THIS IS HOW THE PATH IS BUILT - Odebrecht Informa

# 159 vol XXXIX MARCH/APRIL 2012
English Edition
THIS IS HOW THE PATH IS BUILT
The transport and logistics projects that are making
it possible to ship and receive whatever the
imagination can devise, and development demands
Barge in the Port of
Belém laden with
equipment bound
for the Belo Monte
hydroelectric plant
construction site
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foto: Lia Lubambo
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> You can view
this entire issue
in HTML
and PDF
> In the fourth interview for the Savvy project,
Gilberto Neves, Odebrecht’s CEO in the United
States, recalls the highlights of his career in
the countries where he has worked
> The Belo Monte hydroelectric plant, under
construction on the Xingú River in Pará, Brazil,
uses the waterway as an alternative means of
transportation for materials and equipment
> The construction of metro lines in Caracas and
Los Teques are the highlights of Venezuela’s
investments in urban mobility
> Access all back issues of Odebrecht
Informa since no. 1, and download full
issues in PDF
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> Special publications (Special Issue on Social
Programs, 60 years of the Odebrecht Group,
40 Years of the Odebrecht Foundation and
10 Years of Odeprev)
BELIEVE IN SUCCESS
The Acreditar (Believe) Project graduates
skilled workers and contributes to the
development of communities near the Teles
Pires hydroelectric plant
> Braskem’s “green”
logistics enable it to use
electric forklifts whose
technology is 100%
sustainable and helps
reduce polluting gases
> In the United States, 95%
of Braskem’s production
reaches clients by train,
optimizing costs and
time spent on shipment
operations
> Operational since 1985,
the Carajás Railway is
undergoing works to
widen some sections and
add 114.7 km of track
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Read posts by the
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editors on the Odebrecht
Informa blog.
> Thiago Nehrer, 31,
discusses the challenges
of being part of a major
company
> The Port of Santos, the
largest in Latin America,
marks its 120th anniversary
in 2012
> Read about the Angolan
tailor who is transforming
traditional fabric from his
country into artworks
> When scientific research
is put into practice,
reforestation takes on a
whole new meaning

&
News
Capa
People
Ilustração de Rico Lins
#159
TRANSPORT & LOGISTICS
cover photo: guilherme afonso
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Construction of Lisbon beltway and Porto Metro expansion
symbolize a new era of progress for Portugal’s transport
infrastructure
Ruta del Sol and Electric Train are iconic solutions for improving
mobility in Colombia and Peru
Communication programs are the highlight for Odebrecht
TransPort’s concessionaire subsidiaries
Transnordestina Railroad: bringing development by linking the
interior of northeastern Brazil with the region’s seaports
Accessibility solutions that will benefit populous regions in
Pernambuco and Rio de Janeiro
Concessions: providing high-quality services for users of trains,
subways and highways in four Brazilian states
Paulo Cesena and the challenges facing Odebrecht TransPort, a
company increasingly focused on direct relations with the public
Construction and logistics systems enable the fast-paced execution
of the Jardins Mangueiral housing project in Brasília
Basic petrochemicals reach Braskem’s clients via highways,
railways, waterways and pipelines
In Caracas and Los Teques, an overview of Venezuela’s investments
in better urban mobility
The challenges and stories of Olex, a company that is present in
every move the Organization’s teams make
The Argentine engineer Diego Casarin: family, work and memories
of magic moments provided by basketball
Belo Monte: highlights of the dam’s construction in northern Brazil
include a multi-modal logistics strategy
Imports of equipment and materials for the PTA POY PET Project in
northeastern Brazil involve up to 17 countries and 30 cities
In Angola, highways, expressways and boulevards in major cities
and the interior are opening up avenues for growth
People: find out what makes Juliana Lima, Paulo Brito and
Juliana Calsa always feel motivated to do more and better
Tackling bottlenecks: the contributions of the Embraport Terminal
in the Port of Santos, and the pipeline developed by Logum
OOG is the first Brazilian company to build and operate PLSVs, ships
used to install flexible pipelines in deep waters
Gustavo Prisco writes about the (urgent) need for Brazil to
overcome its infrastructure bottlenecks in transport and logistics
ORGANIZATION
GERMANY
SUSTAINABLE DEVELOPMENT
SAVVY
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photo: Edu Simões

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EDITORIAL
It’s right
there in the
dictionary
“While seeking
solutions focused
on better serving
clients, Odebrecht
Organization
companies are
taking part in the
efforts underway
in Brazil and other
countries to expand
and upgrade
their transport
and logistics
infrastructure”
The Merriam-Webster dictionary defines a “bottleneck” as
“someone or something that retards or halts free movement
and progress.” Therefore, in the life of a nation, bottlenecks
create an obstruction that could present a major obstacle to
growth and development.
The urgent need to improve transport and logistics infrastructure is a
challenge confronting Brazil and other countries with similar potential to
advance and grow their domestic and foreign markets. Just having good
products is not enough. We must get those products to clients on time, with
guaranteed quality. To do so, it is key to have a complex transport and logistics
system in place that functions effectively and efficiently. Getting products
from the hubs of production to the roads and railways and from there to the
ports – that is how we build the pathways that enable nations to meet their
people’s needs and boost their competitiveness in the global marketplace.
While seeking solutions focused on better serving clients, Odebrecht Organization
companies are taking part in the efforts underway in Brazil and other
countries to expand and upgrade their transport and logistics infrastructure.
In this issue of Odebrecht Informa, the spotlight is on the Organization’s
projects in the Transport & Logistics sector. Here you will find emblematic
stories of the efforts of cities, states and nations to overcome their bottlenecks,
which can involve shipping products to the domestic market as well
as imports and exports, but also has to do with issues like providing good
public services through road concessions, and improving the quality of mass
transport by expanding light-rail and commuter rail systems and building
urban roadways.
From importing the massive equipment required to build the Belo Monte
hydroelectric plant in northern Brazil, to the expansion of the Caracas Metro,
including the shipment of Braskem’s basic petrochemical products and the
construction of expressways in Angola: every day, Odebrecht teams are using
their know-how and spirit of service to carry out the task of helping their
local communities find solutions and stop their dreams from being bottlenecked.
Because giving up on goals and hopes of better times ahead is certainly
not in the vocabulary of the Odebrecht Organization’s members.
Good reading.

In harmony with
histor
written by Luiz Carlos Ramos
photos by Edu Simões
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y
Metro
and road
construction projects
in Porto and Lisbon
harmonize with the
preservation of the
nation’s cultural and
architectural heritage
City of Porto: Metro
expansion connects
the historic center
with the Douro River
and the nearby town
of Vila Nova de Gaia
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The tremendous advances Portugal has
made in improving its infrastructure over
the past 25 years, since it joined the European
Union in 1986, mean that the country
is now traversed from north to south by
modern highways and fast trains, in contrast to the limitations
of the 1970s. Bridges, overpasses and tunnels
shorten distances and increase the presence of tourists
from other parts of Europe, attracted by the warm climate
and scenic beaches, mountains, plains and castles,
as well as the exciting cuisine, and wines that are
among the best in the world.
Over the years, during this new era of development,
the nation’s two largest cities, Lisbon and Porto (Oporto),
have gained subway lines and extensive highways while
retaining the narrow streets of their romantic and historic
neighborhoods. Odebrecht International is taking part in
the construction of this scenario through Bento Pedroso
Construções (BPC), the contractor responsible for several
projects in Portugal. Three of its most recent projects have
just been completed: two in the Lisbon region and one in
the Porto area.
The complex of highways in the Portuguese capital became
even more extensive and dynamic in 2011 with the
inauguration of a new section of the Lisbon Beltway (CRIL),
marking the completion of that circular route, which connects
the Vasco da Gama and 25 de Abril bridges on the
River Tagus. Leading from Almada, on the outskirts of Lisbon,
on the other bank of the Tagus, the 25 de Abril Bridge
is connected to the Baixo Tejo Highway. BPC has also built
the most recent section of that route, facilitating access to
a region of beaches that are popular with Lisbon residents
and tourists alike.
As for the northern city of Porto, its Metro system is
composed of six lines, and one of the busiest has just been
extended, connecting the city’s historic center to the Douro
River and nearby Vila Nova de Gaia, a major industrial town.
Portugal’s transport and infrastructure projects will
continue in the next few months. Working through BPC,
Odebrecht International is among the six companies that
form Elos, Ligações de Alta Velocidade S.A., the joint venture
responsible for the construction of portions of the
future high-speed train line that will make the trip from
Lisbon to Madrid in just three hours. The original design
has undergone changes and is awaiting approval by the
governments of Portugal and Spain, which are interested
in increasing the flow of tourists in the Iberian Peninsula.
Challenges of an urban project
The Lisbon Beltway (CRIL) is 21 km long and runs
through the northern part of the city, providing a quick
route between the International Airport, Oriente Station
and the Vasco da Gama Bridge, as well as connections
to other expressways. This circular route was all but
completed in April 2011 with the delivery of the 3.7-km
stretch between Buraca and Pontinha, passing through
the cities of Lisbon and Amadora Odivelas and nine districts,
including Benfica, where the popular soccer club’s
stadium is located.
Estradas de Portugal S.A. contracted BPC to build
this stage of the complex, and the Odebrecht company
carried out its mission in just over three years. The
completion of the road works required the demolition
of houses and the removal of 1,600 families living in the
area, the redevelopment and opening of tunnels, inter-
CRIL: beltway
passes through
northern
Lisbon
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changes and access routes, and the preservation of two
historic aqueducts: Águas Livres and Francesas. The
Águas Livres Aqueduct and its famous arches are nearly
300 years old. The structure survived the devastating
earthquake of 1755 and is still in use, as well as being a
tourist attraction.
Project Director José Joaquim Ferreira Martins explains:
“It was a very challenging job because of the urban
development situation, which required moving large
amounts of earth. For this stretch, which is nearly 4 km
long, we had to build two tunnels: Benfica, which is 1,446
m long and runs alongside an aqueduct, and Venda Nova,
which is 300 m long.” The project involved 181 workers,
85% Portuguese and 15% from other nationalities.
Antonio Martins, the technical officer Responsible for
Community Relations, recalls: “We had to explain to motorists
why they were facing traffic jams during construction.
It was also necessary to convince the residents who
had to be relocated because of the urban development
works that the freeway is vital to the city.” José Martins
adds: “One day before it was inaugurated, the route was
opened for pedestrians only so people could experience
it on foot.”
There is modern lighting inside the tunnels, and lit
traffic signs and loudspeakers warn drivers about the
risks of accidents and traffic jams. The concrete side
walls are decorated with graffiti art. “Our client, Estradas
de Portugal, held a contest with a prize for the best
graffiti artists. By covering the walls with these drawings,
we avoided the risk of predatory graffiti,” recalls Martins,
who is preparing to join the management team for the
construction of the Portuguese stretch of the Lisbon-
Madrid Railway, in which ultra-fast trains will link the
capital cities of two nations.
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November 18, 2011, with a modern layout and almost no
curves.”
Gonçalo Matos, the officer Responsible for Engineering,
notes that tourism is not the only sector that has benefited
from this project. Many people live in that region and work
in downtown Lisbon. “It was necessary to demolish houses
and build bridges,” says Gonçalo. “Anyone who complained
about the traffic jams while construction was going on can
see how much faster it is to travel on the Baixo Tejo.”
Oriente Station: the CRIL enables faster connections with
the International Airport and Vasco da Gama Bridge
More access to beaches
Portugal’s most popular beaches for foreign tourists,
especially visitors from Northern Europe, are in the Algarve,
in the far south, where the sun shines all year round.
However, the Lisbon region is also blessed with beautiful
bathing spots in the Estoril and Cascais area, as well as
the other side of the River Tagus, in the region called the
Baixo Tejo or Lower Tagus. Inaugurated in 1966 and named
in 1974 in honor of the Carnation Revolution of April 25th,
which democratized the country, the 25 de Abril Bridge is
the most direct route to Almada and the beaches on that
bank, along the river and the sea.
A southern extension of the Lisbon beltway, the Baixo
Tejo Highway includes a total of 70 km of infrastructure
works and provides a direct route to the region’s beaches.
The client, Estradas de Portugal, has awarded the northern
section of that project to BPC and its joint-venture partners
Lena and MSF. Regarding the recent construction of
a 4-km section of divided highway for that complex near
the Caparica resorts, Project Director Bruno Medeiros observes:
“There were huge high-tension power poles along
the route that had to be removed with the authorization of
the power company, which put the project a year behind
schedule. But we overcame that challenge with patience
and confidence, and the road was officially opened on
Growing the Porto Metro
Until 2002, the city of Porto had no Metro system at all.
Its mass transportation system consisted of old trams,
narrow streets and highways under construction. In just 10
years, six lines have been added to the Metro, including one
leading to the airport. There are 81 Metro stations, 14 of
which are underground, but the system runs mostly on the
surface, passing through 7 km of tunnels. Built with French
technology, its yellow trains are silent, sleek and modern,
stopping in seven towns and cities – Porto, Póvoa do
Varzim, Vila do Conde, Maia, Matosinhos, Gondomar and
Vila Nova de Gaia. Thousands of cars are no longer clogging
the streets since their drivers began taking the Metro.
BPC, which has been participating in the expansion of
the Lisbon Metro for years, recently completed a two-year
project in Porto in partnership with Lena – the extension
of Line D, which links the Historic District with São Bento
Porto Metro train: the
system has gained six
lines in just 10 years
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Baixo Tejo Highway:
benefits tourists and
local residents by
facilitating access to
the coast
Railway Station, Porto Central Hospital and the University
Campus. On October 15, 2011, in Vila Nova de Gaia, BPC
and Lena delivered a brand new station, Santo Ovídio, the
remodeled D. João II Station, and the stretch connecting
these two stations, built along the busy thoroughfare of
Avenida da República.
Luís Temido, who has built up long experience in road
works projects during his 19 years with Odebrecht, was the
Project Director for the Porto Metro contract. He recalls:
“The new station is underground, beneath a square where
two streets and the city’s main road intersect. Because of
that, we had to build a road tunnel that runs underneath
and parallel to the subway tunnel.” The road tunnel was
opened to traffic on January 30, 2012. “The biggest challenge
of that project was the need to build it without interrupting
the daily flow of thousands of pedestrians and
vehicles in that area,” says Temido.
Almost all of Luís Temido’s direct team members
were Portuguese nationals. One young Brazilian engineer,
Mariza Maria de Souza Ferreira, was born in Bahia
but has lived in Portugal since her childhood. Mariza,
who joined Odebrecht three years ago, explains that the
modern Metro has made the city of Porto more attractive
without detracting from its historic features. “The
recently extended line runs through the old iron bridge
built by Gustave Eiffel, who also built the Eiffel Tower in
Paris. This bridge over the Douro River connects Porto
and Vila Nova de Gaia and is part of the most scenic
landscape in the region.” In Gaia, near the river docks,
there are numerous wine cellars that stock Portugal’s
famous port wine, which is produced and aged in oak
barrels in the Upper Douro region.
There are plans in place to further extend the Metro line
that currently ends at Santo Ovídio, which would benefit
low-income neighborhoods that are home to more than
17,000 people. Luís Temido says he believes there will be
more rail and road works in the Porto region and other
parts of Portugal.
“Sailing is necessary; living is not.” The Portuguese
poet Fernando Pessoa wrote those words nearly 100 years
ago, underscoring the motto of sailors of yore. Pessoa’s
verses still inspire the Portuguese people today: “More and
more, I set the soulful essence of my blood to the impersonal
task of enhancing the homeland and contributing to
the development of humanity. That is the form taken in me
by the mysticism of our race.”
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12
planeta Terra realiza dois tipos de movimento: a
translação, elíptico em volta do sol, e a rotação, em de lançamento mais avançadas do mundo. Com ela, o
torno de seu próprio eixo. A lição é muito conhecida, Brasil entrará para um seleto grupo de oito países com
ensinada no colégio, nos primeiros anos da educação esse tipo de tecnologia. A Odebrecht Infraestrutura
formal brasileira. Pois é justamente o movimento de está realizando as obras civis, participando do Consórcio
Cyclone 4, ao lado da Camargo Corrêa. O cliente da
rotação que faz com que Alcântara, pequena cidade à
beira da Baía de São Marcos, no Maranhão, seja um obra é binacional, a Alcântara Cyclone Space, uma parceria
entre os governos do Brasil e da Ucrânia.
dos principais pontos do mundo para o lançamento de
foguetes e satélites.
O nome Cyclone vem do foguete que será utilizado
Life O município está localizado muito próximo à Linha nos lançamentos, o Cyclone 4. Considerado um dos
do Equador. Isso permite ao veículo lançador utilizar de mais seguros e eficazes do mundo (atinge três tipos
forma mais eficiente o movimento de rotação da Terra
the
de órbita), ele tem o impressionante recorde de apenas
quatro falhas em 226 lançamentos até hoje. Ape-
para executar seu trabalho. Simplificando, pode-se dizer
que ele “aproveita” esse movimento, em razão da nas outras sete nações detêm tecnologia de propulsão
localização provilegiada da base. Isso possibilita uma similar: Estados Unidos, Rússia, Índia, China, França,
economia de até 30% do caríssimo combustível utilizado.
Por esse motivo, os equipamentos são capazes de Para a construção da base, iniciada em 2011, é ne-
Japão e Cazaquistão.
suportar cargas mais pesadas que o normal. “É uma cessária a supressão de uma área de vegetação de cerca
de 100 hectares. Nesse espaço, estarão localizadas
grande vantagem que pode colocar o Brasil em destaque
no aquecido mercado mundial de lançamento de áreas de estoque de combustíveis e de montagem e
satélites”, comenta Clóvis Costa, Gerente de Produção acoplagem de foguetes e satélites. Um trilho de ferro
da Odebrecht.
de aproximadamente 800 m que levará o foguete para
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Em Alcântara, está sendo construída uma das bases

