Report and Accounts 2011 | 1 - Efacec

Report and Accounts 2011 | 1

technology that moves the world 

Share Capital: 41.641.416 Euros 

Registered Office: Arroteia - Leça do Balio 

Apartado 1018 - 4466-952 S. Mamede de Infesta 

Company Fiscal Number: 500 091 480 

Registred at the Oporto C.R.C 

www.efacec.com 

Member of: 


2011 

Report and Accounts 

4 

Volume I Board of Directors’ Report 

1 MESSAGES 

1.1 Message from the Chairman of the Board of Directors 

1.2 Message from the Chief Executive Officer 

2 MANAGEMENT REPORT 

2.1 Macroeconomic Environment 

2.2 Main Figures 

2.3 Economic and Financial Situation 

2.4 Share Capital of Efacec 

2.5 Distribution of Earnings 

2.6 Most Important Events 

2.7 Public Acknowledgements 

3 COMPANY PROFILE 

3.1 Efacec 

3.2 Corporate Governance 

3.3 Risk Management 

3.4 Corporate Statements 

3.4.1 Mission 

3.4.2 Vision 

3.4.3 Sustainability Policy 


3.5 Stakeholder Engagement 

3.6 Business Model 

3.6.1 Operational Structure 

3.6.2 Support Areas 

3.6.3 Corporate Committees 

3.6.5 Certifications of Management Systems 

3.6.6 Internal Audit 

3.7 Corporate Strategies 

4 FOCUS ON ECONOMIC SUSTAINABILITY 

4.1 Orders and Achievements 

4.1.1 Southern Africa 

4.1.2 Latin America 

4.1.3 Spain 

4.1.4 United States of America 

4.1.5 Central Europe 

4.1.6 India 

4.1.7 Maghreb 

4.1.8 Portuguese Market 

4.1.9 Rest of the World 

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4.2 Optimization of activities 

4.2.1 Management of Customer Satisfaction 

4.2.2 Management of Partners 

4.2.3 Improvement Processes 

4.2.4 Marketing and Image 

4.2.5 Information Systems 

Index 

5 FOCUS ON INNOVATION AND PLANET SUSTAINABILITY 

5.1 Innovation and R&D 

5.1.1 Innovation Management 

5.1.2 Product Research and Development 

5.2 Environmental impact of activities 

5.2.1 Environmental Management of Products 

5.2.2 Energy Management 

5.2.3 Water and Effluent Management 

5.2.4 Waste Management 

5.2.5 Other Actions 

6 FOCUS ON PEOPLE AND SOCIETY 

6.1 Development of human resources 

6.1.1 Jobs and Diversity 

6.1.2 Skill Development 

6.1.3 Internal Communication 

6.1.4 Safety and Health 

6.1.5 Work-Life Reconciliation 

6.2 Relations with society 

6.2.1 Volunteer Programs 

6.2.2 Public Presence 

6.2.3 Relations with Universities and Schools 

6.2.4 Social Movement 

6.2.5 Other Community Supports 

7 ACKNOWLEDGEMENTS 

8 ANNEXES 

Annex I About this Report 

Annex II Performance Indicators 

Annex III Duties of the Board of Directors 

Annex IV Powers of the Executive Committee 

Annex V Gri check Matrix 

Annex VI Independent Verification Statement (GRI) 

Volume II Consolidated and Individual Financial Statements 

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Detail view of one of the buildings in Efacec’s Arroteia hub, in Matosinhos - Portugal 

6

1 

Messages 

1.1 MESSAGE FROM THE CHAIRMAN OF THE BOARD OF DIRECTORS 

1.2 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER 

Report and Accounts 2011 | 7 

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Message from 

the Chairman of the Board of Directors 

In 2011 the aggravation of the crisis that has deeply affected the 

Portuguese and international economy reached new levels, posing 

new challenges to the organizations in general and demanding great 

management efforts from Efacec and exemplary commitment from 

its Employees. 

In fact, despite the climate of uncertainty in which we live in, 

the company has been preparing and adapting itself to these new 

circumstances very positively, without being, however, free from 

new strategic and economic risks. 

In any case, this aggressive macroeconomic environment and also 

the acknowledgement of the human and technical capabilities 

held by Efacec, both in Portugal and internationally, translate 

into important opportunities for the evolution of our organization, 

contributing towards reaching performance levels in line with those 

of the most successful international companies. 

In 2011 took place several changes in Efacec’s governance model, 

strengthening the decision-making and management capability of 

the Company, which, despite currently being unlisted, develops 

and adopts planning, management and reporting processes with 

the same levels of accuracy and transparency as those of listed 

companies. 

The several corporate changes determined by the Board of Directors 

that occurred in 2011 as a result of the proposals put forward by 

the Executive Committee - from hiring new Professionals for some 

key-positions in the organization and reinforcing essential areas, 

to renewing Efacec’s Mission and Vision statements, as well as the 

systematic development of its already wide sustainability policy 

8 

as an important structure to integrate the Company’s values and 

principles (which are today lived even more deeply) - have the 

main goal of improving and strengthening the present and future 

performances of Efacec. 

As such, the reinforcement of the internationalization process 

already carried out by the company, along with the attainment 

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characteristics of the strategic development cycle that Efacec is 

currently undergoing. In fact, in 2011 Efacec continued to reinforce 

its internationalization process, enhancing its global presence – one 

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and reinforced its demand levels. As I mentioned, it did so during a 

year highlighted by the current huge transformations and also by the 

political, economic and social crisis, which has brought additional 

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efforts made in this sense have made possible for Efacec to reach, 

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percentage due to the international market (62%) and 876 million 

Euros in orders, of which 76% were obtained in the external market 

and correspond to an increase of 17% in relation to 2010. 

However, I must stress that despite the fact that EBITDA reached 59 

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sales was higher than the one from 2010 (8.4% vs. 8.1%), the delay 

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felt with certain operations in this country and also the initial phase 

of operations in the USA, still far from reaching the expected return 

on the investments made, were aspects that led to this indicator.

Nevertheless, given the challenges posed by the shareholders of 

Efacec – the José de Mello and Têxtil Manuel Gonçalves groups – I 

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markets where it is and should be present and which systems, 

solutions, products and services can add value and differentiation, 

being always aware of potential new geographical areas and 

strengthening partnerships that represent an asset for the 

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development of Efacec. 

Since this company possesses an excellent human capital, I must, 

on the other hand, acknowledge the effort that Efacec has made 

in developing the management skills of employees that are more 

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These skills are particularly important in the current economic 

framework and must cover technical, human and business aspects, 

which are all deeply written in the company’s genetic code. 

I believe that Efacec is and will be increasingly prepared to continue 

structuring pools of expertise in Portugal and in the countries where 

it operates. This aspect is strongly supported by the capability and 

effort of R&D carried out by the Company and which comprises 

one of the most determining characteristics of our organization. 

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the future, will certainly contribute to a more eco-friendly planet. 

The social aspect is also (and will continue to be) of great importance 

for Efacec, so I must draw attention to the increasingly high number 

of Employees who have taken part in voluntary activities in several 

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a business perspective. 

Pedro de Mello 

I must also express my personal pride regarding the several public 

acknowledgements that Efacec has achieved in 2011. These are proof 

that our efforts and commitment towards a better management are 

recognized in our country and, in some cases, also internationally. 

I conclude by thanking our Employees, both on a national and 

international level, and our Partners in general for the preference 

they have shown in the Company and I would also like to send the 

Employees of Efacec a message of hope for the future development 

of our organization which, year after year, has been built and 

developed successfully by every single one of them too. 

Pedro Maria Guimarães José de Mello 

Chairman of the Board of Directors of Efacec 


Message from the 

the Chief Exeutive Officer 

Based on the principles of a Company aimed at international growth, 

with a business-oriented identity and great commercial vitality, 

Efacec has accomplished a set of changes throughout 2011 that will 

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Despite living in times of worldwide economic downturn and 2011 

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constant deterioration of macroeconomic conditions, witnessed not 

only in Portugal but also internationally, the Company has been able 

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and reinforcing its order book. 

In fact, as a result of the current consolidation strategy, along with 

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operates, as well as the diverse public acknowledgements obtained 

in Export, Job, Innovation, Sustainable Development and Quality 

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705 million Euros -, of which 62% were for external markets, while 

also raising new orders – 876 million Euros -, allowing it to increase 

its cumulative portfolio by the end of the year to 1057 million Euros. 

For Efacec, the external market also represented 76% of the total 

orders obtained in 2011, meaning an increase of 17% when compared 

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Southern Africa have special importance in this context, together 

representing about 46% of the order volume of the external market 

and 35% of the global market. 

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an increasingly accurate manner is evident, therefore meeting the 

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cost, which requires the company to carefully manage its funds. 

In reality, and despite the particularly unfavorable macroeconomic 

context of 2011, the EBITDA reached 59 million Euros, corresponding 

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one from the previous year (8.1%). As an unwanted contribution to 

the reduction of the generated EBITDA, it should be noted the impact 

felt by the operations in Brazil, in which a portfolio of large-sized 

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delay in the signing of new orders (which were expected for the end 

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losses and led to an allocation of funds for potential future losses. 

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Still concerning the determined EBITDA value, it should be stressed 

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new transformer plant in the USA, which, as expected, still had 

a negative impact over the EBITDA at this stage. After the initial 

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factory itself were, as predicted in the business plan, still far below 

their maximum potential. 

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the business activity, but also due to the expected drop in demand 

of the Iberian market, reason why we require a high commitment 

from everyone and a constant consolidation and control of costs 

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following the effort developed during 2011. 

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cycle focused not only on the continuity of its growth, but also on 

increasing the value of its operations, with particular emphasis on 

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showing what we envision for the future of Efacec. As such, we are 

committed at establishing a set of ambitions centered around four 

pillars: Economy, Organization, Markets and Customers, People and 

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to achieve our Vision: becoming the preferred partner in delivering 

innovative and customized solutions worldwide for energy, mobility 

and environment. The Economy pillar focuses on the development 

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value, by acquiring better operational margins and an accurate 

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in external markets. In the Organization pillar we have the high 

ambition of developing and consolidating Efacec as a multinational 

company, which requires a constant improvement of the framework 

of relationships and responsibilities between Business and Market 

Units, the adoption of an operating model based on pools of expertise 

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regarding transversal synergies, namely concerning the promotion 

of cross-selling and the increase of internal capitalization levels 

in the formulation of competitive solutions. In the scope of 

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competitiveness of our offer with a high emphasis on innovation. In 

this area we have the unwavering aspiration of always being seen 

among the best, either in terms of quality or reliability. We also want

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the deadline, as well as considerably increase our “after-sales” (of 

solutions and equipments) business aspect. As for the People and 

Teams pillar, we look towards essentially reinforcing recruitment in 

markets where we operate and focus on the development of skills, 

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management control. People are Efacec’s most important asset and 

that is why we want to encourage teamwork values and transversal 

cooperation as the main means of reaching the success that we seek 

and continue to instill the pride of being part of this company. The 

increase of mobility will also be a determining factor for our future 

development and the personal development of every employee of 

the company, either regarding the diverse roles that are performed, 

the integration of different business or our presence in several 

geographies. 

2011 was also a year in which concerns with sustainability were, 

once again, an integral part of management decisions at Efacec, 

affecting its culture, its strategies and its practices. The company 

sought to systematically face economic, environmental and social 

challenges, relying on the careful analysis of interactions with all 

its stakeholders. 

An example of this are the numerous activities developed in 

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currently focused on the development of further eco-friendly 

products, some of which have already successfully materialized. In 

2011 the company received an important order of 900 quick chargers 

for electric vehicles, for an USA-based customer; new components 

were also developed for future smart power grids, notably the 

new power meter (SmartMeter). At the same time, Efacec kept 

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its activities, especially in the reduction of energy consumption 

(-2.5% vs. 2010), water consumption (-2% vs. 2010) and increasing 

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rate of 92% of recovery). 

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management, expanding its scope of involvement and making 

it more effective and intertwined with the Company’s corporate 

strategies. 

From a social perspective, and in line with concerns such as safety, 

health and work-life balance, Efacec has been a reference in 

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João Bento 

Employees throughout these past years (+2.5% in 2011 in relation 

to 2010). 

The work that we have been developing allows us to have today a 

larger picture of the markets with growth potential and that are 

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great challenge we face to ensure a deeper strategic relationship 

and a better alignment between businesses and markets. 

In addition, and as a result of the improvement of the company’s 

Corporate Center, initial steps were taken to a subsequent 

integration (which took place at the beginning of 2012) of the 

Portuguese market and the Spanish market, creating a new Efacec 

market: the Iberian Market. 

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evident between these two businesses. 

The year 2012 looks to be particularly challenging, namely regarding 

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we have been developing so far to increase the value of company 

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and on their renewed commitment and entrepreneurship, as well as 

the unwavering ambition that unites us about the future of Efacec. 

Equally, the persistence and dedicated commitment from our 

shareholders towards the success and development of the company 

is highly regarded. Finally, we trust that we will continue to be 

honored with the preference from those that truly constitute our 

raison d’être: our customers. 

I wish to thank everyone, renewing my commitment and trust in the 

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company of excellence. 

João Bento 

CEO of Efacec 


Aerial view of Efacec’s Arroteia hub, in Matosinhos - Portugal 

12

2 

Management Report 

2.1 MACROECONOMIC ENVIRONMENT 

2.2 MAIN FIGURES 

2.3 ECONOMIC AND FINANCIAL SITUATION 

2.4 SHARE CAPITAL OF EFACEC 

2.5 DISTRIBUTION OF EARNINGS 

2.6 MOST IMPORTANT EVENTS 

2.7 PUBLIC ACKNOWLEDGEMENTS 

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2.1 MACROECONOMIC ENVIRONMENT 

The year of 2011 saw a worldwide economic downturn, having been 

more severe in advanced economies, especially with the slowdown 

in growth in the United States, Japan’s GDP decline and a moderate 

growth of the European Union, with very different evolutions among 

Member States. 

Emerging economies also suffered a slowdown, despite the 

considerable momentum that Asian countries continued to have, 

with China’s GDP decreasing from 10.4% in 2010 to 9.2% in 2011. 

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players became particularly high in the second half of the year, 

with the growing macroeconomic imbalance in the United States, 

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property sector and the crisis of the banking sector. In Europe, the 

intense resurgence of the sovereign debt crisis in some countries of 

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reducing the trust of economic agents. 

This adverse environment kept pressure on the unemployment rate, 

which remained at 10.1% in Europe and saw a reduction in the USA, 

going from 9.6% to 9%. In Portugal, this environment was especially 

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In the scope of the bailout package from the troika (IMF, European 

commission and European Central Bank), amounting to 78 billion 

Euros, strong austerity measures were taken, namely concerning 

revenue, tax increase, freezing pensions and wages of Public sector 

and privatization of companies such as EDP, REN and Galp. According 

to estimates from INE (Portuguese statistics institute), the economic 

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(annual average) and unemployment reached 14% in the fourth 

quarter of the year. 

The constant rating reductions of the Portuguese Republic made 

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the entire Portuguese economy. A considerable volatility continued 

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international situation and especially by the sovereign debt crisis 

of the European market. The volatility also affected the exchange 

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2011 slightly at the same level in which it started - 1.3000/1.3500. 

14 

In accordance with the preliminary results of the international trade 

statistics recently released in Portugal, exports of goods in 2011 had 

an annual growth of 15.2% while imports of goods only grew 1%. As 

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24.8%, equivalent to 5 042 million Euros, as well as an increase of 

9.1 pp in the coverage of imports by exports, which reached 73.5%. 

The annual growth for exports of goods, excluding energy products, 

was close to the total growth of exports in 2011, with a differential 

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which led to an improvement of 44.3% of the negative results of the 

respective trade balance. 

As a result of what was witnessed in the last months of 2011, all 

product groups contributed positively towards the annual growth 

of exports of goods in the past year. The contribution of the 

groups Transport Material, Chemicals and Minerals and Metals was 

particularly important. In 2011, exports for the community market 

increased, year on year, 13.8% and contributed in 10.4 pp for the 

growth of total exports of goods. Exports for countries of the EU – 15 

had a positive annual change of 13.7% and exports for enlargement 

countries had 15.5%. Spain kept its position as the main destination 

market for exports of goods, representing 24.8% of total exports of 

goods. 

Exports to Germany and Spain were the ones that mostly contributed 

to the growth during the year. Exports of goods to France increased, 

year on year, 17.2% and exports to the United Kingdom increased 

6.6%. Exports to Third World countries witnessed an annual positive 

change rate above those for the EU (19.6%). The positive behavior 

of exports to China (+67.9%), Algeria (+66.8%) and Brazil (+33%) was 

particularly important.

2.2 MAIN FIGURES 

Financial/ Economic 

2006 

Dec 

2007 

Dec 

2008 

Dec 

2009 

Dec 

2010 

Dec 


Dec 

CHANGE 11/10 

Value % 

Orders Received in the Year M € 432.6 562.8 1 125.1 1 004.2 851.7 875.8 24.0 3% 

Portugal M € 258.6 301.4 382.8 432.7 283.9 213.0 (70.9) -25% 

International Market M € 174.0 261.5 742.3 571.5 567.9 662.8 94.9 17% 

Turnover M € 370.4 440.3 642.0 808.9 1 034.1 705.1 (329.0) -32% 

Portugal M € 249.8 269.1 321.9 393.1 359.7 271.3 (88.4) -25% 

International Market M € 120.5 171.2 320.1 415.8 674.4 433.9 (240.5) -36% 

Operational Cash Flow (EBITDA) M € 31.2 34.5 30.9 60.3 83.5 59.0 (24.5) -29% 

Operating Results M € 21.4 25.4 19.9 40.5 58.1 33.4 (24.6) -42% 

Operating Results / Sales % 5.8 5.8 3.1 5.0 5.6 4.7 - - 

Net Financial Costs M € (3.0) (4.9) (14.9) (7.6) (23.3) (26.0) (2.7) 12% 

Earnings Before Taxes (EBT) M € 21.4 21.7 5.6 33.0 35.5 5.3 (30.2) -85% 

Earnings After Taxes (EAT) (a) M € 17.1 17.4 7.4 27.1 29.5 6.0 (23.4) -80% 

�� M € 26.8 26,4 18,5 47,0 54,8 31,6 (23,3) -42% 

Shareholders` Funds M € 82.6 79,5 65,1 104,9 126,1 115,7 (10,4) -8% 

Net Assets M € 357,6 418,6 680,3 826,1 994,9 953,2 (41,7) -4% 

�� M € 73,9 106,5 139,3 227,7 310,7 341,5 30,8 10% 

Borrowings [Financ. Debt/(Equity+Financ.Debt)] % 47,2 57,3 68,2 68,5 71,1 74,7 - - 

Financial Debt / EBITDA x 2,4 3,1 4,5 3,8 3,7 5,8 - - 

Average No. Employees 2.492 2.772 3.361 3.867 4.207 4.388 181 4% 

Sales per Employee m € 148,6 158,8 191,1 209,2 245,8 160,7 (85,1) -35% 

Environmental 

Energy consumption (b) n/a 112.031 188.539 167.340 197.668 185.091 (5.024) -2,5% 

Water consumption (b) m³ 95.849 75.433 65.215 62.577 58.039 56.878 (1.161) -2,0% 

Waste-to-energy (b) % n/a n/a 74 77 89 92 - - 

Social 

No. Employees (c) 2.882 3.464 3.623 4.215 4.519 4.632 113 2,5% 

Absenteeism % n/a n/a 3,2 3,3 3,3 3,4 - - 

Accident Frequency I. (b)(d) 27 40 34 28 24 20 (4) -17% 

Training (b) hours 22.816 36.336 31.700 57.213 49.291 47.763 (1.618) -3,2% 

(a) Net income attributable to shareholders of Efacec Capital SGPS 

(b) Values concerning the Portuguese territory 

(c) Concerning December 31st 

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2.3 ECONOMIC AND FINANCIAL SITUATION 

Throughout these last years, Efacec has been improving its technical 

and commercial capabilities in highly demanding markets. This 

solid and sustained growth, despite the current highly unfavorable 

macroeconomic context, allowed Efacec to experience an increase 

of turnover and presence in external markets. 

