Construyendo N 46 English - Skanska

C o n s t r u y e n d oL AT I N O A M E R I C AAño IX / Nº 46Mayo 2007Focus onp e o p l e

editorialFOCUSSED ON YOUBy means of the space offered bythis editorial, one of the regionalcommunication channels towhich we all have access, I am takingadvantage of the opportunity to be intouch with you all once again.The core thematic chosen for this newedition is centred on being “Focussed onPeople”, a selection which has not beenundertaken under any form of risk, butmainly corresponds to the corporatemanagement alignments poised bySkanska AB. As clearly expressed in thebooklet “The Three Deadly Sins” (writtenby Stuart Graham - Skanska's worldwideCEO, and translated as “Los Tres PecadosMortales”), the impact a winners teamgenerates on a company's results isen orm o u s . An d , it is thro u gh this asserti onthat Skanska develops policies that involveboth the attraction and retention of itsmost important Capital for this industry,namely the Human Assets.The assign m ent tow a rds cre a ting a wi n n er ' steam lies under the re s pon s i bi l i ty of a leaderor a Great Boss. A Great Boss is a leaderwho knows his people, is aware of t h ei rweaknesses and strengths and all ows for spaceto be given towards personal andprofessional growth of each and every cooperator. A Great Boss likewise keeps cl o s econtact by communicating with all cooperators,is a good listener, provides forfeedback, evaluates every co-operatorobjectively and knows how to effectivelytransmit the company's values by meansof utter conviction.It is relatively simple to recognize a GreatBoss within a working context. This is aperson who is forever surrounded byenthusiastic and competent team workers,and always appears as first on the list ofresponsibilities and last when it comes toarrogating the team's merits to oneself.As well as the First Deadly Sin identifiedby Stuart as The Wrong People, there existtwo others, namely The Wrong Place andThe Wrong Customer. These three DeadlySins should be very specially consideredwhen undertaking a project, as the errorsthat date back in the history of Skanska,either in an isolated manner or by meansof an explosive combination, have lead usto our worst losses.The protection of our brand as well asSkanska's sustainability are both drawn upby means of strict adherence to our Codeof Con du ct , re s pect tow a rds the Four Zero sand cautious operability that signifies notbecoming assoc i a ted with the “ De adly Si n s”.Both full compliance and adherence tothese basic principles is possible, which iswhat we have demonstrated to ourselvesas a Business Unit, namely “walking thet a l k”. Our two winning proj ects in the 2006Skanska Aw a rds are true specific ex a m p l e s .With much pride, and in the name of theEMT, I would once again like to makeex ten s ive my con gra tu l a ti ons to the mem bersof the “Sulfuros Primarios Cerro Verde”project in Arequipa, Peru, as likewise the“Planta de Separación y Compresión ElCasquete” located in the Province ofNeuquén in Argentina. Fu rt h er ahead ,whilst leafing thro u gh these pages, you willcome across detailed information on theseoutstanding performances. I would,however, like to mention these projects atthis moment, within this first section ofour magazine, as they are a true exampleof what should be conveyed to all otherProj ects and Servi ces in wh i ch we pre s en t lyoperate, and those to be undertaken by usin the f utu re . As from my pers onal andprofe s s i on a l ex peri en ce , I can assu re you thatthe su ccess of a ny ex pertise is alw ays fo u n dedon the responsibility of a work team overand beyond the performance of theindividual members themselves. Alignedwillingness and commitment towardsobjectives well defined by their leader, orGreat Boss, will always assure the team'ssuccess without a t t aching import a n ce toei t h er the magn i tu de of the challenge or theheight of authority. All those who havetruthfully achieved the feeling that com e sf rom initi a ting a proj ect as f rom zero, a n dh ave finished it su cce s s f u lly, will well knowof what I'm talking about, the pride onefeels is uncontainable.I don't wish to close this introductionwithout issuing a comment on StuartGraham's interview, which is included inthis edition of Construyendo. Once again,Skanska's Sen i or Exec utive Team has drawnclose to our Business Un i t . This opportu n i tyhas called for a clear and direct messagebrought by our maximum representative,as rega rds the manner in wh i ch Skanka LA ' sperform a n ce is con tem p l a ted . The messageis very enriching, and I would like toinvite you all to read it carefully.Both com mu n i c a ti on and con t act with ourHead office will continue to becomeconsolidated during the remains of thecurrent year, reason for which we haverecently accounted for the presence ofStuart Graham in our Region. This visithas signified him undertaking one of thesteps of his “Road Show - Connecting theDo t s”, wh i ch fore s ees visits to all the Bu s i n e s sUnits and personally carry a message to10.000 co-operators distributed all overthe world. Basically, the objective of thisroad show is to draw closer and get toknow us directly, not only by means of myaccount as a proud Skanska LA President.This is also an example undertaken by aGreat Boss, namely to get to know hispeople, listen to them, become aware oftheir daily realities, right into the veryheart of Skanska.Therefore, as you can very well see, 2007will account for a great deal of innovatingevents and challenges. I know that we areready for this and that, as likewise to theyear 2006, we will be able to make theeffort and commit to achieve once againour Outperformance objective.We will continue to be connected.Hernán MoranoPresident & CEO Skanska LA2 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2006

INDEXTo be connected, to connect the dots,to feel connected, to get to know eachother, to know what we want and wherewe wish to reach.4. “FULL STEAM AHEAD”: STUART GRAHAM'S INTERVIEW“Skanska is not withdrawing neither from Latin America nor from Argentina”, statedStuart Graham, Skanska CEO & President. “I would really likeSkanska to leave last year's problems behind and becomestrengthened by means of the opportunities the Region offers”.7. “A DAY AT THE “COARÍ MANAUS” GAS PIPE LINEIn the form of a “personal dairy”, Diego Tosi describes, within hisarticle, the ways in which he undertakes a working day, as likewisethe manner in which he shares it with his work team.All this is what Skanska is about,right here as well as in all the otherBusiness Units around the world.To join the challenge of Outperformingmeans confronting every working dayas an option to highlight our performanceas co-operators and persons.Strive towards this achievement!14. “THE BEST SKANSKA PROJECTS IN THE WORLD”“El Casquete” and “Cerro Verde” were selected as prize winning projects in the 2006Skanska Awards, chosen amongst all the Skanska world-wide projects in twodifferent categories, namely “Civil” and “Health and Safety”.17. THE EXECUTIVE MANAGEMENT TEAMHaving defined the Executive Management Team of ourBusiness Unit, the respective organization chart is displayed inthis edition, as likewise the description corresponding to eachone of its members.22. THE SENSE OF GETTING TO KNOW EACH OTHEROur Company aligns, at world wide level, a strategic commitment towards “fo c u s s 8i n gon people”, which undertakes the objective of building up re l a t i o ns between all Ska nskaintegrants, dedicating towards this task the deserved and required time periods.24. YOUR IDEAS PUT INTO ACTIONThe definition process of the actions to be undertaken in ourRegion has been determined in re s p o nse of the results obtained inour initial Climate Survey, with the intention of putting them intop ractise as from May 2007.DISCOVERTHE SKANSKA NETWORKIt is our pleasure to invite you to explore the pagesof our Intranet and our external web site.C o n s t r u y e n d oLATIN AMERICA“Construyendo” Latin America is edited by Skanska LA's Communications Department forinternal distribution. Av. Presidente Roque S. Peña 555 (C1035) Buenos Aires, ArgentinaC O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 3