Passengers on the
Electric Train in Lima:
a decisive contribution
to improving the
Peruvian capital’s
public transport
system
a área de lançamento propriamente dita.
Babaçu e sustentabilidade
A vegetação predominante na área é o babaçu, uma
espécie de palmeira, da qual são retirados o óleo e a
palha. Será realizado um replantio ostensivo da mata
em outra região. Mas o que fazer com a madeira retirada
(que não é de alto valor comercial) e que normalmente
seria descartada?
A partir de uma ideia criativa do Gerente de Produção
Clóvis Costa e sua equipe, o Cyclone 4 conseguiu
criar um ciclo sustentável para o babaçu, que foi reintegrado
à paisagem natural, tornando possível a preservação
da identidade visual maranhense em um município
de importância histórica como Alcântara, ocupado
pela primeira vez no século XVII, pelos franceses.
Uma das mais belas praias da região é a dos Guarás.
Por causa do avanço da maré, a única passagem
para esse santuário ecológico começou a ruir, praticamente
fechando qualquer travessia terrestre. A estrada
ficava cada vez mais estreita. O Consórcio Cyclone
4 construiu um talude (plano inclinado que limita um
written by Zaccaria Junior
aterro) utilizando o babaçu e alargou a estrada. Além
photos by Bruna Romaro
da palmeira, foi usada também uma manta porosa geotêxtil.
A tecnologia faz com que a água do mar bata e
volte sem danificar a encosta.
A obra foi essencial para a sustentabilidade da comunidade
local. O pescador Luiz Santana Cantanhêde,
51 anos, corria o risco de ter sua atividade encerrada
devido ao fim iminente da passagem. “Agora posso
continuar minha pesca, além de outras atividades,
como levar turistas para o outro lado margem, onde
The Ruta del Sol
and Electric Train
are iconic projects
that symbolize
Colombia’s and
Peru’s investments
há uma praia muito bonita”, diz. “O mais interessante é
que respeitamos a identidade in mobility
visual da região. O talude
de babaçu é confortável para os olhos, pois não destoa
da paisagem”, acrescenta Coriolano Bahia, Gerente
Administrativo da Odebrecht.
Da forma como foi colocado o talude, até mesmo veículos
maiores, como microônibus, podem passar por
ali. Quem também se beneficiou com a solução foi Lincoln
Salles, 33 anos, dono da Pousada dos Guarás, uma
pequena pérola próxima ao mar e ao mangue, onde o
hóspede desfruta do melhor suco de bacuri da região.
A pousada simplesmente ficaria isolada do mundo. A
passagem estreita já não possibilitava sequer o trânsito
dos fornecedores de alimentos. Mas a situação mudou.
“Foi uma solução ambiental, que respeita a vegetação
daqui. Um exemplo que poderia ser seguido pelas autoridades”,
destaca Lincoln.
José Eduardo:
aprendizados
Ponte de babaçu
precisam se
Comunidade e turistas de Alcântara converter não foram em os
únicos a saírem ganhando com as soluções sustentáveis
do babaçu. Clóvis Costa usou a mesma técnica
dentro da própria obra. Ele criou uma ponte (uma passagem
rente ao chão) em cima de um Igarapé com a
palmeira local. A ponte liga os lados leste e oeste da
obra. Antes da ponte, os caminhões e veículos eram
obrigados a percorrer uma distância de 12 km para
chegar de um lado a outro do projeto.
A passagem de babaçu é uma solução inédita e ecológica.
Ela não atrapalha o fluxo da água, que atravessa
a madeira e mantém as características daquele ecossistema.
E mais: com a diminuição do percurso, reduz
moveinforma
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Aroute that connects Bogota with Colombia’s
Atlantic ports (on the Caribbean
Coast). A light rail system in Lima,
Peru, that reduces traveling time from
two and a half hours by car to 30 minutes
by metro. These projects may be very different in
terms of format, but they are totally synergistic when it
comes to one of the main concerns of modern life: mobility.
In his book On the Move: Mobility in the Modern
Western World, published by Routledge in 2006, an internationally
recognized expert on that subject, geographer
Tim Cresswell, alerted us to the fact that the phenomenon
of mobility involves a varied range of factors
and processes that are simultaneously present in the
basic structure of the production system and people’s
daily lives, up to and including the transportation system
and the public management of those spaces.
The Ruta del Sol (“Route of the Sun”) is the most important
highway in Colombia. It covers 1,071 km and runs
through an area that concentrates 70% of the country’s
Gross Domestic Product (GDP) while connecting its two
most important cities, Bogota and Medellin, with the Caribbean
Coast. The target of a USD 2.5 billion investment,
the concession for this route is divided into three sectors.
Sector Two, the longest (528 km) and most important of
the three, is the responsibility of the Rota do Sol S.A.S.
concessionaire, led by Odebrecht (62.1%), whose partners
are two Colombian companies, Corficolombiana
(33%) and Solarte (4.99%). The venture represents an
investment of approximately USD 1.5 billion. In addition
to investing in the project, which includes the operation
and maintenance of the highway for 25 years, Odebrecht
is also present as the contractor refurbishing the route.
Begun in May 2011, the road works will be completed in
five years under the responsibility of Ruta del Sol (Consol),
a joint-venture contractor formed by Odebrecht and
two Colombian companies, Corficolombiana and CSS
Constructores S.A.
According to Eder Ferracuti, President of the Rota
do Sol S.A.S. concessionaire, the improvements to the
highway will enable the route to realize its full potential.
“It is mainly used for cargo transportation. The average
amount of traffic in Sector Two is 20,000 vehicles
per day, of which 70% are heavy vehicles. It is essential
to improve this infrastructure to increase Colombia’s
competitiveness,” he observes. “The improvements being
made in road infrastructure have a direct impact on
reducing the Vehicle Operating Cost, which is directly
reflected in lower costs for foreign trade,” he adds.
The Colombian Government estimates that the improvements
being made on the Ruta del Sol will contribute
to a 5% reduction in the Vehicle Operating Cost, which
represents 4% savings on the cost of cargo transport on
this corridor. This would represent additional gains for
the country of up to USD 1.5 billion per year.
“Odebrecht is also positioning itself in this country
as a company that invests in infrastructure. Colombia is
an extremely interesting country, where there are many
Cities to coast
possibilities and there’s plenty to do,” says the CEO of
Odebrecht Colombia, Luiz Antonio Bueno Junior. “Travel
time between Bogota and the Caribbean Coast will
be reduced from 16 hours to 10,” he observes.
The Colombian Transport Minister, Germán Cardona
Gutiérrez, points out that the Ruta del Sol is a
strategic project for his government. “We are entering
a new era for concessions in Colombia, and this is
the first example of the new phase of concessions. We
need to set the priorities for the organization, execution
and efficiency of these road infrastructure projects
so the Colombian people will have a clear picture
of the impact they will have on Colombia’s economy
and development,” emphasizes Germán Cardona.
On track for mobility
With a population of over 8 million people, Lima still
needs to develop its mass transit infrastructure. The
informality of the bus and taxi systems in the Peruvian
capital compromises the quality of transit and induces
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Ruta del Sol and Germán
Cardona: “We are entering
a new era for concessions
in Colombia”
people to travel in their own vehicles, a domino effect
that eventually leads to massive traffic jams at any time
of day. Long-standing plans to build a light-rail system –
known as the Electric Train in Peru – got off the drawing
board during President Alan Garcia’s first term in office
in the second half of the 1980s, but the project ground to
a halt before it was completed. It resumed by the end of
Alan Garcia’s second administration in 2009, when nine
stations were added to seven existing ones, and 13 km
were added to the 9 km of lines already built. However,
structural changes and updates were required. To get an
idea of the results obtained from the implementation of
the Electric Train project, it takes just 30 minutes to get
from the first to last station of the Lima Metro. The same
trip by car takes at least two and a half hours.
According to Carlos Nostre, Odebrecht’s Electric
Train Project Director: “There is no doubt about the
need for this transport system, the way things are now.
We took on a very difficult project, with
the challenging deadline of 18 months
to develop the plans, build the metro and
get the trains up and running,” he says.
One of challenges Nostre underscores is
the fact that the Lima Metro runs overhead
and not underground, which meant
that its construction had a bigger impact
on the public’s daily life.
Directly involved in the resumption
of the Electric Train project, Enrique
Cornejo, a former Peruvian Minister of
Transport and Communications, argues
that light-rail systems are a necessity
for any city in the world with over 4 million
inhabitants. “It was important for our citizens to
see that it was possible to finish this project and confirm
that the metro is actually an important solution to
the urban transport problem in Lima,” says Enrique
Cornejo.
The new metro is very popular. Oswaldo Plasencia,
Executive Director of the Autonomous Electric Train
Authority, observes that preliminary studies indicating
that Lima’s light-rail system would transport 300,000
passengers per day have been updated, doubling that
figure to 600,000. “We have succeeded in building this
project in record time, with excellent quality and virtually
no inconvenience to the public. In just over two weeks
of operations, the Electric Train has carried about 2
million users,” says Plasencia. He adds that it is just
a matter of time before the public takes a liking to the
new system and there is a demand for the network to
be expanded by adding more stations and lines.
Oswaldo Plasencia:
number of Electric
Train users surpassed
expectations
informa
15

Communication
open dialogue
operates the Dom Pedro I Corridor in
Campinas, São Paulo.
Six months ago, the company
launched a bulletin titled De Olho
na Rota (An Eye on the Route),
which provides information on
traffic conditions throughout the
highway system, including closed
lanes and road works. It sends
seven daily updates of the bulletin
to radio stations and news websites,
especially at peak times.
Rota das Bandeiras is also preparing
to launch its new website,
which will publish real-time imwritten
by Renata Meyer photo by Artur Ikishima
Comprehensive programs de s-
ig ned to communicate with the
community and the media have
been an important ally of Odebrecht
TransPort’s concessionaire subsidiaries
when fulfilling one of the company’s
basic principles: ensuring the continuing
improvement of the services it provides.
“As providers of public services, we are
committed to communicating with our
users effectively, foreseeing events
and avoiding surprises,” says Marco
Be natti, the officer Responsible for
Communication at Rota das Bandeiras,
the concession company that
Odebrecht
TransPort’s
concessionaire
subsidiaries use
communication
tools to maintain
close relations
with the
community and
the press
informa
16

Bahia Norte’s
publications: full
accountability
ages from the cameras installed
along the highways.
Rota das Bandeiras has adopted
a transparent and proactive
stance in its press relations.
“Nothing goes unanswered,” says
Benatti. He says that speed and
accuracy when working with the
press have made all the difference
in earning media professionals’
trust.
At SuperVia, the concessionaire
that runs the commuter rail system
in the Rio de Janeiro metropolitan
region, the challenge of providing
information to users quickly
has the support of technology. The
company has invested BRL 2.9 million
in an integrated communication
system with its clients – the
passengers aboard its trains –
which is managed at the Operational
Control Center (OCC). This
new system enhances operational
security and safety while streamlining
the OCC’s communications
with train drivers.
The concession company is
also investing in the deployment
of television screens on
trains and in stations to broadcast
institutional programs that
provide background information
about its operations and help
answer passengers’ most frequently
asked questions, among
other content.
The Bahia Norte concessionaire,
which is responsible for
administering the BA-093 state
highway system in the Salvador
metropolitan region in northeastern
Brazil, has also put an extensive
communication program
in place. Between December
2010 and June 2011, the company
conducted a survey of users,
residents and business leaders in
the region to help identify the best
communication strategies.
“We want to show the public
that our work is not limited to
collecting tolls. We are here to
provide high-quality service and
make essential improvements to
the local transport infrastructure,”
says Cledson Castro, the
officer Responsible for Communication
at the Bahia Norte concession
company.
From this perspective, Bahia
Nor te’s communication efforts
focus on accountability to the
community. It periodically invests
in informative campaigns on
matters like the delivery schedule
for road works and changes
in traffic flow and intensity.
Bahia Norte also maintains
an active presence on social
networks. To inform the public
about traffic conditions, it
has created a Twitter page and
updates it several times a day.
Users can also obtain this information
by logging on to the concessionaire’s
website.
In Cabo de Santo Agostinho,
Pernambuco, where Rota dos
Coqueiros manages 6.5 kilometers
of highway, face-to-face
communication has made a big
difference in the community’s
life. The concessionaire invests
in traffic education, road safety
and environmental awareness
campaigns through seminars,
training sessions and recreational
activities for local residents.
It has also started publishing
a bimonthly newsletter
to communicate with the highway’s
users. With a circulation
of 10,000 copies, the newsletter
is distributed at the toll plaza,
which is the company’s main
point of communication with the
public. “Through the newsletter
we show our users what we are
doing for the community. As a
result, they can take part in our
projects and see that our work
goes beyond maintaining and
operating the highway,” says
Elias Lages, President and CEO
of Rota dos Coqueiros.
informa
17

Anyone who visits the 25 work fronts
for the New Transnordestina Railroad
in the Brazilian states of
Pernambuco, Piauí and Ceará,
and sees the accelerated work of
around 9,000 people and thousands of machines,
would never imagine the time it took for the project
to leave the drawing board. Residents of the
Northeast had nurtured that dream since Emperor
Pedro II visited that part of the country in the
nineteenth century and promised to build a railroad
to link the interior of the region to the coastal
cities. Over 100 years later, the new route of
the railway, which will connect existing portions
of the old network, is one of the main projects in
the Federal Growth Acceleration Program (CAP),
with an investment of BRL 7.5 billion. The 1,728-
km New Transnordestina will connect the city of
Eliseu Martins in southern Piauí with the ports of
Pecém in Ceará and Suape in Pernambuco.
Odebrecht Infraestrutura is responsible for
building the Eliseu Martins-Suape stretch and
part of the Salgueiro-Pecém section. The work is
divided into two phases. The first is infrastructure,
which includes grading and construction of bridges
and viaducts – that is, preparing the ground for
tracks. “This stage is the most challenging part of
the project because it involves obtaining environmental
permits, land expropriation, relations with
maroon and indigenous communities and managing
our own impact on urban areas,” says Tufi Daher
Filho, CEO of Transnordestina Logistica S.A.,
the CSN Group company that has been responsible
for operating the freight railway system in
the Northeast since 1998.
The second phase involves the superstructure,
Tracks across the
backl
Section of the Transnordestina
Railroad in Salgueiro,
Pernambuco: the city marks
the beginning of the railway
line. Opposite page, Brazilian
President Dilma Rousseff
during her visit to the jobsite:
harnessing the region’s
potential
that is, installing the sleepers, rails and gravel –
the railway itself. This phase began in the second
18
half of 2011. About 200 km of the railway have been
built so far. Trains are already riding the rails, but
for now there are just enough to carry materials for
the works themselves: rails, sleepers and gravel.
“We can lay up to 2.5 km of track per day. We’ll
have built 600 km of the railway by the end of 2012,
and the Eliseu Martins-Suape section will be up
and running by 2013,” says Tufi.
informa
18

ands
A 200-km stretch
of the ongoing
Transnordestina
Railroad project is
already built and
changing lives in a
vast region of Brazil
The Transnordestina Railroad is equipped with
the latest features. One is the gauges (distance between
rails) used – broad gauge (1.6 m) tracks for
modern trains, and mixed gauges in some places,
which allow older narrow-gauge (one-meter)
trains to operate. It also uses concrete sleepers
instead of wood. The rails purchased from China,
Italy and Poland measure 24 m per unit. Each unit
is attached to nine more to form a 240-m Long
Welded Rail (LWR). The slope of the line is a maximum
of 1.5% and the radius of curvature is 400 m
per kilometer. Thanks to these features, a 104-car
train can safely travel at up to 80 km/hour.
A corridor of opportunities
When the 1,728-km railway system is completed
in 2014, the business opportunities will
be huge. The railway will carry 30 million metric
tons of cargo per year. Transnordestina Logística’s
cars already carry products like cement, raw
materials for steel mills, and fuel (ethanol, diesel
and gasoline), and the company wants to expand
its business and transport grain and minerals as
well. Two clear targets are in sight: the Mapito
region (covering Maranhão, Piauí and Tocantins),
a major grain producer, and the Araripina Plaster
Hub in Pernambuco, which contains one of
the largest gypsum deposits in Brazil. Iron ore
and copper mining ventures in Pernambuco and
written by Edilson Lima
photos by Marcelo Pizzato
informa
19

Alagoas are already underway. Other possibilities
include transporting fruit from Petrolina, Pernambuco,
and northern Bahia, and the return of
essential products such as fertilizers.
In 2012, Transnordestina Logística will also restore
a 500-km section of the original rail network
between Cabo de Santo Agostinho, Pernambuco,
and Porto Real do Colégio, Alagoas, which was
damaged by heavy rains and floods two years ago.
As a result, the system will once again connect
the northeastern railway with the Central Atlantic
Railroad, which crosses part of the Midwest and
Southeast of Brazil.
“The New Transnordestina will expand the
range of options available to businesses. They
will be able to choose the best way to distribute
their products within Brazil or to other countries.
Our goal is to increase the market share for rail
transport from the current 15% to 40% of freight
in the region,” says Tufi Daher Filho.
Strategic position
Strategically located, about 600 km from several
major cities in the Northeast, Salgueiro is
the hub for the New Transnordestina Railroad
works. Workers from the Northeast and other
parts of Brazil have been arriving in that city
since construction began in late 2009. Since
then, it has grown by 25%, and now has 60,000
inhabitants.
“The booming economy has affected everything
from increased consumption of food and
fuel to high occupancy in hotels,” says Mayor
Marcones Libório de Sá. Banks, household appliance
stores and footwear outlets have arrived
there as well. With more tax revenue, the city
can invest in paving streets, installing sewer
systems, building a sanitary landfill and expanding
Salgueirão Stadium, in addition to improving
education and health care. In 2011, Marcones
received the Idepe Award from the State of Per-
20
informa

