2010 - Embraco

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Interview Profile ManagementdifferentialsSustainaBIlityEnergyEffICIencyvalueChaINSoCIalinvestmentInternalPublICMATERIalItyGRIContent8Corporate governanceTeamwork, integrity, respect, spirit of winningand diversity with inclusion are thevalues that guide us in conducting business,and with solid governance structureswe seek to create value for shareholders,customers, partners and society.2010 was a year of changes in Embraco.To give more agility to decision-makingprocesses, strengthen the strategic alignmentand meet the new market challenges,we improved our internal structures,and in early 2011 we began operating underan even leaner and more agile model.In the new structure, the Executive Committee,the main governance body, iscomposed by the presidency and fourvice-presidents. That bring together keyareas. Our goal was to put into practicea new mindset on how to manage thecompany, promoting a balance betweenroutine actions that ensure the resultstoday, with transformation initiativesthat ensure the long-term results. At thedirectorship level, and in all leadership,the changes mean more autonomy andresponsibility for the joint construction ofthe results.In this way, we seek to strengthen ourability to respond to the changing scenarioand seize new opportunities of aglobalized and dynamic market.Vice president:CFO and HumanResourcesHenrique HaddadVice president:Business & MarketingRoberto CamposPresidentJoão Carlos BregaVice president:Operations, Managementand SustainabilityLainor DriessenVice president:R&D andProcurementMárcio Todescat1990 International operationsThis was the decade in which weconsolidated ourselves in the internationalmarket. In 1994, we hoisted flags in Italy, byacquiring the Aspera compressor plant.A year later, we became pioneers in creatingthe first Brazilian joint venture in China,Beijing Embraco Snowflake. In 1998, webegan operating in Slovakia.We reached the mark of 50 millioncompressors produced in 1990. Two yearslater, the Brazil unit obtained ISO 9001certification and started production for CFCalternative gas compressors, pioneers inLatin America. In 1996, we launched theVCC, which revolutionized the market forenergy efficiency. In 1993, we made animportant decision for sustainability bycreating, in Joinville, the Embraco EcologyAward, an incentive for environmentaleducation in learning institutions.With the new acquisitions, by the end ofthe decade, we reached the mark of 21.7million compressors produced per year.
Interview Profile ManagementdifferentialsSustainaBIlityEnergyEffICIencyvalueChaINSoCIalinvestmentInternalPublICMATERIalItyGRIContent9MonitoringThe Executive Committee overseesEmbraco’s economic, environmentaland social planning practice, the performanceof the organization and theexecutives themselves. Assessmentsare quarterly, guided by our five strategicpillars: revenue growth, technologyleadership, operational excellence, sustainabilityand people.The Committee is also responsible foridentifying and managing issues relatedto adherence and compliance withadopted international standards in thecompany and internal codes and principlesof conduct.Risks and opportunitiesTo manage and minimize risks everysix months we review the risk spreadsheetfollowing the Enterprise RiskManagement methodology, which includesa description of each risk, theprobability of occurrence, the impactif it occurs , activities to control it andthe areas responsible for monitoring it.The same tool also guides the analysisof opportunities within each strategicpillar. In 2010, for example, focusedon the sustainability pillar, the newMexico plant’s project, included reuseof water and thermal insulation of thefacilities as well as accessibility to peoplewith disabilities.New factoryin MexicoMoving closer toour clients2000 Continuous improvementWe have deepened the strategy of beinga global company. We opened a salesoffice in Mexico and become signatoriesto the UN’s Global Compact. In Brazil, webegan operating with the corporate nameWhirlpool SA, in 2006, the same year westarted production at a new factory in China.In 2007, plants in Brazil, Italy and Slovakiawere certified by the QC 080000, whichseeks to eliminate harmful substances fromthe environment. In the same year, EmbracoSnowflake was certified by ISO 14001. In2003, we began the activities of EmbracoElectronic Controls (EECON) to produceelectronic components used in compressors.Five years later, EECON opened a newfactory in China.2010 A new revolutionIn 2010, we launched the microcompressor,revolutionary product in the market allowingfor the so-called portable cold. Furthermore,we defined Embraco’s new brand whichshows how we want to be seen by the worldand how we are going to face the challengeof being an even more global company.
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