InterviewSTUART GRAHAM INTERVIEWED BY CONSTRUYENDO (SKANSKA AB'S CEO)FULL STEAM AFull steam Ahead - “Skanska will not withdraw fromLatin America or from Argentina”. Stuart Graham,Skanska's CEO & President wants Skanska to leavelast year's problems behind and focus on theopportunities the Region offers.“Latin America is one of theUnits' that achievesconsistent and continuedOutperformance. During2005, a few people tookthe wrong decisions, butthat did not impede the rest fromimproving, onceagain, theirOutperformancetarget. The Skanskaawards, “Skanska CivilProject of the Year2006” and “SkanskaHealth and Safety2006” are proof ofSkanska LA'spotential.“You belong to aCompany that is aleader both inperformance andbusiness ethics. Youcan, and should bevery proud of this!Continue with thisexcellent work!”comments Stuart Graham toConstruyendo.Skanska's President & CEO, StuartGraham, categorically refutes the rumoursthat talk of a plan to get rid of business inLatin America. “Such plans don't exist.We have no doubt that our Unit in LatinAmerica will continue giving excellentresults now and in the long run.”“It's really annoying when rumours suchas these arise, but I ask all colleagues inLatin America not to given them mayorimportance. Together we will overcomethe storm”, assures Stuart Graham.Construyendo: The Four Zeros areextremely important for the Companyand for the brand. Don't you think thatthis breach in ethics has seriouslydamaged the Skanska brand?Stuart Graham: “Of course. But the factthat we took up immediate action, andthat we had the initiative to stop thisbreach in our ethics, will strengthen ourbrand in the long run. People willremember that we did what we say, we“walked the talk”, and we lived accordingto our Code of Conduct. I also think thatpeople will soon be grateful towardsSkanska, for having been a leader asregards ethical and fair behaviour.”“On the other hand, even beyond whatpeople actually think, it was the correctw ay to proceed . To be open and tra n s p a ren tare crucial factors for our Company and4 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

HEADour brand. There is no other way”,Graham affirms.C: Have we been able to see the end ofthe ethical problems that were discoveredlast year?SG: “As far as we know, we can alreadyleave it behind us. But I can understandyou've been going through harsh timesduring these past few months, fightinga gainst ru m o u rs , lies and false all ega ti on s .”“The sever response to this situationshows the seriousness with which weundertake our compliance with our Codeof Conduct, and that all breaches areresolved as should be.”C: But some could think that if ithappened once, it could happen again”.SG: “I have trust in our people. And, Iknow that Hernán Morano and his teamconstantly stand firmly beside theimportance of the Four Zeros. It'simpossible to give a complete guarantee.We're 56.000 employees in Skanska, andit's impossible to control every person'sconduct at every moment. However, I'mconvinced that we have sent a veryoverwh elming message . It's very import a n tthat all employees be adequately trainedso that they all really understand theimportance of the Code of Conduct.However, on ce aga i n , Skanska Latin Am eri c ahas extremely good records. Performanceas regards safety is extraordinary. Those3, 5 million “safe hours” in the REDUCProject in Brazil is an extraordinaryachievement. You have zero environmenti n c i dents and have ach i eved very favo u ra bl efinancial results for many consecutiveyears. There is no reason why you can'talso undertake business according to ourethical rules.”C: So, what do you expect from SkanskaLatin America for the future?SG: “Skanska Latin America shouldcontinue to do what it knows best, that is,offer services to the energy, oil, gas andmining sectors in the Region. We havevery good perspectives in these markets.We think that Argentina, Brazil and Chilewill offer major growth in these markets,and we will definitely be there to capitalizethese opportunities.”“Th ere also exist excell ent futu re opportu n i ti e sin PPP (Public Private Partnerships)projects. Skanska InfrastructureDevelopment plans to develop new PPPprojects in Chile as well as Brazil. It istherefore crucial for them to have atrustworthy partner such as Skanska LatinAm erica to carry thro u gh the con s tru cti on”.“I also think that we ' ll see new opportu n i ti e sin the environmental field. We're seeing agrowing demand of envi ron m ental servi ce s ,as well as the generation of energyalternatives that is an irreversible reality intoday's world.”Stuart Graham visited Skanska LA'soperations in Argentina and Brazil duringhis Road Show, which conducted him toSkanska Business Units in approximately4 different locations between Europe andAmerica.“I really yearned to meet as many peopleas was po s s i ble amon gst our Latin Am eri c a ncolleagues. It meant a great opportunityto continue discussing on how to takeadvantage of the Company's strengthsand, as we move forward, make sure thatwe are all aligned with the same strategy.”C: Finally, what message would youconvey to those people who have beenconcerned about Skanska Latin America?SG: “The entire Skanska Senior ExecutiveTeam, including myself, support HernánMorano and his new team, and, we havefaith that they will be capable to generateresults over and above theOutperformance within the ropes of ourCode of Conduct. We firmly believe inSkanska Latin America and in Hernan'scapacity to lead Latin Americanoperations towards future achievements.”“You have a Great Boss, a great Companyand many opportunities to make yourbusiness grow. So, strive towards theseachievements!”C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 5

México & ChileA MAYORHARDWORKINGSkanska LA has been selected to enter aconcrete installation contract, namely the“Instalación de Hormigones del ÁreaHúmedo” for the Gaby mine facilitiesproject located at 120 kilometres south ofCalama, II Region of Chile. The mine willproduce 150.000 tons per year of coppercathodes as from stage of lixiviation of theoxidized mineral.The ultimate Client, Codelco,and their EPCM Contractor,Fluor, has selected Skanska due tothe rendered quality of services, ourcom m i tm ent and outstanding managem en tas rega rds safety and care for the envi ron m en t .Alejandro Dlugoszewski undertook thebidding process that culminatedsuccessfully in the present contract, for anamount of U$S 11 million. This projectwill be carried through during a timeperiod of seven months, and accounts for:* Provision and construction of 17.000m3 of concrete structure, includingprovision and installation of anchoringinsertions, excavation tasks and filling ofTASKstructures.Al i gn ed with the obj ectives of the Bu s i n e s sS tra tegic Plan (Plan Estra t é gi co de Negoc i o s- PEN), this new challenge opens majoropportunities for Skanska LA in Chile.The project's team is integrated by 500people, and its Project Manager is JoséCa n ti n i , wi n n er of a “2006 Si lver Ha rd Ha t”.We look forward to this new opportunityfor the purpose of developing our“Outperformance” skills within a LatinAmerican mining facilities market.Undertaking of this new project affirmscontinuity of experience in this speciality,which has been developed in thePeruvianAlto Chicama and Cerro VerdeProjects.MORE HEALT H YB R E ATHING A I RAs from January of this year, Skanska's Mexican team has added their branch to ourCompany's smoke-free buildings.This achievement has been reached as the result of a programme of activitiesdestined to facilitate developing a healthier working life.Care for the environment commences within our working surroundings, in Mexico aswell as all our other Company branches.6 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