Workers installing rails
and sleepers and, in the
smaller photo, Mayor
Marcones Libório de Sá:
recognized efforts
nambuco for his efforts to promote basic
education. “It was a recognition of our efforts
to improve education in this city,” he
says.
The mayor is also celebrating the work
opportunities generated by the project
itself. Previously, the city had an unemployment
rate of 30%. Today, that figure
is down to 6%. “It isn’t any lower because
the economy requires more skilled
workers,” he says. The city has achieved
this by partnering up with Odebrecht Infraestrutura.
“Finding qualified people
was a major challenge on this project. We
had to train about 4,000 workers through
the Ongoing Professional Education Program
– Acreditar,” says Odebrecht Project
Director Pedro Leão. “Everywhere we
go, the local authorities and people in
the community are talking about how this
project is benefiting their towns.”
Ieunice Elenira Primo, 23, and Lucian
Alves da Silva, 22, were born and
raised in Salgueiro. When they heard
about the courses available at Acreditar
(“Believe” in Portuguese), they signed up
right away. By the middle of 2010, both
of them had jobs on the railway works.
“When I got the call, I was thrilled to
bits! I started out as a production assistant
and now I’m in training to become
a machine operator at the sleeper plant.
As long as the opportunities are there,
I’ll keep growing,” she says. Just as enthusiastic
as Ieunice, Lucian, who works
as a steelfixer, says: “This project makes
us all proud. I know I’m playing a part in
the history of the Northeast and Brazil.
I want to keep studying, and maybe I’ll
even become a construction supervisor
one day.”
In February, Brazilian President Dilma
Rousseff visited the construction site in
Salgueiro, and said: “Connecting the interior
of Brazil to its ports will increase
our capacity to get products to market
and develop the region’s potential.”
informa
21

coming
22
A road complex in
Pernambuco and an
expressway in
Rio de Janeiro put
technological
and entrepreneurial
innovation at the
service of accessibility
Despite the almost 2,400-km distance
that lies between them, Rio de Janeiro
and Pernambuco are very similar when
it comes to the execution of major projects.
In recent years, both states have
seen economic growth higher than the national average
in Brazil, and both are investing in infrastructure
projects, some of the most significant being in
the mobility sector. In the Southeast and Northeast
of the country, the Odebrecht Organization’s companies
are partners in this development process as
22
informa

through
written by Heloísa Eterna and Rodrigo Vilar
photos by André Valentim
Works on the TransOeste
project in Barra da Tijuca:
making Rio de Janeiro’s
West Zone more accessible
investors and builders of projects that are expanding
the logistical capacity of these states.
Located in the Recife metropolitan area, the Port
and Industrial Complex of Suape, controlled and
administered by the State of Pernambuco, is consolidating
its position as one of the most important
investment hubs in Brazil. The complex receives
60,000 workers daily and covers an area of 13,500
hectares – geographically larger than the city of
Olinda and equivalent to the entire urban area of
Recife. More than 100 companies are operating
there, and another 35 are in the implementation
phase, representing a total investment of USD 17
billion. In 2011, Suape’s port operations registered
25% growth in tonnage transported and 33% growth
in container handling.
This success story has encouraged the administrators
of Suape and the State of Pernambuco to
implement plans to expand and upgrade the complex’s
access roads. “We are carrying out a plan to
keep pace with this growth in the medium and long
term. One initiative is the road concession won by
informa
23

photo: Elvio Luiz
Odebrecht TransPort and Invepar at the end of 2011,”
says Frederico Amâncio, Vice President of Suape.
Through a 35-year contract and investments of
BRL 450 million, the Rota do Atlântico S.A. concession
company (CRA) – 50% owned by Odebrecht
TransPort and 50% by Invepar – manages a 43-km
section of the Expressway road and Logistics Complex.
The road concession starts on BR-101 South
at D. Helder Câmara Hospital, and runs through
the district of Nossa Senhora do Ó, in Ipojuca, leading
to Porto de Galinhas Beach, on the south coast
of the state.
In addition to building and upgrading access
roads, the business plan also provides for the modernization
and implementation of a signaling system,
the installation of street lighting, and the deployment
of metal safety fences and barriers in high-risk areas.
The project also includes construction of an Operational
Control Center, a Base of Operations with
a User Service Center, mobile weigh stations, two
logistics yards, five toll plazas and a new Highway
Military Police station.
Transversality
Two Organization companies are working together
in the CRA concessionaire: Odebrecht TransPort is
the investor and operator, and Odebrecht Infraestrutura
is responsible for civil works. “We aim to de-
Workers
building
TransOeste:
Rio de Janeiro
is improving
its transport
infrastructure
24
informa

Building the structure
for the Expressway in
Pernambuco: a strategic
project for the Suape
Industrial and Port
Complex. Below, Júlio
Perdigão and Ana Carolina
Farias: two Odebrecht
companies are directly
involved in planning and
execution
velop a quality project that meets the needs of the
[35-year] concession’s users, while keeping in mind
the overall value and the deadlines agreed with the
grantor,” says Odebrecht Infraestrutura Project Director
Ana Carolina Farias. According to Júlio Perdigão,
Investment Director of Odebrecht TransPort
and President and CEO of CRA, both companies are
actively involved in planning and execution to ensure
maximum efficiency. “Structured projects like this
one encourage the full application of the Odebrecht
Entrepreneurial Technology (TEO), influencing and
being influenced at all times in pursuit of what is
right. It is a relationship of discipline, respect and
trust between colleagues and partners.”
photo: Elvio Luiz
stretch in the Recreio dos Bandeirantes neighborhood,
where all lanes are fully operational,” says
Project Director Pedro Moreira.
One of the highlights of the TransOeste project is
the construction of the Grota Funda tunnel, linking
Barra de Guaratiba and Recreio dos Bandeirantes.
Once completed, the tunnel will reduce travel time by
50%, eliminate traffic jams in the Serra da Grota Funda
mountains and benefit over 200,000 people daily.
There will be 25 BRT stations along the 23.8 km
route of the TransOeste Expressway. Their platforms
will be level with the bus doors. Equipped with occupancy
sensors that will open doors automatically,
they will also be accessible to people with special
Building a dream
In Rio de Janeiro, the works being built in the runup
to the 2014 FIFA World Cup and the 2016 Olympics
will leave a legacy that will benefit the economy, local
residents and tourists who visit the state capital. One
of the projects underway is the TransOeste Expressway,
which aims to improve accessibility between the
Barra da Tijuca and Santa Cruz districts in the West
Zone of the city, including an express corridor for a
BRT (Bus Rapid Transit) system.
Odebrecht Infraestrutura is responsible for building
two of four sections of TransOeste, and has already
completed 90% of the works. “This project is
a long-held dream, especially for urban residents.
Before it is completed, they can already enjoy the
needs, and the stations’ architectural design provides
a light and airy ambience. “The public’s needs, the
City Government’s dream and Odebrecht Infraestrutura’s
ability to get things done are making this project
happen,” says Moreira, who adds that it will be
completed and officially opened in April of this year.
The sections of the Expressway under Odebrecht
Infraestrutura’s responsibility are located between
Ayrton Senna and Benvindo de Novaes avenues (9.9
km), and Benvindo de Novaes Avenue and Estrada da
Matriz highway (13.9 km). The project involves cordoning
off BRT lanes, building side lanes, refurbishing
the existing roadway, building a second roadway
alongside the original one, and building tunnels, two
bridges and six overpasses.
informa
25

Activity on Line 4 of the São
Paulo Metro and (smaller
photo), bank worker Leandro
Rocha: better quality of life
s
The constant pursuit of
technological, operational
and managerial
26
improvement is the
hallmark of Odebrecht
TransPort’s concessions
in four Brazilian states
informa
26

ervice
At its users’
written by Renata Meyer photos by Dario de Freitas
São Paulo, Tuesday, late afternoon. Leandro
Rocha is returning home after a
hard day’s work at the bank. The commute
from the city center to his home
in the Santo Amaro district, which used
to last two hours by bus, now takes less than 60 minutes
on Line 4 of the Metro. He describes the benefits
in a nutshell: “Now I have a better quality of life.”
In Cabo de Santo Agostinho, Pernambuco, real
estate broker Thiago Lein travels on the 6.2-km Coqueiros
Route, which leads to the south coast of the
state and the industries in the Suape Complex. “I take
this route several times a week. You can save time
and drive more safely,” he says.
Leandro and Thiago are among the thousands of
Brazilians who are benefitting from the Odebrecht
TransPort’s operations in the areas of road transportation
and urban mobility, currently located in
four Brazilian states: São Paulo, Rio de Janeiro,
Pernambuco and Bahia. In the area of urban mobility
alone, which includes the operation of trains
and light rail systems, the company transports 1.3
million passengers daily in the two largest cities in
the country and expects to invest BRL 6.5 billion
through its assets.
Its main challenges include improving and modernizing
the rail industry through a BRL 2.4-billion
investment program carried out in partnership with
the State Government, which includes renewing the
fleet, refurbishing stations and revitalizing the system’s
infrastructure.
In São Paulo, Odebrecht TransPort is one of shareholders
of Via Quatro, the concessionaire that runs
Line 4 of the megacity’s Metro system. The first stage
of this venture was completed in 2011. When completed,
it will be 12.8 km long, with 11 stations linking
the West Zone of São Paulo and the city center.
“Anyone who travels on this line every day can see
the major leap in quality that it represents for our
transportation system. As a user I hope that more
train and subway lines will also get this kind of infrastructure
in the future,” says Leandro Rocha.
Urban trains
In the Rio de Janeiro Metropolitan Region, Odebrecht
TransPort has been running SuperVia since
November 2010, serving over 500,000 passengers
per day. The concession company is responsible for
the administration of one of the region’s main transport
systems until 2048, comprising 270 km of railways,
with 98 stations in 12 counties.
informa
27

must concentrate on fulfilling the public’s expectations.
This entails major challenges, such as promptly
meeting our users’ needs with quality services, safety
and punctuality,” says Paulo Cesena, President and
CEO of Odebrecht TransPort.
Thiago Lein uses
Rota dos Coqueiros
in Pernambuco:
more safety and less
commuting time
Line 4, which links the other Metro lines with the
metropolitan train system, stands out for its modernity.
It is the first light-rail branch in Latin America
with glass partitions separating the platform from
the tracks, a feature that increases passenger safety.
It also uses driverless technology.
“Due to the enormous challenges involved, in
terms of technology, operations and management,
our experiences in Rio de Janeiro and São Paulo
have qualified us to work on urban mobility projects
in other major Brazilian cities,” says Irineu Meireles,
Regional Director of Odebrecht TransPort.
The focus on quality service is a point that all of
Odebrecht TransPort’s operations share in common.
“When we operate public utility services, we
photos: Lia Lubambo
Road transportation
Working with the same focus, Odebrecht Trans-
Port’s road concession companies are upgrading
some of the most important highway systems in the
country. This is the case with the Dom Pedro I Corridor,
which the company has managed since 2009
through Rota das Bandeiras in São Paulo State. This
297-km system connects 17 cities in the metropolitan
region of Campinas and the Paraíba Valley, an
area with about 2.5 million inhabitants. The 30-year
concession includes a BRL 3.5-billion investment in
the maintenance, refurbishment and modernization
of the road network.
In the northeastern state of Bahia, Odebrecht
TransPort and its partner Invepar control the Bahia
Norte concession company, which is responsible for
the administration of a 121-km section of the BA-
093 state highway system, covering nine counties in
the Salvador metropolitan region and serving more
than 3 million residents. Composed of six routes, this
system is an important artery for industrial production,
serving the Aratu and Camacari manufacturing
hubs, which contain a total of 298 companies and are
responsible for roughly 60% of Bahia’s GDP.
28
informa

Odebrecht TransPort is also Invepar’s partner in
the Litoral Norte concession company (CLN), which
manages 217 km of Estrada do Coco (Coconut Highway)
and the Linha Verde (Green Line), part of state
highway BA-099. This route links the city of Lauro de
Freitas, in the Salvador metropolitan region, with the
border between the states of Bahia and Sergipe, and
plays an important role in regional tourism.
According to Renato Mello, Odebrecht TransPort’s
Regional Director, the company’s priority in the road
transportation sector is working on urban projects
that are of major strategic importance for regional
economic, industrial and tourism development. “Our
goal is to help build new hubs of development in Brazil,
as well as alternative means of public transport
to minimize traffic bottlenecks in our cities,” he says.
Through the Rota do Atlântico concessionaire, the
company is investing in the Expressway Road and
Logistics Complex (see article on page 22), which is
located in a major hub of economic expansion in the
northeastern state of Pernambuco. The 43-km highway
is not only an alternative route to Recife’s south
coast beaches but will reduce traffic on the roads
leading to the Suape Industrial Complex, which is
now home to over 100 companies.
In Pernambuco, Odebrecht TransPort also manages
the road system comprised of Via Parque (Park
Highway) and the Arquiteto Wilson Campos Bridge,
in Reserva do Paiva. Managed by Rota dos Coqueiros,
this 30-year concession was the first public-private
road partnership in Brazil. In addition to making it
easier to get to the state’s southern beaches, the
road reduces the distance to Recife by 30 km.
Last year, more than 61 million vehicles traveled
the 686 km of highways Odebrecht TransPort operates.
The company plans to invest a total of BRL 7.6 billion in
this sector through its concessionaires.
Foto: Carlos Junior
SuperVia, in Rio de
Janeiro: 500,000
passengers daily
informa
29

INTERVIEW
Paulo Cesena: one
of Odebrecht TransPort’s
main focuses is
grooming teams
30
30
informa

service
The Spirit of
written by Álvaro Oppermann and Renata Meyer
photo by Paulo Fridman
Created in 2010, Odebrecht TransPort is
growing and consolidating its standing
as one of the leading transportation and
logistics companies in Brazil. With net
earnings of BRL 1.618 billion in 2011, its
assets include SuperVia (a commuter rail
system in the Rio de Janeiro metropolitan region), Rota
das Bandeiras and Rota dos Coqueiros (highway systems),
and Embraport, the country’s largest multipurpose private
port terminal, in Santos, São Paulo. In this interview,
Odebrecht TransPorts’s Executive Director Paulo Cesena,
who has spent 14 of his 39 years with the Organization,
underscores how, by investing in and operating infrastructure
assets, the company is embarking on a new phase of
entrepreneurship for the Organization, which is now a coparticipant
in public services with a major social impact.
Speaking to the Odebrecht Informa team in his office in São
Paulo, Cesena revealed the strategies and opportunities of
a company facing many challenges on the road ahead. He
also believes there is a need for entrepreneurship focused
on ongoing user satisfaction. “We must see ourselves as
public service providers who are prepared to fulfill the expectations
of our clients and users with promptness and
excellence in our operations of trains, subways, highways,
ports, and eventually, airports.”
Odebrecht Informa – Odebrecht
TransPort is a new company. It
emerged within Odebrecht Infraestrutura
(Infrastructure), and
is still part of that company. How
does the relationship between
the two companies work?
Paulo Cesena – There is a synergistic partnership
between the two companies under the leadership of
our Entrepreneurial Leader (CEO) Benedicto Junior.
Odebrecht Infraestrutura contributes its competitiveness
in Engineering & Construction, and Odebrecht
TransPort focuses on investment, financing
and operations. This partnership means we are always
working together in a unique relationship with
our clients during the planning and construction
phase.
OI – What is the main advantage of this synergy?
Cesena – It is nationwide capillarity and proactivity.
This relationship makes us better able to understand
our clients throughout Brazil and to look ahead, coming
up with relevant projects. This only happens when
entrepreneur-partners are on the same page, with the
common goal of serving clients and creating value.
OI – Are acquisitions part of Odebrecht TransPort’s
growth strategy?
Cesena – Not exactly. Our difference lies in the development
of new ventures, called greenfield projects.
But we may occasionally make acquisitions that allow
us to enter new lines of business. For example,
we have purchased Embraport, which now allows us
to see ourselves as a participant in the entire Brazilian
container market. Also, we recently acquired a
company that operates bulk liquid storage terminals
because we want to be qualified to service clients
such as Braskem, ETH Bioenergy, Odebrecht Oil &
Gas (OOG) and others, as an experienced partner in
these operations.
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31

OI – At the beginning of our conversation [when Paulo
Cesena welcomed the news team to his office], you
said your team is facing a new challenge in terms of
entrepreneurship. How so?
Cesena – We are used to business-to-business operations.
But the moment we bring users into our operations
– of subways, trains, and roads – we must also
change our attitude. Dealing with social networks, for
example. Exploring opportunities to implement business-to-consumers
operations. I started noticing this
last year. The more we cease to be just a builder and
become an operator and investor in infrastructure assets,
the more our entrepreneurship profile changes,
which includes providing public services to our nation’s
citizens.
OI – Where does the biggest growth opportunity lie
right now?
Cesena – In the urban mobility segment. It may be
an opportunity analogous to the one we had 15 or 20
years ago with toll roads. Eight major Brazilian cities
are among the 100 largest urban conglomerates in the
world. Odebrecht TransPort is qualified to seize this opportunity
because it operates two complementary assets:
commuter trains in Rio de Janeiro, and the subway
system in São Paulo. Urban mobility is the most
complex issue facing Odebrecht TransPort.
OI – What is the focus of Odebrecht TransPort’s operations
in the road sector?
Cesena – In our road concessions, we have a strong
focus on creating value for our users. One example is
electronic tolls, which already represent 60% of toll collections
on Rota das Bandeiras. We are working with the
State of São Paulo to plan the introduction of the Multilane
Free Flow system, where tolls are charged through
gateways, which would even eliminate toll plazas. Our
users want more comfort and fluidity on the roads, and
that way, they can pay per kilometer traveled.
OI – How are you handling the need to groom teams to
keep pace with growth?
Cesena – We need to groom a highly qualified team,
especially in light rail/commuter rail, port and airport
operations. For a long time, there were no significant
investments in infrastructure in Brazil, and this created
a generational vacuum. We are partnering with professional
education schools where the teachers are experienced
professionals in the maintenance and operation
of specific systems and have a focus on the users of
those systems. We are also organizing exchanges with
operators from other states and countries to capture
know-how. And we are bringing in mature professionals
to help groom young entrepreneurs. Grooming and
building teams and acculturating them in the Odebrecht
Entrepreneurial Technology (TEO) is one of our
main focuses.
OI – Odebrecht TransPort is pursuing strategic partnerships,
correct?
Cesena – That’s right, and for one major reason. Operations
technology transfer is a priority for us. We have a
great deal of expertise in engineering, but we still need
to accumulate experience in operations. For example,
we have partnered with Changhi, the operator of Singapore
Airport, one of the world’s most awarded airports
for the quality of its operations.
OI – What are the market prospects for Odebrecht
TransPort?
Cesena – We are currently working on at least 15 projects
in Brazil. It sounds like a lot, but is compatible with
our decentralized operations and the quantity and quality
of our entrepreneur-partners and support teams.
Each project signifies a leap forward in team grooming
and building. One of our biggest challenges is ensuring
the dissemination of knowledge, and we are structuring
knowledge communities to do just that. Besides Brazil,
specific opportunities are also arising in other countries
where Odebrecht is present, and we are assessing
whether to enter those markets or not, once we are in
line with our shareholders.
OI – Being one of the leaders of an entrepreneurial
process like the one in which Odebrecht Trans-
Port is prominently engaged requires energy, confidence
and optimism. How do you ensure that
these elements are always present in your everyday
life?
Cesena – We’ll never achieve the success we desire if
we can’t find a way to balance our personal and professional
lives. We work hard, but we also know when
to take a break, enjoy our family life and celebrate our
achievements. That’s how it’s got to be.
informa
32

speed
A safe way to gain
33
written by Domitila Carbonari
An industrialized
construction system
accelerates the
execution of the Jardins
Mangueiral project in
Brasília
photo by Ricardo de Sagebin
The challenge was set when Bairro Novo,
the OR brand and affiliate for low-income
housing projects, signed a partnership
agreement in 2009 with the government
of Brazil’s Federal District for the construction
of 8,000 residential units of social interest in
the nation’s capital, Brasília, in just 52 months. Jardins
Mangueiral (Mango Grove Gardens), the name chosen
for the project, is Brazil’s first and only Public-Private
Partnership (PPP) for a residential project. It is creating
a brand-new neighborhood with all the infrastructure
required to house 8,000 families.
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33