As a result of the internationalization strategy that Efacec has been 

developing, it was possible in 2011 to obtain an order volume higher 

than those of last year. The order volume in 2011 was 876 million 

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year of 2010. 

For Efacec, the external market represents 76% of the total orders 

obtained in 2011 and a growth of 17% when compared with the 

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America and Southern Africa markets that, as a whole, represent 

about 46% of the order volume of the external market and 35% of 

the global market. 

In 2011, turnover reached 705 million Euros, out of which 62% were 

for the international market. When compared with the values of the 

previous year a decrease is observed due to the downturn of some 

markets where Efacec is present, as well as the delay in obtaining 

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It should also be mentioned the non-inclusion of the activities of one 

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with a strong contribution of the national market, which decreased 

25% in relation to the 10% of the external market. 

Despite this adverse macroeconomic context of 2011, EBITDA 

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to sales 8.4% above the one from last year, which was 8.1%. 

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pressure exerted by banks for the increase of spreads and also the 

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went from 23.3 million Euros, in 2010, to 26 million Euros, in 2011, 

representing an increase of 12%. 

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subsequent reduction of turnover, as well as an additional allocation 

of provisions, set Earnings Before Taxes in 2011 at 5.3 million Euros 

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for innovation and development of new products and technologies, 

which have been crucial towards winning new markets and for the 

success of Efacec’s activities in Portugal and worldwide. 

16 

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Euros (26.2 million Euros in 2010), worth noting the construction of 

the Photovoltaic Farm in Bulgaria. Investments in intangible assets 

reached about 4.9 million Euros, whose highest proportion was from 

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The Group’s net Financial Assets increased 10%, from 310.7 million 

Euros in 2010 to 341.5 million Euros in 2011. The main reasons 

behind this increase are the investments mentioned above and a 

slight increase of the Working Capital. 

The Group’s exchange rate exposure continues to receive special 

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available in the market, with special emphasis on forwards e collars. 

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the Dollar (USA) and Real (Brazil), which are important currencies 

for the Efacec Group’s commercial transactions. On the 31st of 

December 2011, the Efacec Group held exchange rate contracts 

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million, NOK 18.5 million and CHF 827 thousand. 

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2010. On average terms, commodities were, generally, higher in 

2011 than in 2010. However, if we take into consideration the 

levels at the end of 2010, we can see that, generally, commodities 

substantially dropped in 2011. 

The price of Copper, unlike what happened in the last two years, 

during which was recorded a considerable growth, decreased 

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Cash rate ended 2011 at USD 7 553.50 per ton against the USD 9 

739.25 per ton recorded at the end of 2010, which corresponds to 

a decline rate of about 23%, after having recorded in the previous 

year an annual growth rate close to 33%. By the end of 2011, Copper 

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recorded at the end of 2010. 

By the end of 2011, Efacec had investments in Copper price risk 

hedging operations, which as a whole reached 600 tons. 

Regarding interest rates, reference rates maintained low levels 

throughout 2011. However, spreads continued to increase in the 

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disposal, was able to minimize this market tendency. Regarding bank 

funding, Efacec seeks to control its costs by acquiring structured 

products and interest rate hedging. By the end of 2011, this type 

of coverage reached EUR 92 million for loans in Euro and USD 114 

million for funding in US dollars.

2.4 SHARE CAPITAL OF EFACEC 

The company’s share capital is €41 641 416 (forty-one million, six 

hundred and forty-one thousand, four hundred and sixteen Euros), 

Information concerning Articles no. 447 and no. 448 of the Commercial Companies Code 

Shareholdings structure: 

fully subscribed and paid-in, represented by a total of 41 641 416 

in ordinary shares with a par value of 1 euro, without any special 

rights. 

SHAREHOLDERS NO. SHARES % SHARE CAPITAL % VOTES 

José de Mello, S.G.P.S., S.A. 6 475 671 15.55% 15.55% 

Tecnocapital, S.G.P.S., S.A. 4 101 222 9.85% 9.85% 

Através da Efacec Sistemas de Gestão, S.A.¹ 10 243 815 24.6% 24.6% 

Grupo José de Mello 20 820 708 50% 50% 

Têxtil Manuel Gonçalves, S.G.P.S., S.A. 9 957 952 23.91% 23.91% 

�� 210 000 0.50% 0.50% 

SPE - Sociedade Portuguesa de Electricidade e Calor, S.A. 408 942 0.98% 0.98% 

Através da Efacec Sistemas de Gestão, S.A. ¹ 10 243 814 24.6% 24.6% 

Grupo Têxtil Manuel Gonçalves 20 820 708 50% 50% 

TOTAL 41 641 416 100% 100% 

Note 1: The shareholder Efacec Sistemas de Gestão, S.A. holds 20 487 629 

shares of the Company (corresponding to 49.2% of its share capital) and is 

held by José de Mello, S.G.P.S., S.A. at 50% and by Têxtil Manuel Gonçalves, 

S.G.P.S., S.A. 50%. 

2.5 DISTRIBUTION OF EARNINGS 

The General Meeting is responsible for the dividend policy. However 

the company’s Board of Directors has sought to follow a dividend 

distribution policy that effectively and gradually remunerates 

its shareholders, taking into consideration the increase of the 

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determined by the balance sheet will be allocated as follows: 

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completed or whenever it needs to be reincorporated. 

b) The balance for any other allocation that is voted by the General 

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Note 2: The Company does not hold any own shares, nor acquired own shares 

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Note 3: None of the members of the Company’s management and supervision 

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During the 1st quarter of 2011 it was distributed among the 

shareholders of Efacec Capital S.G.P.S., S.A. the amount of 9 

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Concerning the same period, 7 300 000 Euros had already been paid 

as interim dividends, in the 4th quarter of 2010. 

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proposes that the individual Net Income of Efacec Capital, SGPS, 

S.A., amounting to €20 059 664.13, be transferred to Free Reserves. 


2.6 MOST IMPORTANT EVENTS 

Efacec has been seeking to position itself as a company of reference, 

not only regarding the technology of its products, services and 

solutions, but also its strategic options and Company management. 

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Efacec initiated a new cycle focused not only on the continuity of 

its growth, but also on increasing the value of its operations, with 

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increase of productivity. 

Similarly, the company has updated its corporate statements to 

be better aligned with its current and future requirements and 

its several stakeholders. The new versions of the Mission and 

Vision clarify the vocation of Efacec for creating new innovative 

and custom solutions for a sustainable world, developing energy, 

mobility and environment infrastructures. 

An important example is the constant investment made by Efacec, 

and the progresses achieved in 2011, in developing systems and 

infrastructures for electrical mobility, namely fast charging, with 

the Efapower EV QC50 (fast charger for electric vehicles) system 

winning the COTEC-Unicer 2011 Innovation Award and being 

internationally traded (including the USA, Turkey, Abu Dhabi, 

Spain, England and Brazil) in keeping with the demanding Japanese 

CHAdeMO standard. 

In fact, in 2011, concerns with sustainability were, once again, 

an integral part of management decisions at Efacec, affecting 

its culture, its strategies and its practices. The company sought 

to systematically face economic, environmental and social 

challenges, relying on the careful analysis of interactions with all its 

�� 

risk management, making it more effective and intertwined with 

the Company’s corporate strategies. 

�� 

in 2011 were essentially aimed at international subsidiaries, since 

all management systems in the national territory are already 

�� 

standards. 

In the Economy pillar, Efacec continued to develop its international 

markets. Worth mentioning are the important contracts obtained in 

18 

Brazil (energy, engineering, transports), the United States (energy, 

engineering, transports), Central Europe (energy, engineering, 

logistics), India (energy, engineering), Maghreb (transports, 

environment), Mozambique (energy, engineering) and Portugal 

(Efacec activities in general). 

�� 

�� 

metro companies, particularly, among other, the contract involving 

�� 

�� 

- Companhia Paranense de Energia (the largest power distribution 

and transmission company in the state of Paraná with over 380 

substations and 183.280 km in lines) for the execution a turnkey 

venture comprising 2 bays with 500 kV for the substations of 

Araraquara II and Taubaté, in the state of São Paulo. 

In the United States, Efacec received its largest order ever, 

concerning the supply of twenty power transformers (76 and 33 MVA) 

�� 

�� 

fast charging for electric vehicles, 350 Green, an American electric 

mobility operator, chose Efacec as the supplier of the largest fast 

�� 

In Central Europe two important photovoltaic farms were 

�� 

the refurbishment of substations, construction of a large car 

parts warehouse for ŠKODA Auto a.s. and the installation of metro 

systems. 

The construction of environmental infrastructures in Maghreb, the 

order Sonangol made to Efacec in a consortium with Ambitermo, 

Oil & Gas and Hidráulica de Angola for the EPC (engineering, 

procurement and construction) of the new combined cycle power 

�� 

revamping and reinforcement of the power grid of Maputo (lot 2), 

the installation of automation systems of the distribution power 

grid in Bangalore, India, for BESCOM (Bangalore Electricity Supply 

�� 

business received from Corpoelec, a public utility from Venezuela, 

for the engineering, supply and assembly of 632 panels, are other 

examples of Efacec’s international success.

The optimized management of resources has also been a priority for 

the Company. The strategic management of suppliers is currently 

an activity with great dynamism, with new processes and system 

under development. In 2011, Efacec’s production lines continued 

�� 

information systems were developed, particularly management 

support tools (dashboards) and quality management. 

�� 

�� 

development of further eco-friendly products, some of which with 

evident success. In 2011 the company received an important order 

of 900 fast chargers for electric vehicles, for the United States. 

New components were also developed for future smart power grids, 

notably the new power meter (SmartMeter). On the other hand, four 

�� 

towards environmental optimization. At the same time, Efacec kept 

�� 

its activities, especially in the reduction of energy consumption 

(-2.5% vs. 2010), water consumption (-2% vs. 2010) and increasing 

�� 

rate of 92% of recovery). 

From a social perspective, Efacec has been a reference in creating 

�� 

throughout these past years, witnessing an increase of 2.5% 

between 2010 and 2011. The Efacec Academy was particularly 

active, providing new training opportunities for Employees. The 

improvement of Employee Safety and Health has been one of 

�� 

terms of frequency of accidents (-17%). Finally, the reconciliation 

of working life and private life has been a decisive factor in the 

�� 

Similarly, Efacec strengthened the already intense relations that 

it has with its communities. Its voluntary activities acquired a 

new dynamism. Efacec took part in more programs and with more 

volunteers (47 volunteers in 2011) and systematically shared its 

practices with other organizations, namely in the scope of initiatives 

from social movements. 

�� 

�� 

in particular the preparatory work made for the creation of the 

�� 

MIT Portugal. Regarding its policy, Efacec also contributed with a 

�� 

and granted sponsorships to their initiatives. 

Efacec’s management practices were once again deserving of 

important public acknowledgements in 2011, with the company 

�� 

Sustainable Development and Quality. 


2.7 PUBLIC ACKNOWLEDGEMENTS 

20 

PUBLIC ACKNOWLEDGEMENTS 

Subject Acknowledgement 

Internationalization 

and Businesses 

Innovation 

�� 

among seven companies honored at the “Exportação & Internacionalização” 

(Exports and Internationalization) awards. 

Efacec received the “Exportação + Emprego” (“Exports + Jobs”) award. 

The award ceremony took place on November 7th and included the 

presence of the Portuguese Minister of Economy. 

�� 

developed by Efacec, won the COTEC-Unicer 2011 Innovation Award, 

standing out among products and services submitted for the contest. 

The Efapower EV QC50 is already being marketed internationally, under 

the Japanese CHAdeMO standard. This is the second time that Efacec has 

received the innovation award from COTEC. The award ceremony was 

presided by His Excellency the President of the Portuguese Republic, taking 

place on June 28th, in the scope of the 8th National Innovation Meeting 

of COTEC Portugal. 

�� 

Digo de Vasconcelos awards given by the Porto Commercial Association in a 

partnership with Porto University, winning the category Applied Research. 

�� 

assembly systems for Dye-sensitized Solar Cells, which provides long-term 

impermeability and stability to the photovoltaic modules, enabling and 

enhancing their practical use, with clear advantages in relation to other 

�� 

formed by CUF-QI, CIN and Efacec. 

�� 

Order of Engineers, through the work presented by employee Emanuel 

�� 

Unit (change of mechanical structures in power transformers), enhancing 

Efacec’s competitiveness in international markets. 

Sustainability �� 

and Energy sector, promoted by Heidrick & Struggles in partnership with 

Diário Económico. Furthermore, the company also won the trophy for 

�� 

the feat achieved in 2009. The respective trophies were delivered in a 

�� 

Sustainable Development Award is an initiative from Heidrick & Struggles in 

partnership with Diário Económico, and is based on the studies concerning 

the State-of-the-art of Sustainability Practices in Portugal, which began 

in 2007. 

�� 

companies of the Sustainable Development Award given by the Portuguese/ 

French Chamber of Commerce and Industry. 

Quality 

�� 

APQ (Portuguese Quality Association) awarded a team of the air turbines 

�� 

methodologies.

PUBLIC ACKNOWLEDGEMENTS 

Subject Acknowledgement 

Safety �� 

the REN award for the service provider with the best performance of 2010 

for its level of safety during the installation process of lines and substations 

for the RNT (Portuguese Transport Network). This award has been given 

every year since 2007 during a technical session on Safety, whose purpose 

is to inform and bring awareness to proper safety management and 

coordination practices in at work sites. 

Environment 

�� 

Venture aimed at manufacturing Medium Voltage Switchgear and related 

components. This award distinguished the actions introduced to improve 

�� 

reduction of carbon emissions, energy recovery, improvement of thermal 

�� 

�� 

Awards 2010 given by the Directorate General of Energy and Geology, 

ADENE (Energy Agency) and PremiValor. This acknowledgement was a 

�� 

(Refurbishment of Buildings and Energy Rationing). 


Detail view of one of the buildings in Efacec’s Arroteia hub, in Matosinhos - Portugal 

22

3.1 EFACEC 

3.2 CORPORATE GOVERNANCE 

3.3 RISK MANAGEMENT 

3.4 CORPORATE STATEMENTS 

3.4.1 Mission 

3.4.2 Vision 


3 

Company Profile 

3.4.4 Code of Conduct and Personal Ethics 

3.5 STAKEHOLDER ENGAGEMENT 

3.6 BUSINESS MODEL 






3.7 CORPORATE STRATEGIES 

24 

25 

31 

34 

34 

34 

34 

34 

36 

36 

36 

36 

41 

41 

43 

43 


3.1 EFACEC 

24

3.2 CORPORATE GOVERNANCE 

Given the relevance of the high strictness and transparency of the structure, organization, control and management of companies 

operating in the most demanding international markets, the corporate governance practices and structure adopted by Efacec 

Capital, S.G.P.S., S.A. seek to meet the CMVM’s (Portuguese Securities Market Commission) recommendations and rules regarding 

�� 

being listed in the Stock Exchange since 2006). Throughout this Report other information concerning this matter will add to the 

information mentioned here. 

In 2011, it is worth mentioning the inclusion of several corporate statements in the Management System, Efacec’s main repository 

of rules. This way, elements such as corporate structure, code of ethics, strategic planning, risk management and internal audit, 

are properly controlled and accessible. 


�� 

Pedro de Mello | Francisco Sánchez | Alberto Martins | Daniel Bessa | Rui Guimarães 

26 

The governance model adopted by the Company since 2008 establishes the following entities as the Company’s governing bodies: 

the General Meeting, the Board of Directors, which elects the Executive Committee and the Company Secretary, the Supervisory 

Board, the Statutory Auditor and the Remuneration Committee. The members of the governing bodies are elected for periods of 

three years and can be re-elected for one or more terms. The current mandate concerns the triennium of 2011 to 2013.

COMPOSITION OF GOVERNING BODIES 

General Meeting Board 

Miguel Côrte-Real Chairman 

Joana Martins Mendes Secretary 

Board of Directors 

Pedro Maria Guimarães José de Mello Chairman 

Manuel António Carvalho Gonçalves Vice-Chairman 

� �� 

João Afonso Ramalho Sopas Pereira Bento Vice-Chairman 

Alberto de Freitas Martins Director 

Alberto Joaquim Milheiro Barbosa Director 

Artur Fuchs Director 

Daniel Bessa Fernandes Coelho Director 

José Manuel Gonçalves de Morais Cabral Director 

� �� 

� �� 

� �� 

� �� 

Rui Manuel Campos Guimarães Director 

Jorge Manuel Pereira Caldas Gonçalves Director 

Executive Committee 

�� 

Alberto de Freitas Martins Executive Director 

Alberto Joaquim Milheiro Barbosa Executive Director 

Artur Fuchs Executive Director 

�� 

�� 

Company Secretary 

Joana Martins Mendes Permanent 

Elisa Oliveira Substitute 

Supervisory Board 

�� Chairman 

�� Director 


Diogo Salema da Costa Substitute 

Statutory Auditor 

�� 

António Joaquim Brochado Correia ou José Pereira Alves Permanent Member 

�� 

Remuneration Committee 

Fernando Manuel Ferreira da Costa Gonçalves Chairman 

António Burnay Teixeira Director 



28 

ACTIVITIES OF THE GOVERNING BODIES 

Governing 

Bodies 

General 

Meeting 

Board of 

Directors 

Corporate Regulations Changes and Facts 

The Chairman of the General Meeting Board has at his disposal 

all the support tailored to his needs to prepare each General 

Meeting. 

�� 

business days before it takes place, can prove that they own at 

least 100 listed, deposited or registered shares in their name, 

�� 

terms of no. 5 of the 20th item of the company’s Articles of 

association, in case the meeting is suspended, the period prior to 

�� 

Each share corresponds to one vote. The decisions of the 

�� 

Shareholders present or represented at the meeting, except 

when the law or the articles of association require a greater 

number of votes. 

The General Meeting assigns a Chairman of the Board of Directors 

and one to three Vice-Presidents. 

As a result of the takeover bid concluded in 2006, the Company 

was informed about the existence of an agreement between the 

participant shareholders in which they committed to engage the 

exercise of their voting rights within the Company regarding 

certain matters. 

