplavi and Geológica, and the governmental

agencies Caixa, Companhia de Desenvolvimento

Habitacional do Distrito Federal, and the Depart-

ment of Housing, Legalization and Urban Develop-

ment. When the entire project is completed later

this year, 8,000 affordable homes will be available

to 30,000 people, including 15 gated communities

in a 2-million square-meter area: apartments and

houses with complete infrastructure facilities and

recreational areas. Nearly 2,000 company members

are working on the project. One part has already

been completed, and residents have received their

financed homes. The consortium will also manage

that district.

Architect Paulo Coutinho, Production Man-

ager of Jardins Mangueiral, explains: “Plastic is

everywhere on this project. The walls and PVC

conduits for electrical wiring are installed simul-

taneously. PVC is also used in pipes and fittings

manufactured by Tigre for water and sewer sys-

tems, with the advantages of economy, strength

and practicality.”

Efficient sanitationAlmost all the streets in Uruguaiana, Rio Grande

do Sul, are construction sites. The population of

130,000 inhabitants does not complain about the

ditches because by 2016, the entire city will have

clean water, and sewer collection and treatment

services. This is a rare case in Brazil. The city of

Palmas, more than 3,000 km away, is experiencing

a similar situation. The entire state of Tocantins is

carrying out a sanitation program designed to pro-

vide water and sewer systems for 100% of the popu-

lation. This task falls to Foz, which is responsible for

the construction works and will also be in charge

of operating the systems. In Tocantins, the company

has acquired a controlling stake in Saneatins, the

state’s water and sewer company.

Foz Engineering Director Emyr Diniz Costa Ju-

nior says that the company uses plastic components

manufactured by Braskem clients in its construction

projects. One example is Tigre PVC pipe, made with

raw materials supplied by Braskem: “The length of

PVC pipe that will be used in Foz’s sanitation con-

cessions in the next three years totals 3,905 km,

the distance between São Paulo and Manaus. In the

sewers, we use Asperbras manholes made from

Braskem polyethylene - a major step forward.”

Sanitary engineer Eduardo Frediani, the Director

of Foz in Uruguaiana gives this assessment: “These

manholes are up to 3 meters deep. They resulted

from a decision to use an innovative technology that

has cost advantages over brick and mortar. Here, we

will use about 3,000 units. They will speed up the in-

stallation of the system and facilitate transportation

and handling without the risk of leakage.”

The President of Asperbras, Francisco Carlos

Colnaghi, recently visited Uruguaiana and Palmas.

Given the possibility of providing 10,000 manholes in

Tocantins and getting orders from other parts of the

country, the company has expanded its factories in

39informa

Penápolis, São Paulo, and Simões Filho, Bahia. “We

have developed a product with better value for money

for our clients, using a specific raw material that is

resistant to compression and the chemical agents

that can be present in sewage,” says Colnaghi.

Plastic houses and furnitureIn the coming months, more Odebrecht construction

projects will be using plastic. Carla Barretto, Managing

Director for Private-Sector Clients of the newly created

Odebrecht Properties (see article about the company

in this issue), explains the design challenge involved in

Braskem’s cross-cutting operations: “One example is

the plastic furniture that will be used in Odebrecht’s fu-

ture office building in São Paulo, which will be made by

Tramontina with raw materials from Braskem. We have

organized a partnership with four academic institutions

in this state: the Armando Álvares Penteado Foundation

(FAAP), the Fine Arts University Center, the Mauá Insti-

tute of Technology and the European Institute of Design

(IED) in São Paulo. Each one of them has recommended

three students who are now interning with us to come

up with design options.”

The cross-cutting synergy between Braskem

and Odebrecht Realizações Imobiliárias is also

benefiting one of the largest real estate projects

now underway in Brazil: Parque da Cidade, in São

Paulo, made up of five office towers, a business

tower, hotel, shopping mall and two residential

buildings. The company is also studying solutions

based on plastic from Braskem for this project.

Through the Ilha Pura company (formed by Ode-

brecht Realizações Imobiliárias and Carvalho Ho-

sken), it is exploring the possibility of using plas-

tic in the construction of the Athletes’ Village, and

Odebrecht Infraestrutura is doing the same for its

Porto Maravilha urban renewal project in Rio de

Janeiro’s docklands.

The prospects outside Brazil are also excellent:

Odebrecht América Latina is introducing the use

of large quantities of polyethylene geomembranes

and polypropylene geotextiles made by Braskem

clients in the construction of the Daule River Ir-

rigation Channel between Daule and Vinces, in

Ecuador. When it comes to the possibilities of syn-

ergy, there are no borders.

Eduardo Frediani and PVC pipe in Uruguaiana: streamlined construction, and easy transportation and handling

40 informa

aRGumEnT

40

41informa

Euzenando Azevedo is the Entrepreneurial Leader (CEO) of Odebrecht Venezuela

I

CROSS-CUTTING AND SYNERGISTIC OPERATIONS

n 2012, Odebrecht completed 20 years of operations

in Venezuela. With a strategic vision based on the pil-

lars of Survival, Growth and Perpetuity, the focus of

our work is to provide expert support for that country’s

sustainable development while leveraging the synergies

between different Group companies to ensure our cli-

ents’ complete satisfaction.

Throughout this period, we have gone from service

providers in the area of infrastructure to become partners

and investors in strategic areas like petrochemicals and oil

production as a natural consequence of absolute probity,

acquired knowhow, and a firm commitment to the country.

As contractors, the successful completion of major

projects in various sectors of the nation’s economy has

strengthened our relationship with our clients, generating

the trust required to create new and qualified opportunities.

The transfer of technology and knowledge, and the

completion of iconic works for the country with high stan-

dards of quality have made it clear to our clients that we

fulfill our obligations with probity and a sense of responsi-

bility rooted in the ethos of service, which are the basis of the

Odebrecht Entrepreneurial Technology (TEO).

Experience, combined with solid operations that gener-

ate tangible and intangible results, has created the condi-

tions for identifying, selecting and consolidating businesses

for other Odebrecht companies.

Of these companies, the first to arrive in Venezuela was

Braskem in 2006, through a joint venture with Petroquímica

de Venezuela, S.A. – Pequiven for the construction of a large

petrochemical complex, capable of making the local market

self-sufficient with a production level that allows the country

to export polypropylene.

Considering the need to prepare a budget for joint in-

vestments, and given its long track record of building plants

for Petrobras and other clients, Odebrecht Engenharia In-

dustrial took part in the development of studies and, once

established in the country, partnered up with Petróleos de

Venezuela, SA - PDVSA, with which it formed a joint venture

to carry out EPC (Engineering, Procurement and Construc-

tion) projects. In addition, the Odebrecht Group company was

contracted directly to take charge of other industrial projects.

Today, Braskem is still carrying out its agreement with

Pequiven: buying naphtha produced in Venezuela and sell-

ing plastic resins made in Brazil, thereby helping boost

those two countries’ trade relations. In addition to selling

products, Braskem and Odebrecht Venezuela are studying

the formation of a joint venture with Pequiven for a fertilizer

plant whose construction will be the responsibility of Ode-

brecht Engenharia Industrial [Industrial Engineering]. This

company, in turn, is building four ethanol plants for PDVSA.

After two decades, the execution of major projects and

the solid relationships of trust and respect established

in this country have laid the foundations for Survival and

Growth, and as part of our long-term commitment, they are

focused on Perpetuity. Odebrecht Venezuela has partnered

with PDVSA to create a joint venture – PetroUrdaneta – in

which PDVSA owns 60%, Odebrecht owns 40%, and Ode-

brecht Oil & Gas is the service provider. The formation of this

company is yet another demonstration of our organization’s

confidence in Venezuela.

The presence of these different companies in the same

environment is made possible by synergistic action with

converging goals and common practices and attitudes

based on the values of TEO.