Bairro Novo is building 15 blocks of houses in a 2
million square-meter area in São Sebastião, a “satellite
city” of Brasília. Five have already been completed
and 10 are under construction. The project includes
community facilities and shopping areas. Scheduled
for completion by December 2013, it was designed for
very fast implementation from the outset.
The industrialized system that Bairro Novo employs
on all its construction projects is making it possible
to build Jardins Mangueiral fast enough to meet the
deadline. The system involves using aluminum forms
for pour-in-place molding of structural concrete walls,
which ensures high speed and productivity, a streamlined
construction process and minimum waste.
Because of the accelerated pace of the job, the
work was already underway when Silvio Romero,
the Construction Director responsible for Jardins
Mangueiral, and his team realized that they needed
a logistics system that would meet production requirements
quickly while ensuring better control
and more security in supply management, making
cost monitoring more effective.
“The way we were set up, delivery of materials to
work fronts could not keep pace with the production
teams. That’s just one example. And there was
no advance scheduling or quantity control, which
significantly increased our costs and held back construction,”
Silvio Romero explains.
Eliminating waste
The solution was to deploy the Lean Construction
System, a management philosophy based on the
Toyota Production System, which seeks to reduce
non-value-added activities, eliminating waste in the
construction chain. The team’s first decision was to
create kits for each job at every stage of the project.
They also eliminated the warehouses near each
Jardins
Mangueiral:
building 8,000
residential
units in 52
months
block and set up a materials distribution center that
was much more organized.
“Thanks to this system, the procurement area has
taken charge of the entire cycle for materials, from
the purchase and storage of inputs to the preparation
and distribution of kits,” says Irineu Marinho, the officer
Responsible for Procurement. “Today, when the
workers begin their workday, they have all the materials
they need for the task at hand,” he adds.
The “star” in the management of this process is
the Kanban, which is just a colored card that identi-
34
informa

fies each kit. In addition to replacing manual requisitions
for materials, this tool determines the exact
number of items that will be delivered to each work
front, avoiding the distribution of excess materials
and streamlining inventory control.
The planning team delivers the Kanbans for the
following week’s activities to the production team
every Thursday. The production team, in turn, organizes
these cards according to their plan of action
on a panel called a Heijunka-Box, a board composed
of six columns and eight rows that shows
the days of the week and hourly intervals for sending
out the kits.
At around 4 pm, the procurement team removes
the Kanbans from the Heijunka-Box and schedules
the deliveries, arranging to load the kits onto the
vehicles that will distribute them later in the day to
all the blocks where construction work is underway.
With the help of that panel, which is an effective visual
aid, the procurement team can identify the days
and times when the materials have to be delivered to
the work fronts, and determine the size and components
of the construction kits.
“Kanbans are a simple and smart way we have
found to communicate with all areas of the project.
Today, we have effective control over the physical
progress of each activity. We can determine
in advance whether there are deviations from the
planned start dates, and ensure better cost management,”
says Felisberto Garrido, Responsible for
Planning.
In the year since Lean Construction was introduced,
the Jardins Mangueiral project has benefited
in several ways. Those benefits include easier
communication between areas, improved inventory
control, more accurate purchase orders, and less
wastage of material. Productivity has increased as
a result.
“This system was essential to keeping up the
fast pace of production. On this job, we are working
with a productivity program with daily and monthly
goals. We can only do that because we can give the
teams in the field the conditions they need to do
their jobs faster and with even better quality,” says
Silvio Romero. The numbers make that clear: Bairro
Novo’s teams delivered 790 housing units in 2010,
compared with 2,600 in 2011, the year they introduced
the colored Kanban cards.
informa
35

get th
How to
Ship being loaded with
Braskem products in
the Port of Santos:
the company has
exclusively chartered
10 vessels to transport
its cargo
36
36
informa

written by Carlos Pereira
photos by Ricardo Teles
ereo meet
In 2011, Braskem
handled 18 million
metric tons of basic
petrochemicals
using the most
varied modes of
transportation
T
the deadlines agreed with clients
and ensure that its products reach their
destinations safely, Braskem has put in
place a broad and complex logistics strategy
that involves not only transportation but
the storage and flow of information about its raw materials:
plastic resins (polypropylene, polyethylene and PVC)
and basic petrochemicals (ethylene, propylene, butadiene,
chlorine and caustic soda, among others).
In 2011, the company used roads, railways, waterways
and pipelines to transport 18 million metric tons of basic
petrochemicals, involving operations ranging from receipt
of domestic and imported raw materials to deliveries
to clients in Brazil and abroad.
Last year, Braskem shipped cargo to all five continents
for its Basic Petrochemicals Unit, which has plants in the
states of Rio Grande do Sul, São Paulo, Rio de Janeiro
and Bahia. Those shipments traveled a total of 14.9 million
km, which corresponds to 20 round trips to the Moon.
The company’s logistics program involves a team of
47 people with varied and complementary backgrounds
– a crucial factor for the success of its operations. “The
growth of the Brazilian economy has made logistics one
of the hottest specialties right now,” says Braskem Supply
Chain Director Hardi Schuck. “Specialized courses in
that field are being created to meet the current demand,”
he adds.
Maximum risk reduction is a top priority. Victor Amaral,
Unib’s Logistics Manager, explains that Braskem
implements HSE (Health, Safety and Environment) procedures
with extreme care throughout the life cycle of
all its ventures – from conception to decommissioning
(when applicable), including engineering, construction,
operation and continual improvement. “Before we produce,
handle, use, sell, ship or dispose of a product, we
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37

study it carefully and then go back over all the ways
to produce it with absolute safety and a minimal impact
on the environment.”
For cargo imports and exports, Braskem has
signed charter contracts with shipping companies
that give it the exclusive use of seven ships to transport
liquids (aromatics, solvents and gasoline) and
three ships for gases (ethylene, propylene and butadiene).
These vessels operate under strict Health,
Safety, Environment and Sustainability protocols established
by Braskem. Before the company charters
any other ships, they undergo a thorough inspection,
including an assessment of their performance in
previous operations.
Specialized companies periodically certify the state
of conservation of each ship’s equipment and the experience
of its crew. In 2011 alone, Braskem assessed
386 vessels, 44 of which did not pass muster. “A new
ship with an inexperienced crew will not pass our vetting
procedure (examination and assessment). A maritime
accident could have serious consequences for
the environment, and that risk is not acceptable to the
company,” stresses Hardi Schuck.
These vessels are used to carry out 900 petrochemical
cargo shipments annually. On top of that,
the company also handles the unloading of 200 vessels
laden with naphtha imported from several countries,
such as Algeria, Saudi Arabia, Libya, Argentina,
Venezuela and Mexico, at the Brazilian terminals of
Aratu, Temadre, Tedut and São Sebastião.
The company also has safety protocols in place
for barge shipments by river and the transportation
of raw materials and products on the roadways.
The protocols for road shipments include a number
of programs to monitor truck drivers’ behavior and
check the quality of the equipment used. Simulations
of accidents and truck spills are periodically conducted
at marine terminals to provide training and
refresher training, and assess team performance in
real conditions.
The company also participates in the programs
of the Brazilian Chemical Industry Association
(Abiquim), including “Live Eye on the Road,” which
focuses on driver behavior and meets the strict protocols
of the association’s SASSMAQ (Safety, Health,
Environment and Quality Evaluation System).
Braskem
products being
prepared for
shipment:
storage is one of
the key points
in the company’s
logistics strategy
38
informa

On the road:
Braskem often uses
trucks to ship its basic
petrochemicals
Brazilian bottlenecks
There are numerous bottlenecks in all modes of
Brazil’s transport infrastructure, and the country is
tackling these challenges through public and private
investments. Braskem seeks maximum efficiency
in its logistics operations by diversifying and
integrating modes of transportation.
Pipelines, which are currently the safest and
most cost-efficient mode of transport, already account
for 56% of Unib’s deliveries. However, they
can only be used to deliver products within relatively
short distances.
The company carries out 61,000 loading and
unloading operations per year for trucks carrying
hydrocarbons fuels and ethanol. If all the trucks
Unib uses in one year were placed end to end, they
would cover approximately 1,300 kilometers – the
distance between the Brazilian cities of Salvador
and Belo Horizonte. At the moment, however, few
of the nation’s roads provide good security and
safety conditions, especially for hazardous cargo
shipments.
Brazil’s port sector also presents the challenges
of high costs and inefficiency. Hardi Schuck gives
the example of the Port of Aratu, Bahia, which is
extremely congested, resulting in excessive waiting
time for ships. “This increases costs, as well
as the risk of delayed deliveries to our clients. In
this context, the logistics team’s challenge also increases
considerably,” he observes.
Brazil has approximately 30,000 km of railways,
and less than 20% are equipped with broad-gauge
tracks. Bahia has 1,500 km of narrow-gauge railways,
which permit average speeds of just 30
km/h. A more efficient rail network would reduce
transportation costs and CO 2
emissions related to
logistic operations.
According to Hardi Schuck, removing logistical
bottlenecks in Brazil is essential to making the
nation’s economy more competitive in the global
marketplace. He points out that Braskem is working
on several fronts to reduce the impact of the
logistics bottlenecks that affect its operations.
“Through the work of several of its companies, the
Odebrecht Organization has helped improve the
infrastructure of Brazil, particularly through Odebrecht
TransPort, which is focused on improving
logistics in this country.”
informa
39

line
by
Quality of
40
Works on Line 2 of the Los
Teques Metro: project offers
consolidated solutions
40
informa

life achieved
Light-rail projects in Los Teques and Caracas
enable Venezuela to connect densely populated
areas and transfer technology
written by Fabiana Cabral photos by Andrés Manner
line
In sixteenth-century Venezuela, the Teque Indians,
led by Chief Guaicaipuro, put up fierce
resistance to the occupation of the Spanish
colonizers after gold was discovered in that
region. Guaicaipuro is considered one of the
most important revolutionaries in the country’s history,
and his remains now lie in the National Pantheon,
next to those of Simón Bolivar.
In twenty-first-century Venezuela, Los Teques
is the capital of the State of Miranda and part of
Altos Mirandinos, a region with a population of 1.5
million. In 2012, its residents will get a new Metro
station called Guaicaipuro in honor of the great indigenous
leader. It is part of the Los Teques Metro,
being developed by Odebrecht.
Present in that country for two decades, the
company has built 23.5 km of light-rail lines there.
In addition to Los Teques, Odebrecht is also responsible
for building Line 5 of the Caracas Metro, The
Mariche Metrocable, the Caracas-Guarenas-Guatire
Transport System and the Bolivarian Cabletrain.
A total of 71.3 km of lines are under construction.
From this point on, Odebrecht Informa will take you
on that “journey.”
First Stop: Altos Mirandinos
The Los Teques Metro project began in 2002,
when Odebrecht won the international tender and
began work on the first line. Ten kilometers long,
with two stations, Line 1 officially opened in 2006.
It is connected to Line 2 of the Caracas Metro.
“Thanks to the client’s satisfaction, in 2007 we won
the contract for Line 2 [of the Teques Metro], which
is 12 km long and has six stations,” says Project
Director Marcelo Colavolpe.
Construction of the new line is divided into three
stages, each with two stations and approximately 4
km long. Two TBMs (Tunnel Boring Machines) are
advancing 14 meters per day. According to Production
Manager Danilo Abdanur, over 50% of the tunnels
have already been excavated: “Every two stations,
we dig a ventilation and maintenance shaft,
which can also be used to resume excavation with
the TBMs.”
The team has adopted the EPB (Earth Pressure
Balance) method to operate in a variety of geological
conditions and mitigate impacts on the surface.
“We come across areas of rock, clay and graphite
under a water table of up to 20 m, and are working
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41

with the maximum gradient for a subway project,
which is 3.5%,” says Danilo. His team monitors and
keeps a detailed record of the TBM’s operations, including
the geotechnical profiles encountered.
In addition to the civil construction works, Odebrecht
will also be responsible for the entire system
on Line 2, which includes the installation of 24 km
of permanent ways and 22 trains with six cars each,
signaling and operation control, electrification,
electronic ticketing, communications and auxiliary
systems. In August 2011, the concept of the project
changed and it is now called the Altos Mirandinos
Mass Transit System. “The client has come to see
us as a company that develops consolidated solutions,”
says Marcelo Colavolpe.
The Portuguese engineer Ricardo Magalhães,
who worked on the Porto Metro in Portugal, will be
responsible for implementing these new solutions.
“We will deliver the system ready for the client to
operate. It is the beginning of a type of contract that
could be extended to other projects,” he says.
The first station, Guaicaipuro, will officially
open in November of this year, followed by Independencia,
which should be completed in 2013.
Odebrecht will deliver Los Cerritos and Carrizal
stations in 2015 and Las Minas and San Antonio
in 2016. Additional construction works such as
overpasses, elevated roads, pedestrian bridges,
schools and apartment buildings for a low-income
housing program, and the revitalization of parks,
are also in progress.
Marcelo Colavolpe explains that studies are also
underway for Line 3, which will be 18 km long, with
four stations and a yard for train maintenance and
storage. “We will make the connection with the
Caracas Metro system at two points: Las Adjuntas
Station, on Line 2, and La Rinconada Station on Line
3 in the capital city. These three lines could total
over 40 km.”
Currently, the only connections between Altos
Mirandinos and Caracas are Line 1 of the
Metro and the Pan American Highway, which has
reached saturation point and is plagued with traffic
jams. “The system will provide better quality
of life for local residents by giving them a fast
and safe means of transportation,” concludes the
Project Director.
From Los Teques to Caracas,
Guarenas and Guatire
If it weren’t for the cranes that now form part
of Caracas’s mountainous landscape, it would be
hard to believe that the city’s Metro system is being
expanded. The seven jobsites of the Caracas
Metro’s Line 5 project blend in with the buildings
in the city center. “There are six stations on this
7.5-km line, which should be completed by the
end of 2015,” says Project Director Antônio Tavares.
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42

The existing Zona Rental Station will be connected
to lines 3 and 4 – also built by Odebrecht – and
Miranda Station II will enable users to transfer to
Line 1 and the future Caracas-Guarenas-Guatire
system in the Metropolitan Region. “We are excavating
underground without interfering with the
city’s main thoroughfares. As a result, the project
does not affect the public’s daily lives,” observes
Antônio.
Over 40% of the excavation work has been completed
for Line 5, divided into two stages, using two
TBMs. In the first stage, the TBMs leave the UN-
EFA shaft (installed in the center of the line) and
excavate westbound towards Zona Rental Station.
In the second stage they will dig eastwards towards
Miranda II Station.
Production Manager Inácio Fernandes explains
that the TBMs are designed to work in a variety of
soil types and have more power and speed than the
conventional kind: “They work at depths of 25 to 34
meters due to the geological formations in the region,
and the water table, which is about 7 m from
Jobsite for Line 5 of
the Caracas Metro: no
interference with the
city’s main thoroughfares
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43

the surface.” He notes that on two occasions the
TBMs will excavate tunnels beneath the Guaire River
and its tributaries. “We are using the know-how
acquired when building Lines 3 and 4 and innovated
processes, mainly in the manufacture of the TBMs,”
he says.
Located at the end of Line 5, Miranda II Station
will be the first stop on the Caracas-Guarenas-
Guatire Transportation System, which will connect
the Venezuelan capital with the cities of Guarenas
and Guatire, which each have 200,000 inhabitants. “It
will only take 30 minutes for residents to travel to or
from Caracas, compared with two hours today by car
or bus on Gran Mariscal de Ayacucho Highway,” says
Production Manager Danilo Hoffmann.
The 40-km system is divided into two sections,
Urban and Suburban. The 7-km Urban section runs
underground, with stops at four stations. The Suburban
section will be a surface train system that
runs at higher speeds, with four more stations.
More than 30% of the works on the Suburban
stage have been completed. It comprises 15.5 km
of tunnels that will be excavated through a mountain
using two TBMs, and as well as the NATM (New
Austrian Tunneling Method, for an underground
station and a 1-km stretch), and 15 km of viaducts
and surface tracks. “Our main challenge is engineering,
because the TBMS will run over the viaducts
and the project will pass through 40 communities,”
says Danilo.
At Warairarepano Station, where the Suburban
stretch begins, users can also take the Bolivarian
Cabletrain to Petare 2 Station, which is connected
to Line 1 of the Caracas Metro.
The Cabletrain, an elevated train moved by cables,
runs through the Petare community, one of the
largest in Caracas, with a population of 400,000. Extending
for 2.5 km, with five stations, it will carry up
to 4,000 passengers per hour. The first stage of the
project, which is 1 km long, with three stations, will
be delivered for testing by September this year, and
the project should be completed by December 2013.
According to Danilo Abdanur, this new system
will improve the quality of life of both cities and the
community, which will bring in more investments
as a result: “Guarenas, Guatire and Petare will have
opportunities for development and ease of access,”
he observes.
Odebrecht and the Caracas
and Los Teques metros
LOS TEQUES SYSTEM
Propatria
Las
Adjuntas
Ali Primera
CARACAS SYSTEM
Capuchinos
San Agustín
Zoológico
Teatros
El Silencio
Capitolio
Nuevo Circo
Hornos de Cal
La Celba
El Manguito
Guaicaipuro
Independencia
Los cerritos
Carrizal
Las Minas
San Antonio
Parque Central
Los Símbolos
La Bandera
El Valle
Los Jardines
Coche
Mercado
La Rinconada
La Mariposa
Rosalito
Zona Rental
Plaza Venezuela
Ciudad Universitaria
Ezequiel
Zamora
Central
Railway System
Line 1 (operational)
Line 2 (being built)
Line 3 (planned)
Miranda
Bello Monte
Las Mercedes
Tamanaco
Chuao
Bello Campo
19 de abril
Bolivarian Cabletrain
24 de julio
5 de juño
Mariche Metrocable
(local)
Mariche Metrocable
(express)
San Agustín Metrocable
Petare
Palo Verde
Palo Verde II
Montecristo
Boleíta
El Marqués
Warairarepano
Palo Verde III
COLOMBIA
Guaicoco
La Dolorita
Bloques de
La Dolorita
Caracas
Guarenas
Guatire
System
Mariche
Line 3
Line 4
Line 5 (under construction)
Transfer to other systems
(operational)
Caracas
Los Teques
VENEZUELA
BRAZIL
44
informa