The Articles of Association grant wide powers to the Board of 

Directors without other limitations and reservations except those 

imposed by the law, in order to better coordinate the Company’s 

businesses. 

The Board of Directors has a Regulation (initially drawn up in 2006) 

that establishes the composition, responsibilities and operation 

of the Board, the responsibilities of its respective Chairman and 

Vice-Chairmen, the composition of the Executive Committee and 

the powers delegated to it (Annex VI), the possibility of creating 

other specialized committees and the responsibilities of the 

directors. 

The Board of Directors usually meets once every quarter (except 

in cases determined by law) and, extraordinarily, whenever a 

meeting is called. Each Director can, through a letter addressed 

to the Chairman, vote in writing or appoint the power to another 

Director to represent him/her in a meeting of the Board of 

Directors, in order to decide and vote in his/her place. The 

decisions made by the Board of Directors are included in a minute 

that is signed by all those attending it. Decisions are made by the 

�� 

and by those who vote by correspondence. 

The Company’s Board of Directors is composed of 15 members 

(6 executive and 9 non-executive), who are elected in a General 

�� 

perform non-executive duties, ensuring their ability to effectively 

supervise, monitor and assess the activities of the executive 

members. The selection process of non-executive directors is 

planned and exclusively carried out by the shareholders, without 

any knowledge or interference from the executive directors. 

The remuneration of the non-executive members of the Board of 

�� 

In 2011, the General Meeting carried out two meetings, during 

which the whole share capital of the Company was always fully 

represented. 

With the end of the previous mandate, it was approved by the 

General Meeting on April 7th 2011 the election of a new mandate 

– 2011 to 2013 – for all governing bodies of the Company. 

During the same General Meeting, the shareholders approved a 

Remuneration Policy Statement, presented by the Remuneration 

Committee. 

On September 28th 2011, the General Meeting extended the 

�� 

members. 

The remuneration earned by the Chairman of the General Meeting 

Board was 2500€. 

Taking into account the end of the Company’s governing bodies’ 

previous mandate, a new Board of Directors was elected in 

a General Meeting on April 7th 2011. The Board of Directors 

became composed of 13 members. João Afonso Ramalho Sopas 

Pereira Bento was appointed Vice-Chairman, two of its members 

left and four new members were assigned. 

During a meeting on April 7th, the Board of Directors appointed 

the Executive Committee, its delegation of powers and the 

approval of its mode of operation. 

The Regulation of the Board of Directors was reviewed in a 

meeting that took place on May 27th. 

In a General Meeting on September 28th 2011, the composition 

of the Board of Directors was extended from 13 to 15 members, 

electing Pedro Maria Guimarães José de Mello as Chairman and 

�� 

Sánchez as Vice-Chairmen. During the same General Meeting, 

Jorge Manuel Pereira Caldas Gonçalves was also elected as 

a member of the Board of Directors, due to the resignation 

�� 

The Board of Directors includes four independent non-executive 

directors. 

In 2011, the Board of Directors carried out 18 meetings. 

The Board of Directors reviewed the governance model adopted 

by the Company and did not detect any performance-hindering 

constraints. 

Non-executive directors did not detect any constraints to the 

performance of their duties. 

The remunerations earned by the non-executive members of the 

Board of Directors amounted to €391 862.48. 

The Board of Directors, during a meeting on May 27th 2011, 

approved the creation of two new Committees. 

The Sustainability and Corporate Governance Committee (SCGC) 

is an advisory body to the Board of Directors, without any 

executive roles, whose mission is to promote, within the Efacec 

group, the best practices in terms of sustainability and corporate 

governance, in order to meet the needs of the shareholders in 

conformity with standards, rules and recommendations from the 

supervising authorities of markets and addressing potential nonconformities. 

The Risk and Audit Committee (RAC), is a body of the Board of 

Directors, without any executive roles, whose mission is to aid 

�� 

involving great impending risks for the Company and the 

operation of its risk management and internal audit bodies. In 

2011, this Committee carried out three meetings.

ACTIVITIES OF THE GOVERNING BODIES - CONTINUE 

Governing 

Bodies 

Executive 

Committee 

Company 

Secretaryy 

Supervisory 

Board 


Under the terms of the Company’s Articles of Association, the 

Board of Directors can delegate the current management of the 

company to an Executive Committee, comprised by a number of 

members smaller than half of the total number of members of the 

Board of Directors, or to one or more directors. 

The Executive Committee has a Regulation (approved by the 

Board of Directors in 2006) that establishes the composition, 

responsibilities and operation of the Executive Committee, the 

responsibilities of its respective CEO, the information to be 

reported to the Board of Directors and the method for setting 

the company’s decision-making and legally binding rules, the 

assignment of roles and the limits of the executive duties. 

The Board of Directors granted the members of the Executive 

Committee (by means of a power delegation minute) management 

and administration powers over all the businesses of the Company 

and the Group, namely (in keeping with the limits of the granted 

powers) the exercise and promotion of the Company’s rights in 

companies where it has shareholdings, monitoring the respective 

activities and issuing binding instructions for the concerned 

governing bodies and respective holders (see box). 

The members of the Executive Committee are charged with 

certain administration matters concerning the different areas 

of activity of the Efacec Group and covering all subsidiary 

companies, by grating roles of responsibility. 

The Board of Directors also granted the members of the Executive 

Committee with binding powers over the Company, in both the 

execution and appointment of management powers. 

As a general rule, the Executive Committee meets once a week. 

The decisions made by the Executive Committee are written in 

a minute. Its copy will be then included in the documentation 

available at the next meeting of the Board of Directors. The 

executive members also provide non-executive members with all 

explanations necessary for them to exercise their responsibilities, 

either by their own initiative or when requested. 

The remuneration of the executive members of the Board 

�� 

payment. The variable payment, always indexed to the 

positive performance of the companies of the Efacec Group, 

encompasses an annual variable remuneration, given according 

�� 

�� 

with collective performance, and a multi-annual variable 

remuneration, which aims at encouraging the consistency of the 

executive management in a medium and long-term sustainability 

perspective, only paid at the end of the mandate, also indexed to 

the collective performance. 

The Company Secretary is responsible for, namely, preparing and 

drawing up the documents that will be submitted to the Board 

of Directors or the General Meeting, drawing up the minutes 

of the governing bodies’ meetings and sign them together with 

the respective members of the governing bodies, safeguard and 

keep in order the minute books and attendance records of the 

Company, certify signatures and powers of the members of the 

governing bodies, as well as copies or transcripts extracted from 

the books of the Company or existing articles of association, 

provide information to shareholders exercising their right to 

information and to members of the governing bodies performing 

supervisory functions and ensure the registration of company acts 

requiring such. 

The duties of the Supervisory Board are to perform the audit and 

supervision of the Company’s management and activities, while 

also ensuring the compliance with the law and the Articles of 

Association. The Supervisory Board is composed of 3 permanent 

members and 1 substitute member, elected at the General 

Meeting. 

The Chairman of the Supervisory Board possesses every skill 

necessary to carry out his respective duties and all members of 

the Supervisory Board are independent. 

It was approved, in 2009, a Regulation for the Supervisory Board 

that establishes its responsibilities and operation. 


previous mandate, the Board of Directors elected on April 7th 

2011 a new Executive Committee, which is now composed of 

six members, and delegated the current management of the 

Company in the Executive Committee, having established the 

respective rules and limits regarding composition, mode of 

operation and delegated powers. 

The Regulation of the Executive Committee was reviewed in a 

meeting on May 27th. 

�� 

the members of the Executive Committee amounted to €3 478 

741.27, with €1 290 141.27 concerning variable remunerations. 

The previous Executive Committee, whose mandate ended on 

April 7th 2011, also earned, as multi-annual variable remuneration 

awarded at the end of the mandate, the global quantity of €2 188 

600. The corresponding cost was already fully recorded in the 

accounts of 2010. 


previous mandate, the Board of Directors appointed the Company 

Secretary in a meeting on April 7th. 

The Company Secretary attended and served as secretary during 

every meeting of the Board of Directors that took place in 2011. 

The members of the Supervisory Board did not detect any 

restrictions to the performance of their duties. 

�� 

2011, including the regular presence of an external auditor. 

The remuneration earned during the year of 2011 by the members 

of the Supervisory Board amounted to a total of €47 000. 


30 

ACTIVITIES OF THE GOVERNING BODIES - CONTINUE 

Governing 

Bodies 

Statutory 

Auditor 

Remuneration 

Committee 

Adefacec mountain hike - São Martinho de Anta 


The role of the Statutory Auditor is to audit the Company’s ac- 

��cation 

of the accounts and the audit report. 

The Remuneration Committee is composed of 3 members, elected 

at the General Meeting and its role is to approve the remunerations 

and other compensations of the members of the Board of 

Directors and other governing bodies of the company. 

All consultancy services contracted to PwC were carried out by its 

Employees, who did not participate in any audit work undertaken 

in the several companies of the Efacec Group. 

The members of the Remuneration Committee do not hold any 

positions in any other governing body of the Efacec Group. 

The Remuneration Policy Statement proposal presented by the 

Remuneration Committee was approved at the General Meeting 

on April 7th. The Remuneration Committee was always represented 

at the General Meeting. 

The Remuneration Committee gathered four times in 2011, and 

all members were present at each of them.

3.3 RISK MANAGEMENT 

�� 

managing risks, avoiding a possible collapse of operations and planning emergency situations and business continuity. 

�� 

with strategic planning, the business model, the corporate management system and the several performance control processes 

(strategic reviews and performance reviews). 

�� 

�� 

�� 

well as changes in planned actions. Efacec intends to implement a systematic process that will allow it to manage, in a corporate 

�� 

the company to prioritize risks of a different nature, from any business process and easily monitor actions carried out for its 

mitigation. 

Risk management activities are planned and implemented by taking into account the ISO 31000 standard, CMVM’s recommendations, 

as well as other existing regulations concerning this matter. Risks susceptible of interrupting key business activities (such as 

natural disaster situations, technical and operational failures or human resources failures), are managed while taking into 

account the best management practices for business continuity and crisis management. Procedures concerning the management 

of this type of risks are based on BS 25999-2, OHSAS 18001 and ISO 14001 standards. 

�� 

�� 

(emergency plans) are developed. Additionally, Efacec has incident management systems whose analysis and respective reaction 

are extremely important for managing business continuity. 

�� 


Management 

strategies 

Material 

issues 

32 

RISKS/OPPORTUNITIES 

Economic and strategic risks 

During the Strategic Planning – 

Budget cycle, analyses of economic 

and strategic risks are included and 

then discussed and explored by the 

Executive Committee and General 

Management. 

At the same time, throughout the 

whole year, Performance Meetings 

of Business and Market Units took 

place to ensure Management 

�� 

Opportunities are controlled. 

�� 

Opportunities, and with transversal 

�� 

teams (Committees), whose progress 

is also monitored by Efacec’s higher 

management. 

Governance Model; Operational 

Organization; Orders and 

Achievements; Optimization 

of Activities; Strategies and 

Commitments 

Risks associated with 

technology innovation and 

markets 

Risks and Opportunities concerned 

with technology innovation and the 

business portfolio are approached 

in the scope of Strategic Planning 

processes on a corporate level 

and on a Business Unit level. This 

way, based on the Technology 

Monitoring, Technology Cooperation, 

RDI (Research, Development and 

Innovation) Management Monitoring 

and Skill/Knowledge Management 

processes, the Business and Market 

Units identify every year their Risks 

and Opportunities, making decisions 

in order to adapt their Business 

Models, Research and Development 

Departments and remaining 

processes (establishing new RDI 

�� 

Due to the several technological 

and commercial synergies between 

Efacec’s businesses, the Technology 

Committee (TC) and Markets 

Committee (MC) were created, 

�� 

Risks and Opportunities. 

Governance Model; Orders and 

Achievements; Optimization of 

Activities; Innovation and R&D; 

Strategies and Commitments 

Risks associated with projects Risks of value chain processes 

According to Risk analyses and 

assessments that Efacec has made, 

the set of Risks and Opportunities 

�� 

(from the start of the commercial 

phase to the conclusion of the 

�� 

deserve special attention from the 

Risk Management function. 

�� 

to a set of necessary control 

�� 

of its process. Risk Management 

activities are analyzed globally 

through periodic management 

reports and also include an analysis 

of Opportunities. 


Achievements 

Generally, all processes of the value 

chain of products and services 

�� 

to continuity analysis, identifying 

practices and preventive control 

procedures possibly capable of 

avoiding their interruption, whether 

due to context risks or operational 

risks. 

This way, products, services 

and solutions from Efacec are 

�� 

originate during the design phase 

(Product Development and Service 

Development processes) or from the 

analysis of databases that record 

Incidents. Practices necessary due 

to incidents that interrupt processes 

(Crises), are described in procedures 

and implemented in the Incident 

Management system. 

In the case of Risks associated to 

Environment and Safety (Human 

Resources and infrastructures), 

the respective reference standards 

that include the performance of 

Risk Analyses and Assessments 

based on Environmental Aspects 

and Work Stations have been 

implemented. In the case of Crises, 

the respective Emergency Plans are 

established (within the facilities and 

in every workplace) and simulation 

exercises are performed to test 

�� 

�� 

industrial hubs of Efacec have 

�� 

�� 

Operational Organization; 

Optimization of Activities; 

Environmental Impact of Activities; 

Improvement of Human Resources

Risks associated with 

information systems 

Efacec’s Information Systems 

are a crucial element for its 

management, reason why 

they can also become risks 

for Business Continuity. Risk 

Management is made by the 

�� 

methodologies. 

Risks and Opportunities are 

�� 

several Services provided. Each 

�� 

and Risk Assessments, which 

identify their Accessibility, 

�� 

and Integrity requirements. 

The respective Threats and 

Consequences of each crucial 

Event (including situations of 

Catastrophe, External Attacks 

and Operational Risks) are 

�� 

The Threat probability and the 

impact of the event serve as 

the basis to assign a criticality 

rating, which allows prioritizing 

Risks and Opportunities 

addressed in the future. 

�� 

of these Risks, it is established 

a Prevention, Reaction (course 

of action in case of Crises) 

and Risk control Plan, which 

includes the installation of 

system redundancy, purchase 

of equipments and protection 

software, change of practices 

and Employee training. 

Financial risks 

Efacec’s activities are exposed 

�� 

market risk (including exchange 

risk, price risk and interest rate 

�� 

credit risk and liquidity risk. 

The management of 

�� 

�� 

markets and seeks to minimize 

potential adverse effects on 

�� 

�� 

are used to minimize said Risks. 

However, the Group relies on 

�� 

to cover Risks arising from 

its business activity. Policies 

concerning Financial Risks 

are described in detail in the 

�� 

Optimization of Activities Facts and Performances; 


Achievements 

Risks of availability and 

adequacy of Human 

Resources 

Efacec’s Management of Human 

Resources is a function shared 

between Business Units and 

Market Units. Generally, Efacec 

establishes preventive processes 

in order to mitigate Risks and 

Opportunities associated with 

the availability and suitability 

of Human Resources. 

Examples of these processes 

are Performance Assessment, 

Recruitment and Selection, 

Training and Development 

�� 

Integration process. 

Talent Management is a 

�� 

company’s key staff. 

Efacec has developed efforts 

in order to implement annual 

programs that make the 

organization more attractive for 

its Employees. These include 

programs that reconcile work 

and personal life (for example, 

Efacec sponsors its Employee 

associations to promote the 

occupation of spare-time) 

and career opportunities are 

frequently provided. 

Innovation and R&D; 

Improvement of Human 

Resources; Relations with 

Society 

Image and reputation risks 

�� 

�� 

other categories. Risks and 

opportunities associated with 

the communication channels 

themselves are essentially 

managed by the corporate 

communication function. 

Corporate communication is 

responsible for identifying 

present opportunities, 

selection of more adequate 

communication channels, 

content design and control 

�� 

the exterior. Additionally, 

monitoring mechanisms have 

been implemented to monitor 

the presence of Efacec among 

the media and in several social 

information platforms. 

Governance Model; Operational 

Organization 

Risks of irregular practices 

and compliance with 

regulations 

Efacec establishes codes of 

ethics to guide activities of all 

its Employees and identify its 

corporate Values and Principles. 

Corporate ethics are described 

by the Sustainability Policy. 

Requirements of personal 

ethics from Efacec Employees 

�� 

Conduct and Personal Ethics. 

Among the established Values 

are found Integrity and Honesty. 

�� 

that provides legal support 

to its several activities, the 

responsibility of continuously 

analyzing the publication of 

new laws and internally carry 

out the necessary changes. 

When necessary, Efacec also 

uses external advisory services. 

The several audits performed 

every year at Efacec are crucial 

instruments to verify and 

�� 

laws and other internal and 

external regulations. These 

audits can be carried out by 

external entities or by Efacec’s 

internal functions. 

Governance Model; 

Operational Organization 


3.4 CORPORATE STATEMENTS 

34 

Efacec’s main corporate statements are its Mission, Vision, Sustainability Policy and Code of Conduct and Personal Ethics. In the 

year 2011, it was decided to update both Mission and Vision. Updates took effect at the beginning of 2012. 

3.4.1 Mission 

Improving energy, transportation and environmental infrastructures for a sustainable world: 

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3.4.2 Vision 

To be the preferred partner in delivering innovative and customized solutions worldwide in the energy, mobility and environment 

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stakeholders’ expectations, from an economic, environmental and social point of view. 

3.4.4 Code of Conduct and Personal Ethics 

Efacec Employees are committed to abide by the Values outlined by their Code of Conduct and Personal Ethics. 

These Values are part of a set of Principles and practices used when engaging the organization’s Stakeholders.

SUSTAINABILITY POLICY 

Perspective Value Principles 

Economical 

Environmental 

Ethics, Integrity and 

Transparency 

Precaution and 

Prevention 

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parties. 

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respecting the privacy of their information. 

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situations of emergency and business continuity. 

Innovation and Quality �� 

value and developing innovative, integrated, differentiated and sustained solutions, preferably using 

homemade technology. 

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maintaining a response capacity to unforeseen situations and requests. 

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Respect for the 

regulations 

Environmental 

solutions 

Environmental 

protection 

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safety, health, environment, work relations and the development and marketing of systems, products 

and services. 

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several activity areas, minimizing negative environmental impacts (minimize the carbon footprint, 

production of residues, energy and water consumption). 

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Social �� 

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spare time. 

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Continuous learning 

and Teamwork 

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and increasingly involve Employees in operational decisions and in the development of new solutions. 

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within the organization is shared. 

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Safety and Health �� 

safety and well-being. 

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possibly exposed to Efacec’s activities. 

Human Rights �� 

from them without any type of retaliation. 

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freedom of association, while ensuring that Employees have a right to privacy, reputation and freedom 

(economical, social and cultural). 

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Social Awareness �� 

on the potential and soundness of the proposals and the credibility and proximity of the institutions. 

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communities where Efacec is inserted, namely concerning the selection of suppliers and the recruitment 

of new Employees. 


3.5 STAKEHOLDER ENGAGEMENT 

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36 

Some of these processes include two-way communication instruments that provide a quantitative and qualitative evaluation, the 

way Efacec activities are perceived by Stakeholders. By analyzing the stakeholders’ expectations, it is possible to identify the 

Material Issues addressed by the present report. 