Odebrecht Venezuela acts as promoter and genera-

tor of new business opportunities and investments for

the Odebrecht Group. Cross-cutting operations are only

possible when the companies involved are integral parts

of a whole and create opportunities for themselves and

others. The success of the joint performance of the four

Group companies now present in Venezuela is based on

the pursuit of unique political and strategic leadership,

preserving the autonomy of each company, and engaging

in the constant pursuit of complementarity for their spe-

cialties and skills.

42 informa

42

THE SWEET TASTE OF

successIn Angola, a partnership between Odebrecht Agroindustrial and Biocom prepares professionals to work on sugarcane farmswritten by João marCondEs photos by KamEnE traça

Paulo Sérgio Barille and Amélia Fernandes: taking part in a synergistic business operation focused on empowering people

43informa

42

hen she first saw a John Deere

model 3520 sugarcane har-

vester, which stands over 6 me-

ters tall, Amélia Fernandes, 21,

thought about giving up and go-

ing back to her home in Malanje, in the provincial cap-

ital of the same name in northern Angola. Since her

mother died, Amélia has been responsible for taking

care of her three siblings and bringing in an income

for her family. After that first moment of hesitation,

she took a deep breath and decided to face the chal-

lenge. Today, all she feels is pride. “People compli-

ment me for being the first Angolan woman to control

a machine like that,” she says, smiling.

Amélia works in the agricultural area of Biocom

(Companhia de Bioenergia de Angola), a partnership

between the state oil company Sonangol, the Angolan

group Damer, and Odebrecht. “It gives me a sense of

power,” she adds, describing her work. To operate a

machine capable of harvesting 40 metric tons of sug-

arcane per hour, Amélia was trained by Paulo Sér-

gio Barille, 31, who came especially from Odebrecht

Agroindustrial’s Santa Luzia Unit in the Brazilian state

of Mato Grosso do Sul for that purpose. “We are lever-

aging this synergy between Odebrecht Agroindustrial

and Biocom, aiming to train people to work in Opera-

tions at the Biocom Unit,” explains Rubian Zillmer,

coordinator of People Development at Biocom.

W

44 informa

The synergy has also had an effect on Barille. “I’m

confident that I will be a much better professional

when I go back to Brazil. Angolans teach lessons

in life. You learn a lot about humility, willingness to

learn and appreciation of family,” says the Odebrecht

Agroindustrial multiplier, who will spend the next

three years in Africa. Since August 2012, 150 people

have been groomed through this partnership. Ex-

pectations are that by the beginning of 2014, around

1,080 people will have learned the job skills they

need to work at the unit.

Food production and income generationThe Capanda Agroindustrial Complex (PAC) is one

of the Angolan government’s most ambitious proj-

ects. Farms in a 411-hectare area will implement all

kinds of business ventures involving small, medium

and large firms and family farming in a region that

lies between the provinces of Malanje and Kwanza

Norte. The focus is on subsistence farming and in-

come generation. One of those businesses is Bio-

com, where Amélia learned to drive the harvester. Its

farm covers a 38,000-hectare area.

Biocom will be the first sugar factory to open in An-

gola since the nation’s independence in 1975. March

2012 marked the end of its first harvest year with 3,000

hectares planted. By the time the factory reaches full

maturity, planned for 2017, it will have a production

capacity of 230,000 metric tons of crystallized sugar

per harvest year. This is of paramount importance for

a country that now imports this product from

countries like India and South Africa, but it

does not stop there. Biocom will produce an-

hydrous ethanol fuel (33,000 cubic meters/

year) and 158 gigawatts per year of electric-

ity for the Angolan power system. When the project

reaches maturity, it will employ 1,500 people, of whom

just 3% will be expats.

Professional educationMost of these workers are acquiring job skills

through multiple synergies. Cacuso, a few miles from

the Biocom Industrial Unit, is home to that town’s

Vocational Training Center (Cefoprof), which until re-

cently taught IT classes. That situation changed with

the project’s arrival, and Cefoprof will gradually take

on the role of a knowledge multiplier for the entire

PAC region.

The synergy also involves the Secondary Agrarian

Institute of Malanje (IMAN). At this Angolan techni-

cal education center, qualified students have been

selected to participate in the Mechanics and Elec-

tricity training course. After three months, the young

graduates will take jobs at the Biocom factory. There

are 43 students in the first class to take the course.

“I never had a job before,” says Victória Manuel

Domingos Lobo, 19, with a hint of anxiety. She has

been selected for training in Electricity. She lives

with eight siblings in a house in Malanje. Her father

is unemployed and her mother is a peasant farmer.

Only one sister is employed, working as a police

officer. “I want to increase my buying power,” says

Victória. But not only that. “Our country needs to

produce food, like Biocom will do. This makes it

cheaper and more affordable for the people. I want

to be part of it,” says Victória.

45informa

Carlos Tilson Vunda Mabi thinks the same way. At

the age of 20, he already has a wife and a daughter

and shares a house with 15 people. “I am aware of

my responsibility to the company and as a citizen of

Angola. I am studying to help my country develop.”

Also accepted by the IMAN, Carlos Tilson uses Ce-

foprof’s facilities in Cacuso and is taking the training

course with Biocom’s encouragement. The course

will also synergize with John Deere, which will teach

one of the modules in the Mechanics course. In three

months, Carlos Tilson will graduate with a guar-

anteed job at the factory, where he will get further

training, this time from Odebrecht Agroindustrial.

Synergy in various areas“Everything in the PAC has to do with synergies,”

says Marcus Azeredo, the Project Director for the

first phase (river diversion) of the Laúca Hydropower

Plant, who also manages the contract with Sodepac

(Sociedade para o Desenvolvimento do Polo Agro-

industrial de Capanda), a company created by the

Angolan Ministry of Agriculture to manage the PAC.

Sodepac has contracted Odebrecht to organize its

management and implement the PAC with a focus on

technology transfer and provision of services.

Synergies between the Government and busi-

nesses, between companies, between Angolan and

Brazilian businesses and vice versa, and between

Odebrecht projects. Marcus Azeredo is another

example of these connections, working both for

the Laúca project and for Sodepac. He has also

worked on the revitalization of the Gove hydroelec-

tric plant in Huambo, an essential project for giv-

ing the country a cleaner energy mix. He believes

that taking experience from north to south in An-

gola means multiplying synergy. “One of the main

characteristics of Odebrecht’s operations is its

ability to mobilize, motivate and generate syner-

gies,” says Marcus. “We could not have done any

of what we have accomplished here without the

active support and contributions of our client, the

Government. We will leave behind the hallmark

of sustainability, meaning that we are building so

the Government can continue the project and thus

make an important contribution to ensuring that

Angola has a better future,” he adds.

Carlos Tilson Vunda Mabi and Victória Lobo: wanting to grow and help their country

46 informa

KNOWING THE LAY OF

the landLocal families are learning to farm the land and preserve native vegetation in Malanje Province

written by João marCondEs

photos by KamEnE traça

46

Eva Sebastião: an opportunity to generate income

he bush surrounding the rural commu-

nity of Carima in northern Angola con-

tains two types of vegetation: savanna

and tropical rain forest. Valente and Eva

Sebastião, both 43, have been familiar

with both environments since childhood, like their

parents and grandparents before them. Few people

know the green maze in that part of Malanje province

like they do.

Despite all the diversity that surrounds them, until

recently the diet of the 369 families living there was

poor in vegetables. The Kukula Ku Moxi (“Growing

Together” in Kimbundu, the local language) program,

developed by Odebrecht in the context of the Capanda

Agroindustrial Complex (CAP), is comprised of a num-

ber of integrated and systemic programs aimed at

making these families less vulnerable. One feature is

the introduction of vegetable farming, growing carrots,

cucumber and lettuce and other produce in the CAP re-

gion (see article about the project in this issue). Sebas-

tião, who had never tasted beets before, now includes

them and other vegetables in his diet, and works and

exchanges ideas with participants of Kukula Ku Moxi, a

program created by Odebrecht in partnership with the

Angolan government.