Worker inside a TBM:
valuable experience built
up during construction
of lines 3 and 4
A new cable car system for Caracas
Next door to Petare, the Mariche shantytown will be
the second low-income community in Caracas to receive
the Metrocable, a cable car system that will link it
with Line 1 of the Caracas Metro at Palo Verde station.
The first to benefit was San Agustín, a slum in the northern
part of the city. Built by Odebrecht, that Metrocable
system was inaugurated in December 2010 and now
carries more than 15,000 passengers per day.
The Mariche Metrocable, which will carry 6,000
people per hour, consists of two circuits, Express
and Local. The first, which is 4.79 km in length and
has a travel time of 17 minutes, will stop at two stations
– Palo Verde II and Mariche – one at each end.
The local circuit is 4.82 km long and takes 25 minutes
to travel from one end to the other. It will have
four stations built along the Metrocable’s route inside
the Mariche community. “In August of this year
we will start testing the Express section, which will
begin operations in 2012,” says Antônio Tavares.
Ground was broken in August 2009. Inácio Fernandes
recalls that the first challenge was getting
the work teams into the hillside community: “Access
was difficult, so in many places, we carried
the materials on our backs and dug the foundations
by hand.” He also stresses the positive changes
the project will bring about in community life, especially
by combining mobility with safety and
security. “Like the Metrocable in San Agustín, we
have managed to get local residents involved in the
maintenance and operation of the cable car system.
Passengers will leave one safe area and travel to
another,” adds Inácio.
Currently, the Greater Caracas light-rail network
has more than 65 km of lines. Since the
opening of Line 1 in 1983, the towns and cities in
that region and their populations have grown at a
dizzying rate, along with the fleet of vehicles and
the amount of daily traffic. According to Marcelo
Colavolpe, Odebrecht is playing an important role
in the transfer of rail transport technology to this
country. “We are committed to working for the
Venezuelan people and with the Venezuelan people,”
he says.
informa
45

46
Knowledge
and creativity are the
raw materials the
Olex team uses to find
logistics solutions
written by João Marcondes
better
The tougher
the
photos by Rogério Reis

Dredger in the Port of
Rotterdam and then on the
Madeira River in Rondônia:
a complex operation that
resulted from integrated and
meticulously planned work
Olex Archive

U
Mauro Rehm: “The
biggest lessons have
come from the project
management teams,
especially through our
operations in Angola”
Winter in the Dutch city of Rotterdam
is the coldest in Europe.
The thermometer can
plummet to 14 o C below zero.
In one of the continent’s busiest
seaports, all kinds of products are shipped with
a thin coat of ice. Heavy snow falls steadily, making
the longshoremen’s work even harder. Among the
numerous standardized containers on the docks, a
giant dredger stands out. It is 65 m long, and has
to be loaded onto a ship with cranes in the hyperborean
cold.
However, the ice crystals covering the Dutch
dredge will soon melt and evaporate. Its destination
is the heart of the tropics in the Brazilian Amazon,
where it is almost 40 o C in the shade. After a
12-day voyage across the Atlantic, the dredger’s
first stop is the bustling Port of Belém. From there
it will be taken by river to Porto Velho. The reason
for this operation is to contribute to the execution of
the construction team’s plans – generating power
at the Santo Antônio plant ahead of schedule.
“This case [which occurred in 2010] required
special solutions so we could accomplish everything
on time and achieve our ultimate goal, which
was to meet the project’s needs,” explains Christina
Neuffer, the Olex officer Responsible for Global
Sourcing, Imports to Brazil and International
Transportation.
At first glance, it seems very hard to transport a
65-m dredger that weighs 500 metric tons. Indeed
it is – and at second glance, the difficulties are even
greater.
While tugs were towing the dredger on the Madeira
River, there were unforeseen complications.
The giant legs (up to 18 m) that are part of the
dredger could only be transported when the river
was at high tide, or they would get stuck in the riverbed.
Although the transport set out at the right
time, one of the legs was entangled in the vegetation
on the Madeira, requiring unconventional measures
for logistics. The need for improvisation and
creativity is a challenge Olex faces in all circumstances.
Besides the dredger itself, an extra wheel drill
has been shipped directly from the Netherlands to
Rio de Janeiro. The transportation from Rio to Porto
Velho had to be done over land, due to bureaucratic
red tape and the height of the wheel (5 m). Olex,
Santo Anônio Energia and the National Department
of Transport Infrastructure (DNIT) joined forces to
mount a special operation. The route had to follow
roads with no low overpasses.
These are just two examples of the difficulties of
transporting this kind of equipment. The Olex team
goes above and beyond to deal with all kinds of
complex logistics. They do everything from sourcing
materials, making international purchases, getting
48
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Christina Neuffer:
meeting each project’s
needs
the best prices and hiring freight forwarding companies
to clearing customs when the destination is
Brazil, which means taking care of every stage of
Brazilian customs requirements.
People like Christina Neuffer supervise the
teams that overcome these challenges. Born in
Recife, Brazil, the daughter of German parents,
she has lived in several countries, including Austria,
Germany, France, Spain, the UK and Colombia.
Christina is responsible for Global Sourcing,
Imports to Brazil and International Transport operations
involving 26 countries. She and her team
conduct the negotiations for importing equipment
and materials, like the Dutch dredger, in a case
that bears strong similarities with the process of
logistics and importation for the Morro do Alemão
cable-car system in Rio de Janeiro, which was acquired
in France.
“It was the first system of its kind installed in Brazil
for mass transportation,” says Adílson Moura, the
officer Responsible for Administration and Finance
on the project managed by Odebrecht Infraestrutura.
“Olex helped the project management team by providing
clear information about the import process, logistical
support, sea and land transport and customs
clearance, always with the same spirit of service, on
the same page with the project’s goals, and optimizing
costs and deadlines. Olex was an extension of the
project’s team,” emphasizes Moura.
The “impossible” and “miracles”
Mauro Rehm, CEO of Olex, usually starts some
of his presentations on the company with a comparison
with a famous segment of the Sunday TV
variety show “Domingão do Faustão.” It is called
“Do it in Thirty,” and the contestant has 30 seconds
to complete the task at hand. It’s a fair comparison.
Orders generally keep pace with the planning
of projects, but many are urgent and complex. “The
impossible we do right away. A miracle takes a
while longer,” he says with a good-humored smile.
“Since the 70s, when I was a college student, my
dream was to monitor all of a factory’s processes
and production systems on a computer,” adds
Rehm, who has degrees in Chemical Engineering
and Business Administration.
Today, he is responsible for a highly complex
system and processes developed to monitor and
consolidate “Transportation, Logistics and Procurement”
under one concept. This is the goal of
Olex Importação e Exportação, which was created
with the moniker “Brazil Base” to support projects
outside that country when the Organization started
internationalizing its operations.
Odebrecht made its international debut in Peru
in 1979. In the 1980s, the Organization began expanding
and investing in Africa. The Olex trademark
was only created in 2005. The nickname “base” was
gradually being left behind. In 2009, it opened an
office in Shanghai, establishing Odebrecht’s first
foothold in China. “Now we can say that Olex operates
around the clock,” says Mauro.
Olex works in accordance with each project’s
planning, and receives numerous requests for support
from construction jobsites, other Organization
companies and all of Odebrecht’s businesses.
“Olex’s goal is to contribute to the efficiency and
effectiveness of all our jobsites and all Odebrecht
companies,” says Mauro, whose computer monitored
more than 50,000 items requested for purchase
in 2011 alone.
All this experience in Transport & Logistics is
the result of vast knowledge built up over the years.
“The biggest lessons have come from the project
management teams, especially through our operations
in Angola,” says Mauro. A good example arose
in 2008. At the suggestion of Odebrecht’s manage-
informa
49

Wilmon Torres and
other Olex “athletes”:
team spirit
ment team in that country, Olex sought an alternative
way of chartering a vessel to support the operations
of the Nosso Super supermarket, because
the Port of Luanda (like many around the world)
was too congested. The average waiting time was
40 days. As it depended on commercial shipping
to import its products, the supermarket’s shelves
were nearly empty.
“It was a learning experience for everyone, because
the ship had to be small, so it wouldn’t have
to wait for a large berth. It also had cover the distance
back and forth between Rio and Luanda in
the shortest possible time, and be able to dock in
small spaces without long waits off shore,” Mauro
recalls. He adds: “Furthermore, we would have
to mount an operation whose freight costs were
more competitive than the local market. During the
charter period, we not only used the ship for cargo
bound for the supermarket but for other Odebrecht
projects in Angola as well, and after two years of
operations, the basic premises of our planning
were confirmed: fast voyages, lower freight costs
and profitable operations.”
Scoring goals
If Christina Neuffer is the star midfielder on
Olex’s team, we could say that the center-forward
is Wilmon Torres, the officer Responsible for Procurement,
Subcontracts, and Relationships. He is
one of the strikers on Mauro Rehm’s team.
Wilmon joined the Organization in 1981, when
he was just 20 years old. “I was a kind of officeboy.
You know what that is?” he jokes. He did just
about everything, from serving coffee to delivering
documents (miniature transportation and logistics
operations). He kept growing and developing
and applying Odebrecht’s philosophical principle
of Education through Work. At the same time, he
finished Law School. In 1991, he took charge of the
logistics for the “Peru Base.” Then, he went to Angola,
where he spent nine years and worked on the
Luanda Sul project and water and sewer works.
Back with Olex since 2005, Wilmon uses his
creativity to devise solutions that make operations
more productive. One success story is about
transporting over 1,000 piles (each up to 12 m long)
used in sanitation works in Paraná de las Palmas,
Argentina, in 2010. It involved complex logistics requiring
more than 200 trucks driving through Brazil
and Argentina on roads that were not always in
the best condition. Several challenges arose: heavy
traffic, the risk of accidents, customs red tape, and
delays in the work schedule.
Wilmon’s solution was to use a ship (the Thor
Spirit, originally chartered for Angola) to transport
the piles. “When we shipped them by road, we
couldn’t form a stockpile. That meant that the work
sometimes had to stop. The maritime shipping solution
also solved that problem,” says Márcio Ribeiro,
the project’s Administration and Finance Manager.
50
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Monica Torbey:
people logistics
“Olex’s logistics must always be aligned with
the results,” explains Wilmon, who plays soccer
with other Olex teammates on weekends in different
parts of Rio de Janeiro. They even play in the
now-pacified Complexo do Alemão slum, where the
members/players enjoy the view from the cable car.
“We were the ones who brought it here,” the Olex
athletes proudly tell their opponents.
Olex’s logistics for durable goods shipments
includes a facility with a covered area of 10,000
square meters in Rio de Janeiro and another 12,000
sq.m facility in Santos, São Paulo. “But the logistics
depends on the cargo. We have operations in virtually
all Brazilian ports, airports and borders, both
for exports and imports,” emphasizes Wilmon Torres.
Olex has exported as many as 1,200 containers
and 140 metric tons of air freight per month during
periods of peak demand. “A lot of Brazilian companies
are working with us. In 2011, more than 2,400
small, medium-sized and large businesses were
involved. When we go abroad, we are not alone, we
take lots of companies along,” says Mauro Rehm.
Expatriation and repatriation
Since 1979, when it started internationalizing
its operations, Odebrecht has reached the milestone
of more than USD 9.6 billion in foreign exchange
generation in exports of Brazilian goods
and services. As a result, it has also transferred
people from the Organization to various environments
in other countries. Olex’s support has been
a key part of this process by ensuring the safety
of the Organization’s members and taking care of
all the paperwork. Monica Torbey, who worked in
the Procurement area for 15 years, took over the
People Logistics (expatriation/repatriation) program
at Olex six years ago. It is a challenge that
matches its requirements. “I used my knowledge
of logistics for durable goods and tailored it to the
realities of people logistics. We helped with the
expatriation of 3,500 members at a time of strong
demand.”
In 2011, there were 829 expatriations and 995
repatriations. These processes are complex. For
example, the team leader for the Moatize coal mine
project in Mozambique once found himself in an
unusual situation. Most of the Mozambican workers
belonged to a nomadic ethnic group. During
flood season on the Zambezi River, many of them
simply took off without a moment’s warning. The
situation required direct action from the Olex team
on an emergency basis. The project needed to bring
in 20 workers (especially equipment operators) in
20 days. But how?
Monica mobilized her team, which checked out
possibilities from north to south in Brazil, then got
the workers their passports, provided medical exams
and conducted an immersion session in Mozambican
culture.
People logistics is so intense that it would take
a couple of numbers to give an exact idea of what
goes on in that area: in 2011 alone, they issued
32,000 plane tickets valued at a total of USD 22
million.
The leader of a team with endless motivation for
work and achievements, Mauro Rehm says: “Today
we are seeking to implement the concept of
transversality [leveraging the synergy among Odebrecht
companies]. This is the case, for example,
with companies like Foz do Brasil, ETH Bioenergy,
Braskem and Odebrecht’s real estate arm (OR). It is
possible because the Olex consolidates Odebrecht’s
expertise in Procurement, Logistics, Transport and
the Expatriation and Repatriation of Brazilians, and
provides it to the entire Organization. It isn’t just the
company that benefits from that increased synergy
– the client, in particular, and therefore society as a
whole stand to gain as well.”
informa
51

PROFILE: Diego Casarin
The pleasure
of working
as a team
written by Edilson Lima photos by Mathias Cramer
For Argentine
engineer Diego
Casarin, work
and sports have
a lot in common.
They have to.
Engineer Diego Casarin, 38,
spoke to the Odebrecht Informa
team in his home in
the Greenlands district of Buenos
Aires, where he lives with his wife,
Monica, and their two children, Santiago,
7, and Chiara, 5. Still speaking
fluent Portuguese, because he
spent four years in Brazil, he discussed
his three passions: family,
work and basketball – he used to be
a semiprofessional player. “Today I
just play for fun,” he says.
Diego was born and raised in the
city of Córdoba. Influenced by his father,
at the age of 18 he began studying
Economics. But he soon realized
that that was not what he wanted to
do in life. He left school and went
to the United States, where he participated
in a cultural exchange program.
He spent 11 months in that
country. “It was a wonderful experience,
especially for improving my
English,” he recalls. Upon returning
to Córdoba in mid-1993, he met
Monica, whom he married in 2000,
a year after graduating in Chemical
Engineering.
He began his career at an Argentine
construction company in Buenos
Aires. A year later, he worked
on a thermal power plant project
in Tucumán province. His performance
caught his leaders’ attention.
From 2002 to 2003, he studied
for an MBA, and in January 2004,
he received the challenge of going
to Brazil to work on a construction
project at the Alberto Pasqualini
oil refinery in Canoas, Rio Grande
do Sul.
“Like work, sports require lots
of team spirit, responsibility,
communication and rapport.
All of that delights me”
“At meetings with the Brazilian
teams, I tried to use non-existent
‘portuñol’ [false cognates], but no
one understood me. The solution
was to speak English with the Brazilian
engineers. Months later, I
learned a few words of Portuguese,”
says Diego.
After a year and a half in Canoas,
he went to São Paulo, where he
worked at the office of the same
construction company as their operations
coordinator, monitoring the
progress of the company’s projects
in Brazil. “Things went much better
in São Paulo. I was able to communicate
well, and go out with family
and friends to dinner, and we’d
drive to the beaches in Santos and
Guarujá.”
In 2008, Diego received a job offer
from Odebrecht Argentina and
returned to Buenos Aires. “Monica
and the kids had gone back six
months earlier, and I missed my
family.” Now, Diego is responsible
for the works at the Rio Colorado
Gas Compressor Plant near the village
of Médanos. He works there
during the week and returns home
on Fridays.
Diego often thinks back on his
career in basketball, a sport he began
playing as a child, on the
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52

General Paz Junior’s team in Córdoba.
At 17, he became the team
captain. “In those days, we were
beating major teams like the famous
Atenas of Córdoba,” he recalls
proudly. During the exchange
program in the United States, Diego
had a chance to play for Massena
Central High School’s team
in Massena, New York. It won the
championship in a local tournament.
Back in Argentina, he began
playing as a semipro and started
receiving a regular salary. In addition
to the Junior’s, he also played
on the Instituto, Macabi and Unión
Electrica teams before he hung up
his shoes and retired in 1999. “I
decided to prioritize my day job.”
In São Paulo, Diego played on
the ADC Mercedes-Benz team
in the veterans category for two
years (2006 and 2007). They competed
in the Paulista Championship
and came in second one year
and won the next. Today, when
work allows, he plays on
the Friends of Córdoba
team, competing in
international tournaments.
In June 2011,
they played in Natal,
Rio Grande do
Norte, against teams from Brazil,
Estonia and Russia, among others.
“Like work, sports require lots
of team spirit, responsibility, communication
and rapport. All of that
delights me,” says Diego.
informa
53

oad
From
to
54
54
informa

Integrating modes of transportation
is the key to the logistics strategy
for the Belo Monte construction
project in northern Brazil
river
written by Cláudio Lovato Filho
photos by Guilherme Afonso
Barge on the Xingu River: equipment shipped from the Port
of Belém arrives at the jobsite. In the smaller photos, from left,
José Fernandes, Mário Almeida, Jonas Pinto and Ivan Josias
and José Gomes: playing a major role in essential tasks for the
construction of the world’s third-largest hydroelectric plant
informa
55

José Fernandes Melo Brito has been driving
trucks for 30 years. He is a freelance driver
from the northern Brazilian state of Pará
who drives a Scania 124/420. “I’ve been all
over Brazil. I know the distance between
all the major cities in the country by heart.” Working
under contract to the Transglobal company, he transports
equipment and materials from the Southeast
and South – either manufactured in those regions or
imported through the Port of Vitória – to the jobsites
for the Belo Monte hydroelectric plant in the Altamira
region, in Pará. Weather permitting. During the rainy
season between January and June, the Trans-Amazonian
Highway can be impassable. When that happens,
Fernandes takes his cargo to the Reicon company’s
facilities in the Port of Belém. From there, it is transferred
to a tractor-trailer which, in turn, is loaded onto
a barge that will sail up the Amazon and Xingu Rivers
to Reicon’s wharf in Vitória do Xingu. From there, the
products go on to the work fronts.
In the transition from road to river, skippers take
over from truckers. Captain Mário do Santos Almeida,
74, is one of them. Born in the northern state of Maranhão,
he joined Reicon in 1984, and started sailing the
Amazon Region’s rivers when he was 18 years old. For
the last three years, Mário has been in charge of the
Rebelo XXXIV tugboat and its eight-person crew. The
journey from Belém to Vitória do Xingu takes about four
days, and sailing is not always smooth. “There are lots
of storms,” he says. “The cargo has to be firmly secured.”
During the dry season or “drought,” the level
of the Xingu River drops considerably, and sand banks
pose a serious threat. A barge could break up if it ran
into one. The Rebelo XXXIV leads convoys of two or
three giant barges that can hold over 30 pieces of heavy
equipment, like dump trucks, backhoes and drills.
José Fernandes and Mário Almeida are Brazilian
heroes. They each play a key role in the complex logistics
strategy devised to build the world’s third-largest
hydroelectric power plant.
One project and three jobsites
Begun in 2011 and expected to be fully operational
by 2019, the Belo Monte project is so massive that
the work is divided into three jobsites: Belo Monte, Pimental
and Channels and Dams. The Belo Monte Site,
where the main powerhouse will be located, is 102 km
from Vitória do Xingu via the Trans-Amazonian Highway.
The Pimental Site, where the main dam and spillway
and auxiliary powerhouse are being built, is 100 km
from Vitória do Xingu in the opposite direction from the
Belo Monte Site.
Because of the distances involved, the logistics for
the perimeter of the construction site have also been
the subject of detailed studies. Planning is currently
underway for construction of a port near the Belo Monte
Site on the Xingu River, which would save a considerable
amount of time, as it would shorten the trip by
river from Belém and avoid the hazards of road transport
between Vitória do Xingu and the work front – a
102-km journey.
Characterized by a minimal reservoir, considering
the size of the project (503 km 2 , including the 228 km 2
bed of the Xingu River), the Belo Monte hydroelectric
plant will have an installed capacity of 11,233 MW generated
by 18 Francis turbines at the Belo Monte Site,
and six bulb turbines at the Pimental Site. A workforce
of 25,000 people will be mobilized at the peak of the
project in 2013. By the time the plant is completed,
the teams will have poured 4 million cubic meters of
concrete. Eight hundred pieces of heavy equipment
are already operating at the jobsite, and that figure will
reach a total of 2,258. The impact of all this on logistics
is breaking paradigms in Brazil.
“This is a unique project,” says José Gomes da
Silva, who joined the Organization 34 years ago and
now represents Odebrecht Energia in the Belo Monte
56
informa