Brazil“ A D AY IN COARÍ MANAUS ...”As if it was a Diary, Diego Tosi – “Coarí-Manaus Gas Pipeline”Project Leader – describes how is a working day at the Project.Every day, at dawn, we commenceour working activities, as likewisea new chapter as regards our dailystruggle against the difficulties weconfront in the Amazon jungle,both in the installation of the gas pipelineas well as associated logistic challenges.Our camping facilities are locatedapproximately 100 km southwest of thecity of Manaus (the capital city of thestate of Amazonas). In order to reach thisarea, we must travel by ferry across theRiver Negro and then take the AM-070highway towards Manacapuru.The city of Manaus is completely isolatedfrom all national roadways, and thereforethe only way to access this city is by air orriver stream, generally as from the port ofBelén, where most of the provisions,equipment and tools employed in theproject are embarked.Working in such an isolated and solitaryarea requires a high dosage of sacrifice, anefficient planning of tasks and strongflexibility and willingness to be able toadapt to constantly changing scenarios.The Amazon jungle is a challenge in itselfdue to its tropical climate, diversity ofsoils, amount of water streams, areas thatbecome flooded and the difficultiespresented by its location survey.The Skanska construction team, whom Ih ave the honour of con du cti n g,is curren t lyperforming operations in the gas pipelinestretch between Lake Manacapuru (km556) and the city of Manaus (km 661).This stretch signifies under going an import a n tamount of special tasks, such as crossinglakes, (Lake Manacapuru, for example,which accounts for a 5200 m extension),small creeks, flooding areas and headlandsthat requ i re an immed i a te spec i a lly tailoredsolution for each case, as well as diversestrategies towards their solutions.Our team already accounts for experiencein this type of jungle work, which theyacquired in the Camisea Flowlines Project( 2 0 0 2 - 2 0 0 3 ) . However, this pre s ent proj ectconfronts us with other challenges, suchas a cultural integration and the learningof a new language. Everything seemedextremely difficult when we started, dueto not being able to communicate fluentlywith our Partner, our Client and our veryown employees. As time elapses, and bymeans of the progress of our work, we areovercoming these issues.Our work team is very united, and we alls trive tow a rds a com m on cause, i den ti f yi n gs tron gly by means of com p lying with theposed targets and objectives. We are allwell aw a re of our strengths and we a k n e s s e s .Every person's vision is given value andwe search together for integral solutionsto problems that arise. Thanks to thesupport given by each one of our teammembers, we were able to overcome ac ri tical issu e , wh i ch left a learning message aswell as workers who became strengthenedas a re sult of the inciden t . Mutual su pportis fundamentally important; we have allcome away from our families and homesand now find ourselves currently workingthousands of kilometres away in thissingular place, which puts us to daily tests.When our working day has come to anend, a couple of hours after the sun hassettled into the jungle growth, thesatisfaction of the efforts undergone andthe progress recorded in our work abideswith us, as likewise the need to replaceour energy to be able to tackle the nextbattles we will be confronted with.It would be necessary to write variouspages in order to describe our team'sworking days in the Coa r í - Manaus Pipel i n einstallation, and even then, I would havethe sensation of handing over anincomplete vision of our work, of theexperiences undergone and the cumulousof sentiments that abide with us alltogether.Por Diego TosiProject LeaderC O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 7

Brazil y Venezuela20 MONTHSIN THE AMAZONASOur Company was selected toundertake the “Revamp de Muelles”Project - floating platforms substituted byload arms, for the ClientTranspetro - Petrobras,Transportes in Manaus,capital city of the Stateof Amazonas, Brazil.Al eja n d ro Pa risi con du ctedthe bidding process of theproject, which wasadjudicated to our Company,selected from amongst nine otherqualified companies. The contract,for a total value of U$D 27,46 million,will be executed in a period of 20 months,and will include:- The con s tru cti on of four new flu ctu a ti n gplatforms (800 tons) that will substitutethe ex i s ting on e s , su b s ti tuti on of the ex i s ti n gload arms, revamping of the current portintercommunicating installations betweenthe port of Transpetro and the PetrobrasRefinery in Manaus (REMAN), theopera ti on's com m i s s i oning and assistance .The Project Manager is Rinaldo Olivera,who is assisted by Fabián San José and ateam experienced in similar projects.We wish our colleagues every success inthis new undertaking, as similar to thatwhich was obtained in the two previousprojects we fulfilled for Transpetro.We continue to Outperform!WE'RE ADDING EXPERIENCE INTHERMOELECTRIC POWER STATIONSSkanska LA in Brazil was selected toc a rry thro u gh the con s tru cti on proj ectof the Thermoelectric Power Station inCubatão, 45 kilometres from San Paulo,for Petrobras, in partnership withCamargo Correa.This proj ect , h e aded by Sk a n s k a , u n dert a ke sthe EPC model (engineering, provisions,construction and mounting), and wasvalued for a total of U$D 272 million, outof which U$D 136 million correspond toour Company. “This project has greatimportance for our Company, as it is thefirst thermoelectric power station thatentails purchasing of equipment as well asthe construction itself” emphasizesAlfredo Collado, Skanska Executive VicePresident. Alberto Rivero, the Projectmanager, outlines that the “partnershipwill provide all the equipment, includingthe auxiliary boilers, recovery boilers andsteam turbines. Likewise, the project willentail two sub-stations, and all the mainindustrial equipment will be importedfrom Germany, the United States ofAmerica and Southeast Asia, amongstother countries.“We are extremely satisfied in sharing awork policy that is very similar to thatundertaken by Petrobras, one of ourprincipal Clients, as regards compliancewith safety, quality, environment and termperiod procedures”, emphasized Alberto.We are undertaking this new opportunitywith great pride, and at the same time weencourage the entire team, in which wetrust will undertake an outstandingperformance.Strive towards this great achievement!8 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