Through synergy between the program and the

Laúca Hydroelectric Plant construction project,

Sebastião will now use his knowledge of the land

to help preserve the environment and generate in-

come for his family. The dam project needs to re-

forest areas that had been used as quarries. The

conventional method would involve gathering seeds

and setting up a nursery, since there are no native

plant nursery businesses in any part of the country.

However, following a conversation between Elielda

Fernandes, the local officer Responsible for Kukula

Ku Moxi, and Alice Ponciano, the officer Responsi-

ble for Environment on the Laúca dam, the two proj-

ects joined forces. As a result, local residents have

transplanted seedlings, restored degraded areas

and avoided costly alternatives: all this by obtain-

ing a large number of plant species in a short time,

compared to seed harvesting.

Families that know the regionThe program looked for families that knew the re-

gion well, and could preserve the characteristics of

the native forest. These families will receive one

US dollar per seedling, giving a significant boost to

their incomes.

Each of the 40 registered families will receive 30

bags to hold seedlings for native plants like oil palms

and orchid trees, and a local variety of tamarind trees,

among others. The initial phase will require 8,000

seedlings. Later on, a different amount of seedlings

will be required.

Instead of the screens and irrigation systems con-

ventionally used, this nursery allows seedlings to grow

in the bush, in shaded areas – a creative and sustainable

“organic nursery.” Each family can add up to USD 30

per month to their incomes. That is a great deal in their

village, because it often means doubling their monthly

earnings.

The Laúca project is now reaching out to com-

munities included in the Kukula Ku Moxi program to

present a series of environmental lectures. The first,

given by Alice Ponciano, was about field burning, a

widely used expedient that is harmful to the envi-

ronment. “By raising awareness, especially among

children, new generations are changing their ways,”

says Ponciano.

Valente Sebastião and his wife, Eva, have improved

their quality of life since the program began. By help-

ing produce seedlings, they are generating more

income. “We’ve bought a radio, beds and a new roof

for our house, which is more cheerful now,” he says.

The Kukula Ku Moxi initiative is strategic to expanding

the possibilities of the PAC’s family farming program

and helping activate the movement for local develop-

ment.

The Laúca dam will have a generating capac-

ity of 2,067 megawatts by 2017, and should be

completed in 2018. It is located 100 km from

the Cambambe dam and 40 km from Capanda.

“Everything here is about synergy; everything is

utilized. Previously, we had to train everyone,

and all the food was imported. Now the road has

been paved by previous ventures,” says Marcus

Azeredo, the Project Director for the first phase

of the project, underscoring its harmonious and

solid relationship with the Government, through

the Office for the Development of the Middle

Kwanza (Gamek) and the Ministry of Water and

Power.

T

47informa

48 informa 48

odrigo João Paulino is 19 years old. He

lives in a village called Hunga in Malan-

je Province in northern Angola. He and

300 other people make a living from

farming and goat herding. They enjoy a

peaceful, rustic life, where contact with nature and

love of the land are part of their everyday existence.

But there is one drawback: they don’t have a reliable

supply of clean water.

Despite having grown up in a modest rural en-

vironment, Rodrigo thinks far ahead. “I want to

have a profession and study,” says this fan of Bar-

celona’s star player Xavi, whose jersey he wears

with pride. “To grow, we need water in our com-

munity,” he argues. The young man has worked as

a waiter and construction worker. His next mission,

however, is essential for the community: maintain-

ing a well that Odebrecht has dug in the soil of his

community (through the Kulonga pala Kukula pro-

gram).

FRESH

experience

Residents of 20 Malanje communities learn to operate wells and manage their own water use

written by João marCondEs photos by KamEnE traça

RThe 120m well is one of the improvements the com-

pany made through Kulonga pala Kukula (“Teach to

Grow” in Kimbundu, the local language), a social out-

reach program introduced in 2010. However, water was

scarce due to the dry climate in the region, plus the

fact that the well had been used by people without the

requisite technical skill and was not working properly.

Now, through a partnership between Sodepac

(the Capanda Agroindustrial Complex Develop-

ment Company), Odebrecht Angola and Maersk Oil

(a global company of Danish origin), the residents

of Hunga and 19 other communities in the region,

which is home to about 10,000 people, will have a

different experience with the water that they are

having such a hard time obtaining. Fifteen wells

will be installed, and 15 more will be refurbished.

Most important, however, is the technical training

provided to community members like Rodrigo. And

more: the program is raising people’s awareness

about water use.

Rodrigo Paulino (smaller photo) and residents of the Hunga community: raising awareness

include 600 families as an official program to support

family farming at the PAC, and will be called Kukula Ku

Moxi (“Growing Together” in Kimbundu – see article in

this issue). There is plenty to do in that region. About

80% of the population lacks access to clean water. The

average income per person in the PAC communities is

very low, around USD 37 monthly, and in 2012, they ex-

perienced the worst drought in 40 years.

“Our work will go beyond repairing wells and train-

ing people to use them. We’re going to analyze the

water quality, educate people about the importance of

sanitation and waste collection, and invest in income-

generating programs,” adds Victoria Quaglia. The An-

golan Government will also benefit from the synergy

because its USD 650-million Water for All program can

use the infrastructure built by Sodepac, Maersk and

Odebrecht when it arrives in the region.

Francisco Sawaguthi, the officer Responsible for

Sustainability at Odebrecht Angola, emphasizes that

the concepts and practices of social responsibility must

generate synergy across the board in the areas of Occu-

pational Health, Safety, Climate Change and Environ-

ment, and be present in all the company’s structured

sustainable development programs. In 2012 alone,

Odebrecht invested more than USD 5 million in social

outreach programs in Angola. Those funds were invest-

ed in 45 communities with 76,000 beneficiaries, gener-

ating synergies with 126 partner organizations and the

Angolan government through 37 programs. Social program enters new phaseThe region is part of the Capanda Agroindustrial

Complex, or PAC (see article about the project in this

issue). “The PAC relies on synergy. It is developing

through joint public and private action,” explains João

Alexandre Cavalcanti, Odebrecht’s Social Development

Manager for the PAC.

A trading partner in Block 16 (oil exploration), along-

side the Angolan state oil company Sonangol, Maersk

is following the Brazilian example to help boost the

country’s development. “Odebrecht has a wonderful

track record in social outreach and sustainability. This

is a core activity for the Brazilian company,” says Vic-

toria Quaglia, Maersk’s Corporate Social Responsibility

Director. She visited northeastern Brazil in 2011 to get

a first-hand look at projects the Odebrecht Foundation

supports in the Southern Bahia Lowlands.

In 2013, Maersk joined the Kulonga pala Kukula

social outreach program, which will embark on a new

phase this year. It will be enhanced and expanded to

50 informa

50

PLEASED TO

Odebrecht Agroindustrial is deploying a program to integrate its units and bolster people’s pride in being part of the company

written by João Paulo Carvalho

photos by GEraldo PEstalozzi

belong here

51informa

belong here

52 informa

ill it up with ethanol, please!” The people

who say those words when they stop at a

Brazilian gas station usually don’t think

about the production process and route

required for the fuel to reach their cars’

injection nozzles. The fuel pump is where most end us-

ers come into first-hand contact with the main product

of Odebrecht Agroindustrial (formerly ETH Bioenergy),

which also manufactures sugar and cogenerates elec-

tricity by burning biomass. To make those users’ every-

day experience possible, long stages have to be carried

out on a daily basis in cane fields far removed from

major urban centers, involving the hard work of large

numbers of people in the process. All this complexity

would not work without excellence.