Equipment at the Belo
Monte construction
site: this picture
encapsulates the
successful completion
of the logistics cycle
joint-venture contractor (CCBM). Formed by 10 companies,
CCBM is building the project under contract to
Norte Energia S.A. José is the Commercial Director of
CCBM and works at its headquarters in Altamira, a city
of 100,000. The project’s main support base, it is the
“GHQ,” the focal point from which the synergy among
the joint-venture partners comes together and reaches
the jobsites. From his office in Altamira, José provides
support to Óscar González, the joint venture’s Logistics
Manager (based in São Paulo), for everything to do with
moving large equipment. “This is the largest construction
project currently underway in the world. It is establishing
a new benchmark for logistics and construction
in this country. What we are seeing here is the birth of
a new way to create the infrastructure for this type of
project.”
Logistics conductors
If there are heroes at the forefront of the logistics
process, like José Fernandes and Mário Almeida, there
are also people who do the essential work of midfielders
– better yet, they are more like orchestra conductors.
In Belém, at Reicon’s facilities, and Altamira, the
Logistics coordinators are respectively Jonas Pereira
Pinto and Ivan Josias da Silva. In late January, the Odebrecht
Informa team accompanied the shipment of
equipment from Belém and the unloading of cargo in
Vitória do Xingu, which is 45 km from Altamira.
Jonas is actively involved in all procedures related to
the dispatch of equipment and materials for the project,
ensuring that they are all firmly secured on the barges,
sending information to the insurance company, and
providing support for truckers arriving in Belém. Ivan
(who is even more like an orchestra conductor because
he is also a musician) receives the barges that dock in
Vitória do Xingu. He is meticulous by nature and passionate
about his work.
“Logistics adds value,” he says. “Our mission is to
follow the safest course.” When receiving equipment
and materials, he pays attention to everything from the
placement of the ramps the trucks and the bulldozers
use to roll off the barge onto dry land, to forming the
line of trucks that will set off for the equipment warehouse,
and go on from there to the jobsites. A native of
São Paulo, Ivan also handles escort vehicles and keeps
an eye on erosion along the roads where the equipment
will be traveling. “If you don’t like details, you shouldn’t
work in logistics.”
Ivan and Jonas work in close harmony. They are
always in touch with each other, making several calls
per day, every day. Thirty-three pieces of heavy equipment
worth over BRL 20 million were shipped the day
the magazine’s team visited Reicon. All that on just one
barge. Jonas personally kept track of the entire procedure
in the yard. “There are lots of possible variables
when it comes to logistics – many unforeseen events
that can suddenly arise. In our case, since we work
with integrated modes of transportation, we have to be
ready for anything. Experience counts a lot in logistics,”
he concludes.
informa
57

everyt
PTA POY PET project site:
imports of equipment
and materials involve
relations with up to
17 countries
Reactor, containers, boilers, silos.
A project in Pernambuco becomes
a benchmark for importing and
transporting equipment
58
58
informa

hing
the project
requires
written by Flávia Tavares photo by Lia Lubambo
It was 5 a.m. on May 31, 2009, and one of the most
challenging stages of implementing the PTA POY PET
project – an integrated production hub for purified
terephthalic acid (PTA), polyester filaments and
PET resins for packaging – was reaching its peak.
The ship had docked in the port of Suape, Pernambuco,
in northeastern Brazil, one week earlier, and the task at
hand at sunrise that day was getting the catalytic oxidation
reactor for paraxylene, a raw material for the terephthalic
acid plant, from the docks to the PTA plant. It was time to
“implant” the heart of the project.
The operation did not just take a single morning. It required
months of effort to ensure that the giant truck could
travel the 5 km from the port to the site of the PTA plant.
The reactor weighs no less than 300 metric tons, and when
placed on a flatbed truck, it was 11 meters high. Twenty-two
light poles had to be removed along the route and replaced
with taller ones. Telephone lines were disconnected and
raised. The bridge received metal reinforcement to bear the
weight of the truck, which was fitted with about 250 tires,
and (at a steeper point) required three tractors to help pull
the load. It took 90 minutes for the reactor to reach its final
destination, escorted by the Harbor Police, who ensured
that the route was cordoned off. The heart was put in place,
ready to feed the other vital organs of the project.
“Logistics is a complex part of any operation. When it involves
imports from up to 17 countries and 30 cities, in the
case of the PTA POY PET project, it is even more delicate because
each operation has its own unique features,” explains
Pollyanna Peres, the officer Responsible for Logistics.
Odebrecht Engenharia Industrial (Industrial Engineering)
is responsible for the detailed engineering, procurement of
materials and equipment, civil works and electromechanical
assembly of all three units, as well as managing the
construction of the entire complex.
According to Pollyanna, one example of the challenges
involved in the project’s operating logistics was importing
the boilers for the PTA plant, purchased by the client, PetroquímicaSuape
(an affiliate of Petroquisa, the petrochemical
arm of Petrobras), from a company in India which, in turn,
has suppliers from several other countries, such as Germany
and Sweden. “We have also had cases like the Siemens
turbocharger, which had to be transported in a vessel chartered
exclusively for that purpose,” she adds.
That many variables can lead to unusual situations, and
every time, the team responsible for procurement must find
the best solutions to avoid delays. This was the case with the
containers used to ship parts imported from a Dutch company
for seven storage silos that will be installed in the PTA
plant. The manufacturer required that they be assembled
with its own tools, which went along in the same shipment,
much to the surprise of Pollyanna and her team.
Generalized repercussions
All told, the PTA project alone has required spending
BRL 9 million on international maritime shipping of about
9,000 metric tons of equipment, which is expected to be
delivered by April of this year. The “heavy” logistics for the
POY and PET projects have already been completed, with
about 60% of equipment delivered, including 775 containers
loaded with texturing and spinning equipment.
In two years, the POY and PET projects have involved
more than 210 shipments totaling 4,800 metric tons of
machinery. Now, the only items missing are the radioactive
power sources for the instruments used to measure
the quantity of products (POY and PET) in the storage silos.
“They are smaller, but no less complex, because they can
only be shipped at certain times of day, and we have to use
special trucks,” says Pollyanna.
The delivery of the POY and PET units is scheduled for
2013. “Logistics is a key part of a project of this magnitude,
where most of the materials are imported,” says Project
Director José Gilberto Mariano. “If a piece of equipment
doesn’t arrive on time, it can have repercussions throughout
the project. The work done in that regard has been exemplary.”
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59

a nati
Works to
improve
transportation
infrastructure
benefit urban
and rural
areas of
Angola
60
informa
60

on
and its people
come together
written by Eliana Simonetti photos by Holanda Cavalcanti
Ernesto Adriano Cassacula is 24, has a 3-month-old daughter, lives in
Caala, in Huambo Province, Angola, and got his first job in late 2010,
working at Odebrecht. He likes his job, as well as the roadways that
Odebrecht is restoring and reconfiguring – they connect Caala to the
towns of Ganda and Ekunha. “Transportation is much easier now. Today
we can visit our families and there is a variety of products available for sale in the
shops,” he says.
Caala is an important town, because it acts as a hub. All the agricultural and industrial
products from Huambo Province pass through there on their way to the Port
of Lobito in Benguela Province. Products that arrive in the port, as well as from South
Africa and Namibia, travel in the opposite direction.
Antonio Zeferino Neto owns AZN Transporte, a bus company that transports passengers
between the provinces. He started AZN four years ago. Previously, no one
had traveled by bus between Benguela and Huambo, but now he has competition.
Even so, the number of buses AZN runs has doubled. The company has 70 people on
its payroll. “The population is traveling more and more to do business, go on holiday
and attend parties and festivals,” says Zeferino Neto.
Ernesto Adriano
Cassacula:
his family is
closer and more
products are
available
Benguela and Huambo
Angola’s second-largest and most prosperous province has the second-most important
port in the country: Lobito. The roads that run through Benguela facilitate the
distribution and shipment of goods. They also serve to strengthen the nation’s road
links with Namibia and South Africa and foster the development of Namibe, a desert
province with tremendous tourist potential. In Benguela, Odebrecht has built the
Benguela-Catengue and Benguela-Dombe Grande routes and in 2012 it is working
on the reconfiguration of the Benguela-Baía Farta Highway (which will link the other
two routes, already completed, and provide easy access to the fishing and tourist area
in Baía Farta).
While reconfiguring the highway that connects Benguela with Dombe Grande,
Odebrecht also paved and signaled the streets of the small town of Dombe Grande.
These three main thoroughfares are routinely traveled by about 85,000 people who
live in the center of town or in one of 52 villages and settlements in the region.
In colonial times, Dombe Grande was a major sugar producer, but now the factory
there is abandoned. A few buildings are still standing. Local residents generally
make a living from farming – an activity that has been bolstered by improved access
to town. The improvement of the road has also increased the number of visitors.
But what can visitors do in Dombe Grande? In addition to its vegetable market, the
town is the most mystical center of Angola. Every family has at least one traditional
healer. “Visitors come here to seek relief from their pain. I take advantage of the
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61

ustling streets to sell ice cream,” says Ana Dungula, 20.
She is happy because business has improved since the
dust from the road works settled.
In Huambo, the roads Odebrecht has built (Caala-Cuíma,
Caala-Ganda, Ekunha-Caala and Cuíma-
Gove) connect the province, whose economy is based
on agribusiness, with Angola’s consumer markets in
the provinces of Kwanza Sul, Namibe and Benguela,
and other countries through the Port of Lobito and
overland routes, via the link with Namibia and South
Africa. The provincial capital, Huambo, called Nova
Lisboa in colonial times, is a tourist resort.
Challenges in Luanda
Highways in rural Angola connect people and economies
and foster development, and the same is true for
Luanda, the nation’s capital. That city is home to about
half the country’s population. Due to the armed conflicts
that are now part of Angola’s past, Luanda quickly became
a large urban center and faced the challenges typical of
rapid, disorganized growth. However, it is implementing a
plan to solve the city’s problems, and Odebrecht is an active
part of that undertaking.
The program includes the Luanda Structural Roadways
project, made up of highways and expressways that
reduce the volume of downtown traffic, make life easier
for residents of outlying areas by providing access to the
city center, and facilitate travel between the port and
the interior of the country, thereby boosting trade. They
are the Luanda-Viana-Cacuaco Beltway (Downtown);
the Luanda-Kifangondo Expressway (North); the Cabolombo-Futungo
Junction (South); the Luanda-Viana Expressway;
and the Lar do Patriota, Samba, Golfe and 21
de Janeiro highways.
The 21 de Janeiro Highway, which connects the airport
to downtown Luanda, used to be a congested thoroughfare.
There was constant flooding on that route during
the rainy season, making it impassable. Local residents
had no sidewalks or pedestrian walkways to ensure a
safe crossing. Odebrecht has remodeled and widened the
highway, which is now paved and enhanced with shoulders,
drainage, lighting, wider sidewalks and landscaping.
Maria Eugenia Antonio Mateus and Mariana Agostinho
da Cruz work at the Maranata pharmacy, which
opened in the Cacuaco district in January. “I’m sure we
will do well, because business is already improving,”
Luanda –
Kifangondo
Highway: easing
traffic jams
in Luanda
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to facilitate access for people living in the densely populated
satellite towns of Viana and Kiaxi. The second is the
Marginal Sudoeste Highway itself, which connects Largo
da Corimba and Bispo Beach (it runs parallel to the heavily
traveled Samba Highway, which has already been refurbished).
Odebrecht has already built seven bridges for this
project. The third new project is a road artery linking the 21
de Janeiro Highway to the Golfe Highway, improving traffic
flow for people traveling between the south and center of
Luanda.
These works are all getting underway in 2012.
Odebrecht Angola has already delivered a number of
roads, and will deliver even more in 2012 – in Luanda
says Maria Eugenia, who has a nursing certificate.
“This route will help attract organized businesses,” she
observes. She is also happy for another reason: before
the road works were completed in November 2011, it
took her over an hour to get home from work. Now the
commute takes less than 30 minutes.
Odebrecht members have also benefited from the
project. Jorge Manuel, 24, joined the company four years
ago. He started out as a carpenter and is now a supervisor.
He says that, at first, commuting to work was stressful,
although he lived just 15 km from the jobsite. Three
years ago the commute took an hour, but now he can
get to work in just 10 minutes. “Now I have more time to
spend with my family, and I’ve even started taking a technical
course in biophysics to grow professionally,” he says.
New projects
Odebrecht’s transport infrastructure projects in Angola
are bringing immediate and significant benefits
for the Angolan people. And a number of new projects
are going to make their lives even better. The client is
the Angolan Ministry of Urban Planning and Construction,
and the projects have been included in the national
government’s Public Investment Program (PIP)
for 2012. They are part of a USD 600 million package of
road works that will be carried out within three to four
years. To achieve this goal, Odebrecht will groom and
mobilize approximately 2,000 Angolan workers – and if
everything goes as planned, at least 20% of them will
be women.
One of these new projects is “R 17”: a route linking the
district of Camama with the Marginal Sudoeste Highway
Engineer Djamira
Nazaré Paixão
and the Baía
Farta-Benguela
Highway: a new
generation of
Angolans actively
participates in
shaping their
country’s future
and the provinces of Benguela, Huambo and Malange.
All of them are vital for the nation’s economic development
and physical unity. The projects in Luanda allow
for expansion that will lead to a lower population
density and, therefore, better organization, planning
and implementation of urban infrastructure facilities
– which will also have a positive impact on people’s
health and well-being.
These are just some of the initiatives now underway
in Angola, a country with a territory twice the size of
the Brazilian state of Bahia (which is roughly the size
of France), although most of its population is concentrated
in Luanda. The nation’s economy has grown at
an average annual rate of about 10.8% over the past
six years. By deploying transport infrastructure works,
Odebrecht is working to ensure that development benefits
all Angolans, both rural and urban.
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63

FOLKS
Family ties
Juliana Lima and her husband live
and work at Teles Pires
J
uliana Lima is from Bahia, a state in northeastern
Brazil. Her first contact with Odebrecht, in 2007, was
through the Sustainable Development Institute (IDES) in
the Southern Bahia Lowlands. She joined the company in
2010 and is now the officer Responsible for People and Organization
at the Teles Pires hydroelectric plant construction
project on the state border of Mato Grosso and Pará, in
which Odebrecht Energia is the investor (Odebrecht is building
the project). In 2011, Juliana moved to Paranaíta, Mato
Grosso, a small town that is the support base for the jobsite,
which is located in a remote area. That was one reason why
Odebrecht has allowed married couples to work together
on this project. Juliana’s husband, Alberto Fraga is a safety
engineer who started working at Teles Pires in April 2011.
“Living and working together is a challenge that makes our
relationship stronger,” says Juliana.
photo: Tico Ribeiro
photo: foto: Holanda Edu Simões Cavalcanti
International entrepreneur
Paulo Brito and the lessons of a life
without borders
I
t’s been 23 years since Paulo Moreira Brito, a
mechanical engineer from Rio, joined Odebrecht.
In December 1993, he went to work in the United
States. After that he went to Iraq, returned to the
USA, then went to Liberia, and then back to the USA.
Now he works in Mozambique. He says: “My international
background has exposed me to conditions
I would never have experienced if I hadn’t left my
comfort zone. That was made possible, above all, by
the support of my wife, Adriana, who took care of
our kids while I was overseas. Furthermore, when
facing tough situations, I’ve always been able to
count on the enthusiasm and creativity of teams
which, when properly motivated, can overcome any
obstacle.”
photo: Holanda Cavalcanti
Working for a better reality
Pride in working toward quality of life
J
uliana Calsa, a native of Limeira, São Paulo, has always been an
idealist and doesn’t hide it. She has a degree in journalism and
joined Foz do Brasil six years ago in her hometown to work in the
Communication and Social Responsibility area of Brazil’s first water
and sewer concession involving a private-sector company. In the
course of her work to boost the company’s image, she has helped set
up an environmental education project focused on recycling cooking
oil, which is being replicated in the company’s units around the country.
Today, in São Paulo, Juliana is on Foz’s Corporate Communication
team. She is proud to be helping bring quality of life to millions of
people and preserve the environment. “One thing I’m sure of is that
we can make this a better world.”
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64

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INFORMA
65
III

essenti
Eyes open to the
written by Christina Queiroz
photos by Júlio Bittencourt
Construction of a cargo
terminal in the Port of Santos
and a pipeline to transport
ethanol symbolize Brazil’s
efforts to overcome one
of its bottlenecks
66
66
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als
Embraport Terminal at the
Port of Santos: this new
facility will significantly
increase Brazil’s foreign
trade capacity
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67