NEW OFFICESIN SAO PAULOAs from the beginning of the current year,parts of Skanska Brazil's team have moved tonew offices in Cotia (Sao Paulo).Administration, Accountancy, QHSE, Finance,Operations, Human Resources andInformation Technology Systems maintaintheir e-mail addresses and account for newtelephone numbers.SAT REDUC: ACCIDENTSREDUCED TO ZEROkanska LA's team in Brazil receivedrecognition from Petrobrás asregards the 2.7 million Man-Hoursachieved with no accidents incurring inl o s t - time inju ries du ring 2006 in the Coqu eUnit Project, at the Duque de CaixasRefinery (REDUC), Rio de Janeiro.However, these amounts have alre ady beenexceeded. Valdir Varella, Project Managerat REDUC, and, Henri Von Buren, CSMAManager, affirm that “until the first daysof March, we haveaccounted for 3,5million Man-Hours with nolost-timeinjuries.”The Project,whichincludesexecution ofelectromechanical mounting services,conditioning, commissioning, and others ervi ce s , has alre ady em p l oyed almost threethousand workers . Th ey curren t ly acco u n tfor 2.100 directly employed people plus afurther 300 third party co-operators.“It's a challenge to instruct this amount ofpeople - Skanska dedicates 2,5% of thetotal volume of Man-Hours to training”,explains Valdir.Henri emphasizes that this modelperformance is the conquest achieved as ate a m , and everyone mu s t , wi t h o ut excepti on ,respect and follow the safety rules. “Whenthe Skanska representatives visit a project,t h ey usu a lly under go what we call “d i rtyi n gtheir boots”, that is, they themselves setthe example to all the personnel on theissue that safety, as well as the appropriateuse of a ll re s pective el em en t s , a re indispen s a bl e”.Skanska in Brazil are the first to have beens i mu l t a n eo u s ly aw a rded with Certi f i c a ti on sfor Social Acco u n t a bi l i ty (SA 8000), Q u a l i tyManagement Standard (ISO 9001),Environmental Management Standard(ISO 14001) and Occupational Health andSafety Assessment Series (OHSAS 18001).SKANSKAVENEZUELAORIENTED T O WA R D STHEIR PEOPLESkanska Venezuela's Human ResourcesDepartment is obtaining improvements asregards communication and relationships withthe human side of the team, with trade unionleaders and likewise our own Clients, in all theProjects.Anabél Guzmán, our Human Resources Co-ord i n a t o rin Venezuela, outlines a detailed description ofthe practise implemented in the HumanR e s o u rces and Working Relations Departments.“We undertook weekly meetings in order tobecome more agile with our responsesconcerning the working team's worries andconcerns, at any required location. We alwaysattempt to establish an excellent relationshipwith the co-operators, and grant them truthfuland precise answers within no more than threeday's delay. Our daily communication acts asour ally.C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 9

ArgentinaSUCCESSFUL ENGINEERINGDuring 2006, we undertook very significant projects, by means of which we achieved to rapidlyidentify and adapt to our Clients necessities. The operations we carried through for PanamericanEnergy and Repsol YPF are true examples, and our experiences are described in this article, which hasbeen drawn up together with the Skanska Engineering team.WWe undertook the detailedengineering of three importantprojects for PanamericanEnergy's production plans. These consistof: extensions of the Crude Oil TreatmentPlants in Va lle Hermoso and Cerro Dra g ó n ,and the Compressing Station in TresPicos, all of which are located in the CerroDragón Oil Field, Province of Chubut,Argentina, and 80 km west of the city ofComodoro Rivadavia.Daniel González, the Operations Manager,expresses that “we have achieved, as in som a ny other cases, our Cl i ent's full sati s f acti on .PAE's positivism towards us is important1 0 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

within this market, as generally speaking,the winner is he who presents the bestfinancial bid.”As regards Repsol YPF, our team'sen gi n eering perform a n ce in the Com pre s s i n gStation in El Casquete, one of the mosti m portant in Latin Am eri c a , is out s t a n d i n g.The project should have been terminatedwithin 355 running days, and required thestart-off of 25% of the compressors inmerely 5 months. It was consequentlyn ece s s a ry to finish the de s i gn and po s teri orassembly of 75% of the plant within thatsame period of time. Ultimately, the workwas concluded in a minor term to whatwas established under the contractualterms, was successful as from the financialpoint of view, and achieved outstandingsafety and environmental rates. As aconsequence of these results, the projectwas nominated to compete as Skanska's“Best Project of the Year”.The aforementioned, in addition to thespecific working conditions implemented,and the used systems, are what allowed usto become effective and surpass the initialexpectations. Likewise, our successfulprocess of assembly and start-off receivedrecognition by Repsol YPF. The Client'sSatisfaction form, which was completedby the Repsol-YPF Project Leader, JorgeArgat Mena, textually expresses thefollowing with regard to Skanskapersonnel:“Even though both economic solvencyand logistical strength are importantSkanska performance pillars, I amabsolutely convinced that the key towardsthis Project's success has been the humanand professional quality of the projectteam itself. And, its execution,identification with the Project's objectives,proactive attitude and applied experiencetowards continued improvement,consolidated by means of efficient andeffective procedures, have turned thisproject into a model of synergy betweenthe client and the supplier.”“In general, these undertakings are notcasual”, emphasizes Víctor Mujica,Engineering Co-ordinator. “They are theresult of factors that, when undertakenconcurrently, they tend to favour andstrengthen towards success. To ourunderstanding, these are: organization,effort, and love for what we do and lots ofteam work. This last concept is the mosti m portant factor, wh i ch should be maintainedbetween all actors, such as working teamsfrom the diverse sectors, project leaders,suppliers and contractors, as well as theClient with whom we must work veryclosely in order to detect their necessities.”The principal photograph of this articleshows the engineering team from theProjects in the Province of Neuquén,accompanied by a few key integrants fromother sectors, such as the CommercialDepartment, Maintenance Engineering,Information Technology, andProcurement, amongst others.“The Engineering permanently interactswith all these sectors, by means of aco-operative and proactive attitude. Themost important factor in any undertakingis team work, which is the fundamentalkey towards success. Víctor Mujicaconcludes by stating that “the results runparallel to this frame mind, and have beendoing so for a long time.”C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 1 1

ArgentinaA FAMILY PROJECTThe personnel's sons of the “Obra 2561”Project visited the “TurboexpanderCentenario Pluspetrol” oil field.This activity undertook a complete workingday and was organized for the purpose ofshowing the children the work tasks thattheir fathers fulfilled. The group wascon form ed of 29 yo u n gs ters who parti c i p a tedin the diverse activities related to our Codeof Con du ct , Sa fety and the Envi ron m ent issu e s .Events such as these allow us to feel part ofthe same great team.Our thanks to everyone for the effortsu bm i t ted in order to make this activi ty po s s i bl e !1 2 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

MISSIÓNSKANSKAThis innovating and totally relaxed eventwas oriented towards personnelintegration by means of planning diversesituations that allow generating attitudesconnected to leadership, team work,achieving objectives and becoming awareof one's own potential.Taking into account that this consisted ofa “Pilot” Project, we can affirm that theobjectives were reached. A group of cooperatorsfrom the “Parque Industrial” inthe Province of Neuquén participated inthis activity, which was propitiated bymeans of a more compact and connectednetwork, addressing each individual'sreality without loosing focus on thecommon objective, namely to work in agreat Company.ADMINISTRATIVEPERSONNEL HAVENOW BECOMEOFFICE EXPERT SDu ring the co u rse of 2 0 0 6 , Hu m a nRe s o u rces or ga n i zed adva n ced com p uterco u rses in Mi c ro s oft Office progra m m e s ,su ch as Proj ect and Excel , for 133 integra n t sof the Skanska ad m i n i s tra tive pers on n el .The total amount of training hoursa m o u n ted to 3.456.Du ring 2007, technical training wi ll con ti nu eand be ex ten ded tow a rds new are a s , to bei n tegra ted by all co - opera tors who requ i resu ch co u rs e s .NEW “ENERGY” IN THEPROVINCE OF MENDOZADaniel Cibeira is the new Business Area Manager in the province ofMendoza, in charge of co-ordinating Services and Maintenanceundertaken by our Company in this area. His objective is to continuedeveloping the existing operations services and maintenance, andstrengthen them with higher added value as well as theincorporation of new Clients.Daniel is an Engineer in Electronics and Electricity, and earned hisprofessional degree at the University of Mendoza. He accounts forover 20 years experience in oil operations and maintenance services,and five years as an effective Company employee, havingundertaken tasks in the co-ordination of services in Argentina.The Skanska team in the Province of Mendozawhile inaugurating their new offices.C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 1 3