One definition of “excellence” is “the highest de-

gree of goodness, quality or perfection.” At Odebrecht

Agroindustrial’s units, it is synonymous with team-

work and the pursuit of results. Since its inception

in May 2011, the Excellence Program has enabled

the company to publish, monitor and reward its team

members’ results on a daily basis.

The diagnosis that led to the program’s imple-

mentation was the need for more integration among

the company’s nine units, which are spread out over

five hubs in four Brazilian states. Differences in cli-

mate, geography, culture and work methods got in

the way of producing an accurate analysis of team

performance, which consequently prevented the for-

mulation of Action Programs (APs) that were on the

same page and truly measurable.

F“At some units, the cane is planted more than 60

km from the facilities where it is processed. This at-

tests to the challenge we face every day to main-

tain efficient communication between our teams.

The Excellence Program, a tool for monitoring and

boosting performance, makes company members

feel like they are part of the process,” says Sérgio

Fiorin, the officer Responsible for Performance

Management at Odebrecht Agroindustrial and one

of the program’s creators.

Quality from the startIt all starts with the treatment of the soil where

the sugarcane will be planted. Beginning with the

previous harvest, which should leave enough organic

matter to protect the soil from erosion and excessive

sunlight, the planting process requires crop man-

agement (which includes using additional fertilizer

and other nutrients, such as nitrogen, calcium, phos-

phorus and potassium) and proper handling of the

seedlings. The teams working at the front lines are

primarily responsible for the quality of the products

produced at the end of each cycle.

Sitting in the air-conditioned cab of one of the

planting machines, Fabiana Paes Prado, a Ma-

chine Operator at the Taquari Hub’s Costa Rica Unit,

stresses the importance of the Excellence Program

for her work. “Thanks to that program, our teams

have internalized the concepts of safety, quality and

productivity indexes that are measured and convert-

ed into results sharing through the Monthly Payment

Fabiana Prado: more incentive

“

53informa

Program (PPM) for the teams with the best perfor-

mance. We’ve gotten another incentive to do our

jobs well,” she observes.

Once the planting process is completed, about

12 months later the company’s teams start har-

vesting, loading and transporting the cane (a pro-

cess that goes by the initials CCT in Portuguese).

That’s when the harvesting machines and trans-

shipment trucks that deliver the raw material to

the units go into action. Leandro Fortunato de

Melo, the CCT Manager at the Costa Rica Unit, is

responsible for ensuring the delivery of the product

with the lowest possible wastage, and sitting down

with his teams to discuss the results achieved and

adjustments required in case of difficulties.

“The Excellence Program has brought intangible

benefits such as enabling everyone to take part in

decisions about what the program should or should

not evaluate. This boosts people’s commitment and

engagement, since what is being measured is exact-

ly what our members proposed as important factors

for their job and the company,” he says.

Boosting synergyAt the plant, a new phase of the cycle begins.

The stages it covers range from distilling and fer-

mentation to treatment and juice extraction, and

loading up the trucks that distribute ethanol. The

same process also involves the burning of ba-

gasse, generating steam that will be converted

into electricity to power the unit. Surplus energy is

sold to the National Interconnected System (SIN)

through reserve auctions and the free market. An-

other product, high-quality VHP (very high polar-

ization) sugar, is exported as a raw material.

According to Hayslan Vanci, the Industrial Pro-

duction Supervisor at the Costa Rica Unit, the Ex-

cellence Program has resulted in greater synergy

among the company’s teams. “It was just what we

needed to improve internal relations. The informa-

tion the program produces brings people closer

together as they pursue a common good: high pro-

ductivity, while paying attention to safety and the en-

vironment and the creation of ever stronger ties be-

tween people who share information and the same

work environment.”

Key factors in the process of acculturation

for the deployment of the Excellence Program,

its “focal points” have the mission of faithfully

transmitting the proposed method to support

the implementation of the Action Program. “We

are responsible for explaining concepts to other

members, including recent hires, so everyone

can assimilate and apply them,” says Betânia

Vieira da Silva, a Process Engineer at the Alto

Taquari Unit. “Before Excellence, people didn’t

know what the company’s APs’ objectives were.

It was hard to measure what was being done,

and that got in the way of the company’s entre-

preneurship. Today everybody is aware of what it

takes to accomplish our goals.”

According to Sérgio Fiorin, they still cannot

accurately assess the program’s impact on the

company’s productivity, since it was deployed at

different times in nine units. The most recent de-

ployment was in June 2012. “We need a broader

horizon, perhaps five harvests, to make a consis-

tent assessment of the benefits Excellence has

brought us, but what is already clear is that the

teams are more in sync, and every member right-

ly feels that he or she is the owner of a business

within the small company. It is a way of making te-

nets of the Odebrecht Entrepreneurial Technology

(TEO) part of everyday life for people who are miles

from the nearest office.”

Betânia da Silva: more knowledge to meet objectives

54 informa

hen you leaf through a

dictionary (or search the

web), you’ll find that syn-

ergy has two definitions that are

very close to the relationship be-

tween Odebrecht’s businesses and

the communities influenced by their

ventures and construction projects:

(1) simultaneous action or effort;

cooperation, cohesion; associated

work or operations and (2) unity

among the members of a group or

collective body working towards a

common goal. The Odebrecht Group

believes that people, their willing-

ness to serve and their capacity for

development, growth and overcom-

ing challenges are the main assets

required to achieve sustainable de-

velopment.

When the Group announced the

upgrade and expansion of the Ode-

brecht Sustainability Policy in issue

#151 of Odebrecht Informa in early

2011, Sérgio Leão, the organization’s

officer Responsible for Sustainabil-

ity, emphasized that this reinterpre-

tation stresses the focus on people,

because although sustainability may

be strongly related to environmen-

tal assets and their preservation, it

takes well-prepared and motivated

people – inside and outside the orga-

nization – to ensure that sustainable

development gets results.

The importance of synergy in the

Group’s relationship with its local

communities is exemplified by Ode-

brecht Argentina’s outreach pro-

Relations cultivated with care and transparencyOngoing and multiple dialogue mark community

outreach programs in Argentina

written by zaCCaria Junior photos by marCElo Pizzato

CommuniTY

Lucas Utrera: synergy between the company and the community

W

55informa

grams. “To structure them, we base

ourselves on the Group’s sustain-

ability guidelines. We ensure that all

our programs that touch people’s

lives, from the smallest to the most

impactful, can empower them while

contributing to environmental pres-

ervation, and generating income

and employment opportunities in

their communities,” explains Lucas

Ignacio Utrera, the officer Respon-

sible for Sustainability at Odebrecht

Argentina. He believes that ongo-

ing and multiple dialogue is the key

factor for the synergy generated

between the business and the com-

munity.

“Communication must be hon-

est and careful, to avoid creating

false expectations, while we strive

to develop consistent diagnoses of

the real needs of each social real-

ity,” he argues. The painstaking ef-

forts Utrera mentions have always

accompanied the ongoing drive to

fulfill people’s expectations, in-

cluding improved quality of life, a

legacy pursued by the company’s

initiatives.

Vanina Hudson is the officer Re-

sponsible for developing community

relations programs at OdebrechtAr-

gentina, specifically for the PACSMS

(Safety, Health and Environment Certi-

fication Action Program) project, which

consists of the modernization and

upgrading of assets acquired by Petro-

bras in several countries. She focuses

on programs directly aimed at integrat-

ing people into the community.

“One of our priorities is maintain-

ing ongoing programs to ensure a

synergistic relationship between in-

come generation and employment,

and the reuse and recycling of ma-

terials,” says Vanina, as she shows

her visitors some of the institutional

gifts developed in partnership with

Red Activos, the NGO responsible

for marketing and distributing prod-

ucts developed by people with dis-

abilities, thereby seeking to help

them achieve self-esteem and con-

sequently reinclusion into society.