3.6 BUSINESS MODEL 


Efacec is a Portuguese company present in nearly 65 countries over the 5 continents, with industrial facilities in 9 countries and 

including, by the end of 2011, over 4600 Employees and a turnover close to EUR 1000 million. 

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Business Units are complete structures of business resources, engineering, Innovation and Development, production and logistics, 

designed to supply solutions, services and products, by developing their value chains. This way, the 10 Business Units represent 

the “product” dimension of the adopted management model. 

Regarding the “geographical” dimension, 7 worldwide regions were established, which the Group calls Market Units (MU). These 

Market Units encompass the geographies considered to be part of Efacec’s strategy and priorities, referred to, as such, as “Efacec 

Markets”. Each Market Unit seeks to create conditions required for the Business Units to set up and develop their activities. 

Market Units have a strong presence in their region. They provide a complete portfolio of solutions, services and products, 

develop businesses, establish the necessary relations and identify opportunities. Furthermore, they have the production capacity 

and skills necessary to develop new products, services and solutions. In the international market there is also another area - Rest 

of the World (RoW) – aimed at identifying opportunities and coordinating commercial resources shared by businesses outside the 

scope of the mentioned “Efacec Markets”. 


Support Areas gather several services to support administration and management of the Units, as well as a set of transversal 

processes that are shared among Efacec’s Units. Strategic guidance and coordination of Support Areas are ensured by the Group’s 

holding. 

In June 2011, with the purpose of obtaining a better alignment with the new challenges, a new organization was created for the 

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COMMUNICATION AND ASSESSMENT OF STAKEHOLDER ENGAGEMENT 

Stakeholder Forms of Consultation Forms of Assessment Expectations Material Issues / Answer 

Company and All 

Stakeholders 

Customers 

Employees 

Suppliers and 

Partners 

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e-mail 

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acknowledgment processes 

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(communications, round 

tables, etc) 

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community institutions 

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movements 

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Surveys 

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applications (Internet) 

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execution of contracts 

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technological events and at 

fairs 

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Development Management 

Process (GDD) 

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and development 

opportunities 

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opportunities 

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Employees 

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activities 

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Shareholders, Management 

and other Bodies 

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initiatives from Employees 

associations 

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process 

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Shareholders �� 

Directors 

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Efacec’s Shareholders and 

Staff 

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in Annual Reports 

(Management, Accounts and 

Sustainability) 

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application to public 

acknowledgments 

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management and 

sponsorships 

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and Positions 

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Efacec’s participations 

abroad 

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Assessment 

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Customer information, 

on account of visits, 

installations and services 

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Claims; analysis of their 

requirements 

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(management of creative 

ideas) 

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and training sessions 

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career analyses or in the 

scope of the Performance 

and Development 

Management Process (GDD) 

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satisfaction 

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Colombo program 

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processes 

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Services’ internal customers 

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meetings (for example, the 

Introduction program) 

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acknowledgement of 

suppliers 

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management 

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Meetings of the Board of 

Directors 

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meetings 

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initiatives 

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quality 

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innovation 

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occupation, compensation, 

equity, climate) 

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reconciliation 

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activities 

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development 

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40 

SUPPORT AREAS RESPONSIBILITIES 

Strategic Planning and Business 

Development 

Communication and Sustainability 

Strategic Sourcing and Cost Management 

Human Resources Management 

Contracts and Risk Management 

Innovation, Quality and Organization 

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overall costs 

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Development and Innovation (R&D+I) and Quality, Environment and Safety (QES) 

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the Group 

IT Systems �� 

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Financial and Management Control 

Legal 

Internal Audit 

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Administrative �� 

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With the current highly competitive environment, in which Efacec develops its activity, it is particularly important to have 

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of the company. 

As such, in 2011, the Technology and Markets Committees were created, headed by members of the Executive Committee. 

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optimizing costs and R&D resources. The TC currently coordinates several inter-Business Unit working groups (Transformers, 

Switchgear, Transports, Renewables and Automation), in technology areas regarded as a priority. The activity developed by these 

working groups and the results already obtained prove the importance of the mission of the Technology Committee in pursuing 

Efacec’s strategic goals. 

The main purpose of the Markets Committee (MC) is to analyze the way Efacec’s current markets develop, namely regarding 

the rational that led to their establishment, as well as the distribution of responsibilities between the local component and 

the involved Business Units. It will also analyze situations and proposals of solutions to be implemented in other markets, 

namely concerning the detection of geographies potentially interesting for a more systematic exploration. The MC will also be 

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analysis of the possible integration of countries in already existing Market Units and the creation (temporary or permanent) of 

new regions/Market Units. 


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occur at the beginning of 2012. 


42 

STATUS OF THE MANAGEMENT SYSTEM CERTIFICATIONS 

Company Quality Environment 

Efacec Energia, Máquinas e Equipamentos Eléctricos, S.A. 

Power Transformers Business Unit 


Distribution Transformers Business Unit 


Switchgear Business Unit 


Servicing Business Unit 

Efacec Engenharia e Sistemas, S.A. 

Environment Business Unit 


Automation Business Unit 


Engineering Business Unit 


Logistics Business Unit 


Transports Business Unit 


Renewables Business Unit 

Efacec Serviços de Manutenção e Assistência, S.A. 

ATM - Assistência Total em Manutenção, S.A. 

Brisa - Conservação de Infraestruturas, S.A. 

Efacec do Brasil LTDA 

Energy Service LTDA 

Bauen Efacec, S.A. 

Efacec Advanced Control Systems, Inc. 

Efacec Sistemas España, SL 

Efacec Central Europe Limited S.R.L. 

Environment, Logistics, Automation, Renewables and Transports 

Business Units 

Efacec Contracting Central Europe, GMBH 

Engineering Business Unit 

Efacec Power Transformers Inc. 

Occupational 

Health and 

Safety 

Research, 

Development 

and Innovation


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performed audit work, are discussed with the auditees, giving them recommendations on how to best solve/improve them. 

These recommendations require an answer from the persons responsible for the audited areas, including actions and deadlines 

required to implement them whenever applicable. Internal Audit reports directly to the Executive Committee through a director 

in charge of that role. 

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subsidiaries. Also, it greatly contributed towards the current distribution of powers (delegation of powers matrix). 

Internal Audit Activities 

3.7 CORPORATE STRATEGIES 

The basis of the company’s strategic decisions is its Strategic Planning/Budget cycle, which is part of Efacec’s current governance 

�� 

Planning process with the Budget process. 

Strategic Planning (5 years) 

1. Establishment of Strategic Challenges by the 

Executive Committee (February-March); 

2. Establishment of Strategic Plans for the Business 

Units (April-June); 

3. Quantitative construction of the Business Plan 

(October-November); 

4. Presentation of the Business Plan of the Efacec Group 

(December). 

Monitoring meetings of the Strategic Plan and Budget 

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Budget for the Next Year 

1. Draw up the Departmental Budgets (October) 

2. Discussion of Budget Goals for the Units with the 

Executive Committee (October-November) 

3. Presentation of Efacec’s Budget to Shareholders 

(December) 

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clearly the current Corporate Strategies of Efacec. 


44 

STRATEGIES 2012-2016 MAIN STRATEGIC PERFORMANCES 2011 

Strategic Area Strategic Guidelines Strategic Initiatives Goals 

Management of 

Resources and 

Internationalization 

Innovation and 

Sustainability of 

the Planet 

People and Society 

Organization 

Transform Efacec into a 

multinational company, 

improving relations between 

Business and Market Units, 

adopting a model based 

on pools of expertise 

distributed worldwide 

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improvements of transversal 

synergies 

Economy 

Development of actions 

that highlight the need to 

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acquiring better operational 

margins and greater 

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capital, particularly in 

external markets 

Markets and Customers 

Maintain the competitiveness 

of the offer with a high 

emphasis on innovation 

and the company’s new 

challenges 

Environmental 

Responsibility 

Reduce the environmental 

impact of activities 

and include partners in 

environmental activities 

People and Teams 

Increase recruitment 

capacity in international 

markets and develop 

skills (particularly in 

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management control 

Involvement with society 

Establish cooperation ties 

with society by means of 

proactive courses of action 

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initiatives and other 

relations of citizenship 

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markets, aimed at a set of geographies (Efacec 

Markets) with great potential 

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markets focused on businesses in which Efacec 

has distinctive technical skills 

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reporting procedures 

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standardization 

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of R&D results as well as knowledge sharing 

within the company 

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products and services in the market 

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friendly businesses 

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recovery 

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internationalization 

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and life 

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cooperation and support proposals from 

communities 

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Schools 

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practices 

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media 

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established contract 

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center of Argentina 

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Automation activities in Central Europe 

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suppliers 

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MOBI.E consortium 

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the hub of Maia 

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Satisfaction assessment 

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programs 

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PLAN 2012-2016 

Main Progresses Assessment Main Goals/ Commitments 2012 2013 2014 2015 2016 

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for a warehouse close to Prague 

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the established contract 

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and Automation activities in Central Europe 

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��Goal Fully Achieved � Goal Partially Achieved � Goal Postponed to 2012 � Activities Included in the Strategic Report Planning 

and Accounts 2011 | 45 

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reporting. 

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Disaster Recovery (Information Systems) � 

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Management module concluded 

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of 2012) 

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development of the new WebRH 

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process and development of the Disaster Recovery plan 

(Information Systems) 

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suppliers 

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Romania and North of Africa 

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chargers 

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time) at the hub of Maia 

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Satisfaction 

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level to 2012 

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roles 

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5 to 20% in accordance with the QES plan) 

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from stakeholders 

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programs 

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volunteer program 

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Photovoltaic plant in Bezmer – Bulgaria 

46

4 

Focus on Economic Sustainability 

4.1 ORDERS AND ACHIEVEMENTS 



4.1.3 Spain 



4.1.6 India 

4.1.7 Maghreb 



4.2 OPTIMIZATION OF ACTIVITIES 






48 

48 

50 

52 

53 

55 

56 

57 

58 

64 

67 

67 

68 

70 

73 

74 


4.1 ORDERS AND ACHIEVEMENTS 

Manica province, Mungari village 


In 2011 was signed a contract with EDM - Electricidade de 

Moçambique, an electric utility from Mozambique, for the rural 

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connections to new customers in Muanza, Chupanga, Marringue, 

Tambara, Macossa, Mandie, Sussendenga, Chigodore and Serra Choa. 

An additional contract was also signed with EDM for the 

refurbishment and reinforcement of the power grid of Maputo 

�� 

the 400/275-kV substation in Maputo and the rehabilitation of the 

275/60-kV substation in Infulene, as a result of the contract signing 

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the presence of Efacec in the market of Mozambique, one of the 

company’s strategic markets and demonstrates the trust that EDM 

places in Efacec’s capability to develop energy systems. 

Several power transformer maintenance contracts were signed with 

the Mozambican HCB- Hidroeléctrica de Cahora Bassa for the supply 

of four sets of new windings for single-phase 160MVA-220kV GSU 

transformers and replacement services of two sets of windings in 

existing transformers with malfunction symptoms. HCB, based in 

�� 

is located in the Zambeze River in the province of Tete. It is one 

of the largest energy producers in Mozambique, with a capacity 

exceeding 2000 MW, which supplies the entire country (250MW), 

South Africa (1100MW) and Zimbabwe (400MW). These orders are 

48 

a result of the global service contract that Efacec has with HCB 

since 2007. 

In 2011, Efacec was present at the 47th FACIM (international fair 

of Maputo) with a stand integrated in the pavilion of Portugal. This 

edition of FACIM gathered 1658 exhibitors, 660 of which represented 

17 foreign countries. 

Efacec’s presence at FACIM 2011

Efacec Angola signed a supply contract with the company Empresa 

Nacional de Electricidade - ENE E.P. (Angola) for the Rehabilitation 

�� 

This order will enable the re-establishment of the full exploitation 

capacity of the hydroelectric development currently reduced to 50%. 

The contract includes the overall rehabilitation of the alternators, 

which will include the rewinding of the stator and the improvement 

of several components, as well as the modernization of command, 

control, protection, synchronization and excitation systems, which 

will be part of the responsibility of the Servicing Unit. 

By the end of 2011, Sonangol awarded to the consortium composed 

of Efacec Engenharia e Sistemas, Efacec Angola, Ambitermo, Oil & 

Gas and Hidraulica de Angola, an EPC (Engineering, Procurement and 

Construction) contract for the construction of the new Combined 

�� 

Efacec signed a Contract with Teletrinf for the construction of 2 

substations in Angola, in the Huambo region: the Substation of 

�� 

60/30 kV (1x10 MVA + 1x6 MVA). 

With the beginning of the collaboration in 2010 for network 

�� 

is now one of the main suppliers of solutions for infrastructures 

in Angola. In 2011, 25 new telecommunication sites and network 

optimization services were awarded. 

View of the 400/275kV Maputo Substation 

Efacec was present in the International Fair for the Environment, 

Equipments, Services and Environmental technologies that took place 

�� 

that the Angolan government has with the environment. 

In South Africa, the Compact medium-voltage solution (also known 

�� 

SABS - South African Bureau of Standards, resulting in the possibility 

for immediate marketing of the product in that market. 



�� 

Companhia Paranense de Energia, the largest power distribution 

and transmission company in the state of Paraná with over 380 

substations and 183.280 km in lines. The contract includes the 

execution a turn-key venture comprising 2 complete bays with 500 

kV, which will be executed in the substations of Araraquara II and 

Taubaté, in the state of São Paulo. Efacec is responsible for carrying 

out all activities concerning this venture, from basic engineering, 

�� 

constructions, electromechanical assembly, protection/control 

system, automation, telecommunication, commissioning and 

�� 

�� 

In Brazil, a contract was signed with ENERGEST for the supply of a 

GOC (Generation Operations Center). ENERGEST is a company of 

the EDP Group responsible for managing about 400 MW installed 

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X platform that currently manages power distribution grids in 

�� 

management of power generation. This will allow hydroelectric 

utilities and small hydroelectric power plants to be supervised 

and controlled remotely from the operational management center 

�� 

Efacec do Brasil won the tender for the expansion of the substations 

of Ji-Paraná, located in the State of Rondônia and Miranda II, in 

the State of Maranhão, which include the protection, control and 

supervision system, construction works and electromechanical 

erection, as well as the supply of several equipments and materials. 

View of the Taubaté Substation 

50 

�� 

sector of the Brazilian market. 

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�� 

(10%)] for the electrical works of a 150-MW wind farm, located in 

�� 

Efacec do Brasil won an important tender from the Companhia 

do Metropolitano de São Paulo – Metrô (metro company of São 

�� 

�� 

World Cup 2014. This new line, which will connect the Congonhas 

Airport to the region of Morumbi will have a length of 21.5 km 

and include 20 stations. In this contract, Efacec’s scope of works 

Virtual image of the new line 17 of the São Paulo Metro

Subestação de Ji-Paraná 

includes control center, which will perform the management and 

monitoring of the entire system, power components, cables and 

communication structures, as well as installation of safety devices. 

The architecture of the control center that will be supplied will 

be bases on the EFARail platform, fully developed by Efacec, 

which will be responsible for managing video surveillance and 

electronic monitoring systems, public information systems and the 

energy management and supervision system (SCADA), while also 

implementing an application for training and simulation that allows 

the user to run a simulation and tests of operational strategies, 

including the creation of operational scenarios. 

�� 

�� 

analysis and weather monitoring, integrated into what will become 

�� 

in Brazil. The purpose of the system that will be supplied is to 

contribute towards the safety of drivers by implementing automatic 

actions in accordance with certain incidents. An example of 

this is the fact that the system is able to detect a road accident 

automatically by analyzing the signal from the video cameras. 

�� 

supervision, testing and commissioning of the new command and 

control systems (DCS) and power transformers for the Thermoelectric 

Power Plants of Pecem I and II (3 x 360 MW) and Itaqui (1 x 360 MW), 

�� 

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distribution systems in the scope of CISCEA (Commission for 

Implementation of the Brazilian Air Space Control System). Efacec 

won the tender for the supply of power distribution systems with 125 

Vdc, 48 Vdc and 28 Vdc. For the IE Madeira consortium, created by 

�� 

systems with 48 Vcc. For the latter, Efacec’s equipments will power 

the telecommunication repeater stations between Porto Velho, in 

the state of Rondônia and Araraquara, in the state of São Paulo. 

ANDE, a power distribution company in Paraguay, has awarded to 

Grupel, a Portuguese company, an order for twelve Generator Sets 

totaling around 20 MVA. The award, a result of an international 

tender, has the purpose of providing ANDE with alternative resources 

to supply energy to the local distribution grid. The Generator Sets 

that will be supplied include several Efacec equipments, namely 

twelve step-up transformers (0.4/23 kV) with a total power of 22.5 

MVA and respective medium-voltage protection cells. 

The construction company Kallas, in charge of remodeling the 

passenger terminal of the International Airport Eduardo Gomes – 

Manaus/AM (Brazil), has awarded Efacec the baggage handling 

system, composed of 86 check-in systems, conveyors, 4 departing 

carousels and 11 arriving ones. The construction company Marquise, 

in charge of refurbishing the passenger terminal of the International 

�� 

handling system, composed of 66 check-in systems, conveyors, 4 

departing carousels and 8 arriving ones. 


4.1.3 Spain 

�� 

�� 

This transformer station is composed of one distributor area and 

one customer area. The end-customer is Ayuntamiento de Villena 

�� 

well as the goal of supplying power to the bullring of Villena (Spain). 

It should be mentioned need for the integration to be properly 

completed, without affecting the architecture of the bullring, 

which has been the recipient of several architectural awards. 

High voltage equipment was supplied by Efacec to the group ENDESA, 

for installation in two substations of this important Iberian company. 

�� 

�� 

voltage equipment, in this region. 

Efacec Automação received an order for the supply of smart meters 

and respective concentrators based on the G Smart product, for the 

Spanish company Gas Natural Fenosa (GNF). This order constitutes 

�� 

�� 

innovative Efacec products for smart grids. M Box includes multiple 

two-way communication options either with the advanced metering 

infrastructure of the electrical operator or the energy automation 

network and supplies a platform of choice to carry out smart 

�� 

programs. 

�� 

substation automation system for Hidrocantábrico (HC), of a set of 

Alicante bull ring 

52 

�� 

�� 

�� 

Group, which is present in several European countries, awarded a 

contract to Efacec for the supply and commissioning of a storage and 

transport system for adhesive paper rolls. In the manufacturing unit 

of Torraspapel located in Almazán, near Sória, Efacec will supply 

an automated storage with two stacker cranes for 4-ton rolls and 

with a maximum diameter of 1500 mm with a capacity for 1080 rolls 

and a conveyor-based transport system and 5 laser-guided AGVs, 

which will carry out the entire internal transport processes of the 

production unit. In turn, for the manufacturing unit of Sarriópapel, 

�� 

system (two units) with similar functions. 