Skanska AwardsTHE BEST PROJECTS OF THEAmongst all the Company projects at international level, two of Skanska LA's were prize winners of the “Skanskcategory, having been selected due to its compliance with Four Zeros and finished prior to the contractual termoutstanding safety management. These are two prizes that talk highly of us as regards our execution potential.The “Skanska Aw a rd s” consist of pri ze sa n nu a lly aw a rded by Skanska AB (Sweden )to the most outstanding proj ect s , s el ecteda m on gst all the Business Units at world wi del evel .Being amon gst the ch o s en wi n n ers sign i f i e srecogn i ti on tow a rds the ef fort su bm i t ted bythe en ti re team in order to re ach the Fo u rZeros stra tegy, as likewise perm a n en ti m provem en t .“ It is parti c u l a rly gra ti f ying to show thatm a j or proj ects can be carri ed thro u gh wi t hno acc i den t s , and that we possess the know -h ow in order to satisfy the growing intere s ton beh a l f of our Cl i ents con cern i n genvi ron m ental impact redu cti on”,em ph a s i zed Stu a rt Gra h a m , Pre s i dent &C E O. Du ring the month of Septem ber, a tthe Ma n a gers Meeting that wi ll take place inNorw ay, he himsel f wi ll be the pers on to giveaw ay the pri zes to the repre s en t a tives of t h ewinning Proj ect s , who wi ll travel espec i a lly“EL CASQUETE” PRIMARY SEPARATING UNIT AND COMPRESSION PLANTWINNER OF THE “CIVIL PROJECT OF THE YEAR” AWARDto be pre s ent at this even t .Con cerning our two pri ze winning proj ect s ,Hernán Morano ex pre s s ed : “Th i sach i evem ent ack n owl ed ges the en orm o u spo ten tial establ i s h ed in the winning mindsof a ll those wh o, d i rect ly or indirect ly, a rei nvo lved with this merit disti n cti on - andn ever by coi n c i den ce - that we have received .I would like to su m m on you all with theobj ective of con ti nuing to shine on this roadThe Cl i en t , Repsol Y P F, requ e s ted Sk a n s k ato undert a ke this proj ect , in order to incre a s ethe gas produ cti on at the Si erra Ba rrosa oi lf i el d , l oc a ted in the Provi n ce of Nequ é n ,Ar gen ti n a . Our tasks con s i s ted ofdevel oping a Pri m a ry Sep a ra ting Unit thatwould all ow increasing the daily ga sprodu cti on up to 5 mill i on m3 in thecon s tru cti on of one of the mayor ga scom pressing stati ons in So uth Am eri c a ,wh i ch wi ll inject its gas produ cti on into ah i gh ly pre s su ri zed gas pipe line (70kg/cm2).Javi er Ba ra s i ch , the Proj ect Ma n a ger, l e ad ateam con s i s ting of 312 opera tors wh o, onO ctober 31st 2006, ach i eved finishing theproj ect in 10 mon t h s ; 50 days ahead of t h ea greed date . The total amount of t h econ tract was for U$D 14 mill i on .“. . . As a re sult of this proj ect's anti c i p a tedterm i n a ti on , that com p l i ed with an import a n tm a r gin and zero acc i den t s ; due to app lyi n gi n n ova ting technical soluti on s , as well as aproactive approach within rem o te are a s ;because they ach i eved to both satisfy andexceed the ex pect a ti ons of a dem a n d i n gand rec u rrent cl i en t”, were all motive sde s c ri bed by the ju ry, wh i ch lead us tow a rd sthis recogn i ti on .“These aw a rds imply en ormous import a n ceas they entail parti c i p a ti on from all theCon s tru cti on Business Units by means oft h eir best Proj ect s”, com m en ted Hern á nMora n o.The “ E n gi n eeri n g” a rti cle publ i s h ed in thepre s ent ed i ti on of Con s truyen do of fersde s c ri ptive details on this ex tra ord i n a ry proj ect .

SKANSKA WORLDAwards 2006”, in different categories. The Project “El Casquete” was selected a winner in the “Civil”eriod. The “Cerro Verde” Project was selected a winner in the “Health & Safety” category, due to its“CERRO VERDE” PRIMARY SULPHIDES PROJECTWINNER OF THE “HEALTH & SAFETY PROJECT OF THE YEAR” AWARDThe Client, “Cerro Verde”, was seeking toexpand the capacity production of itscopper mine loc a ted in the area of Arequ i p a ,Peru, from 90.000 to 290.000 TM/year.They entrusted Skanska with thisa s s i gn m en t , and requ e s ted the undert a k i n gof a tailings deposit implying 108.000 tonsof m i n eral per day, the con c rete fo u n d a ti on sfor a molyb denum plant and a con cen tra tedmaterial dehydrating unit and water outletsystem.The Project was completed in 13 monthsand finalized on September 20th 2006, fora total value of U$D 13,4 million. JoséCa n tini was assign ed to con du ct the Proj ect ,which implied a total of 1.288.127 manho u rs with Zero Acc i den t s . This impecc a bl eperformance was also recognized by theClient on achieving the million manhourswith no accidents.The jury justified their decision byestablishing the following: “...For variousyears, Skanska LA has worked very hard toreduce their accident frequency rates,f requ en t ly under harsh working con d i ti on s .“Cerro Verde” is a sound example of theircommitment towards safety. Beyond thedifficulties implied due to the workingconditions, the team achieved Zero LostTime Incidents in almost 1,3 millionman-hours”.“I wish to con gra tu l a te our Proj ect Ma n a ger,José Cantini, our QHSE Co-ordinator,Walter Romero Vega, our Peruvian QHSECo-ordinator, Jorge Gjinovich, and veryespecially the entire team that participatedin the Project, as this impeccable Safetyperformance is impossible to achievewithout accounting for an absolutecommitment from each one of those whodaily undertake their work tasks. This isdefinitely differential value for ourClients, and broad added value forSkanska LA!” expressed Hernán Morano.