It would not be an overstatement to classify two
transport infrastructure and logistics projects
as crucial. Their origins and objectives bear the
hallmark of a country that is growing and needs
to overcome its bottlenecks. Expected to increase
the current capacity of the Port of Santos by 40%, and
now in its initial phase of operation, the Embraport
(Empresa Brasileira de Terminais Portuários) Terminal
project will receive a total of BRL 2.3 billion, an investment
that will boost Brazil’s capability for foreign
trade. Also under construction, a pipeline developed
by Logum will create a modern new alternative for
transporting ethanol, thereby bolstering that sector’s
growth and competitiveness. Embraport and Logum
are both part of the backlog of Odebrecht TransPort,
the Odebrecht company focused on operations and
investments in integrated logistics, highways, urban
mobility and airports.
From Santos to the world
With estimated annual average GDP growth of
3.5% per year, Brazil will see its flow of international
trade increase in an accelerated and consistent
manner. According to Pedro Brito, Director of Antaq
(the National Agency for Waterway Transportation):
“In 2003, the volume of exports and imports in this
country reached USD 100 billion, and in 2012 that figure
should rise to USD 500 billion.” He also observes
that about 90% of trade flow will pass through the
nation’s ports, which means that investments in port
logistics are essential.
The largest in Latin America, the Port of Santos has
a total installed capacity of BRL 3.2 million TEUs (the
unit equivalent to a 20-foot container), and Pedro Brito
predicts that it will reach 10 million TEUs by 2025. “The
Embraport Terminal will help make that happen.”
Built on the left bank of the Port of Santos, the
terminal, whose majority shareholder is Odebrecht
TransPort (the others are DP World and Coimex),
will operate in an 848,500 square-meter area, with
a 1,100-m quay, two piers, a rail yard and a parking
lot for trucks. “The terminal’s capacity will total
2 million TEUs and 2 billion liters of bulk liquids,”
says Odebrecht TransPort Logistics Director Juliana
Baiardi.
According to Wilson Lozano, Embraport’s Engineering
Manager, the terminal will have sufficient
infrastructure and equipment to allow the berthing
of ships up to 12,000 TEUs, “We are preparing for a
future increase in the cargo capacity of ships used in
international trade,” he observes.
The first phase of the project will absorb investments
of BRL 1.6 billion and include the construction
of two berths for containers and general cargo, and a
pier for bulk liquids. “By the end of 2012, the work on
the first stage of Phase 1, a 350 m-long berth, will be
completed,” says Odebrecht Infraestrutura Production
Manager Giorgio Bullaty. The delivery of that stage will
enable the terminal to begin operations before the end
of Phase 1, scheduled for October 2013, when the facility
will have a 650-m quay capable of handling 1.2
million TEUs and 2 billion liters of liquids. Phase 2, the
result of a BRL 700-million investment, will extend the
quay’s length to 1,100 meters and increase its capacity
to 2 million TEUs.
One of the highlights of the project is the application
of Geotube technology, which has made it possible
to dredge and concentrate 580,000 cubic meters
of contaminated materials in specially designed bags
manufactured for that purpose. “Without this technology,
we would have had to dispose of this material
in landfills, which would have required 73,000 truck
trips,” explains Giorgio Bullaty.
Embraport Quality, Health, Safety and Environment
Manager Regina Tonelli underscores the BRL 10 million
being invested in environmental programs, which
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68

involve more than 30 conditions required by environmental
permits. These measures include conserving
natural resources, social/environmental and archeological
issues, environmental quality, and programs
directly related to the work on the terminal building, in
addition to social responsibility initiatives undertaken in
the communities surrounding the port terminal.
Pedro Brito (left) during a visit to the
jobsite at the Port of Santos. With him,
from left, are Rodrigo Leite, CFO of
Embraport, Alexandrino de Alencar,
Responsible for Business Development
and Institutional Support at Odebrecht
Infraestrutura, and Project Director
Henrique Marchesi, also from Odebrecht
Infraestrutura: essential investments in
port logistics
Workers building the
Embraport Terminal:
Acreditar Program is
playing an important
role in hiring
and qualifying
professionals to
work on the project
Ethanol pipelines
Despite its maturity and the prospect of becoming
the flagship for Brazilian exports, the ethanol industry
still relies on a logistics system that primarily uses
trucks to transport the product. Therefore, business
leaders have decided to invest in a plan to modernize
transportation logistics, a strategy that will require
investments of roughly BRL 7 billion.
Logum, a company established in March 2011, is
the result of the efforts of six shareholders (Odebrecht
TransPort, Petrobras, Cosan, Coersucar, Camargo
Corrêa and Uniduto) and the consolidation of three
projects. Alberto Guimarães, President of Logum,
points out that the ethanol industry has been investing
in technical productivity for three decades, but has
done little to improve its logistics strategies. In his
opinion, it is increasingly urgent to do just that, as sugarcane
production is expanding into the interior of the
country and getting farther away from major centers
of consumption.
The Logum project involves transporting 22 million
cu.m per year of ethanol produced in the states
of São Paulo, Goiás, Mato Grosso do Sul and Minas
Gerais through 1,300 kilometers of pipelines that are
currently under construction and will be connected
to a 600-km network of existing pipelines owned by
Petrobras.
The ethanol will be captured in the interior, taken
to a hub (distribution point) in Paulínia, São Paulo,
and then sent on to the metropolitan regions of São
Paulo and Rio de Janeiro. The first part of the project
will be ready by February 2013, while the second part
(focused on the export market) should be completed
by 2016.
Logum Projects Director Moacir Megiolaro explains
that the company will encourage producers
and distributors to use the ethanol transport system.
“One of the system’s main users will be ETH Bioenergy,”
he says.
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69

seas
that must be sailed
written by Júlio César Soares
Illustration of a PLSV: part of
Petrobras’s strategic plan for
pre-salt operations
70
The presence of Odebrecht Oil & Gas
(OOG) in the subsea engineering market
and, in particular, the story of one
of its team members in that field, faithfully
reflect the current situation of the
Brazilian oil industry.
OOG’s subsea operations include engineering,
construction, installation and maintenance of subsea
pipelines and equipment that connect wells on the
seabed to production platforms on the surface. Its
first venture in that sector was a contract to design
and launch the Capixaba South-North Pipeline in
the eastern state of Espírito Santo. Back then, OOG’s
current Subsea Projects Director, Renato Bastos
(the member mentioned in the first paragraph), was
working for a major foreign company in that industry.
Now, eighteen months later, Renato is playing an
active role in consolidating Odebrecht’s presence in
this market: the construction and operation of two
Pipe Laying Support Vessels (PLSVs). To become the
first Brazilian company to provide these services, OOG
sought the expertise of Technip, a French firm that has
been working in the subsea market since 1977.
Together, the companies formed a joint venture to
bid in a Petrobras tender held in October 2010 for the
construction and operation of up to nine PLSVs. In the
end, six contracts were tendered and OOG and Technip
won two. “We achieved our goal of building and
operating the two largest vessels in the tender, which
provide support for installing 550 metric tons of flexible
pipe,” says Marcelo Marques Nunes, the officer
Responsible for the PLSV Contract.
These two vessels will be chartered as part of
Petrobras’s strategic plan for developing the presalt
layer the state-owned oil giant discovered in
2006. They are capable of installing flexible pipes in
ultra-deep water at depths of up to 2,500 meters.
The equipment used to install the pipelines is called
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70

OOG participates
in the construction
of two PLSVs, vessels
used to install
subsea pipelines
a tensioner. It resembles the caterpillar tracks of
tanks, and the maximum weight the tensioner can
pull is 550 metric tons. The role of the PLSVs is to
transport and install the offshore pipelines connecting
the oil wells on the seabed with production platforms
on the surface.
To build the two vessels, Odebrecht and Technip
are working with a long-time partner: the Daewoo
Shipbuilding & Marine Engineering Co., Ltd. (DSME)
shipyard in South Korea. “We have an excellent relationship
with DSME that dates back to 2008. Its shipyard
is recognized for the on-time delivery and quality
of the vessels it produces, and that is key when you
have to minimize the risks involved in the project,”
says Renato Bastos.
Once the PLSVs are built, they will be sent to Brazil
to undergo final acceptance testing by Petrobras
before they begin operations in the Santos and Campos
basins.
OOG Illustration
Natural move
Odebrecht’s search for an experienced partner
in the subsea market to work on this project was
a special chapter in a story that is just beginning.
The chosen company was Technip, which has over
30 years’ experience in this specific segment. “We
needed a partner with experience in producing and
operating PLSVs, and Technip not only operates
these vessels but manufactures the flexible pipelines
they install on the seabed,” explains Marcelo
Nunes.
Bernard Gilot, Technip’s PLSV Project Manager,
observes that the joint venture between the French
company and Odebrecht was a natural move. “Technip
is a subsea market leader, and Odebrecht is a
company with a long tradition that has been working
solidly in the deepwater drilling market. I believe
that, together, we can meet expectations during
this new phase for Petrobras,” says Bernard.
“One of the highlights of this partnership is that
we can use Technip’s operating units to train our
teams. The possibility of being able to have one of
our members crewing a unit like the one we are
building is a huge advantage,” emphasizes Marcelo
Nunes. “This partnership with Technip is bolstering
our position as a company to watch in this new
business and opening up a vast new range of market
opportunities,” explains Jorge Luiz Mitidieri,
Managing Director of OOG’s Integrated Services
Business Unit.
Both companies will also partner up to operate the
PSLVs for a five-year period, which can be extended
for another five. “We are not only going to supervise
the construction of the vessels in South Korea but will
also be responsible for chartering, operations management
and providing specialized installation engineering
services,” explains Renato Bastos.
This new operation is yet another stage in the long
and productive relationship between Odebrecht and
Petrobras, and already has a start date: the second
half of 2014. According to Renato Bastos, who has
15 years’ experience in the subsea market, Odebrecht
is planting its flag in a major segment of a
market dominated by foreign companies. “Winning
this project has firmly positioned us as the only Brazilian
company with an effective share of the subsea
market,” underscores Jorge Mitidieri.
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Argument
The challenges of logistics
“Without a doubt, the
biggest challenge of all
when it comes to logistics
in Brazil is infrastructure.
We still have a long way
to go to ensure greater
availability and efficiency
in the transport of goods
by road, railway, pipeline
and waterway”
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Aproduct’s quality and cost are decisive
factors in any client’s purchasing
choices. But the equation
does not stop there: innovation,
sustainability, partnership and relationships,
and, of course, logistics, are all
factors with increasing weight in trade relations.
Without the right logistics, there is no guarantee
that products will reach clients on time,
with the requisite quality. At Braskem, we are
always seeking opportunities to add value to
our clients through the optimization of logistics
processes, with various initiatives such as
reverse logistics and the constant revision of
our logistics network. But the challenges are
just as big as the opportunities in this segment,
because in our day-to-day operations we
need to ensure the delivery of 5 million metric
tons/year of dry cargo (plastic resins) to some
1,600 clients in Brazil and about 250 abroad,
in 60 different countries, and 9 million metric
tons/year of gas and liquid cargo (basic petrochemicals)
to clients in Brazil and other countries
on five continents.
To continue fulfilling our mission of providing
ever better service to our clients, we must
overcome challenges on a daily basis. Without
a doubt, the biggest challenge of all when it
comes to logistics in Brazil is infrastructure.
We still have a long way to go to ensure greater
availability and efficiency in the shipment of
goods by road, railway, pipeline and waterway.
The railways, coastal shipping and inland
waterways are important parts of the logistics
system in a country of continental proportions
like Brazil, and therefore these modes need
to be rapidly developed through the expansion
and improvement of express routes and channels.
Our rail network, for example, now covers
just 30,000 km and is concentrated in a
few states (São Paulo, Minas Gerais, Rio de
Janeiro and Rio Grande do Sul). In the USA, for
comparison’s sake, the railway network exceeds
200,000 km, and rail freight is one of the
most commonly utilized modes of transport.
Due to the limitations of infrastructure in
Brazil, we still depend heavily on road transportation,
which represents more than half
(65%) of logistics operations, while in the United
States, for example, this mode represents
only 25% of operations.
As for waterways, the situation there is also
complex. The main bottleneck is the lack of
investment in port infrastructure facilities on
rivers, such as the Manaus Free Trade Zone
hub. The limitations in sea ports for export and
coastal shipping such as Santos (São Paulo),
Rio de Janeiro, Rio Grande (Rio Grande do Sul)
and Aratu (Bahia), include access infrastructure,
back-port areas and the capacity of port
terminals.
In light of this situation, several measures
are required to strengthen the supply chain as
a whole. We have to take a proactive stance.
Brazil needs to invest in infrastructure in all
modes of transport. Streamlined ports, intermodal
accessibility (products reaching ports
by road and/or railroad), the expansion and
modernization of railways, and road quality
and conditions are essential factors.
The medium and long-term outlook for the
Brazilian logistics scenario is positive, but the
attitude of the business sector should be primarily
proactive, and (why not?) creative. We
must take part in the debate, influence the
sector in the right direction and help open up
more and more paths of development.
Gustavo Prisco
Paraíso
Logistics Director,
Braskem Polymers Unit
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73

58
photo: Bruna Romaro
74
informa

&
News
People
Reports about Odebrecht
Organization teams’ recent
achievements in Brazil and
worldwide
76
Organization: the events, reports and reflections that marked
Odebrecht’s 2011 Annual Meeting
80
Braskem begins industrial operations in Germany through
its units in the Cologne and Leipzig regions
84
87
Southern Bahia Lowlands: the Civil Construction Cooperative
brings together apprentices and youths who have studied at
the Building Better Professional Education Center
Savvy: Gilberto Neves discusses sound decisions, role
models and the importance of learning from leaders
photo: Edu Simões
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75

organization
Leaders and th
The 2011 Annual Meeting’s highlights included
people’s assimilation of the Odebrecht Culture and the
ongoing pursuit of greater productivity
written by José Enrique Barreiro
photos by Beg Figueiredo
“I
t is the leaders’ task, and the leaders’
alone, to devote their time, presence,
experience and example to their team
members.” This phrase by Norberto
Odebrecht, the Organization’s founder,
sums up the concept of the Pedagogy
of Presence, which is key for the transmission
of our organizational culture
and people development. This and other
messages, taken from the works of
Norberto Odebrecht, were passed on by
Marcelo Odebrecht, President and CEO
of Odebrecht S.A., to the 210 leaders
who attended the 2011 Annual Meeting
of Odebrecht S.A. in Salvador, Bahia, on
December 19, when they were presented
with the main results of 2011 and the
Organization’s plans for 2012-2014.
In his presentation, Marcelo took
stock of all the Organization’s businesses,
noting, among other things,
the importance of instilling the Organization’s
Culture in people, the need
for the ongoing pursuit of greater productivity,
the role of synergies and image
and the focus on qualified growth.
“In recent years, we have firmly es-
76
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eir thoughts
tablished the trust of our clients and
shareholders; in the near future, we
will continue to share our clients’
dreams and aim ever higher, but always
with the same touchstone, the
Odebrecht Entrepreneurial Technology,
the foundation that never changes,”
said Marcelo.
The participants also heard messages
from Norberto Odebrecht, who
stressed, among other things, the
importance of Participatory Governance,
and Emílio Odebrecht, Chairman
of the Board of Odebrecht S.A.,
who called on all leaders to “steward
our culture,” whose foundations are
based on the practice of trust and
loyalty. Piero Marianetti spoke on
behalf of the advisory board, and all
the Members of the Board of Odebrecht
S.A. commented on the day’s
presentations, given by the following
leaders of the Organization: Maurício
Medeiros, Odebrecht Foundation;
Carlos Fadigas, Braskem; José Carlos
Grubisich (then Entrepreneurial
Leader of ETH Bioenergy); Fernando
Reis, Foz do Brasil; Roberto Ramos,
OOG (Odebrecht Oil & Gas); Paul Altit,
OR (Odebrecht Realizações Imobiliárias,
the Organization’s real estate
arm); Euzenando Azevedo, Odebrecht
Venezuela; Luiz Rocha, Odebrecht
International; Luiz Mameri, Odebrecht
América Latina e Angola (Latin
America and Angola); Benedicto Junior,
Odebrecht Infraestrutura (Infrastructure);
Márcio Faria, Odebrecht
Engenharia Industrial (Industrial Engineering);
and Henrique Valladares,
Odebrecht Energia (Energy).
Other shareholders and members
of several generations of the
Odebrecht family also attended the
meeting.
Participants at the Organization’s
Annual Meeting: front row, from left,
Emílio Odebrecht, Norberto Odebrecht
and Board Members Roberto Campos,
Piero Marianetti, Geraldo Dannemann
and Alípio Lima
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77