In 2011, Efacec signed a contract with HC Energia in Spain regarding 

the refurbishment of the Distributed Control System (DCS) of Group 

2 from the Thermoelectric Power Plant of Aboño in Asturias. This 

order reinforces Efacec’s presence in the Spanish market, namely 

�� 

�� 

many industrial units of the ENCE Group (Spain) and expanded the 

maintenance business to wind farms. It also obtained a worldwide 

��

�� 


�� 

�� 

in question has 500MVA 230/115/13.2 kV. The whole design of this 

transformer was created by American employees under Portuguese 

�� 

one to be entirely built in the USA, this was a complex process that 

was only possible due to the strong spirit of cooperation between 

the factories in Portugal and in the USA. It is worth mentioning 

that no Shell-type transformer has been manufactured in the USA 

for over 20 years. With this event, Efacec has brought back Shell 

technology to its home country. 

In 2011, it was obtained by Efacec the largest order so far for power 

transformers in the US market. Westinghouse Nuclear ordered 20 

power transformers (76 and 33 MVA) to Efacec Power Transformers, 

respectively for Votgle’s (Southern Co. – Georgia) and Summer’s 

(SCANA – South Carolina) nuclear power plants. The fact that the 

�� 

�� 

customer, represents a hugely important factor for the company in 

order to reinforce its brand and activity in the USA. 

The Public Service Electric and Gas Company (PSE&G), one of the 

largest Gas and Electricity utilities in the USA and also one of oldest 

and largest private utilities in New Jersey, awarded two mobile 

substations with 60MVA 230-27.72kV and two mobile substations 

with 60MVA 69-13.8x4.37kV in the year 2011. These are the most 

powerful mobile units ever designed and manufactured by Efacec, 

which already has over 30 years of experience in producing mobile 

units. 

Efacec’s Fast Charger for electric vehicles 


Efacec signed a contract with the North-American company 350 

Green for the supply of 900 fast-charging units up to 2014 in keeping 

with the CHAdeMO standard, with the option of including other 

products such as standard chargers and technical management 

of the network. Considering that, so far, there are about 700 

CHAdeMO-approved fast chargers installed worldwide (of which 600 

�� 

�� 

a global scale, making Efacec the largest global manufacturer of 

fast chargers. Efacec and 350 Green will also work on smart grid 

applications, which will add value to the operations of the utilities 

that power the network’s charging stations. 

In 2011, Efacec ACS commissioned to Georgia Power a failure 

detection, isolation and recovery system (FDIR) for medium-voltage 

�� 

�� 

of networks. With the Centrix solution, one of Efacec’s smart grid 

solutions, it is possible to reduce power outage times as a result of 

faults of hours to seconds, resulting in a drastic improvement of 

service quality indicators for the utilities. 

�� 

east of Manhattan, covering the counties of Nassau and Suffolk and 

part of Queens, with over 4 million inhabitants, power distribution 

�� 

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a new DMS/OMS (Distribution and Outage Management Systems). 

This system covers nearly 1100 circuits of the island and 1.2 

million customers, with 4 interconnected and fully integrated 

Aerial view of the Photovoltaic plant in Bulgaria 

54 

command centers, allowing the system to operate in case any one 

of them malfunctions. With nearly a hundred servers, the real-time 

application will serve 300 operators and will be prepared to support 

�� 

�� 

damage assessment. The electrical model of the network is already 

fully built and upon it will run automation network applications 

such as failure detection and recovery (FDIR) and automated 

management of loads.

Inauguration of the Photovoltaic plant in Bulgaria 


Having supplied several automation and protection systems to 

Electrica Muntenia Nord, Efacec has cemented its position as the 

main automation supplier for the medium voltage grid of this 

Romanian power distribution company. Also in Central Europe, 

Efacec concluded the supply of 25 substation automation systems 

for E.ON România and received orders for substation automation 

and protection systems from PPC, Electrica Transilvania Sud and 

E.ON România, in this case a set of 21 systems, making Efacec the 

main supplier of substation automation systems in Romania. 

�� 

of Efacec in Bulgaria. This concerns a 4-MW farm, built in the 

village of Bezmer. This farm had already been operating since the 

end of March and produced 4330 MWh up to the end of the year, 

with a yearly production capacity of 5460 MWh. The farm uses 

�� 

several Efacec equipments: inverters, transformers and medium 

�� 

�� 

At the end of the year, Efacec received another important order in 

Bulgaria: the company Dabovo Energy, held by the Novenergia fund 

and by Bulgarian investors, awarded the turnkey construction of 

a 10-MW photovoltaic farm, which covers two terrains separated 

by 3 km and connects to a substation of the Bulgarian power grid 

– NEK. The exceptional performance of the Bezmer farm and the 

capability to supply O&M integrated services were decisive factors 

for the customer’s decision. 

�� 

Slovakia (located at the village of Buzitka) took place on October 

2011. Efacec Contracting Central Europe GmbH completed the 

construction of two photovoltaic farms in this region, one with 

4MW and the other with 2MW. They began operating on December 

�� 

6500MWh, exceeding expectations in about 3%. The total surface of 

the modules corresponds to 42 462 m2, which is equal to 6 football 

�� 

�� 

by Efacec. 

Efacec was the company chosen by the Norwegian company Bybanen 

�� 

�� 

�� 

�� 

for supplying an entire range of energy components, from overhead 

lines to traction substations and local power remote control. All 

these systems include applications and equipment developed by 

Efacec, ensuring that a fully integrated solution is provided and 

that it is perfectly adapted to the functional and operational 

requirements requested by the Customer. 


110kV and 6kV Substations of the Bohunice nuclear power plant, in Slovakia 

Efacec Contracting Central Europe GmbH won in 2011 a tender for 

the refurbishment of the 110kV and 6kV substations of the Bohunice 

�� 

by the Bohunice International Decommissioning Support Fund 

(BIDSF), managed by the European Bank for Reconstruction and 

�� 

the out-of-date back-up power supply of the already deactivated V1 

nuclear reactor of Bohunice nuclear power plant and to implement 

a new power supply for the systems remaining in operation during 

the decommissioning process of the reactor. 

Efacec also signed a contract with ŠKODA Auto a.s. for the supply 

of a fully automated high-bay warehouse for original car parts and 

accessories. This turnkey automated warehouse will be installed 

in Mladá Boleslav, a city located in the Central Bohemian region, 

50 km from the northeast of Prague. With a height of 40 meters 

and occupying an area over 5.500 m2, this automated storage will 

be storing and preparing original parts and accessories of various 

vehicle brands of the Volkswagen group for the Czech Republic and 

original ŠKODA parts for the entire world. With an implementation 

period estimated at 16 months, this is the largest automated highbay 

warehouse in the region. 

56 

4.1.6 India 

Comprising the order with the largest individual volume ever for the 

Automation Unit, Efacec is supplying BESCOM, Bangalore Electricity 

�� 

�� 

the capital and largest city of the State of Karnataka, in India. The 

�� 

for a period of three years. Considered to be the technological 

capital of the country, it is also here that over 1500 companies and 

�� 

is the Indian utility responsible for the distribution of electricity 

in 8 districts of Bangalore, covering an area of nearly 41 000 Km2 

and with a population of over 14 million inhabitants. Along with 

�� 

�� 

�� 

quality of its power distribution grid. 

JK PAPER, the largest Indian manufacturer of printing paper and a 

�� 

by the end of 2011, the turkey supply of one automated warehouse 

for paper rolls and another one for pallets for their new Jaykaypur 

factory, located in the region of Orissa (in east-central India). This is 

�� 

�� 

��

4.1.7 Maghreb 

�� 

in a consortium with the Portuguese construction company Casais, 

the erection of the Water Treatment Station (WTP) of Ait Massaoud. 

By retaining water from the dam with the same name, this WTS has 

�� 

the phosphates industry of the Moroccan OCP. This same company 

also awarded Efacec with the remote management and monitoring 

system for 200 water infrastructures for in the North of Morocco. 

�� 

des Chemins de Fer), for the supply and installation of about 160 

�� 

Benguerir and Sidi Ghanem. This work is included in the refurbishing 

�� 

result of the development strategy of the Moroccan transportation 

sector, establishing a secure and high-rate communications 

infrastructure between the economic capital, Casablanca, and the 

tourism capital, Marrakesh. 

�� 

company responsible for the distribution of power, water and 

�� 

�� 

substations in Chavigne, Dar Bouazza and Oulad Haddou, while the 

Virtual image of the Water Treatment Station of Ait Massaoud 

second one concerns the repair of an 80MVA, 220kV transformer 

with the full on-site replacement of the winding. 

In November 2011 the Heavy Metro of Argel entered into commercial 

�� 

of the most representative electromechanical systems necessary 

for exploitation, having also supplied several types of installation 

equipments and accessories. 


Power Transformer at the Armamar Substation in Portugal 


During the year 2011, several units were commissioned to REN 

(Redes Energéticas Nacionais), amounting to a record installation 

of 2790 MVA. A set of transformers composed of 7 units with 

400kV, 6 units with 220kV and 3 units with 150kV began operating 

at transmission substations in Portugal. Additionally, it should be 

�� 

of REN’s network, 2 single-phase banks of 70MVAr 230kV reactances 

for the substations of Tábua and Castelo Branco. 

Regarding the new hydroelectric plants, three important orders for 

�� 

– 415/21 kV for Frades II, 2 x 160 MVA – 415/11 kV for Foz Tua and 

also a unit of 252 MVA – 418/15 kV for Salamonde. All these machines 

are shell technology, using a solution with dissociated phases, which 

has allowed Efacec to become the main group transformers supplier 

for large hydroelectric plants built in these past years. 

The Switchgear Unit was awarded the supply of modular switchgear 

and ring main units for the secondary distribution networks of EDP 

Distribuição. It is also worth mentioning that with this contract 

�� 

type modular switchgear for EDP and developed a mobile compact 

�� 

�� 

name) that are a result of the integration of a set of medium 

voltage components. This solution designed by Efacec will allow 

EDP Distribuição to supply electricity in any geographical area of 

Portugal, being only necessary to move the mobile substation to the 

site of destination. 

58 

�� 

and PucBet. These solutions were installed at the new power 

plant built and held by the intermunicipality company for solid 

wastewater treatment. The selection process of the solutions went 

through a deep technological analysis, favoring the performance of 

the installed solutions. 

Normadix modular cell

Efacec was awarded the supply of PUCBET-type compact substations 

for the UNOP 5 allotment of the Tróia Resort tourist complex. 

�� 

30kV Switchboard located in the petrochemical complex of Sines 

in Portugal. The scope of supply includes the replacement of the 

existing equipment and the turnkey installation of Efacec QBN7 

36kV 31.5kA 2500A metal-clad switchboards. 

Efacec received an order from Continental Mabor for the supply and 

installation of a new Transformer Station, which will be added to 

the company’s other eight. The supply includes a Medium Voltage 

(MV) switchboard with draw-out Normacel-type equipment (17.5 kV 

– 31.5 kA – 1250 A), two Powercast-type dry distribution transformers 

�� 

supply the Transformer Station. 

During the third quarter of 2011, Efacec Automation concluded 

�� 

responsible for the technical management of the Portuguese 

�� 

�� 

power control system. The solution that was installed included 500 

units, fully developed by Efacec, as well as redundant power supply 

systems, and power control modules that allow the maneuvering of 

equipments through overhead lines. The BCU 500’s main function is 

to control and supervise all bays included in traction substations and 

feeder stations located along the line. Installations were performed 

at the following railway stations: Vendas Novas, Casa Branca, Torre 

da Gadanha, Monte das Flores and Évora 

Virtual image of the mobile compact Substation developed by the Switchgear Business Unit for EDP 

�� 

distribution substation automation systems for Algeruz, Quinta 

�� 

�� 

�� 

server units and acquisition units. Substation automation solutions 

�� 

and reduce installation, testing and maintenance costs. 

�� 


Also in 2011, was concluded the installation of an integrated 

automation, protection and control system for the substation of 

GIS in Ermesinde (220/60 kV), part of REN’s national transport 

�� 

best international examples of IEC 61850 multi-manufacturer 

integration, including product integrations and engineering tools in 

line with this international standard. 

This Unit received two important orders from EDP Distribuição. 

�� 

solution for a remote control MV network for 137 transformer 

substations, spread throughout the Portuguese territory. This 

solution is based on Efacec micro TCMT, the compact module that 

provides basic measurement and signaling functions, fault detection 

and control execution. The micro TCMT cabinet will be composed 

by one compact RTU, two fault detectors and one internal power 

supply manager. The second order comprised a maintenance 

contract concerning substation automation systems, featuring 

protection and control, for 33 primary distribution substations. The 

contract has the duration of one year, with possibility of extension 

�� 

scope of maintenance contracts for substations, together with 

the maintenance contract for the National Control Centers, now 

in its third year of operation. The contract covers preventive and 

corrective maintenance services, hot-line service (24 hours a day, 7 

days a week) and an exclusive automatic help-desk service. 

In January 2011, was inaugurated the sixth line of the Metro do 

�� 

the direct connection between Senhora da Hora station, in 

Matosinhos, and Fânzeres station, in Gondomar. The work executed 

Ermesinde Substation 

60 

for this new section included the construction of 7 km of railway 

and ten new stations. Efacec took part (along with Somague, Soares 

da Costa, Mota-Engil and Monte-Adriano) in the consortium for 

the construction of this new line, being responsible for its entire 

electromechanical component. Thus, the network of Metro do Porto 

now has a total of eighty stations throughout 67 km of line, meaning 

that Efacec took part in all phases of conception and development 

of this network, which is already a worldwide reference in urban 

transportation systems. 

�� 

�� 

of Metro do Porto. The new Station – now the South end of the 

�� 

�� 

�� 

was responsible for all electromechanical systems that ensure the 

mobility of the vehicles and operation of the new station, from 

power systems to telecommunication systems. All integration works 

were carried out by Efacec, without interrupting its normal service, 

providing Metro do Porto with an exceptional integration service.

Metro do Porto, yellow line 

�� 

�� 

�� 

Airport. This new line, with a total extension of 3.6 km and 3 new 

stations (Moscavide, Encarnação and Aeroporto), materializes an 

old ambition of having the metro line reach the airport terminal of 

�� 

�� 

medium voltage grids, electric traction and complementary safety 

systems in the Oriente – Airport section. The second contract 

includes the supply and assembly of substations and transformer 

stations and sections for that same extension. 

In April, with the end of the construction works for the subsection 

�� 

years after its construction began. This subsection has 3.6 km, out of 

which 1.8 km are tunnels that include a highly innovative safety and 

operation system developed by Efacec. The scope of this contract 

includes design and supply of all electromechanical systems. 

The wind farm of Serra da Boa Viagem, generating up to 6 MW, 

which Efacec developed in all aspects, began operating In December 

�� 

�� 

investment: the farm generated 16.9 GWh, a value practically equal 

to what was expected. 

For the Ventinveste consortium, Efacec completed in September 

�� 

Arganil. The scope of supply included all of the farm’s electrical 

�� 

each wind turbine and a 30-kV substation. 

�� 


�� 

supply of a remote management support system for Águas do 

�� 

be responsible for implementing a telecommunication system 

composed of three radio and communication networks by means 

�� 

namely solar panels and UPS, and will carry out all works involving 

telecommunications support infrastructures. 

�� 

part of the ARDO group and the second largest European producer 

of frozen vegetables of Belgian origin, an order for an innovative 

truck freight preparation system that allows the customer to order 

�� 

loading process and particularly reducing the truck’s idle time. 

The system is composed of a stacker crane with a satellite vehicle 

operating in a multi-depth rack managed by a Management System 

in communication with the customer’s ERP, allowing the user to 

prepare the freights of 62 trucks simultaneously. The proposed 

solution also allows the user to perform reverse logistics, in other 

words, to organize packages by item derived from several trucks 

with products from other factories of the group and meant for the 

Portuguese market. Another characteristic of this system is the fact 

that it was built to operate at -25ºC without requiring any human 

intervention. 

�� 

low-voltage electrical installations, has awarded Efacec the supply 

and commissioning of an automated warehouse for pallets and its 

respective management system for its facilities in Serpins, 30km 

from Coimbra, Portugal. 

Aerial view of the Wind Farm of Serra da Boa Viagem, in Figueira da Foz - Portugal 

62 

Efacec, in a consortium with Andritz and SMM, won the tender for 

the supply of equipment for hydroelectric exploitation of Foz Tua. 

The plant will be equipped with two 2 x 150 MVA pump turbines. 

�� 

assembly and testing of the entire auxiliary production equipment 

(BOP). Efacec was also the company selected by Hidroerg and by 

Hidroeléctrica de Felgueiras to supply all equipments and systems 

�� 

�� 

Alqueva II (2 x 150 MVA), Ribeiradio (1 x 80 MVA) Ermida (2x 4.1 

�� 

Efacec, in a consortium with Alstom Power Italy and Alstom Power 

�� 

�� 

thermoelectric power plant of Sines. By the middle of next year, 

the installations concerning the remaining 3 groups of the power 

plant will be concluded. 

By the end of 2011 was concluded the construction of the new 

Cogeneration Power Station for the shopping mall Centro Comercial 

�� 

energy to supply the main public network and thermal energy (heat 

�� 

awarded by the Sonae Group to the consortium comprised by Efacec 

Engenharia e Sistemas and Ambitermo. The construction of the 

Cogeneration Power Plant of Exporplás was also concluded, with a 

2-MW installed electrical capacity and a 1.3-MWth thermal capacity 

for industrial use. Efacec was responsible for the turnkey execution 

��

Panoramic view of the Pedrógão Pumping Station – EDIA 

During the year 2011, Efacec concluded the construction of the 

Substation of Tavira 400/150/60 KV (1x450 MVA + 2x170 MVA), an 

infrastructure of great importance for REN given that it reinforced 

the connection with the power grid in the South of the Country 

�� 

Andaluzia - the Portuguese grid to the Spanish one, an important 

infrastructure for the Iberian Energy Market. 

In 2011, the Environment Business Unit supplied EDIA (Empresa de 

Infra-estruturas do Alqueva) with the pumping stations of Pedrógão 

(left bank) and Seldes. At the same time, Efacec was awarded 

�� 

for Valorlis and a water treatment station (Cancelas) for Águas do 

Mondego. 

The Maintenance Unit signed an HVAC maintenance contract with 

Autoeuropa, initiated the global maintenance of the new hospital of 

Braga and renewed the global maintenance contracts for the Storage 

�� 

�� 

�� 

took part in the overall temporary shutdown of Portucel Cacia. 



�� 

Farms of Cabo Verde. After receiving the order in March 2011 for 

the Cabeólica consortium, the Factory Acceptance Tests of the 

Santiago 20kV Switching Station were carried out successfully. The 

�� 

public grid) was overcome thanks to the engineering capacity and 

�� 

record time. The remaining deliveries for São Vicente, Boavista and 

Sal were made during the third quarter of 2011. 

Scottish and Southern Energy (SSE), based in the United Kingdom, 

awarded Efacec a contract for the supply of power transformers 

�� 

transmission grid. The scope of supply of this contract includes 

4 three-phase autotransformers with 240MVA, 275/132/33kV 

and 5 three-phase transformers with 120MVA, 275/33kV, for the 

substations of Fort Augustus, Tummel, Braco and Fasnakyle. In 

�� 

also included a transformer for the substation of Berryburn. This 

is the largest order for power transformers until now achieved by 

Efacec in the market of the United Kingdom, both due to the size of 

the machines and the value of the business. The last machine will 

be delivered in 2014. 