Lucas Utrera says that, work-

ing through strategic partner-

ships, initiatives like this one are

critical to the development of

mature and effective programs,

but they are not the only impor-

tant factors. “The key factor is the

commitment of our members who

are on the front lines, living the

reality of our construction projects

and ventures and the people they

influence.”

Vanina Hudson: integrating people into society

56 informa

EnTREviSTa

56

57informa

WE’RE IN IT

together

Strong unity among workers is one of the main features of the

Corinthians arena construction project

written by Júlio César soarEs

photos by Edu simõEs

58 informa

At a soccer match, the crowd is the barom-

eter of a side’s success. When the team

is doing badly, jeers and protests echo

from the bleachers; when it plays better,

the crowd’s support drives the players

on. At a stadium that still lacks goal posts and grass, every

day is game day for the Corinthians Arena teams building

the facility that will host the opening game of the FIFA World

Cup in Brazil in 2014. Their fans are cheering them on and

expressing pride in their performance.

“Here, everybody plays on the same team,” says

Frederico Barbosa, Production Manager at Odebrecht

Infraestrutura (Infrastructure), the company responsible

for building the arena for Sport Club Corinthians Paulista,

one of the oldest and certainly the most popular soccer

club in Brazil. Fred, as he is known at the jobsite, is the

team’s tireless and versatile midfielder. He is everywhere,

meeting various requirements from the members who

are building the project. “The synergy between leaders

and team members is noticeable in all areas, and be-

cause of that, everyone feels part of the project,” he says.

The team’s captain (or better yet, coach) is Antônio

Gavioli, the Project Director. He views communication

as the key to obtaining the expected performance. “Our

biggest breakthrough was opening channels of com-

munication with our members so they can express their

hopes and wishes. That enables us to get things done on

the construction site,” he says.

On Tuesdays, Gavioli holds a breakfast meeting with

six company members. Chosen at random, the partici-

pants are different at every encounter. “Sometimes I in-

vite them, and other times, they come to me and ask to

join in,” explains Gavioli. This type of activity facilitates

direct communication with all the people working at the

jobsite. “When you talk to one person, six others get the

same message, and the power for disseminating that

message is huge,” argues Gavioli.

The same principle underlies the Daily Safety Dia-

logues (DDS). Held at the beginning of each of the

three work shifts, the DDS are the time when, in ad-

dition to receiving safety tips, members have a chance

to ask about the programs carried out on this project

and express their opinions about the food served at

the jobsite’s cafeteria, among other things. “We use

these meetings as an opportunity to send messages,

share information to what the workers have to say,”

says Gavioli. During the first DDS of the day, held in the

morning, the sight of workers sitting in the stands of the

future arena reminds a visitor of fans cheering the team

to victory.

Soccer and marriageA resident of São Matheus, about 10 km from Ita-

quera, where the Corinthians Arena is being built, Daniel

da Silva Barroso is one of the members who changed

his profession at the jobsite. A bricklayer without official

work papers who had worked in the informal market,

Daniel learned his trade from his father. “I knew the job,

but didn’t have any training. I only managed to get a job

on this project through the Acreditar Program after tak-

ing the steelfixing course,” he says. The Acreditar (Be-

lieve) Ongoing Professional Education Program has had

a major impact on the work environment: 115 of its 300

graduates are working on the arena construction project

after learning a new trade.

Daniel’s professional life has improved but he also

has a more personal reason to celebrate. He and sev-

eral co-workers recently participated in a widely hailed

initiative by the Contract Management Team: the pos-

sibility of making their marital ties official by taking part

in a mass wedding.

“I was more nervous than my wife on our wedding

day,” recalls Daniel. “She thought it was great, and said

that after 20 years, I’d finally stopped putting it off,” he

says with a smile. The 300 members who took part in

the ceremony included Frederico Barbosa, who re-

ceived blessings for his 30 years of marriage.

59informa 59

Thrills at the championshipDuring a major project carried out in the world of

Brazilian soccer, the sport itself could not stay on the

bench. After an experience with 16 teams in 2011, when

company members asked the Management Team about

the 2012 soccer championship, they decided to hold the

Brasileirinho (Mini Brazilian), the project’s champion-

ship, along the lines of the Brazilian Championship.

“About 600 members were involved, forming a total

of 40 teams,” says Fred. With 411 games and over 1,000

goals scored, the Brasileirinho also helped the community

in the vicinity of the jobsite. Every time they got a yellow or

red card, the players had to make a donation of non-per-

ishable food. All told, 600 kg of food werwe collected and

donated to institutions in the Itaquera area. A champion

coach of the Galáticos team, Jaílson Ferreira de Lima,

Civil Construction Supervisor, heard about the Brasilei-

rinho at a DDS. “The championship has inspired a lot of

people to stick with this project and work in different ar-

eas,” he recalls.

In the opinion of Antônio Gavioli, reduced turnover is

one of the highlights of the arena construction project.

“From the moment we listen to a member and give them

an opportunity to take part in a championship, bring their

kids to work or study at the jobsite, or come here for a

visit along with their family, they will want to stay on until

the project is finished.”

The loyalty Gavioli highlighted is strengthened by the

Hit the Net Program: 57 members’ dependents have tak-

en computer classes at the construction site.

Everyone at the same tableAccording to the original plans for the jobsite, the Man-

agement Team and workers were supposed to have sepa-

rate eating facilities. Frederico Barbosa disagreed and

suggested setting up a common cafeteria for all mem-

bers, who help choose the menu. “We try to vary it. Every

day we serve one type of salad and two kinds of meat,”

says Aylanna Cavalcante Paraíso, the jobsite’s nutrition-

ist. She coordinates the work of a team that, at lunchtime

alone, when the largest number of meals is served, serves

150 kg of rice, 90 kg of beans and 180 kg of meat.

During meals, Aylanna makes the rounds among the

tables to hear people’s complaints and suggestions. “Peo-

ple often ask for dishes that were a big hit on other days,

like bean stew and pasta, and based on those requests, we

serve them the following week.”

Less than a year before its completion, the Corinthi-

ans Arena has a long game ahead, but one thing is for

sure: the ball will keep rolling from foot to foot among

all members of the project. “We will continue to listen

to the company’s members and find a way to meet their

requests,” says Antônio Gavioli. He is convinced that

the teams’ dedication guarantees the project’s success.

“Our biggest strength is a positive attitude,” he says.

Frederico Barbosa agrees and warrants that this

strength in unity among the members, the subject of a pa-

per submitted by the project’s Management Team that won

a 2012 Highlight Award, will continue. “Once, at a DDS, I said

something that I always stick to on this project, and I’ll do

the same on future projects: here we sit at the same table,

eat the same food and wear the same jersey.”

Daniel da Silva:he joined Odebrecht through the Acreditar Program

Jailson de Lima and Juliano da Silva: champion coach and player on the Galáticos soccer team

60 informa60

When Rio de Janeiro was chosen to

host the 2016 Olympics, Brazilians

all over the country (especially Rio

residents, of course) joined in a

unanimous outburst of joy. After

the euphoria had died down, the city faced the challenge

of getting ready for the biggest sporting event on the

planet – a challenge that came with the certainty that the

Olympics’ legacy is as important as the event itself.

Today, wherever you go in the city, you will see a ma-

jor project in progress, and five Odebrecht companies

are playing a key role in the most important ones. “These

are projects that will bring about huge transformations,”

says Leandro Azevedo, CEO of Odebrecht Infraestrutura

(Infrastructure).

Olympic spiritIn the West Zone of the city, one of the highlights is

the construction of Olympic Park in Barra da Tijuca, the

heart of the Olympics, where 15 sports will be compet-

ing, including basketball, judo, handball, tennis, cycling

and swimming. The facilities will also be used by Para-

lympic athletes.