1
4
“In recent years, we have firmly established
our clients’ and shareholders’ trust; in the near
future, we will continue to share our clients’
dreams and aim ever higher, but always with the
same touchstone, the Odebrecht Entrepreneurial
Technology, the foundation that never changes”
Marcelo Odebrecht
5
8
6
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2
3
7
WHAT THE ENTREPRENEURIAL
LEADERS SAID
1 – Benedicto Junior, Odebrecht
Infraestrutura:
“We intend to bolster our members’ sense of belonging
more and more”
2 – Fernando Reis, Foz do Brasil:
“More important than our expansion, 2011 was a year of
growth as a company and as a team”
9
6 – Luiz Rocha, Odebrecht International:
“By organizing the evacuation of 3,500 expats from a war
zone in Libya, we have demonstrated that Odebrecht is
truly committed to people”
3 – Paul Altit, Odebrecht Realizações
Imobiliárias:
“In 2011, Bairro Novo delivered 2,300 residential units to
families participating in the My House, My Life program”
7 – Márcio Faria, Odebrecht Engenharia
Industrial:
“Our company will bring in 13,000 new members in the
next three years”
4 – Euzenando Azevedo, Odebrecht Venezuela:
“We have helped Braskem, Odebrecht Engenharia Industrial
and OOG achieve synergies in that country”
8 – Henrique Valladares, Odebrecht Energia:
“We delivered the Santo Antônio hydroelectric plant a
year ahead of the contract deadline”
5 – Luiz Mameri, Odebrecht América Latina e
Angola:
“Today we have 34,000 members, including 1,400 expats,
370 of whom are non-Brazilian”
9 – Maurício Medeiros, Odebrecht Foundation:
“Yes, it is possible. In the Southern Bahia Lowlands,
people who were once excluded are now making all the
difference”
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79

germany
Sabina Alexandra Filimon and
Reinhard Thimm at the industrial
unit in Wesseling, in the Cologne
region: Braskem’s arrival brings
fresh motivation
Willkommen!
written by Luiz Carlos Ramos photo by Edu Simões
Braskem now produces
polypropylene in Germany
at industrial units in the
Cologne and Leipzig regions
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The Braskem logo can already
be seen on the white 25-
kg sacks of polypropylene.
Packed in huge trucks, they set out
from Braskem Europe’s two units
in the metropolitan regions of Cologne
and Leipzig, Germany, bound
for other parts of the country as well
as plastic manufacturers in Italy,
France, Poland, the Netherlands,
Belgium and the Czech Republic.
All told, those units’ output totals
545,000 tonnes of polypropylene annually.
Braskem Europe’s offices in
Frankfurt, Germany, and Rotterdam,
the Netherlands, are getting
new orders. Work goes on non-stop
at the plants in Wesseling, 25 km
from Cologne, and Schkopau, 30
km from Leipzig, 24 hours a day,
365 days a year, including Sundays
and holidays. The snows during
the European winter have not put a
chill on production, or a damper on
people’s enthusiasm about the new
era that is dawning at these units,
which Odebrecht acquired from
Dow Chemical in July 2011 along
with two other Dow units in the
US state of Texas (in Freeport and
Seadrift).
The emergence of the Braskem
brand in Europe involves some curiosities,
starting with the fact that,
for the Organization, it means “re-
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turning” to the ancestral homeland
of its founder, Norberto Odebrecht.
In 1856, at the age of 21, Norberto
Odebrecht’s great-grandfather Emil,
born in the Kingdom of Prussia
(which would later become part of
the German Empire), emigrated to
Brazil, where he settled in the southern
state of Santa Catarina. In the
1990s, the Organization formed Odebrecht
Bau AG, which played a role in
the construction of temporary housing
in the recently reunified Germany.
Now, through Braskem, Germany
is once again on the list of countries
where Odebrecht is present.
Transition
Braskem Europa GmbH officially
came into being on October 1, 2011,
the day Mark Nikolich, an American,
and his top team members went to
work on transforming Dow’s former
German units into Braskem plants
without a break in production. Mark,
45, has a graduate degree in Business
and hails from Nashville, Tennessee.
He lived in several countries
before joining Sunoco in the
United States, a company Braskem
acquired in 2010. Following the acquisition
of the four Dow units, he
was recommended to become the
Leader of Braskem Europe. His office
is behind the Frankfurt Opera,
in a building on Am der Welle Street,
which has the upbeat meaning of
“Above the Wave.”
This is not the first time Mark has
lived in Germany. When he returned to
that country, he took along two young
company members who had worked
with him at Braskem in the United
States: Christopher Gee, from the
USA, and Alfredo Prince, from Venezuela.
The features of a global business
operation do not stop there: this
Germany-based company has members
from Germany, the USA, Venezuela,
the Netherlands, Romania, China,
Turkey, Brazil and other countries.
How is the transition going? Mark
Nikolich explains that he has decided
to keep on a significant portion
of the professionals already working
at Dow and willing to take on the
Braskem challenge. “What we have
here is a team of tremendous professionals
at all levels. We’ve made
some changes and will be making
even more to achieve unity in every
sense of the word.”
Braskem Europe works with about
80 polypropylene purchasing companies,
especially in Germany’s neigh-
Mark Nikolich, flanked
by Alfredo Prince (left)
and Christopher Gee, in
Frankfurt: achieving unity
boring countries. According to Mark:
“Our clients are already familiar with
Braskem’s outstanding reputation
as the leading producer of thermoplastic
resins in the Americas, and
have expressed an interest in its two
units in Germany and Brazil’s ‘green’
plastic.”
Motivation, unity and
optimism
Braskem is marking its 10th anniversary
in 2012. However, Odebrecht
gained its first foothold in the
petrochemical industry nearly 33
years earlier at the Camaçari complex
in 1979. It so happens that one
of Mark Nikolich’s team members at
Braskem Europe, Christopher Gee,
was born that same year. An engineer
from New Jersey, Gee enjoys playing
guitar, shooting the hoops and tackling
fresh challenges at work. “I love
this new phase here in Germany,” he
says. “When I visited Braskem in Brazil,
I got a better idea of the Organization’s
magnitude. It has what it takes
to succeed in Germany as well.”
Mark’s other young partner, Alfredo
Prince, 36, has a degree in
Economics, was born in Caracas and
went to college in the United States.
Now the leader of the financial area
at Braskem Europe, he has worked at
Braskem’s Philadelphia office and is
currently based in Frankfurt. “By the
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Industrial unit in
Schkopau, near Leipzig:
production capacity of
340,000 metric tons of
polypropylene per year
end of 2012, the team for our program
will be complete,” says Alfredo,
who supports Manchester United,
the English soccer team, and has visited
Rio de Janeiro and São Paulo.
Alfredo is working closely with
a Brazilian at the company’s treasury
department in Frankfurt. Eduardo
Schwarzbach, 30, is from the
southern state of Rio Grande do Sul
and now works at Braskem in the
northeastern state of Bahia. He
was asked to spend a few months
at Braskem Europe. “I got caught
in a cold snap – temperatures have
been as low as 14 degrees below
zero, in contrast to the tropical heat
of Salvador, Bahia – but it’s worth it
to see this Braskem emerge.”
Hans-Jürgen Buchmann, 54, is
the Industrial Director of Braskem
Europe and a production leader at
the unit in Schkopau, his hometown,
near Leipzig. When he was
born, Leipzig was part of socialist
East Germany, which ceased
to exist after German reunification
in 1990. “I’ve worked at this polypropylene
unit for more than 10
years, and participated in its modernization
with Dow. It’s wonderful
to adopt the Braskem style.” The
Schkopau unit produces 320,000
tonnes per year.
Coincidentally, like Buchmann,
the production leader at the Wesseling
unit is also working in his
hometown. Wesseling, which is
on the Rhine, near Cologne, is located
in an industrial region. Reinhard
Thimm, 54, proudly shows his
visitors around the plant where he
leads a team of dozens of people
of various nationalities. “We never
stop here. Not ever,” he says.
“This unit’s annual production
reaches 225,000 tonnes. I am very
happy to be a part of this new era
for Braskem.” The Romanian engineer
Sabina Alexandra Filimon,
30, is on Thimm’s team and works
as a production quality inspector.
“Braskem has given us fresh spirit
and energy,” she observes.
Sander van Veen, 49, is a Dutch
engineer who has worked as the
Commercial Director of Procurement
at Braskem Europe since October
1. “The polypropylene market
is growing,” he explains, “despite
the current economic turmoil in
parts of Europe.”
Manfred Lingscheid, 48, is proud
to have been born in Cologne. “It’s
the best city in Germany!” he says.
Yao Li, 29, was born in China and
is on the Wesseling unit’s operations
team. At the end of another workday
in February, she zips up her jacket,
puts on her hat and gloves, gets on
her bike and sets off on the 30-minute
ride home, pedaling in the freezing
cold. “The sun is going down. It
was a great day. Tomorrow will be
even better,” she says.
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83

Sustainable Development
Pitching in to
build better
The Building Better project grooms skilled young professionals
to work in construction
written by Gabriela Vasconcellos photos by Beg Figueiredo
After looking for work for
some time, Camila Silva,
22, has finally found a
job opportunity in the construction
industry. This determined young
woman is now a student in the second
class to take the Building Better
Professional Education course,
where she is learning to become
a bricklayer. “Every day I get more
and more passionate about this. I’m
proud to know that what I do is important.
I don’t see anything getting
in my way,” says Camila, who lives
in Valença, Bahia, in northeastern
Brazil.
Every month, she spends a week
learning theoretical concepts in the
classroom at the Building Better
Professional Education Center. The
rest of the month, she has access to
practical knowledge at a construction
site, under the supervision of
monitors, foremen and engineers.
That is how she is guaranteeing the
income she needs to help support
her mother and get a degree in Civil
Engineering.
As a member of the Construction
Cooperative (Coonstruir) – an umbrella
institution that brings together
the project’s apprentices and graduates
– Camila receives about BRL
500 per month, depending on her
productivity. The only woman in her
class, she argues that bricklaying is
not just a man’s job. “I’ve learned everything
I know through this course.
I’m getting better every day,” she
says. She takes care of her appearance,
always putting on makeup and
paying regular visits to the beauty
salon. “I use a hairnet to keep the
mortar from getting in my hair. Getting
it out is a lot of work.”
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Camila and her classmates helped
build the Building Better project’s
headquarters. The construction works
were funded by a Technical and Financial
Cooperation Agreement signed
in 2009 by Banco Nacional de Desenvolvimento
Econômico e Social
(BNDES) and the Odebrecht Foundation,
which supports the Program
for the Integrated and Sustainable
Development of the Mosaic of Environmental
Protection Areas in the
Southern Bahia Lowlands (PDIS), of
which the Professional Education
Center and Coonstruir are part.
The agreement with BNDES calls
for the investment of BRL 60 million
over six years in social, productive,
environmental and educational
programs for Southern Lowlands
communities. The bank has already
invested BRL 2.3 million in the
Building Better Center to construct
its headquarters in Valença on land
donated by the city government.
“We could not have built this dream
without their help. One person can’t
change the world on their own. I’ve
built walls, installed porcelain units,
and painted doors and gates here.
It’s taught me to have focus, objectivity,
discipline and patience when
doing my work. This project has
changed my life,” says Camila.
Camila with classmates
from the Building Better
project: she plans to
become an engineer
Other institutions linked to the
PDIS that are included in the partnership
with BNDES also have
good reason to celebrate. The Igrapiúna
Rural Family House and Nilo
Peçanha Agro-Forestry Family House
have received funds for the renovation
and expansion of their headquarters,
which will enable them to
increase the number of students enrolled
per year. The bank’s funding
for the Presidente Tancredo Neves
Rural Producers’ Cooperative is
making it possible to build a Fruit
Pre-Processing Unit for the cooperative’s
208 members. The Heartsof-Palm
Producers’ Cooperative
of the Southern Bahia Lowlands
has purchased farm machinery
and implements, trucks, cars and
motorbikes, which are improving
working conditions in the primary
sector and increasing farm production
and mechanization, as well as
enabling agricultural technicians to
get around more easily.
Camila recebe
orientação no
canteiro de obras:
plano de se tornar
engenheira
Future vision
The PDIS has gained the support
of several social actors in its
drive to implement the Eight Millennium
Development Goals – proposed
by the United Nations and
endorsed by 192 countries – in the
Southern Bahia Lowlands. Camila is
just one young protagonist among
hundreds of people who have partnered
up with the program, which
the Odebrecht Foundation is promoting
in the region with a view to
changing local realities.
The PDIS last year signed agreements
with several other institutions,
in addition to BNDES. For
example, the Mitsubishi Corporation
has increased its support by
promising to invest USD 1.8 million
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85

Students at the Presidente
Tancredo Neves Novo Rural impulso:
Family House: Cooperativa the home dos
of Brazil’s first Produtores unit, de
introduced Palmito in the do Southern Baixo
Bahia Lowlands Sul da Bahia também
foi beneficiada
pela parceria
com o BNDES
in the three family houses active
in the region over the next three
years to finance the education of
new rural entrepreneurs. Previously,
the company had carried out
an educational project in Igrapiúna,
Bahia. In the environmental area,
the Companhia de Desenvolvimento
e Ação Regional (CAR), a regional
development company linked to
the State of Bahia, and the Brazilian
Biodiversity Fund (Funbio), together
with the Land Conservation
Organization (OCT) – another PDIS
institution – are encouraging the
balanced use of natural resources.
All told, their investments total
roughly BRL 3 million.
The Bank of Brazil Foundation, a
social investor in PDIS since 2008,
is financing the improvement of
infrastructure, the acquisition of
machinery and technological, business
and cooperative training for
small farmers. It recently implemented
one of its social technologies
in the Southern Bahia Lowlands
– Integrated and Sustainable
Agro-Ecological Production (PAIS)
– contributing about BRL 1 million
to the program.
“The aim of keeping current
partners and attracting new ones
shows that the Odebrecht Foundation
is on track to achieving its future
vision: seeking to become an
asset manager for environmental
sustainability and deploy a model of
agricultural, ecological and sustainable
tourism in the Pratigi Environmental
Protection Area – what we
call agro-ecotourism,” says Maurício
Medeiros, Executive President of the
Odebrecht Foundation. According to
Medeiros, the factor that sets the
Southern Bahia Lowlands program
apart is its innovative system of participatory
governance, in which the
first, second and third sectors work
together seamlessly. “As a result,
we have achieved the eighth millennium
goal: Developing a Global
Partnership for Development,” says
Medeiros.
“Having these partners on board
is a huge responsibility. We are
well aware of that,” says Eduardo
Queiroz, the Foundation’s Vice President
for Sustainability, who also
highlights the synergy established
with the Odebrecht Organization.
“We are Odebrecht’s social arm. We
want to build a development model
that can be replicated elsewhere
and serve as a benchmark for the
Organization’s social actions.
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An eye firmly on
the future
Gilberto Neves and the experiences that sense
and spirit transform into priceless lessons
Statement given to Valber Carvalho / Edited by Alice Galeffi
Savvy
Gilberto Neves’s eyes shine when he
talks about the countries he has
visited, the people he has known
and the projects he has built. Much water
has flowed under the bridge since he joined
the Organization at age 23 as a Planning Assistant
to work on a project for Petromisa in
Aracaju, in northeastern Brazil. In the early
years, he worked on several projects in that
region. Then he went to Peru, and now he is
Odebrecht International’s CEO in the United
States.
Always striving to overcome the challenges
of life and do things even better,
Gilberto Neves is a fighter whose greatest
weapon is persistence. “I never look back.
I always look ahead to the next challenge,”
says the protagonist of this edition of the
Savvy Project. The full interview is available
online at www.odebrechtonline.com.br.
Here are some excerpts:
“The best decision”
When I was invited to go to Peru, I had
also received an offer to stay in Minas
Gerais. Going to Peru was the best decision
I ever made. Living and working in that
country was a watershed in my life. I experienced
tremendous professional growth,
and my third child was born there.
Right after he was born, I thought I was
Superman and worked 20 hours a day. I had
constant migraines and self-medicated.
Then I took some strong medication without
realizing that it was a vasoconstrictor.
Gilberto:
Odebrecht has
firmly established
operations and
loyal clients in
the United States
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I ended up having a brain embolism
and collapsed in the bathroom. They
only found me the next day.
I didn’t know if I’d ever walk again.
It was an incredibly tough situation:
imagine being 30 years old and unable
to walk, paralyzed from the neck down.
But I managed to recover, bit by bit, and
a little over 20 days later I was walking
again. It was a miracle. It could have
had very serious aftereffects.
I then asked my wife, “Monica, do
you want me to send for our things
in Peru?” She replied, “What do you
want to do?” I said, “Don’t ask me
what I want to do. I want to go back.”
So we took our three boys and
returned to Peru. When I landed,
all 42 expat families were waiting
for me with a huge banner that
read: “Welcome back, we love you.”
It was sensational. That was key
for helping us get over everything
that had happened.
Bringing in young
Americans
The move to the United States in
1990 came about from a decision
by Renato Baiardi and Emílio Odebrecht.
It was an opportunity to show
that the Organization was qualified to
work in the world’s most competitive
market. Today, after over 20 years in
that country, we have firmly established
operations and loyal clients.
And we are getting young people
on board. We are attracting them
from local universities, and they are
already showing an incredible commitment
to Odebrecht. If you ask
any one of them when they’ll leave
the company, they’ll say, “Never.”
It’s very interesting to see an American
say that: they want to build their
careers in our company, along with
their families.
Gilberto with
Brian Perantoni:
a fraternal
relationship that
went beyond
the job
Brian Perantoni
In the early days, when we first established
our presence in the United
States, I was introduced to a young
man who had stopped by to catch a
ride with a friend. A manager told us:
“Look, I just saw Brian Perantoni in
the reception area. I think you should
talk to him.” I didn’t have any construction
projects yet, but I asked him
to come into my office for a chat, and
we had a very long talk.
Brian had a great reputation in
the market, and wasn’t looking for
work. I didn’t offer him any benefits,
and he never knew why he took the
job. He just felt there was something
different about our company.
Brian became my right arm. He
helped me structure the business
and taught me how construction
work is done in the United States.
He was a fantastic guy.
How did I manage to convince him
to come to work for the company? I
think it was the sincere way of telling
someone you’re interested in them.
I established a very strong relationship
with him and his family that
went beyond the job. But then Brian
had a fatal heart attack at 48. He left
five children and an incredible legacy.
At his funeral there were thousands
of people out in the street, and we
had to close off a major road. His
wife put his hat and Odebrecht shirt
on the coffin.
“The secret to success
is persistence”
One of my mentors was my grandmother,
who lost her husband when
they’d been married for three years and
she was pregnant with their third child.
She took on the commitment of raising
her daughters alone, as a working
mother. My grandmother ran a quarry,
a farm and a sanatorium for tuberculosis
patients. She always said, “Don’t
stop, never settle. Idleness spins a spider
web.”
My other mentor was my father. He
helped me chart my career my whole
life. He was thrilled by everything we did
and by what lay ahead in the future.
After that, at the company itself, of
course my mentor was Mr. Norberto
Odebrecht, because of this fantastic
culture he created, and his selfless way
of delegating responsibility and putting
his trust in people.
Baiardi and Marco Cruz were great
leaders. They taught me to lead with
confidence. I must also acknowledge
my current leader, Luiz Rocha, whom
I thank for his complete and absolute
trust, because it empowers me to lead
our teams in the United States.
I always say that the secret to success
is persistence.
If you asked me if I’d do it all over
again, I’d tell you I’d do it 10 times over.
I’d move to all those places, do everything
I’ve done, but I’d try to do it even
better. It was definitely worthwhile.
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Next issue:
Knowledge Management
Founded in 1944,
Odebrecht is a Brazilian
organization made up of
diversified businesses with
global operations and
world-class standards of
quality. Its 150,000 members
are present in the Americas,
Africa, Asia.
RESPONSIBLE FOR CORPORATE COMMUNICATION AT CONSTRUTORA NORBERTO
ODEBRECHT S.A. Márcio Polidoro
RESPONSIBLE FOR PUBLICATIONS PROGRAMS AT CONSTRUTORA NORBERTO
ODEBRECHT S.A. Karolina Gutiez
BUSINESS AREA COORDINATORS Nelson Letaif Chemicals & Petrochemicals |
Andressa Saurin Ethanol & Sugar | Bárbara Nitto Oil & Gas | Daelcio Freitas
Environmental Engineering | Sergio Kertész Real Estate Developments |
Coordinator at Odebrecht Foundation Vivian Barbosa
EDITORIAL COORDINATION Versal Editores
Editor-in-Chief José Enrique Barreiro
Executive Editor Cláudio Lovato Filho
English Translation by H. Sabrina Gledhill
Art and Graphic Production Rogério Nunes
Graphic Design and Illustrations Rico Lins
Photo Editor Holanda Cavalcanti
Electronic Publishing Maria Celia Olivieri
Printing 1,050 copies | Pre-Press and Printing Pancrom
EDITORIAL OFFICES Rio de Janeiro +55 21 2239-4023 | São Paulo +55 11 3641- 4743
email: versal@versal.com.br
Originally published in Portuguese. Also available in Spanish.
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photo: Edu Simões
“The simple things are
hardest. Simplicity requires
mastering and internalizing
an effective culture”
TEO [Odebrecht Entrepreneurial Technology]
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