In 2011, the Transformers Business Unit obtained multi-annual 

supply contracts for distribution transformers with all distribution 

utilities in Great Britain, United Kingdom. So, besides the utilities 

of UK Power Networks, Scottish and Southern Energy, Scottish 

Power, Northern Powergrid and Electricity North West, this year 

�� 

�� 

64 

Efacec distribution transformers in operation in the United Kingdom 

already surpasses 16 400 units. 

By the end of 2011, the Switchgear Unit received its largest order 

ever, concerning the supply of Medium Voltage Switchboards 

�� 

engineering, supply and installation of 632 Primary Distribution 

cells (12.47kV, 13.8kV and 34.5kV) for 52 Substations. Normacel 

�� 

1995) are modular in order to provide greater safety conditions to 

the operator and greater service continuity, and will be installed 

outdoors in accordance with local requirements. The Medium 

Voltage Switchboards will have numeric protection and control 

systems developed by Efacec’s Automation Unit, with S220-S TPU 

units and UC500E central processing. 

Meanwhile, the Servicing Business Unit also initiated activities 

�� 

includes the supply of 20 sets of equipments for assembly and 

�� 

for assembly and testing of power transformers, the contract 

includes local training to be done by Efacec technicians in 2012. 

In 2011, Efacec received an order from the Greek company Public 

Power Corporation (PPC), to supply a SCADA/DMS system that will 

manage the power distribution grid of the Greek Islands. The system 

is entirely based on Efacec technology, namely the ScateX+ DMS 

�� 

for the remote units. This important order reinforces the presence 

��

automation of power distribution grids), where the company is 

also supplying a SCADA/DMS system that will manage the power 

distribution grid of the region of Attica, including Athens, as well 

�� 

150/20kV substations, one of which has already been commissioned 

successfully. 

For EWA, Efacec Automation concluded the system commissioning 

�� 

�� 

this same utility seven other Efacec systems were commissioned 

in 2011, ordered through Balfour Beatty Systems, along with other 

orders, thus strengthening its presence in the Middle East. 

The Renewables Business Unit completed the execution of a 

contract concerning a photovoltaic solar plant with a 2.36 MW 

�� 

EPC (Engineering, Procurement, Construction), Efacec supplied 

the inverters, as well as two transformer stations with four 630 

kVA transformers and the respective medium voltage switchgear. 

�� 

Renewables Unit widens its international presence in this market 

segment. 

�� 

solutions in the Australian market. 

�� 

by the Turkish Industry Minister in Ankara, the Turkish capital. This 

event counted on Renault’s collaboration, namely by providing 

�� 

electric vehicle chargers, possessing already several active charging 

stations in Istanbul. This is another important step taken by Efacec 

�� 

implement an electric mobility network in Turkey, similar to what 

Efacec has made in other geographies, like in North America, Brazil 

or Northern Europe. 

Efacec won the quick charger tender for Masdar, the United Arab 

Emirates. This city is currently being built in Abu Dhabi, with the 

�� 

energies and sustainable mobility. It has chosen a DC fast charging 

solution, developed by Efacec, to implement a charging network 

�� 

our presence at the “World Future Energy Summit 2011”, following 

a visit made by Masdar executives to Efacec, where the charging 

solution was presented. By presenting an exclusive design developed 

by Efacec for Masdar, the fast chargers that will be supplied were 

designed with a particular emphasis on the user interface, while 

also implementing integration into the mobility management 

network that currently manages the city of Masdar. 

�� 

�� 

that are already in service, Efacec was responsible for the supply 

of all electromechanical systems. This new connection will provide 

a quality public transport service to local communities and aid the 

�� 

of most important international references of urban surface public 

transport, for which Efacec has developed, supplied and installed 

all Electromechanical systems, namely Electrical Supply Systems, 

Signaling, Telecommunications and Remote Power Control. The 

three lines are already in operation, allowing users to contribute 

towards the sustainable environmental development of the city of 

Dublin. 

The company received an order regarding a fully automated 

�� 

�� 

manufacturer of instant noodles, as well as a leading manufacturer 

of dairy products in Indonesia, exporting products to North America, 

Southeastern Asia, Africa and Oceania. This turnkey order is of great 

importance for Efacec, since it will not only reinforce the company’s 

references in the food industry, but also the beginning of activities 

in a market of great potential with over 400 million people and an 

Detail view of the charging system for electric vehicles 


Efacec automated warehouse – built for Casbega, in Spain 

industry experiencing an accelerated growth. This order is part of 

�� 

within four years. 

In 2011, Efacec was awarded the revamping of an automated 

warehouse for pallets, located in Singapore, equipped with three 

Japanese-made stacker cranes with 20 plus years. This warehouse 

�� 

of leather sofas and luxury hides. The scope of supply includes the 

revamping of the electromechanical equipment and safety system 

and the installation of an management system for the automated 

warehouse designed by Efacec. 

Efacec Engenharia e Sistemas concluded during 2011 the Substations 

�� 

in Cape Verde, an infrastructure essential for the Archipelago, since 

it made possible the creation of a 60-kV grid in the Archipelago and 

ensure the supply of electricity to the city of Praia, capital of the 

country. 

Efacec sponsored, as a strategic partner, the International Exhibition 

�� 

�� 

�� 

its aim was to gather innovative technologies, solutions, products 

and services dedicated to the transports and logistics sector. The 

exhibition provided visitors with a closer look at the value chain of 

�� 

single place. 

66

4.2 OPTIMIZATION OF ACTIVITIES 


Efacec fully analyzes the several Customer engagement elements. 

In fact, Customer Satisfaction is assessed while taking into account 

the information obtained in the annual survey, reference letters, 

�� 

In 2011 the survey management system concerning Customer 

Satisfaction was used intensely, providing important information 

about how Efacec is viewed by its customers. 307 customers were 

consulted by sending 544 surveys, which resulted in 205 answers. 

The choice of Customers that were consulted was in compliance 

with relevance criteria. 

The results that were obtained were similar to those of 2010, 

in other words, the CSI (Customer Satisfaction Index) was 95% 

(difference between performance and expectations). 

With the Customers’ answers it is also possible to identify the 

�� 

�� 

solutions. On the other hand, the reception of the surveys naturally 

triggers actions that maximize Customer satisfaction. Whenever 

�� 

analysis of the answer is made together with the Customer and if 

�� 

�� 

Safety Departments. 

IMPROVEMENT PLANS 

In 2012, all corrective measures will begin to be recorded in the 

Incident module of SiGefa QES in order to ensure its execution. 

Also, the implementation of the customer satisfaction assessment 

process in strategic markets will be enhanced. The method used 

�� 

avoid the Customer from receiving several surveys concerning the 

�� 

Internal and External Customers Satisfaction 

Business Unit Improvement Actions 

Transformers 

�� 

�� 

Maintenance �� 

improve the response time of requests and the 

�� 

Transports 

Renewables 

�� 

�� 

planning 

�� 

Customer 



The Strategic Sourcing and Cost Management area developed in 2011 

several improvement processes for the sourcing and procurement 

activity in Efacec, being worth highlighting the development of a 

SRM (Supplier Relationship Manager) that will allow establishing 

a new form of dialog with our partners, providing competitive 

advantages for all parties, making sure that processes have greater 

�� 

Procurement in 2011 had the following characteristic: in the twenty 

countries with highest supply values (Top20), corresponding to 

95.8% of the Group’s total purchases, are included 12 countries 

in which Efacec is currently established (Portugal, Brazil, Spain, 

United States of America, France, Algeria, Argentina, Austria, 

India, Mozambique, Ireland, Angola), representing 81.4% of the 

total amount, in other words, about M€323. The remaining value 

of the Top20 amounts to M€73.8 and is distributed throughout nine 

countries of the Rest of the World (RoW). 

Thus, this data shows the continuous investment and contribution 

of Efacec in the development of regions where it carries out 

businesses. Portugal, the Group’s home country, has the highest 

amount of purchases with almost 41% of the total amount, being 

possible to observe the growing investment in the strategic 

market of Brazil, which in 2011 took second place in the list of 

countries which Efacec used more often to acquire resources for 

its businesses. 

In 2011 were obtained purchase orders for a total of 6582 partners, 

out of which 2251 had a turnover above €10 000 and 169 reached 

levels superior to €500 000. During this year, Efacec’ results with its 

external partners were around M€396.7. 

68 

ORIGIN OF THE MAIN SUPPLIERS OF EFACEC (PER TRANSACTION VOLUME) 

Between 10.000 € 

and 100.000 € 

Between 100.000 € 


Efacec’s Supplier Award was also created - the efaward – given by 

Efacec to the best suppliers of its Units in Portugal. The main goal 

of this initiative, which highlights the strategic importance that 

suppliers have for Efacec, as true business partners, is to encourage 

all the company’s partners to continuously improve and seek levels 

of excellence as an important source of business sustainability. The 

�� 

�� 

�� 

were selected by a cross-functional team coordinated by the 

area. The assessment and selection criteria focused particularly 

on competitiveness, quality, logistics, customer management, 

technology and global sustainability. 

Between 250.000 € 


Efacec Purchases (%) 

Note: Efacec Countries are considered to be those countries where Efacec companies have 

�� 

�� Total 

Portugal 787 161 62 69 1079 

Brazil 206 42 23 16 287 

USA 131 34 8 15 188 

Spain 119 18 14 16 167 

Germany 47 12 8 7 74 

Argentina 57 10 3 1 71 

India 49 15 2 0 66 

Algeria 31 6 2 5 44 

France 26 11 1 4 42 

Others 135 37 25 36 233

From left to right: 

�� 

The area also developed its activity by coordinating, with all of 

Efacec’s business areas and shared services, cost control and 

improvement measures that covered, among other things, the 

following areas: telecommunication, trips, fuel, travelling expenses 

and process control. 

In order for the Employees of Efacec involved in the Procurement 

�� 

were developed. 

A high number of Employees also underwent internal training and 

awareness sessions regarding rules and procedures implemented 

in order to optimize the chain and bring Employees closer to the 

corporate procurement activity. 

SUMMARY OF ACTIVITIES OF 2011 ACTIVITIES PLANNED FOR 2012 

�� 

Relationship Manager (Efacec Strategic Sourcing Tools – efasst) 

with the conclusion of the Supplier Portal and Purchase 

Requisition modules 

�� 

reporting of Purchases & Procurement activities in the Market 

�� 

�� 

Efacec Group in Portugal, taking into account the current 

macroeconomic and social factors, along with the new market 

trends 

�� 

electrical material and metallic structures 

�� 

acknowledging and encouraging common efforts between the 

Group and its more dynamic partners 

�� 

Purchases activity, as well as begin reorganizing the Purchases 

model of the Business Units based in Portugal 

�� 

(Efacec Strategic Sourcing Tools – efasst) and continued future 

development 

�� 

C&P activities in the Market Unit of the United States of America 

�� 

Purchase in the remaining Market Units 

�� 

for suppliers of the Market Unit of Portugal 

�� 

area 

�� 

implementation of corporate strategies for them 

�� 

Units 



Efacec has adopted the Japanese 5S methodology for several years 

and various practical implementation examples have been described 

in previous reports. In 2011, in the scope of Efacec Academy’s 

activities, a manual was developed to support the implementation 

of this methodology. 

A practical implementation example of the 5S methodology is the 

case of the carpentry workshop of the industrial hub of Arroteia. 

The 5S Environment and Safety rules were intensely applied in this 

�� 

With the purpose of increasing and improving the information level 

of all Employees, the manufacturing area of Shell transformers had 

placed in all the gates the indication of their useful dimensions. 

This initiative is part of the spirit of the so-called Visual Factory 

�� 

70 

5S - Sorting, Stabilizing, Sweeping, Standardizing and Sustaining the Practice 

Carpentry area after 

implementation of the 

5S methodology 

� 

The environmental conditions of some Efacec products are very 

demanding. In 2011, the Shell transformers manufacturing area 

had installed a system to constantly monitor Relative Humidity. 

These parameters are very important for the manufacturing of 

transformers in order to reduce humidity in working parts. On 

the other hand, the system helps to create a more productive 

environment. For the following year, the system is expected to be 

completed by installing an automatic control. 

Shell transformers area after implementation of the 

5S methodology

Refurbishment of the Drying and Filling Facility of Distribution Transformers 

�� 

of Porto, contained hardware with many manufacturing components discontinued in these last years, resulting in maintenance 

�� 

This way, a new drying system was developed that saves over 70% of consumed energy, by contrast to traditional drying processes. 

�� 

A new control switchboard was installed as well as oil and silicone treatment units, dividing the general control of vacuum tanks, 

vacuum pumps and oil and silicone treatment facilities, ensuring the separation of the switchboard’s controls of 5-Hz current sources. 

The new system brings several advantages: 

- Updated and simple hardware providing much higher reliability and easier maintenance. 

- The measuring system of the active output power has much higher precision and measuring reliability. 

- Fiber optics communication between the controller and the several system blocks is much more reliable and immune to interference. 

- The software is property of Efacec, a fact that makes maintenance and the future development of the system easier. 

�� 


In the scope of the implementation of the IRIS standard in the 

Transports Unit, some processes were improved as, for example, 

�� 

�� 

the beginning of 2012. 

Regarding product reliability, important improvements were made 

in data processing, among which, the calculation of MTBF and MTTR 

through the use of Weibull ++7 software from Reliasoft. New reports 

�� 

reserve parts and integration with RAM analysis is planned for 2012. 

It is also worth mentioning the development of the SwitchKit video 

�� 

complex components of Medium Voltage switchgear, which, at this 

time, is an activity distributed by the several production centers of 

the Switchgear Unit. 

�� 

�� 

and the CE Standard of domestic and public chargers for electric 

vehicles, and of system automation cabinets. It should be noted 

that all Efacec products, services and solutions are developed in 

compliance with Customers’ requirements and applicable norms, 

namely regarding environment and safety regulations. 

72 

��


In 2011 the Corporate Communication, Commercial and Industrial 

�� 

has allowed the company to deal, in a more integrated fashion, with 

Efacec’s image support platforms and means. 

�� 

of its layouts and also the use of QR Codes was implemented. 

Organization of Documentation 

Besides this, Efacec has continued to invest on means used to 

publicize products, particularly infographics and 3D videos. 

The commercial presence of the company at events continued to 

deserve special attention, namely concerning the design of stands. 

Virtual image created by Communication department 



During 2011 the Information Systems area continued with its 

consolidation strategy regarding the use of the ERP, in Portugal and 

�� 

version of the ERP, eliminating the risk of becoming outdated and 

meeting the new demands, whether functional or legal, allowing it 

�� 

�� 

entirety of the internal support team, as well as external advisors, 

and involved not only national companies but international 

subsidiaries as well. Thus, it was accomplished one of the largest 

�� 

New ancillary systems were also installed in ERP (Accounting SPED; 

Fiscal SPED and Electronic Delivery Note) that, by meeting Brazilian 

tax requirements, will make possible the integration of our ERP with 

the Information System of the Brazilian Public Treasury. 

In Portugal was implemented an Incident Management module 

integrated in the QES application developed in the scope of the 

�� 

themes, meeting the new standard requirements (ex. IRIS), 

recording incidents and issuing the respective action plans. In 

2011, the SiGefa QES system was the topic of training sessions 

that took place in Portugal and in the Market Units of Spain, USA, 

Central Europe (Romania, Austria and Czech Republic) and Maghreb 

(Algeria), with the purpose of making the tool available to the 

entire group. 

�� 

corporate accounting plan, the installation of a new version of the 

�� 

74 

SiGefa QES Project 

Due to the diversity of the existing 

documentation tools, the Quality, 

Environment and Safety area began in 

2010 the SiGefa QES tool development 

�� 

module went into operation, which allows 

the user to manage the documents of the 

Management System. In 2011, the second 

module – Incident Management – became 

operational. 

The Incident Management module allows 

the user to integrate Environment and 

Safety themes, record incidents, issue 

action plans and meet new standard 

requirements (ex. IRIS and Maintenance 

Systems). 

SiGefa QES Modules 

the data warehouse, the implementation of an electronic invoicing 

mechanism for suppliers concerning large volumes of invoices (KOFAX 

– KET) and the construction of management support dashboards. 

The Switchgear Units also developed important computer 

application. In the Switchgear Unit, the manufacturing of complex 

products, distributed by several locations and with a high number of 

suppliers, is a challenge for the computer systems that support it. 

Traceability is the ability to check production history, location and 

application of an item by means of suitably documented records. 

In order to meet these requirements, in 2011, Efacec developed the 

Global Tracking system, which allows the user to quickly identify 

the suppliers of a product’s components, regardless of the customer 

and the date in which it was sold. 

In the Human Resources area, several reports were developed with 

the aim of improving the reporting of indicators such as headcount, 

expatriation, absenteeism, overtime and training hours. 

Examples of reports developed for the Human Resources area 

Document Management 

�� 

management of obsolete controls 

�� 

�� 

�� 

�� 

Incident Management 

�� 

�� 

�� 

�� 

�� 

are established, persons in charge, deadlines and costs associated with the 

implementation of likely corrections

Important steps were given in the Risk Management/Business 

Continuity areas in order to support Disaster Recovery (DR) 

situations, having installed a Disaster Recovery Data Center in the 

Hub of Maia, based on virtualization technologies. The practical 

implementation of the DR plan for ERP is supported in database 

replicas (refreshed every hour), which ensure a Recovery Point 

�� 

(RTO) of 1 hour. 

�� 

tool in Efacec’s international subsidiaries and also concerning the 

�� 

Training in information systems was particularly sought after, namely 

Exchange, Monitoring and Troubleshooting, Business Continuity, 

�� 

participation of the entire team). 

The corporate information system, essentially based around a single 

�� 

Efacec markets, will also begin, in 2012, to cover the presence in 

three countries of the Market of Central Europe, a single market 

of the Efacec geographies that still did not use the ERP of Efacec. 

In 2012, the company will continue to expand the current Disaster 

Recovery plan to other corporate services made available by 

Efacec’s information systems. 

Efacec Data Center– Maia 

�� 

�� 


Efacec solution - Fast Charger – fast charger for electric vehicles 

76

5 

Focus on Innovation and 

Planet Sustainability 

5.1 INNOVATION AND R&D 



5.2 ENVIRONMENTAL IMPACT OF ACTIVITIES 


5.2.2 Energy Management 

5.2.3 Water and Effluent Management 

5.2.4 Emissions Management 

5.2.5 Waste Management 


78 

78 

79 

83 

83 

83 

84 

85 

85 

85 


5.1 INNOVATION AND R&D 


Throughout 2011 took place the 3rd edition of the Colombo program, 

the initiative that promotes and manages creative ideas of Efacec 

employees. 

In this edition, 360 ideas were registered, out of which 179 were 

approved (about 50%) and Efacec rewarded 111 Employees among 

the 188 participants of the initiative (about 59%). 