The park is being built on the site of the former Jaca-

repagua auto racing track, under the responsibility of Rio

Mais, a concession company formed by Odebrecht, An-

drade Gutierrez and Carvalho Hosken through a Public-

Private Partnership (PPP). After 2016, some of these fa-

cilities will stay and others will be removed, making way

for a new urbanized area in Barra da Tijuca, which the

PPP will develop and manage for a 15-year period.

Three Group companies are working synergistically

on this project: Odebrecht Infraestrutura, responsible

for civil works, Odebrecht Realizações Imobiliárias (Real

Estate Development), which will build the Media Center

and a 400-room hotel before the Olympics and future real

estate developments after 2016, and the newly created

Odebrecht Properties (see article about the company in

this issue), which is making investments and providing

maintenance and other services throughout the PPP

area. “These three companies communicate every day,

bearing in mind the event and its legacy,” says Leandro

Azevedo. Geraldo Villin, Odebrecht Properties’ Managing

Director for Public Partnerships, adds: “The synergy is

in the entire process: from construction to the manage-

ment of post-event projects.”

A five-minute drive from Olympic Park takes us to

another part of the city, where the Athletes’ Village

project is underway. That is where 18,000 Olympi-

ans from around the world will be staying during the

games. The village will consist of 31 buildings and a

total of 3,604 luxury apartments in seven buildings in

an area overlooking Jacarepaguá Lagoon. It will also

have a public square, playing courts, green space and

a bike path.

Unlike other Olympic villages, this one will be 100%

built by the private sector in one of the best parts of

town. The company responsible for the project is Ilha

Pura, formed by Odebrecht Realizações Imobiliárias

and Carvalho Hosken, which will develop a new dis-

trict called Ilha Pura for 15 years. “The athletes and

prospective owners will benefit from the high standard

of living provided by the project and the infrastructure

in the vicinity,” says Antonio Pessoa, Odebrecht Real-

izações Imobiliárias’s Managing Director for Ilha Pura

and Olympic Park.

PROJECTS IN EVERY

quadrantUrban mobility and renewal, housing,

sewage treatment and sports facilities. Projects in the West, North, South and Center of Rio de Janeiro

are transforming the citywritten by EdilSon lima photos by rogério rEiS

61informa

Construction of the Athletes’ Village in the West Zone of Rio: high standard of living

62 informa

ExpresswaysNot far away, Group companies are responsible for three

more ongoing projects: the TransOeste and TransOlímpica-

expressways and the Foz Águas 5 concession company.

The TransOeste Expressway was the first BRT (Bus

Rapid Transit) system deployed in the city, a 56 km route

(24 km built by Odebrecht Infraestrutura) linking Barra

da Tijuca to Santa Cruz and Campo Grande. Officially

opened in 2012, the new route benefits approximately

200,000 people per day.

The TransOlímpica Expressway, which will also use

the BRT system, is a 30-year concession that will be

managed by the TransOlímpica company, formed by

Odebrecht TransPort, Invepar and CCR. Odebrecht In-

fraestrutura, OAS and Andrade Gutierrez will start build-

ing the route in 2013. It will connect the Athletes’ Village

and Olympic Park in Barra da Tijuca to Deodoro Olympic

Park, also in the West Zone of the city, which will be the

setting of other Olympic events.

Carlos Prado, Regional Director of Odebrecht Trans-

Port, observes: “The athletes will be the first beneficia-

ries, but after the games, local residents will have a new

13.1-km route that will save them time and improve their

quality of life.” Today, it takes two hours to get from De-

odoro to Barra da Tijuca. Once TransOlímpica is up and

running, that trip will take just 40 minutes. “It will cer-

tainly bring new investments into that area,” says Fer-

nando Goes, the concession company’s Director.

SanitationHistorically lacking in investments, Deodoro and the

20 surrounding districts have good reason to celebrate:

in 2012, Foz and Saneamento Ambiental Águas do Brasil

partnered up to form the Foz Águas 5 concession com-

pany to provide sewage collection and treatment ser-

vices and manage the water supply, including collecting

water tariffs and registering customers. Water supply is

the responsibility of Cedae, the state water and sewer

company. The concession, one of the largest for sanita-

tion services in Brazil, will last for 30 years, and invest-

ments in the required projects will total BRL 2.6 billion.

The region has 1.8 million inhabitants and occupies 48%

of the city’s metropolitan area.

“When we took up the challenge there was 12% cover-

age, and during the Olympics, we will reach 31%, thereby

improving the quality of life of 585,000 people,” says Ar-

mando Goes, the Managing Director of the concession

From top, Paulo Roberto da Silva, a member of Foz; works underway at the former Jacarepaguá race track; work front for Line 4 of the Metro and the recently opened Rio de Janeiro Museum of Art in the city center: urban metamorphosis

company. Alexandre Pinto, the city’s Public Works Secre-

tary, underscores the benefits of public-private partner-

ships: “They speed up investments and guarantee that

projects will be carried out.”

Urban renewalIn downtown Rio, Odebrecht Infraestrutura, in syn-

ergy with Odebrecht Properties, is responsible for ur-

ban renewal projects in the docklands, and the man-

agement of that area for 15 years through the largest

PPP in Brazil, a BRL 7.6-billion contract. In addition

to salvaging the historical and architectural treasures

in the oldest part of the city, the PPP is also invest-

ing in corporate and residential projects, including the

construction of the Judges’ Village and Media Village

for the 2016 Olympics. Jorge Arraes, the City of Rio

de Janeiro’s Director for Public-Private Partnerships,

is optimistic: “I have no doubt that the docklands will

have the best urban infrastructure in the city.”

In addition to all these projects, Odebrecht is also

refurbishing Maracanã Stadium in the North Zone to

host soccer matches for the Confederations Cup, the

FIFA World Cup and the Olympics. The company’s teams

are also active in the South Zone, building Line 4 of the

Rio Metro, a 16-km section connecting the Ipanema and

Barra da Tijuca districts.

All told, the Group has 15 projects underway in the

city, and about BRL 30 billion in business, including

BRL 11 billion in synergies among its subsidiaries.

Through a partnership with the US firm CH2M Hill,

Odebrecht will also be responsible for the follow up

and monitoring of the entire program of works and in-

terventions for the Olympics, permitting the integrat-

ed management of multiple projects through reports

and a computer program.

The Mayor of Rio de Janeiro, Eduardo Paes, em-

phasizes: “Some Olympic Games make use of a city. In

our case, the city will make use of the Olympics.” The

President of the Municipal Olympic Company, Maria

Silvia Bastos Marques, affirms: “We want to transform

Rio into the best place in the Southern Hemisphere to

live, work and visit.”

informa 63

Refurbishing Maracanã: the setting of the Confederations Cub, the FIFA World Cup and the Olympics

64 informa

The satisfaction of being here, now

Responsible for Odebrecht’s operations in Argentina, Flavio declares his love for his job and the country where he has lived since 2004

lavio Faria is Odebrecht’s

Managing Director (DS) in

Argentina, where he is re-

sponsible for political-strategic re-

lations with all of the Group’s other

operations in Argentine territory,

including those of Odebrecht En-

genharia Industrial (Industrial En-

gineering), and support for the ac-

tivities of Odebrecht América Latina

(Latin America). A native of Rio, his

accent has faded after years of liv-

ing outside his home country. Flavio

is a 20-year Odebrecht member, but

he has never worked for the Group

in Brazil.

With a hint of nostalgia, he re-

calls when, as a newcomer to the

organization, he was sent to Por-

tugal. He worked there for four

years before going on to Venezu-

ela, Ecuador and Iraq (for a two-

month stint), then back to Ecua-

dor, the last stop before arriving in

Buenos Aires, where he is mark-

ing nine years of work in 2013.

