Interview Profile ManagementdifferentialsSustainaBIlityEnergyEffICIencyvalueChaINSoCIalinvestmentInternalPublICMATERIalItyGRIContent18CommunityThe funding for social projects has maturedsince 1992, and in <strong>2010</strong> theybenefited approximately 25,400 peoplein Brazil, China, Slovakia, Italy and theUnited States. (For more informationabout our community investments, referto page 25 – Social investment.) Theseare initiatives that promote education,environment and health actions for childrenand adolescents.In <strong>2010</strong>, the <strong>Embraco</strong> Ecology awardcompleted 18 years. The idea of theinitiative is to awaken the new generation’srespect for the environment. Thisyear the award has something new: itbegan benefiting three competitors inthe Seed category, not only two, as itwas until 2009. In total, including theother categories there are eight winningschools.The <strong>Embraco</strong> Ecology award is disputedby elementary and early childhood educationschools in Joinville, Brazil. In thelast edition, there were 45 registeredschools. The winners, in addition to theQuero-Quero 1 trophy, also receive financialresources to be used in the implementationof their proposals.Since 2009 we have also had the<strong>Embraco</strong> Ecology award in Slovakia(learn more on page 26).Supply chainWe have taken important steps to takesustainability beyond our walls and promotethe alignment of the entire supplychain. In 2009 we shared our Code ofConduct with our direct materials suppliers(those that make up the final product)in the Americas, and in <strong>2010</strong> we extendedthe process to supplier networksin Europe and Asia. Most of them (92%overall and 85% to 95% depending onregion) committed themselves to thedocument and have already made theself diagnosis of socio-environmentalpractices. The next step, to be developedin 2011 and 2012, is to jointly constructaction plans. (To learn more aboutthe actions developed in partnership withsuppliers and customers, see item ValueChain of this report.)1Name of a Brazilian bird.Company cultureThe commitment to sustainability hasbeen part of the company’s practicessince 80s and has since been integratedinto management. We have workeddiligently to ensure that the concept ispresent in all corners of the company,and year after year we have recordedprogress towards this goal. In the areaof training and engagement of theinternal public, we took an importantstep in <strong>2010</strong>, with the cycle of leadershiptraining in all operations.This step is very important becausethey will be the main agents for disseminatingthe culture of sustainability.The training was conducted withpresential workshops, with practicalexercises and discussions on our understandingof how to be a sustainablecompany. From now on, the conceptwill be disseminated in detail toall our employees.To intensify the process of transformingour corporate culture and strengthenthe formal side of our commitmentto sustainability, we have also insertedthe theme into the management tools.The objectives related to the reductionin water and energy consumption, forexample, are part of the company’sindicator panel, and the achievementof the goals is directly reflected on theresults of various professionals’ performanceassessment.
Interview Profile ManagementdifferentialsSustainaBIlityEnergyEffICIencyvalueChaINSoCIalinvestmentInternalPublICMATERIalItyGRIContent19Against the greenhouse effectOur concern with sustainability also extendsto the care taken to slow downglobal warming, a result of greenhousegas emissions. Our search for solutionsto this problem focuses on two strategies.One of them is to develop productswith greater energy efficiency. Indirectemissions of CO 2generated by theenergy production needed to operateany cooling equipment represent 80%of the sector’s total impact on globalwarming, according to the TEWI index(Total Equivalent Warming Impact).Therefore, the less energy consumed,the better it will be for the environment.The other strategy is to reduce the directimpact of the gases used, and weare investing in cutting-edge researchto develop equipment that operateswith gases of less greenhouse effectpotential. Natural refrigerants, such aspropane, are increasingly used in commercialand air conditioning systems.Our manufacturing technology forcompressors, lubricating oil free, alsoWhilst investing in energyeffICIency, we reduce theenvironmental impact of ourproducts in its entire life cyclecontributes in reducing the impacts onthe greenhouse effect, as it reduces theamount of gas used in the equipment.In addition, we have a production line ofEK compressors, which use CO 2as its refrigerantgas. It may seem paradoxical,since CO 2is considered one of the main“villains” of global warming. But it isnecessary to understand that this gas isused as a standard impact measure onthe greenhouse effect because it is oneof the most present in the atmosphere,but its potential effect can be more thana thousand times smaller than that ofconventional refrigerants such as R134.In the case of fugitive emissions, whenthere is the occasional release of fluidrefrigerants into the atmosphere duringthe replacement of a component or dueto a perforation in the refrigeration systems’line, for example, a ton of R134causes a damage equivalent to 1,300tons of CO 2.The demand for a CO 2based refrigeratorwas indicated by Coca-Cola, our partnerin the project’s beginning, when thecompressors were used in the Beijing2008 Olympics. This kind of change requirestime and adjustment of the marketitself, but we are looking to advancethis trend.Innovation and technologycan contrIBute to slow downclimate changeNew refrigerantgaseswe invest in technology toreduce the GHG emissionsof our products.