In April took place the delivery of the awards concerning the 2nd 

edition of the previous year (2010). During the ceremony were 

honored the Employees with the most approved ideas of the year 

(ranking), the best idea of second half of the year and the best idea 

of 2010. 

The best idea of the 2nd half of the year was from the Renewables 

Unit and consisted on the creation of a ruler that indicates the 

�� 

placements. This idea took 4 hours out of the assembly of each 

converter and avoids having the parts being assembled in incorrect 

positions. 

The “best idea of the year” was awarded to an Employee of the 

Switchgear Unit, who received a Smart car as a prize. The winner’s 

suggestion led to the elimination of a task that consisted in having 

the cabling of the circuit breaker go through a connection bar 

and mark it through numbering. The implementation of this idea 

– a product of the experience and dedication of the person that 

made the proposition – saves nearly 2 hours when assembling the 

�� 

�� 

of investment to implement it. 

78 

Colombo Program – Nature of Ideas 

The event took place once again on November 24th, this time 

awarding the prizes concerning the 1st half of the year. The best 

idea was given to the Employee that won the ranking and who 

�� 

�� 

was implemented without costs, by using existing equipment and 

material. 

Meanwhile, 220 new Employees took part in 18 training actions of 

the Colombo program. 

From left to right: Fernando Alves and Casimiro Magalhães, winner of the best idea 

�� 

From left to right: Alberto Barbosa, Director and Fernando Alves, winner of the best 

idea from the second half of the year 

From left to right: João Bento, Efacec CEO and Paulo Moreira, winner of the Ranking 

award


�� 

developed under the National Strategic Reference Framework (NSRF). 

UNIT PROJECT ACTIVITY 

Environment HbioS �� 

developed in cooperation with Wedotech and 

Universidade Católica. It will have a 3-year 

timeframe and is expected to begin on the 1st 

�� 

knowledge regarding specialized microbial cultures 

with application in biogas desulfurization processes. 

Oxidation 

Processes 

Switchgear Several 

Developments 

In 2011 was concluded the testing of the experimental 

unit of solar photocatalysis, applicable to the 

�� 

that the solution developed is effective, eliminating 

recalcitrant compounds and micropollutants, but, 

due to the radiation values required for treatment, 

resorting to solar collectors makes technology 

�� 

published in international magazines. The next 

�� 

order to assess the reliability of using lamps as an 

alternate source of photons. 

Deodorization Concerning the deodorization of wastewater and 

waste treatment stations, it is currently underway, 

in partnership with Wedotech, the development of 

biotrickling technology, in order to convert chemical 

scrubbers into biological systems. 

�� 

with nearly 2 seconds of gas contact time. 

�� 

of the new 50kA Normacel-type medium voltage 

switchboard (short-circuit capacity of up to 50kA), 

aimed at Customers of the heavy industry. 

It was also concluded the development and 

�� 

and 420kV semi-pantograph disconnector for high 

�� 

Portugal. For the market of Southern Africa, the 

company went ahead with the development and 

�� 

�� 

solution for medium voltage). 

Automation InPact �� 

�� 

is today an international reference. In 2012, the 

Automation Studio will be expanded to new ranges 

of automation products and will provide a set of new 

functions. 


Automation 

Continuation 

80 

TransProt During 2011 were carried out validation tests of the 

developed advanced protection algorithms (line 

differential, transformer differential and distance) 

and validated the hardware and software platforms 

�� 

of REN’s transformer differential protection is 

�� 

INOVGRID Activities of 2011 include the installation of 

innovative controllers integrated with a power 

quality monitoring system and several pilots of 

smart automation and communication systems for 

�� 

by EDP, Efacec and other partners. 

Smart Meter �� 

device, single-phase energy meter was already 

�� 

Portugal, but also abroad (Spain, United Kingdom, 

�� 

functions continues. 

Developments 

in the 500 

Series 

New Range of 

220 Relays 

In 2011 was developed a solution of high availability 

for automation of power plants, substations or 

similar systems based on new equipment models. 

�� 

systems in which the malfunction of any of their 

components does not imply their unavailability. 

A new range of compact relays was developed for 

protection of medium voltage systems and for high 

voltage/medium voltage backup for utilities or 

�� 

advantage of being economical, easy to install and 

capable of being applied in standalone solutions 

or included in systems, presenting not only a wide 

range of protection functions but also several 

communication options. 

G Remote In 2011 Efacec showed a next-generation remote 

control and automation unit that includes the 

possibility of IEC 61131-3 and IEC 61850 programming 

�� 

applications of distribution systems.

Logistics PSI �� 

was launched, aimed at designing a new AGV 

�� 

prototype should be built. 

Renewables SolarSel e 

WndSc 

PTI �� 

was launched, aimed at developing a new browsing 

system and a modeling and simulation tool of 

production systems. 

�� 

Efacec Engenharia e Sistemas, S.A. (Consortium 

�� 

�� 

developers. The main purpose is the development 

and industrialization of third-generation solar cells, 

involving an innovative DSC sealing and assembly 

system. In 2011, the patent for a TCO system was 

registered and the successful sealing of 10cm x 

�� 

launched with the goal of sealing 30cm x 30cm glass 

cells, build a 1m2 module and install a system with 

10 m2 connected to the grid. 

Transformers GID �� 

a Shell-type High Shunt Inductance with application 

in 70MVAr and 220kV 3-phase machines. In 2011 

it was complete and 6 new Shell reactances were 

manufactured. 

Shell CTC �� 

�� 

�� 

�� 

�� 

�� An R&D contract was signed with the University of 

Vigo (Development of Tools for Flexible Calculation 

of Overvoltages in Dielectric Testing and Short- 

Circuit Current Transients in Windings of Core and 

�� 

expected to last 13 months. 


Transports CTTBMFS �� 

was delivered to ESA, for integration in the Alphasat 

satellite. In 2012, the satellite will be placed in 

orbit. 

82 

�� 

expected to take place at the beginning of 2012. 

Infrastructure 

for Electric 

Vehicles 

�� 

�� 

the end of 2011, it included 1028 standard public 

charging spots and 1 fast charging spot. By the end 

of 2012, it is expected that the network will provide 

1300 standard charging spots and 50 fast charging 

spots. 

Mobicar �� 

16 other entities with the mission of coordinating 

works in the scope of the power train, and also 

the supply of fast charging. In 2012, some of the 

�� 

EFAiCHARGE �� 

purpose is to develop a charging infrastructure with 

vehicle communication, new fast charging standards 

and power grid integration (V2G). 

C5 Eléctrico �� 

development and construction goals for 2 prototypes 

�� 

Offenbach, Wiesbaden and Bingen). 

EVE �� 

Engineering, INEGI and FEUP). Its main goal is to 

adapt an electric bus created in the C5 Eléctrico 

�� 

It will be concluded in 2012. 

SavEnergy �� 

investigate and develop new solutions to optimize 

the power supply of antenna facilities. In 2012, it 

is expected the installation of new solutions with 

greater use of renewable energy.

5.2 ENVIRONMENTAL IMPACT OF ACTIVITIES 


Besides the development of more environment-friendly innovative 

�� 

existing products, a fact that is evidenced by the increase of life 

cycle studies. In 2011 several studies aimed at products were 

made, such as dry-type distribution transformers, core-type power 

�� 

These assessments include: 

�� 

and end-of-life; 

�� 

impact associated with the life cycle; 

�� 

products and processes. 

The conclusions that were reached with these studies help to 

identify improvement opportunities in the product’s environmental 

performance, with special focus on product design and development 

stages. In 2012, Efacec will continue to expand and improve these 

assessments. 

5.2.2 Management of Energy 

In the industrial hub of Arroteia, on account of the construction 

works of the sanitary facilities, another solar panel was installed, 

�� 

��tinued 

to take place. 

Product Life Cycle 

In the scope of the European Mobility Week, the industrial hub of 

Maia brought awareness to its Employees through newsletters and 

posters to assess alternatives for the use of the conventional car and 

rewarded Employees that travelled to work on November 22nd using 

a bicycle with the opportunity of test-driving the electric vehicle. 

�� 

�� 

�� 

�� 

At Efacec Power Transformers Inc. (USA), efforts to reduce energy 

consumption are having excellent results. From 2010 to 2011, this 

important industrial hub reduced power consumption in nearly 16%. 

Some Employees awarded in the scope of the European Mobility Week 


5.2.3 Management of Effluents and Water 

Despite the good results obtained by Efacec in past years, the 

company is determined at continuing to implement actions with the 

aim of reducing water consumption. 

At the industrial hub of Arroteia, the company had meters installed 

�� 

network for human consumption and for industrial consumption. 

�� 

irrigation water and industrial processing (air conditioning of the 

shell production area) 

Wastewater from the industrial facilities of this hub (Efacec’s 

�� 

treated in the company’s existing station (WWTS) and moved to 

the municipal collector of Matosinhos. The WWTS’s analytical and 

process control covers a set of lab analysis, with the purpose of 

achieving a better performance. The standards and frequency 

84 

Evolution of the Annual Solvent Consumption 

Industrial Water Treatment Facilities (Arroteia) 

of the analysis are determined in a contract with the municipal 

services of Matosinhos. 

The analysis of the results is made by comparing the obtained 

results with the limit parametric values established by the law and 

communicated to the ruling body of the municipal water distribution 

and collection services and wastewater treatment services on the 

municipality of Matosinhos. 

Throughout the last three years, with changes in the production 

�� 

reducing the use of solvents. 

At the same time, in the hub of Maia, were carried out campaigns 

aimed at reducing water consumption.

5.2.4 Management of Emissions 

Among the improvements that Efacec intends to introduce for 

measuring its environmental performance, is the calculation of 

CO2 emissions at level 3. In 2011, especially due to Efacec’s high 

international activity, the Employees of the company needed to 

carry out several international trips. In this context, 5539 plane 

trips were made to travel 18 607 miles. These trips corresponded to 

an emission of 5042 tonnes of CO2 (calculation made in accordance 

with the recommendations of Optional Emissions from Commuting, 

Travel and Product Transport – EPA – 2008). In 2012, Efacec plans to 

report CO2 consumption of train trips and naturally carry out a plan 

to reduce its indirect emissions. 

In the industrial hub of Arroteia was installed a new dedusting system 

in the manufacturing area of shell-type power transformers. In fact, 

the cutting of insulation pressboard inevitably produces residues 

that, when not collected, are released to the environment. The 

recent capacity increase of insulating parts, with the installation 

of new machinery, has accelerated the need to acquire a dedusting 

system with a 13 000 m3/h capacity, replacing the existing one, 

�� 

�� 

the elimination of bag maintenance and replacement costs and 

reduction of power operating costs, both regarding the consumption 

of compressed air as well as the consumption of electricity (the 

inclusion of a frequency inverter in the sucking motor permits 

�� 

of solid waste collection bags was also extended. 

Measuring recently carried out by INEGI revealed that the new 

dedusting system has an emission of particles of nearly 10 times 

lower than the minimum threshold determined by the law, which 

�� 

5.2.5 Management of Waste 

At Arroteia were issued new visual instructions/information to 

improve the separation of waste in manufacturing areas, including 

the respective training sessions. 

At the hub of Maia were made several actions in the scope of the 

European Waste Prevention Week: 

�� 

�� 

�� 

�� 

�� 

charity institution). 

In the scope of the waste management, at the hub of Carnaxide 

were implemented some measures with the aim of continuing to 

reduce the environmental impact (it is intended to increase the 

�� 

for composting waste produced from the gardens of this hub and 

several materials were sent to a donations bank for reuse. 


Efacec has given priority to other initiatives aimed at reducing the 

environmental impact. As such, it is worth mentioning the efforts 

made in the industrial hub of Arroteia with the goal of implementing 

an integrated audit system for Environment, Safety and 5S and of 

improving the response capacity to emergency situation (for exam- 

�� 


Creativity & Innovation Challenge, which gathered about 100 young people at the facilities of Efacec in the scope of the partnership between Efacec and Junior Achievement Portugal 

86

6 

Focus on People and Society 

6.1 DEVELOPMENT OF HUMAN RESOURCES 






6.2 RELATIONS WITH SOCIETY 



6.2.3 Relations with Universities and Schools 



88 

88 

90 

93 

94 

95 

97 

97 

99 

99 

101 

101 


6.1 DEVELOPMENT OF HUMAN RESOURCES 


Throughout the years Efacec has become a company that offers a 

�� 

following indicators clearly show this. 

�� 

�� 

�� 

with the exception of Health Insurance). Concerning facilities with 

large numbers of Employees, Efacec provides services that make 

people’s daily life easier and greatly improved. 

Non-discrimination of gender continues to be a focus of monitoring 

and continued efforts for Efacec, which operates in a sector where 

it is common to observe discrepancies between the number of 

men and women. This way, all Human Resources processes and 

88 

criteria (recruitment, selection, assessment, development and 

participation) ignore potential sources of discrimination, such as, 

race, age, gender, sexual orientation and religion. 

The increasing internationalization of Efacec’s operations has been 

�� 

of the number of international Employees in the past years. Despite 

this, a certain stabilization of the number of Expatriates has been 

witnessed. 

EMPLOYEES IN PORTUGAL - 2011 

Category Arroteia Maia Carnaxide Total 

Directors 88 95 49 232 

Graduates 294 448 237 979 

Heads 56 16 118 190 

Administrative Personnel 78 45 58 181 

Technicians 169 200 134 503 

Production 575 89 319 983 

Total 1260 893 915 3068 

EMPLOYEES DISTRIBUTION IN PORTUGAL (Female Gender) 

Category 

Women No. 

2010 

Women No. 


% Women 

2010 

% Women 


Directors 23 25 10 11 

Graduates 186 203 20 21 

Heads 0 0 0 0 

Administrative Personnel 98 104 56 57 

Technicians 36 38 7 8 

Production 27 20 3 2 

Total 370 390 12 13 

EMPLOYEES IN PORTUGAL - 2011 

Age bracket Women Men Total 

�� 103 597 700 

�� 145 844 989 

�� 66 571 637 

�� 76 666 742 

Total 390 2678 3068

Efacec has kept activities aimed at listening and assessing the level 

of satisfaction of its Employees. In 2011, 345 professionals were 

interviewed and career management interviews were made to all 

Expatriates. 

�� 

�� 

with the role description in the USA being concluded. The draw-up 

of all descriptions in Efacec should be concluded at the beginning 

of 2012. Next year, a database will also be developed to recorded 

and manage these descriptions. Important improvements were also 

made to support the Performance and Development Management 

process (GDD). 

�� 

developing a single platform for international subsidiaries. 

Awareness and consolidation training sessions were carried out in 

Angola, Mozambique, Brazil and the USA. 

Evolution of the no. of Expatriate Employees Evolution of the no. of Internacional Employees 

Geographical Distribution of Expatriates 

(2011) 

Geographical Distribution of International Employees 

(2011) 



Efacec Academy was recently created with the purpose of 

accomplishing the mission of “Doing the best with knowledge and 

learning”. This Academy plays an essential role in the achievement 

�� 

a continuous acquisition of knowledge through training and 

development, but also through its aggregation, availability and 

management. This skill is essential to obtain better results in the 

�� 

90 

Priorities of Efacec Academy 

The training plans of Efacec are developed every year and 

�� 

�� 

through the Performance and Development Management 

process (GDD) 

�� 

organization means and also all requirements resulting from 

�� 

�� 

internationalization process 

�� 

�� 

�� 

academic training 

�� 

In March was launched the Behaviour School. Structured in two 

pillars, Training and Development in Portugal and Training and 

Development in Markets, this School promotes transversal training 

in corporate behaviour with the aim of contributing towards the 

�� 

team and organization goals. 

In the second half of 2011, the Automation School began the 

execution of an ambitious technology training plan, which includes 

seven modules that cover several energy areas, such as generation 

systems, energy markets, calculation, reliability, renewable 

�� 

carried out. 

Overall, in 2011 the training level of Employees was maintained. In 

�� 

As usual, the quality level of training sessions (assessed through 

evaluation made by trainees) was quite high (89%).

Efacec Academy training session, Automation School - Arroteia Auditorium 

Activities of the Automation School 

�� 

the following modules: 

�� 

�� 

�� 

�� 

�� 

�� 

�� 

These modules are composed of level 1 and 2 sessions, with the purpose of training a group of Efacec employees and third parties with 

�� 

2012, including a total of 12 in-house trainers (Automation, Efacec Advanced Control Systems, Renewables, Transformers and Engineering) 

and 11 third-party entities such as EDP, REN, INESC and the University of Manchester. Out of a total of 23 trainers, 10 are PhDs and a large 

turnout participation of trainees is expected, estimating a total volume of 1788 hours of training sessions. 

Evolution of the No. of Training Hours 


Besides the previously described training, Efacec has also 

carried out teambuilding activities. In September, 45 Employees 

from Austria, Czech Republic, Romania and Bulgaria gathered 

to develop team spirit, sharing experiences and knowing each 

other better through sports and social meetings. Efacec Praha, 

organized an event and Slovakia was chosen as the host country. 

92 

Assessment of Training Sessions Nature of Training Sessions 

Participants of the team building session organized by Efacec Praha


In 2011 Efacec has kept an extensive internal communication 

activity, organizing events, providing support to several internal 

campaigns, developing new content for the intranet and publishing 

its internal magazine: ef@news. Several welcoming actions were 

made in Efacec and many employees took part in the 10th and 11th 

editions of the welcoming program of the José de Mello Group. 

Ef@news 

Efacec Intranet 

Participants of the 10th Edition of Conhecer o Grupo José de Mello (José de Mello Group’s welcoming program) 

The purpose of this program is to introduce people to the many 

companies of the Group, and generally receives high praise from 

its participants. 

Examples of events organized by the Communication department 



In 2011, Efacec kept Safety and Health as one of its main corporate 

�� 

carried out, being continuously monitored by the Board of Directors. 

Throughout the year, several Units shared their experiences 

concerning the occurrence of accidents with the purpose of avoiding 

them. 

In 2011, in Portugal, frequency and occurrence indexes showed very 

positive tendencies. Severity and duration indicators were affected 

�� 

same time, this year Efacec began acknowledging the excellent 

�� 

manufacturing unit in the United States of America. 

Besides the development of a computer information system for 

Employees, Efacec also initiated the development of standard 

methodologies for recording work accidents. In 2012, the calculation 

of indicators/statistics and the draw-up of documentation will 

�� 

Internal Safety Plans were also improved in the three Portuguese 

�� 

were carried out. Regarding Emergency Management, a Work 

Simulation Plan was implemented, which has already begun in 2011. 

This plan takes into consideration the type/duration of the works 

and the requirements of the Customers. 

Practical implementation of the Safety Plan at worksites 

During the year 2011, several training activities were performed 

that included the document management system SiGefa QES, a 

repository that includes Safety and Health documentation. The 

last training initiative was extended to the markets of Spain, USA, 

Central Europe and Maghreb. Efacec also developed a welcoming 

�� 

Safety, and also a manual aimed at Employees who are pregnant, 

have recently given birth and breastfeeding. 

In 2011, the hub of Arroteia received the Occupational Health 

�� 

94 

�� 

a week at Core and DT and once a week at Shell), an awareness 

activity of up to 60 minutes with the same frequency, advice from a 

physiotherapist and some training meetings. 