“I ended up having the terrific

experience of living in a variety of

environments. I’ve had the chance

to get to know different people

in the organization fairly quickly,

which facilitates communication,

and especially, the act of using

Carlos José: “Toda obra tem começo, meio e fim, mas esta aqui é permanente”

written by zaCCaria Junior photo by marCElo Pizzato

PRoFiLE: Flavio Faria

Flavio Faria: “We have to think of the whole”

F

65informa 65informa

support for certain things, be-

cause you always know someone

personally,” he observes.

Flavio Faria’s career in Argen-

tina began in 2004 as a Project

Director. At the time, the country

was experiencing a considerable

surge in energy demand, more

specifically for natural gas, and

had to increase its transport ca-

pacity for that fuel. That resulted

in the need to install a 465-km

pipeline with a very challenging

deadline: six months.

“We worked on the plans in the

first and second halves of 2004,

signed the contract in late Janu-

ary 2005, and built the project that

same year. We knew that the first

pipeline would lead to another op-

portunity, and worked hard to get

ourselves set up to build a second

pipeline, which started in 2006

and is still underway today,” says

Flavio. “Argentina is a market with

very interesting opportunities, and

our backlog allows us to work in

the medium to long term. We are

selective in our pursuit of con-

tracts and also try to stay highly

focused. We avoid the temptation

of going after opportunities that

aren’t a good fit with our way of

working.”

The leader of a company with

about 2,000 members (9,000, in-

cluding joint ventures), Flavio

points out that his main challenge

is finding opportunities for other

Odebrecht companies to synergize

and grow their operations in that

country.

“We have to think of the whole.

By nature and training within

the organization, we maintain a

strong focus on our own business.

Through synergistic action, in which

one plus one sometimes makes

nine instead of two, it is essential

to always pause to reflect on the

complexity of this challenge and

assimilate it. The sum of the whole

is what should prevail, especially in

any learning experience. And that

requires tremendous discipline,

together with dedication and time,”

Flavio argues. Contributing to this

effort is the main goal for this native

of Rio who is completely in love with

Argentina.

66 informa

br

un

a r

om

ar

o

n 2011, Cinthia Blassioli joined Odebrecht to work on the Odebrecht In-

novation Research Program (POIT). As a lawyer and tax expert, her part in

the program is helping identify technological innovations that could result in

tax savings for the Group’s operations. Her work routine involves keeping in

touch with a contractor hired to visit the Group’s projects and liaising with the

finance officers on the teams that answer directly to Entrepreneurial Lead-

ers (CEOs), with the goal of leveraging the program. “Tax savings benefit the

projects, generate more productivity for the company and pass on the sav-

ings to our clients,” she explains. In her leisure time, she likes to go for walks

with her two-year-old daughter Júlia in Água Branca Park in São Paulo. “The

park is like a farm, with lots of animals, and just being there does us good.

We need to value what is ours,” she says.

Encouraging creativity

FoLKS

Cinthia and innovations that bring savings

am

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o v

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Elh

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Grooming civic-minded athletesmarie oversees the training ofhigh-performance athletes

orn in France, Marie Bendelac is an athlete with a

business degree. She started riding horses at the

age of 10 and has competed ever since. She moved to

Brazil in 2009 and joined Odebrecht the following year.

She now runs the Brazilian Navy-Odebrecht Olympic

Project, aimed at training high-performance athletes.

“We’ve won lots of medals in the last two years!” she

says, clearly thrilled by their performance. According to

Marie, those medals are down to the physical and emo-

tional development of the young people who have been

participating in the program since 2011. “The smiles I

see are priceless. It’s very rewarding to see that we are

grooming good citizens.”Foto

: ho

lan

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More than just visits

arcos Tepedino joined Odebrecht in 1977 as a

trainee. He worked in several parts of Brazil before

becoming Project Director for Metromover, Miami’s peo-

ple mover system, in 1991. For 15 years, he participated

in a range of projects in different US states. Afterwards,

he worked on projects in the UAE, Djibouti, Venezuela

and Libya. He is currently the Project Director for Line 1

of the Panama City Metro. His wife, Cristina, always ac-

companies him on his travels around the world. On aver-

age, over the past 35 years, the couple has moved every

two years. Tepedino has a passion for history and likes to

gain in-depth knowledge of the places where he works.

“It’s always a challenge to work with people from differ-

ent cultures,” he says. “But at Odebrecht, we have clear

principles and act with clarity.”

Tepedino delves into the reality of the countries where he works

Tepedino with his wife, Cristina

Cinthia with her husband, Antônio, and daughter, Júlia

M

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67informa

here there is effective synergy, according to

the Odebrecht Entrepreneurial Technology

(TEO), people’s simultaneous and harmoni-

ous actions will lead to greater results. This

unified effort involves the power of coopera-

tion, appreciation of differences and the ability to contextualize, unify

and catalyze to maximize collective potential

This is the essence of Program for the Development and Growth

Integrated with Sustainability of the Mosaic of Southern Bahia Low-

lands Environmental Protection Areas (PDCIS). The challenge of ta-

king a rural area with a rich environmental heritage and making it dy-

namic and prosperous, keeping young talent in the countryside, has

FOCUS ON THE ECONOMY AND

culture

Agro-ecotourism is a growing business in the Southern Bahia

67

written by GabriEla vasConCElos photos by élCio Carriço

W

68 informa

united the government, private sector, civil society and

the Odebrecht Foundation, which together form an in-

novative system called Participatory Governance.

The Brazilian Government has adopted the syn-

ergistic work of these different actors through three

government ministries, and the program’s experience

is now viewed as being in the national interest. At the

invitation of the Environment Ministry (MMA), the PD-

CIS was introduced at the UN Conference on Sustain-

able Development (Rio+20) in 2012. That presentation,

also backed by the Ministry of Foreign Affairs, was part

of the MMA Biodiversity and Forest Department’s pro-

gram at the conference.

PDCIS’s interaction with the Tourism Ministry (MTur)

has resulted in a BRL 36-million investment in the

Southern Bahia Lowlands region. “I believe in the suc-

cess of the PDCIS and the expansion of a growing seg-

ment: agro-ecotourism. In that region, the goal is to de-

velop this opportunity from the cultural and economic

standpoint to stimulate local development,” observes

the MTur’s National Secretary for Tourism Develop-

ment Programs, Fábio Mota.

Quilombola communityDivided into eight tranches, the funding will be used

to rehabilitate a 37-km stretch of the BA-250/Pratigi

highway. This stretch connects state highway BA-001

to Pratigi Beach, in Ituberá county, and also provides a

link to Citizenship Park Highway (basic infrastructure

for communication and the generation of wealth that

will help consolidate agro-ecotourism).

“This investment is hugely important because it adds

value to Bahia as a destination,” says Fábio Mota. The

government of that state is the intermediary between the

Ministry of Tourism and the Land Conservation Organi-

zation (OCT), a civil society organization of public interest

Eduardo do Rosário: communitydevelopment

69informa

Knowledge and experienceThe joint actions of the Odebrecht Foundation and

its partners to make the PDCIS a reality are serving

as an inspiration for the entire Odebrecht Group.

“This spirit and part of the program’s methodology

in the Southern Bahia Lowlands are present in the

main social initiatives deployed by our Engineering

& Construction business, such as the IIRSA South

Highway in Peru, and the Kulonga Pala Kukula

social outreach program in Angola. It also guides

projects like the Remigio Rojas irrigation venture

in Panama and El Palmar-Diluvio in Venezuela,”

says Renato Baiardi, a member of the Foundation’s

Board of Trustees and the Board of Directors of

Odebrecht S.A., who adds: “The Foundation’s work

in the Southern Lowlands is iconic for the entire or-

ganization, because it is a source of knowledge and

experience.”