EMTTHE EXECUTIVEMANAGMENT TEAMSkanska Latin America is one of the fourteen Business Units that form part of the worldwide Skanskagroup. Its methods towards management and organizational model are absolutely aligned withSkanska AB's structure. A very concrete example of this has been the creation of the ExecutiveManagement Team (EMT) which, conceived in resemblance of the Senior Executive Team (SET), impliesthe essential mission of assisting the President & CEO in order to achieve the Company's objectivestowards growth, profitability, positioning and image.C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 1 7

EMTHERNÁN MORANOPresident & CeoHis ultimate challenge is to define andpropose Skanska LA Business strategies,objectives and policies. He undertakesresponsibility towards implementationand compliance with Business StrategicPlans (PEN). He controls compliancewith the objectives and policies of all theorganization's areas, guaranteeingattainment of Skanska's objectives thatentail growth, profitability, positioningand image within the Region.Hernán, as a “Great Boss” of over 12.000co-operators that work daily for theCompany, as from Mexico down toArgentina, is entrusted with the missionto create a competitive and professionalworking context, in which any personwho wishes to stand out within an“Outperforming” role, will account for anadequate respective scenario.All these objectives are agreed withtogether with the team headed by Hernán,in which each member is responsible fordifferent Work Areas in order tosuccessfully reach the Business Unit'smanagement and administration.PEDRO CAMPOS,Executive Vice PresidentHis responsibility consists of respondingto the execution of all Projects' andServices, as well as respective operationalrequirements in the entire Region. Thisrole includes developing integral businessmanagement in Argentine, Chile, Mexico,Bolivia, Ecuador and Peru, bearing inmind the characteristics with respect toeach one of these countries.Pedro also undertakes the responsibilitytowards other important challenges, aslikewise integrates functioning of theManagement System and standardizationof procedures, therefore capitalizing theexperience rendered by all teams.The entire Region's Technical, Operationaland Engineering sectors also report toPedro, those which are considered ofcritical importance towards thedevelopment of each Project and Service,and where all the Company's know-howand experience becomes concentrated.Therefore, we seek to achieve a uniformlevel of quality and service for all SkanskaLA's operations, indistinctly of thecountry, Market or Client being dealtwith.ALFREDO COLLADO,Senior Executive Vice PresidentAl f redo's mission consists of ach i evi n gbusiness devel opm ent by means ofad m i n i s tra ting the Business Stra tegic Plan( PE N ) . Within the natu re of a different layerof re s pon s i bi l i ty, he also leads the Bra z i l i a nand Ven e z u elan te a m s .Con cerning the New Business and Stra tegi cDevel opm ent Are a , a newly de s i gn a tedcom p a ny call ed Skanska Envi ron m en t a lServi ces reports direct ly to Al f redo. Th em i s s i on of this new com p a ny is to gen era tef resh business linked to envi ron m ental issu e sin the Regi on , t h erefore seeking to co - opera tewith every co u n try's diverse current proce s s e sand be able to of fer Cl i ents a broad ra n ge ofad d i ti onal servi ce s .With re s pect to the Business Devel opm en tAre a , his re s pon s i bi l i ty is cen tred tow a rd sobt a i n i n g, assessing and fo ll owing up thed iverse business opportu n i ties that arise ine ach one of Skanska LA's co u n tri e s . All theseu n dert a k i n gs become con s o l i d a ted wi t h i nthe PEN's establ i s h ed align m en t s ,con s equ en t ly proj ected by the Bu s i n e s sDevel opm ent Ma n a gers toget h er wi t hsu pport from the Ma rketing Are a .1 8 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

JULIO RUIZ,Senior Vice PresidentJulio's re s pon s i bi l i ty is foc u s ed tow a rd sobtaining Skanska LA's financing, a n dd i s poses of access to the managem en tcon trol mechanisms and reports requ i redby He ad Office . He is reported to by theF i n a n ce , In form a ti on Tech n o l ogy, P l a n n i n g,F i s c a l , and Con trol Reporting are a s .Ju l i o, in ad d i ti on to devel oping ef f i c i en tcon tro lling procedu res and rel i a bl ei n form a ti on tech n o l ogy sys tem s , he mu s tcon tri bute his su pport to the co u n trym em bers of Skanska LA as rega rds thea s s em bling of t h eir financial stra tegi e s , a n ddef i n i ti on of p a rtn ers h i p, f i s c a l ,i n form a ti on tech n o l ogy and insu ra n ces tru ctu re s . He is likewise re s pon s i ble forga t h ering inform a ti on con cern i n gcom p l i a n ce of both qu a l i t a tive andqu a n ti t a tive obj ectives set by the EMT, a swell as issue in ti m ely manner, the funds,bonds and insu ra n ce po l i c i e s . Julio also co -ord i n a tes and con trols the devel opm ent ofh a rdw a re and sof t w a re perti n ent to theproj ects and su pport units, t h ereforei n tegra ting them into the Com p a ny ' ss ys tems and Skanska's gen eral po l i c i e s .BERNARDO HOPITAL,Senior Vice PresidentBernardo's principal challenge, as regardsthe Human Resources strategy, is centredtowards attracting, developing andretaining Skanska LA's outstanding cooperators,based on the “Great Boss”model which is developed by Skanska ABand aligned with the Four Zerosmanagement strategy.As regards his responsibility concerningCommunications, Bernardo's focus isconsigned towards generating a change inthe culture of communications,minimizing the geographical distancesand aligning the regional teams withincorporate values.His messages should be coherent with theboth the targets and the objectives that theOrganization wishes to achieve, and theircontents adapted to the diverse range ofspectators to which they are addressed.EDUARDO KOCH,Vicepresidente SeniorBy means of searching for efficientcontracts, Eduardo's mission consists ofassessing the diverse possible risksassociated to the business. Thus thereason for being responsible for the LegalAffairs area in the entire Region, whichaccounts for being in charge of detectingand mitigating the risks in currentProjects. Direct participation fromEduardo's team is essential during theprocessing stages of each Project, as fromthe risk assessment phase (ORA), thecontractual negotiation, until execution initself. He assists the Project Managers asregards their contact with Clients,Suppliers and Sub-contractors, avoidingconflicts and forever seeking bestprotection towards the Company.Independently of the speciality addressed,Eduardo is responsible for all legalactions, as well as co-ordination ofexternal assessment that assists SkanskaLA in each one of the countries in whichwe operate.C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 1 9

Quality, Safety & Environment2 0 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

Social & Corporate ResponsibilityARGENTINASKANSKA RUNNERSCONTINUE RUNNING!ECUADORA team of E c u adorian Skanska mem bersc a rri ed thro u gh a sewing work s h op at the“El Cri s t a l ” com mu n i ty in Berm ej o.A group of 20 people were tra i n edaccord i n gly; those who would later of fert h eir servi ces to Skanska in order to improvet h eir incom e .F i n a lly, by means of this activi ty, t h eben ef i c i a ries became Com p a ny su pp l i ers ,and prep a red work clothes for all thepers on n el .Wh i ch had been the first steps of t h i sProj ect? Our Com p a ny's team def i n ed bo t hthe bu d get and work ch ron ogra m , a n dm a i n t a i n ed meeti n gs with the com mu n i tym em bers in order that should become aw a reOn Su n d ay, Ma rch 11th, the “Sk a n s k aRu n n ers” team parti c i p a ted in the “ Merrell ”race , wh i ch took place in the city of Ta n d i l ,Provi n ce of Bu enos Ai re s . This raceu n dertook rel ays of 4 x 28.2km, a n di n d ivi dual perform a n ces of a same distance .In the rel ay category for gen t l em en , the te a mm ade up by Jor ge Al on s o, D a n i el Let ti eri ,Ra m i ro Arri gorri a ga & Germán Zu cc a rof i n i s h ed up in ei ghth po s i ti on amon gst the19 teams that com p l eted the race .Javi er Bl oque came in ninety first amon gs tthe seven hu n d red ru n n ers that com peted .On your mark s , get set ... G O !SKANSKA FASHION DESIGNSof the ben efits attach ed as rega rds thei m p l em en t a ti on of a work s h op. Af ter this,the Skanska team carri ed thro u gh with then ece s s a ry improvem ents of the area in wh i chthe work - s h op would be set up, con tracted atechnician for the purpose of training asrega rds the use of the sewing mach i n e s , a n dan ex pert re ady - m ade cl o t h i er who tra i n edthe com mu n i ty mem bers as rega rd sa s s em bling va ri eties of s i zes and sewing upof tro u s ers , s h i rts and pyja m a s . In tere s tedcom mu n i ty mem bers were also tra i n ed oni s sues referring to ad m i n i s tra ti on of ti m eand produ cti on . L i kewi s e , t h ey were givena ll the mach i n ery and materials for themaking of the ga rm en t s .ARGENTINABEING PART OF...We recently had the opportunity to bepart of a food contribution at the “Hogarde María” children's foster home locatedin the city of Cipolletti, Province of RíoN e g ro, Argentina. This contribution wasthe fifth of a series that corresponds tothe “Junta San Mariniana” Pro j e c t ,u n d e r t a ken within the frame of a SocialR e s p o nsibility project that self-sustains ,enriches and allows for participation fro mthe diverse sectors of our Company.This foster home undertakes bothassistance and support towards childre nwith diverse difficulties. We contributedby means of 400 kg of non-perishablenourishment, and what stood out mostwas the re l a t i o nship generated betweenthe children and the Ska nska personnel.We wish to mention the fo l l o w i n gmembers of our Company, as re g a rd stheir outstanding level of involvementt o w a rds this event: Walter Iriarte and histeam, our dispatcher Nestor Fa b i á nG a rcía, Sebastién Encina and Adrián Ta p i awho assisted with the tra nsport issue,and, Fabiana Vilurón and MagdalenaM o n t e n e g ro from Human Resourc e s .C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 21

FOCUSS ON PEOPLETHE SENSE OF K N O W I N GEACH OTHERSkanska AB annually shares with all its Leaders the strategic alignments to be followed by all workteams at world wide level. As from 2007, the “Focus on our People” becomes established in theform of a permanent commitment within the Company's human relations. The time destinedtowards constructing and maintaining these alignments will lead to strengthen positivedevelopment within all working teams.2 2 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

And, what do we talk aboutwhen we talk of... “Focussedon our people”?It is very normal for com p a n i e s torel a te work team managem en twith the Human Resources area. Event h o u gh this is not an error, it is incom p l ete .Wh en we talk of “peop l e”, we are spec i f i c a llyincluding all the respective working areas,and very especially all working members.And, it is at this specific point where weonce again refer to Skanska OutstandingLeaders and the “Great Boss”.As regards our Company, a Great Boss is apers on wh o, a m on gst other ch a ll en ge s , mu s tcommit to the development and h o l d i n gb ack of its outstanding co - opera tors , a sl i kewise attract new Com p a ny integra n t s . Het h erefore accounts for different managem en ttools, both formal, as for example alldevelopment activities and career projects,and informal, those wh i ch are rel a ted tod a i ly work managem en t . One of these iswhat con cerns interpers onal com mu n i c a ti on .Good communication between a GreatBoss and his co-operators contributestowards an enhanced knowing of the teammembers both at professional andpersonal level, and as from this point, bein a position to draw nearer to theirwishes, expectations, convictions andp l a n s , and con s equ en t ly be able to motiva tethem in their daily tasks and escortplanning of Skanska's future challenges.We can affirm that a work team issuccessful when it undertakes itsobjectives and targets with commitmentand dedication. It is therefore cruciallyimportant that the respective Leadercommunicates these challenges, evaluatesthem jointly, supervises the progress andforesees any sign of threats towardsalienations. It is fundamentally importantto generate the necessary space in order toallow co-operators to express their needs,concerns and doubts. To be aware of theteam's situation and where it wishes toreach demands continued, fluid andsincere communication.Time is your ally. This does not signify ameasure, but an attitude towardswillingness. It signifies being present atthe correct moment, to be aware of theopportunities, the needs of others, ofthose who depend on their Leader andrely on committed trust in order to takesecure steps and be able to plan accurately.Lastly, it is also important not to leave inthe hands of others (whether it be asu peri or, co lleague or peer) the re s pon s i bi l i tyof communicating with each other whichshould remain this way. Communicationscorre s pond to an open , f l ex i ble and sincerea t ti tu de . It is important to ex press pers on a lpreferences so that can lead to inducefluidity in communications. This exerciseallows us to draw nearer, get to know eachother more, and consequently account fora better working environment. Insynthesis, it will induce positiverepercussions towards the way we faceeach Skanska working day.FEEDBACK GUIDANCEGiven the fact that communicationsignifies a double way road , listening toproposals, conducting respectiveparticipation and optimizing itsmanagement by means of generating atrustworthy working environment, willlead to promote conditions in order for usto expand our development successfully.Double routeMaintain thedouble way ofcommunicating, that is, this is the moment toestablish visual contact with your interlocutor.State positive comments, and be prepared togenerate a positive attitude. Inquire, that is, don'tcome to conclusions ahead of time.Show that you have understood theconversation: one way to do this isdoing a little summary of themessage, and then tell it tosomeone else. Other option wouldbe to paraphrase what has beensaid to ensure the comprehension.Aim at personal qualities that will lead toimprove ways of communication; for example,show humility and willingness towards changes.Stimulate perception in order to understandbeyond the message. Exercise your understandingby paying attention; for example, placeyourself in the interlocutor's position in orderto attenuate emotional barriers.mutual trustImproving communication is possible. In order to achievethis, we must generate mutual trust, which will help toreduce any interfe rence and reduce the barriers that impedetransmitting and total understanding of the message.C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 2 3

Climate SurveyYOUR IDEASPUT INTO ACTIONThe evaluation of the results obtainedin the First Climate Survey has setup a useful base in order to generateand establish procedures that will improveour way of working. The leadershipmanagement in Projects, Services andAreas from each country communicatedthe survey results to all their work teams.Groups representing the diverse areas andl evels were later set up, those who parti c i p a tedwith the purpose of working on issues tobe improved. During the course of thisstage, feasible actions to have in mindwere expressed in order to deploy newinitiatives. This procedure resulted in theelaboration of an Action Plan.As a result of our participation, we wereable to become aware of all the points ofview concerning what we feel aboutworking for the Company. Due to whatwe express, the Company is aware of whatwe enjoy, what we need, and what we canimprove. As a result of our participationand initiative, we were able tocommunicate in every way, and areprepared to continue progressing.Regional Action PlanThe EMT defined the action to beundertaken within our region during thecourse of this year and the next. Theaction to be implemented is specificallyfocussed within the areas that directlyaffect our working environment, that is,Com pen s a ti on s , Training and Devel opm en t ,Communications and Leadership Style,and are foreseen to commence during themonth of May 2007.24 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