(OSCIP) that is part of the environmental arm of the PD-

CIS which is responsible for implementing the project.

The road gives access to more than the beach. Half-

way there, we come across a quilombola (maroon)

community called Jatimane. Located in Nilo Peçanha

county, it has grown in the shade of the piassava palms.

The river that runs through it bears its name. The main

economic activities of the 90 families who live there are

based on growing piassava palms and fishing.

In recent years, residents have identified tourism

as an alternative source of income. “We accompa-

ny tourists who visit the community and offer them

products like handicrafts and bio-jewelry made from

piassava fiber. Restaurants serve local cuisine,” says

Eduardo do Rosário, 39, the president of the Jati-

mane Community Association. He believes the refur-

bished route will bring in more tourists. “The result

will be the development of our community.”

70 informa

e was born into a poor fam-

ily in Peru, had little for-

mal schooling and started

working very early in life. The

hardships he encountered during

his childhood gave him the cour-

age to forge ahead and taught

him more than any book could.

We’re talking about Alejandro

Cruz Mendoza, better known

as “Mestre Cruz,” a born leader

who knows how to delegate and

whose greatest mission is to pass

on his knowledge. Mestre Cruz

joined Odebrecht determined to

succeed, considers himself ful-

filled, and possesses and teach-

es the formula for happiness.

His dream is to visit the Group’s

mother country, Brazil.

A childhood without shoesI had little schooling, because

my family was very poor. My Mom

came from the countryside, and

she was a mother and father to

me. I had a stepfather, but I didn’t

get along with him. Maybe that

was what made me leave home

very early to find work. As a kid,

I had no shoes. My clothes were

patched and worn. I only studied

up to the 4th grade. Every day I

carried water and got paid 10

cents for it. I’d save up the mon-

ey to buy a notebook, a pen or a

shirt. I couldn’t stay in school,

but thanks to my efforts, my work

and my change in attitude, I man-

aged to join Odebrecht. I said, “I

can and I will.”

New beginningI joined Odebrecht during its

first project in Peru, the Char-

cani V Hydroelectric Plant, in

1979. I was hired on August 28,

1982. They needed a construction

supervisor. I asked people how

they’d got a job with the com-

pany. I asked them to teach me

how, because I wanted to do the

same. I found a good person who

told me: “You start out this way,

and in the end you’re the one who

gets things done. It’s up to you.”

When I joined the company, I was

surprised to receive work gloves,

shoes and other equipment. Back

then, nobody did that. We worked

with old shoes, normal clothes.

Odebrecht takes care of workers

and values life. At the same time,

we must also take care of their

equipment. I’ve learned that here

at the company.

Delegation, teamwork, serviceThe best way to pass on what

I know is through example. A

leader must know how to del-

egate, work as a team and serve

his team members. When I talk

to my team as a group, I say:

“You are all leaders, you are not

workers, you are the company’s

partners, the company’s human

assets. Everything we do here is

for you.” And I ask them: “Who

does the work? The leader or

the team member?” It’s the team

member who does the work, and

the leader who has the vision. We

are always learning, and when

I see that someone is doing the

right things, I congratulate them.

I also let people know when

they’re not doing a good job. A lot

of my team members are leaders

today, supervisors and master

blacksmiths, and even the own-

ers of subcontractors.

Loving what you doI know all about architectural

and structural design, but I never

studied drawing. I learned by do-

ing. Sometimes engineers ask

me, “Did you do that?” When I say

yes, they’re surprised. I like to

draw. It’s my passion. I love what

I do, and to be a leader, you’ve got

to love what you do. For me it’s an

obligation, a duty to pass on what

I’ve learned. The Odebrecht En-

trepreneurial Technology taught

“A true leader is a magician”According to Mestre Cruz, leaders must have the

humility to learn, a love of teaching, and never give up

SavvY

Hstatement given to válbEr Carvalho edited by aliCE GalEFFi

photos by riCardo artnEr

71informa 71

Mestre Cruz: “I love what I do”

72 informa

me to be more respectful, more

humble and more responsible.

The way to victoryI told the participants: “I start-

ed out the same way, just like

you, with nothing. I’m not better

than anyone and I’m not the best

teacher. I’m still learning. But I

want to share what I know with

you, because learning isn’t hard.

You can ask as many questions

as you like, and I’ll teach you.”

Looking back on my journey so

far, I remember all the leaders

who welcomed me here, like the

engineer Raymundo Serra, Mar-

co Cruz, Jorge Barata, and Sergio

Panicali, my immediate leader.

Ruben Drescher, and the Peruvi-

an engineer Angel Loayza. That’s

how we got projects done. We’re

all winners. The leader chose the

path to victory. And victory chose

him as its follower. A true leader

is a magician; his style is simple,

born of three attitudes: the hu-

mility to listen and learn, a love

of teaching and sharing, and the

drive to never give up.

Be happyFriends, do you want to know

the secret to being happy in

life? “Yes, sir.” The first step is

to know that God is present in

everything in life. The second

step is to love yourself every

day. When you wake up and go

to bed, you should say: “I’m im-

portant, I’m worthy, I’m capable,

I’m loving, I’m smart.” This step

is called self-esteem. The third

step is to put everything I’ve said

into practice. That is, if you think

you are smart, then act smart.

If you think you are capable, put

your money where your mouth

is. If you say you are loving,

then show your affection. If you

think you can do more than one

thing, do it. That’s called mo-

tivation. The fourth step is not

envying anybody for what they

have or who they are. They have

achieved their goals, so leave

justice up to God’s laws. The

seventh step is to move forward,

don’t ever stop, because you can

go far. Maybe you’ll find better

things by doing good things,

and never going astray. Thanks

to all this, I can’t say there’s no

money in my pocket. God gives

me the health to continue work-

ing at the company. Thanks to

the company, all my kids have

graduated. My greatest wish is

to visit Brazil.

next issue:People

Founded in 1944,

Odebrecht is an organization

of Brazilian origin made up of

diversified businesses with

global operations and

world-class standards of

quality. Its 180,000 members

are present in the Americas,

the Caribbean, Africa, Asia

and Europe.

reSPONSIbLe FOr cOrPOrAte cOMMUNIcAtION At Odebrecht S.A. Márcio Polidoro

reSPONSIbLe FOr PUbLIcAtIONS PrOGrAMS At Odebrecht S.A. Karolina Gutiez

bUSINeSS AreA cOOrdINAtOrS Nelson Letaif Chemicals & Petrochemicals | Andressa Saurin Agroindustria | Bárbara Nitto Oil & Gas | Kiko Brito Environmental Engineering | Sergio Kertész Real Estate Developments | Antonio Carlos de Faria Infrastructure & Transport | Josiane Costa Energy | André Paraná Industrial Engineering | Renata Pinheiro Defense & Technology| Daelcio Freitas Odebrecht Properties | Herman Nass ShipbuildingCoordinator at Obebrecht Foundation Vivian Barbosa

edItOrIAL cOOrdINAtION Versal Editores editor-in-chief José Enrique Barreiroexecutive editor Cláudio Lovato Filho Photo editor Holanda Cavalcanti Art and Graphic Production Rogério Nunes english translation H. Sabrina Gledhill English Edition Coordinator & Electronic Publishing Maria Celia Olivieri

Printing 666 copies | Pre-Press and Printing Pancrom

edItOrIAL OFFIceS Rio de Janeiro +55 21 2239-4023 | São Paulo +55 11 3641- 4743email: versal@versal.com.br

Originally published in Portuguese. Also available in Spanish.

74 informa

“an entrepreneur shows true leadership

by coordinating and consolidating people’s

simultaneous actions so they produce more wealth together than they could

individually”

Ph

oto

: GEr

ald

o P

Esta

lozz

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TEo [odebrecht Entrepreneurial Technology]