BY WAY OF SKANSKA'S BEST STYLEAs we are aware of determinedmessages that we either read orreceive come from a determinedcompany, this the product of oneonly issue: the Brand's perception.The brand is distinguished through thediversity of its audiences, by means of itsshape, its colours, its structure and itscoherent use within all the means ofcommunication. This leads to easy andfast recognition, but it also determines thestyle of the company.Skanska accounts for a specially designedgraphic identity, and an exclusivelogotype, a personal typography and theCompany's specific palette of colours.These elements are essential whenundertaking any form of communication,and their adequate use express a sense ofboth union and responsibility carried byall its messages.As from the Communications area, forexample, messages are constantlyimpelled that impose a visual style, andwithin all those messages the Skanskabrand is used with the commitment itimplies, and following the establishedparameters.However, this is not the only means bywhich our brand is perceived: a virtualpresentation, a formal letter, informationdeployed internally, are also a few of theways in which we communicate thebrand, and signify only a few of theinstruments that all of us use on a dailybasis in order to carry out our tasks.We must therefore bear in mind theimportance in the coherence of ourmessages as regards the brand image wewish to demonstrate. We consider thatour brand is one of the essen tial com pon en t sthat is align ed in the form of a com peti tiveadva n t a ge , and con s i s ten t ly com mu n i c a ti n git will allow us to protect it and continueto enhance its global development.A NEW INTRANET SECTIONYou will now be able to find in our Intranet allthe material that is necessary in order tocommunicate “By way of Skanska's best style”.The typographies, the logotype, palettes andcolours of our Company, and much more.Enter http://info.skanska.com.ar/imagen andfind all what you require in order to assure thatyour communications are always identifiedwith our Company.C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 25

Human Resources AssignmentAS PART OF THE FAMILYThe Human Resources Assignmentarea was created jointly with theEMT, by means of Hernán Morano'si n i c i a tive . Its mission consists of ach i evi n gcritical and key importance humanre s o u rces assign m ents in the most ef f i c i en tm a n n er, according to the approp i a te peop l eand business (Business Stra tegic Plan, PE N ) .Federco Ozarán was selected to lead thisnew area's team, characterized by thediversity of experience maintained by itsmembers. Federico accounts for broadexperience developed in the Companywithin the Human Resources area inArgentina, Brazil and also Corporate. Asregards his work objectives, he affirmsthat “considering we have contracts inhand for over U$D 600 million during thecourse of 2007, we must know the skills ofall our resources, those who, by means ofattributing regional mobility, can addva lue to each one of Proj ects and Servi ce s”.His team has therefore developed aRegional Human Resources Data Base (seeoverleaf), which includes implementationof the “Staffing of Projects” model inLatin America. It also carries the “EarlyStaffing” Project, which will allow todetermine the future requirementspertaining to key re s o u rces under the basisof l ong term stra tegic obj ectives establ i s h edin the PEN by means of the Company.The Human Resources Assignment Area isalso responsible towards development,assessment and implementation of the“Return on Key Capital” (regarded as anadditional tool in the Staffing Model)which will be used for the purpose ofcontrolling efficiency and sinergy whenassigning key resources.“With an expected average growth of 15%from now until 2008, we need to be ableto rely on the largest amount of qualifiedresources, in order to cover each one ofthe positions both at local and regionallevel. We therefore must rely on beingable to acknowledge the skills, potentialan experience of each one of the Skanskaco - opera tors within the different co u n tri e s ,as likewise their career aspirations. Thisinformation will be attained by means ofdiverse instruments, such as the RH DataBase (area for updating of resumés), or, bymeans of the Skanska internal Job Posting(for covering internal positions)”,comments Federico.A furt h er initi a tive that became establ i s h ed asfrom this point has been the creation of aservice undertaken for those who havebeen assigned to a country which differsfrom origin. A permanent contact fromBuenos Aires will be responsible topersonally address all the administrativeinquiries that could arise as a result of aregional transfer, both for the co-operatoras well as for the respective family.Federico is being accompanied in thischallenge by:2 6 C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007

Alejandro RodríguezA co-operator that accounts for over 30years in the Company. For the last fouryears, Alejandro specialized in functionspertaining to the development ofPersonnel Administration in BuenosAires. He was previously responsible forthe administration of diverse Projects inArgentina.OUR DATA BASEThe Human Resources Data Base consists of aregional management instrument thatconcentrates all personal and employmentinformation belonging to Skanska LA's team.The Payroll System, regionally consolidated,administrates the data base's scope, andundertakes reporting of Headcounts, Ratios,Cost per country and positions. It accounts fora Staffing Platform to be used when biddingProjects and affronts concepts of Early Staffingwith key re q u i red re s o u rces, according to the PEN.DEEPENING KNOWLEDGEON PERSONNEL DATAIn a region that accounts for 12.000 WC & BCemployees, it is of fundamental importance tobe aware of the skills that come from theresources applied to our Projects and Services.The employment market is becoming moreextense, and our Company accounts for thecompetitive advantage of having technicaldifferential resources available, those which,together with appropriate acquired experience,allows us the opportunity to offer suchresources to the different countries by meansof applying “The best resources in the indicatedplaces” concept.Guillermo SiemensHas been active in the Com p a ny since 1993,and has worked in the Engi n eering andCom m ercial areas as a Gradu a teProfe s s i on a l . He was later tra n s ferred toOpera ti on s , a rea in wh i ch he parti c i p a ted innu m erous Skanska Ar gen tine Proj ect sIMPROVING ACCESS TO INFORMATIONAn information technology tool is madeavailable to all the countries in the Region,which allows to monitor and foresee the nextassignments, according to the portfolio ofProjects. This consists of a information database that allows for easy access to “MyPersonal Information”, and provides generalreliable on-line information on Skanska LA orSkanska per country.THE IMPORTANCE OF UPDATINGRESUMÉSBy means of an easy and practical accessin the Corporate Intranet, each cooperatorcan personally u p d a t ei n formation, and cons e q u e n t l y beconsidered for new assignments,Projects or Services.The diversity of Projects within theeight countries that set up ourBusiness Unit, offer multipleopportunities for those who wish toundertake professional experiences inany of the diffe re n t countries withinour Company.Within a short period of time, wewill be launching a regionalcommunication campaign so that every person,Enrique Mac LaughlinHas been an active Com p a ny co - opera tor forthe past thirteen ye a rs . E n ri que has beenre s pon s i ble for the Staff and Ad m i n i s tra ti ona reas pertaining to indivi dual andp a rtn ership proj ect s , both in Ar gen tina andBra z i l .by means of Skanska's Intranet, will be able toupdate their resumés, adapting them to thestaffings of the diverse Projects and Services.They will be given the opportunity to attachtheir previous professional experience withinthe Company, as likewise any previousassignments outside the Company. All thisinformation is of critical importance in order toevaluate the potential that we rely on, andtherefore be in a position to search for newbusiness opportunities as a result of theavailable technical skills.C O NS T R U Y E N D O L ATIN A M E R I C A NO.46 2007 2 7