�� 

At the hub of Carnaxide, alcohol screening tests made at worksites 

�� 

occupational doctor to assess working condition of Employees. 

At the hub of Maia were developed several databases to support the 

�� 

of documentation and control of personal safety equipments. 

In 2011, Efacec Serviços de Manutenção e Assistência had its 

�� 

�� 

extinguishers. 

In the United States, Efacec Power Transformers is preparing to 

certify its safety management systems, reason why their excellent 

performance levels on this matter are already available. 

Safety and Health Performance of 

Efacec Power Transformers Inc. 2011 

Frequency Index 2 

Severity Index 19 

Occurrence Index 5 

Duration Index 1 

Note: these values were converted according to the calculation 

methods shown in page 110. 

Throughout the year were carried out several initiatives in the scope 

of Safety and Health, of which are worth mentioning the Efacec’s 

�� 

Team Board Safety Cross.


With the purpose of continuously improving work-life balance, 

�� 

�� 

the well-being, social-cultural development and leisure of Efacec 

Employees and their families. With this in mind, a large number of 

cultural, sport, leisure and other activities of social interest were 

made throughout the year. 

ACTIVITIES OF ADEFACEC IN 2011 

Type of Initiative Activities 

Sporting Activities �� 

competitions, twelve MTB competitions, and ten Mountaineering 

excursions, introduction to Underwater Diving, a Rafting competition, 

a Canoeing competition, a Futsal tournament, a Table football 

tournament and a Karting Race. 

Cultural Visits and 

Excursions 

Activities aimed at 

Children 

Promotion of 

Cultural Events 

�� 

and a thematic excursion – classic cars. 

�� 

Easter holiday weekends, visit to Badoca Safari Park, visit to Trakinas 

Park, annual holiday camp, organization of the Christmas party, 

school merit award ceremony. 

�� 

three Ballet/Dancing performances, a theater play and three diverse 

shows. 

Other Initiatives �� 

participation in the Plantar Portugal movement, scooter and electric 

bicycle demonstration, organization of an Ex-Employees meeting, 

sponsorship of an Employee’s sportive season, collection of medical 

supplies. 

Efacec provides these Associations with facilities and computer 

systems (communication and graphics) in order for them to provide 

an attractive dissemination of their activities. On the other hand, 

in order to perform their activities, the Associations establish 

protocols and other forms of cooperation with external entities. 


Adefacec mountain hike - São Martinho de Anta 

Also, Efacec has continued to provide, at its national hubs, social 

assistance services. In 2011, health/family assistance problems 

constituted the main reasons for using these services (236 

Employees). 

96 

Nature of Problems 

Next year, Efacec will provide training in Family Budget Management, 

which will be available to all Employees. 

Distribution per Hub

6.2 RELATIONS WITH SOCIETY 


Volunteer activities acquired a new dynamism during 2011. Efacec 

took part in more programs and with more volunteers. 47 Employees 

participated in the several programs (an increase of 160% in relation 

to 2010), providing about 520 hours of work (an increase of 190% 

in relation to 2010). In 2012, Efacec intends to further develop its 

relations with the several involved partners (Junior Achievement 

Portugal, Porto de Futuro and companies of the José de Mello 

Group). 

Developed in partnership with Junior Achievement Portugal, Efacec 

hosted a training session that involved over 100 young people aged 

between 15 and 18 years old from several schools in the district 

of Porto, who gathered in May to take part in the Creativity & 

Innovation Challenge. This social interaction initiative is based on 

the concept “learning by doing” and included problem solving of 

cases in a context of healthy spirit of competition, encouraging 

entrepreneurship, spirit of initiative and teamwork. It also helped 

to prepare young people for the future, bringing them closer to 

the competitive reality of the corporate world and the mechanisms 

they use to sustainably develop themselves in highly competitive 

environments. 

Junior Achievement Portugal, Creativity & Innovation Challenge - Efacec 

Efacec also takes part in activities developed by BCSD Portugal to 

present a set of propositions of national scope, for the development 

of sustainably mobility. This way, the company was integrated in 

the Energy and Climate work group, which surveyed information 

�� 


VOLUNTEER ACTIVITIES IN 2011 

98 

Partners Program and Activities 

Junior 

Achievement 

Portugal and Porto 

de Futuro 

Economy for Success 

�� 

�� 

�� 

the students. 

Braço Direito (Right-arm) 

�� 

years old in their work environment; sharing work practices and answering 

questions. 

Family and the Community 

�� 

programs to children aged between six and eight years old; helping them 

understand the role of the family and their place in the community. 

Porto de Futuro Porto de Futuro with Rugby 

�� 

schools and to attending games of the national team. 

EDP Parte de Nós (Part of Us) 

�� 

for children. 

Companies of the 

José de Mello 

Group 

Transversal Volunteer Program 

�� 

�� 

Galiza, Obra do Frei Gil). 

Volunteer Programs in 2011


In 2011 were published over 1440 news concerning Efacec through 

several media outlets. 

Distribution of Outlets 

Regarding written communication, 31 Public Policies (share of 

internal policies) and 14 Public Positions (opinions concerning 

�� 

but that attests a proactive presence in our society. 

Efacec took part in a case-study in the Annual Sustainability Report 

of 2011, published through a partnership between BCSD Portugal 

and Biorumo. Efacec’s case-study reports the success of the 

�� 

The newspaper Diário Económico published an article describing the 

good practices adopted by Efacec. 

Efacec participated together with another company in the video 

Portugal Melhor, produced by Excentric and Neon Digital Media. This 

video circulated social networks with the purposes of encouraging 

Portugal and the Portuguese people to surpass the current economic 

crisis. 

In November, Efacec was invited by the Portuguese Minister of 

Economy and Employment for work meetings with the aim of 

contributing towards indentifying means and policies that stimulate 

export. 

6.2.3 Relations with Universities and 

Schools 

Efacec and Universities 

Efacec maintains relations with the Faculty of Engineering 

of Porto, Faculty of Engineering of the Catholic University of 

Portugal, University of Minho, University of Évora, Instituto 

Superior Técnico, University of Beira Interior, Faculty of Sciences 

of the University of Porto, University of Valência and Instituto 

Superior de Engenharia do Porto. 

Regarding the award of internships, Efacec continues to play an 

important role as a partner of technology and professional schools. 

In 2011, 172 curricular internships and 222 professional internships 

were awarded. 

Detail view of the article “Efacec leva boas práticas a mercados internacionais” (Efacec 

employs good practices in international markets) in Diário Económico 17.06.2011 


RELATIONS WITH UNIVERSITIES AND SCHOOLS 

University/School Partner/ 

Program 

Faculty of Engineering of 

the University of Porto 

Instituto Superior de 

Engenharia do Porto 

Management School of 

Porto 

Catholic University 

(Northern Region) 

University of Évora 

University of Aveiro 

International School of 

Professional Coaching 

MIT Portugal 

100 

Activity 

�� 

which the companies participated in lectures, workshops, recruitment and networking. 

�� 

engineers geared toward increase of productivity. The initiative includes supports from important foreign universities 

and prestigious companies. In the scope of this program, virtual scenarios of manufacturing units are created, 

�� 

�� 

�� 

�� 

�� 

Porto”, organized by the newspaper Público and by the Northern Region section of Catholic University. 

�� 

for the beginning of 2012. Efacec will be one of the founding companies of this Institute. 

�� 

Control and Management of Odors, organized by the Environment and Development Institute of the University of 

Aveiro. In November, Efacec shared its practices in a conference about Excellence, organized by ESTGA (Technology 

and Management School of Águeda). 

�� 

�� 

�� 

�� 

�� 

�� 

Universities and companies and which is being implemented in the Azores with the aim of increasing the contribution 

�� 

Telecom, Novabase, Galp and EDP that, together with Portuguese universities and MIT, invested in the advance of 

innovative solutions that are able to be here shown and developed, becoming an international showcase to make the 

international export of products and services easier.


Efacec strongly supports social movement and its initiatives, 

partnering with 50 associations aimed at technology and business 

support. In many cases, Efacec assigned its personnel with the aim 

of integrating the associations’ management bodies. 

In April, Efacec took part in the Think and Act Green Conference, 

organized by ANJE. During its presentation, Efacec shared its 

�� 

�� 

by the Association for Professional Education of the Vale do Ave 

(FORAVE) and which took place in May. An Efacec Employee, an 

ex-student of the association, provided his perspective on the 

�� 

In May, Efacec took part in a Conference concerning New Markets 

for Portuguese Engineering, organized by the Portuguese Order of 

Engineers. Efacec made a presentation about its Internationalization 

process. 

Efacec also participated in a round table in a Forum about 

the Strategic Knowledge Based on Competitiveness and 

Internationalization of Portuguese Construction, which took place 

�� 

Strategy Forum on Knowledge based on Competitiveness and Internationalization of 

Portuguese Construction 

Efacec was invited by CIP to integrate a group of four successful 

companies in the scope of the congress O Imperativo do Crescimento 

(The Importance of Growth), by sharing its growth experience in 

light of the current crisis. The event took place in the month of 

�� 


In 2011, Efacec received 294 support requests from several 

Portuguese institutions, an increase of 38% in comparison with 

�� 

All these support requests were analyzed in light of the corporate 

policy, and Efacec attempted to meet them as best as possible. 

�� 

�� 

solidarity schools and companies, launched the “Pequenos Gestos 

�� 

by children and illustrated by 70 Portuguese artists -, which was 

�� 

�� 

and writing, aimed at children from 3 to 12 years of age, involving 

5000 people. 

In 2011 Efacec maintained its supports for Casa da Música, Fundação 

�� 

the book Árvores do Parque Nacional da Peneda (Trees of Peneda 

National Park), the EPQU 2011 (IEEE) conference and some materials 

of the child hospital rehabilitation program Parte de Nós (EDP) and 

�� 

�� 

Association of S. Mamede. During Christmas, Efacec associated with 

the newspaper OJE to support the Banco Alimentar Contra a Fome 

(Portuguese food bank), which took place on the 22nd of December. 

�� 

granting resources or organizing initiatives. By the end of 2011, the 

industrial hub of Arroteia cooperated with IPO by collecting spent 

batteries. It also donated used items to ENTRAJUDA, the Parish 

of São Romão de Carnaxide and to the childcare centre Infantário 

�� 

In December, the industrial hub of Maia took part in the Quartel 

�� 

the Volunteer Southern and Southeastern Fire Corps of Barreiro, by 

donating electrical and electronic equipment waste. 

A protocol was also signed with the Mundos de Vida/Procuram-se 

Abraços campaign, which Efacec will aid in identifying families 

willing to receive children in need of protection. In the scope of 

this protocol, Efacec received the Procuram-se Abraços campaign 

at its facilities in Porto and Maia. 


7 ACKNOWLEDGEMENTS 

Efacec CEO - João Bento 

102 

�� 

verify that Efacec received the support of its stakeholders, in particular its shareholders, employees, customers, suppliers and 

investors. 

�� 

�� 

�� 

To our Employees, partners par excellence of our company and the main factors for the success of Efacec’s performance and 

the sustained construction of its future, we deeply thank them for their commitment, dedication, competence and effort shown 

once again. 

�� 

Efacec in 2011. 

To the General Meeting Board and the Supervisory Board, we also wish to express our gratitude and thanks for all their competence 

and commitment in the performance of their respective duties. 

To all the remaining entities that support our organization, in particular our customers - the main reason for our existence - we 

would like to take this time to express our deep thanks for the trust and preference they have shown.

�� 

The Board of Directors 

Pedro Maria Guimarães José de Mello - Chairman 

Manuel António Carvalho Gonçalves - Vice-Chairman 

Francisco de la Fuente Sánchez - Vice-Chairman 

João Afonso Ramalho Sopas Pereira Bento - Vice-Chairman 

Alberto de Freitas Martins - Director 

Alberto Joaquim Milheiro Barbosa - Director 

Artur Fuchs - Director 

Daniel Bessa Fernandes Coelho - Director 

José Manuel Gonçalves de Morais Cabral - Director 

Luís Miguel Nogueira Freire Cortes Martins - Director 

Francisco Bernardo Sampaio de Almada-Lobo - Director 

Luís Augusto Nesbitt Rebelo da Silva - Director 

Luís Eduardo Brito Freixial de Goes - Director 

Rui Manuel Campos Guimarães - Director 

Jorge Manuel Pereira Caldas Gonçalves - Director 


Partial view of the Armamar substation, in Portugal 

104

ANEXO I ABOUT THIS REPORT 

ANEXO II PERFORMANCE INDICATORS 

ANEXO III DUTIES OF THE BOARD OF DIRECTORS 

ANEXO IV POWERS OF THE EXECUTIVE COMMITTEE 

ANEXO V GRI CHECK MATRIX 

ANEXO VI INDEPENDENT VERIFICATION STATEMENT (GRI) 

8 

Annexes 

106 

107 

112 

116 

117 

123 


ANNEX I - ABOUT THIS REPORT 

106 

The data concerning Efacec’s sustainability performance, integrated in the present Annual Report and Accounts 

of 2011, follow the G3.0 Guidelines of GRI’s (Global Reporting Initiative) Sustainability Reporting Framework and 

were checked by PricewaterhouseCoopers, the company’s statutory auditor. 

�� 

�� 

�� 

In addition, Efacec has sought to structure information in keeping with the more common organizational 

sustainability recommendations. This way, the activities of the year were organized from from economic, 

environmental and social perspectives. On the other hand, whenever history is available, Efacec seeks to indicate 

the performances throughout the last 3 years in order to view the evolution of the organization. 

Whenever possible, the provided information refers to companies within the Efacec universe. However, with the 

current celerity of the undergoing Internationalization process, it is not always possible to provide consolidated 

information concerning all subsidiaries. As such, all reported performances are followed by an indication of 

which issue they refer to and by other notes aimed at describing how the values of the indicators were obtained.

ANNEX II - PERFORMANCE INDICATORS 

Economic Performances 

ECONOMIC INDICATORS (K€) 

Item Indicator 2009 2010 2011 

Economic Value Generated 813.438 1.038.100 714.367 

Business Volume Net Sales + Services Rendered 808.877 1.034.080 705.114 

Financial Income - interest obtained 2.765 1.863 4.315 

Financial Income 

Dividends received from shareholdings 443 435 92 

Gains from the Group’s companies and associates 1.165 868 858 

Additional Income All 376 434 4.238 

Gains from Fixed assets 

�� 

Net value added in the disposal of Financial Investments 

185 

-373 

660 

-240 

75 

-325 

Economic Value Distributed 809.944 1.002.710 739.028 

Operating Costs 

Staff Costs 

Payments to Creditors 

Payment to the State 

CSMCM (1) 348.301 514.214 252.502 

SES - Subcontracts 121.004 133.728 167.487 

SES – Specialized work 68.407 64.307 95.388 

SES – Others (2) 90.670 57.514 14.791 

Amortizations (2) 11.629 17.112 17.373 

Other Operating costs (2) 1.173 40.104 1.871 

Salaries and mandatory expenses (2) 98.674 116.686 125.912 

�� 23.375 11.847 22.260 

Training 515 856 590 

Dividends paid to shareholders 19.391 16.204 9.817 

Financial Costs – interest paid 15.392 20.322 28.123 

Taxes 1.704 2.204 1.373 

Income Tax 8.406 6.129 -652 

Fines 458 701 1.698 

Donations 45 35 84 

Community Investments 

Voluntary contributions 195 164 205 

�� 604 583 206 

Economic Value Accumulated 3.494 35.390 -24.661 

�� 2.244 3.605 2.287 

Coverage of Obligations 

Social Security Contributions 18.198 20.929 22.318 

Total 20.442 24.534 24.605 

Subsidies for exploitation 175 2.353 1.555 

Received subsidies and incentives 

Subsidies for investment 

Others 

2.430 

0 

0 

0 

172 

0 

Total 2.605 2.353 1.726 

Portugal nd 325.566 243.058 

Purchases (3) 

Efacec Markets nd 89.401 83.829 

Rest of the World nd 100.695 69.831 

�� 

(2) Does not include Training costs. 

(3) Purchases recorded in BaaN. 


Environmental Performances 

ENVIRONMENTAL INDICATORS 

Item Indicator Units Hub/Scop 2009 2010 2011 

Materials Consumption of Magnetic Sheets Ton 

Consumption of Copper 

Recycling of Copper 

Ton 

% 

Arroteia 

3458 

0 

3536 

0 

3009 

0 

Consumption of Oil Ton 5433 4908 5027 

Recycling of Oil % 0 0 0 

Consumption of Plastic Packages 

3246 2558 3727 

Maia 18792 3760 9190 

Consumption of Paper/Cardboard Packages Arroteia 1610 1349 1148 

Kg 

Maia 4807 3862 10695 

Consumption of Wood Packages Arroteia 404709 283281 332474 

Maia 74688 104288 65360 

Consumption of Other Packages Arroteia 0 0 0 

Maia 15914 364 43994 

Energy Consumption of Thermal Energy (natural gas) (1) 

Arroteia 27622 34419 23036 

Maia 6145 2308 2112 

108 

7683 9079 7603 

Recycling of Magnetic Sheets % 20 20 20 

33767 36727 25148 

Consumption of Thermal Energy (gasoline)(1) Portugal 

7623 6290 5634 

Consumption of Thermal Energy (diesel) (1) 46732 73937 78038 

Consumption of Electric Energy (2) Arroteia 62985 63408 62187 

Maia 9982 9916 9665 

Carnaxide (3) 4242 5380 4419 

GJ Portugal 77209 78704 76271 

�� - 55910 48400 

Indirect consumption of hydropower 

nd nd 11517 

Indirect consumption of wind power nd nd 24254 

Indirect consumption of natural gas 

Indirect consumption of coal 

Portugal (4) 

nd 

nd 

nd 

nd 

11059 

10678 

Indirect consumption of others nd nd 11746 

Indirect consumption of other renewable energies nd nd 7017 

Renewable Production (12) Portugal (5) 16 nd 28 

Water Water Consumption - Public Network 

Arroteia 38475 33688 36221 

Maia 8697 8801 9936 

Carnaxide (6) 9975 7750 10721 

Portugal 57147 50239 56878 

Water Consumption - Boreholes m³ Arroteia 0 0 0 

Maia 5430 7800 10143 

�� Water discharge 

5430 7800 10143 

Affected water sources Portugal 

0 0 0 

Re-used/recycled water 0 0 0 

m 2 

Arroteia 1258 1767 2295 

Biodiversity �� Portugal 0 0 0 

�� 

(2) Conversion factor: 1kWh=0,0036GJ. 

�� 

�� 

values published in the previous years. 

(5) Value estimated from the installed capacity.

ENVIRONMENTAL INDICATORS - Continuation 

Emissions Direct - use of natural gas (7) 

Arroteia 1550 1931 1292 

Maia 345 129 118 

1895 2060 1411 

Direct - use of gasoline (8) Portugal 

523 431 387 

Direct - use of diesel (9) TonCO2e 

3463 5479 5783 

Indirect - use of electricity (10) Arroteia 6591 6381 4096 

Maia 1045 998 637 

Carnaxide 444 541 291 

Portugal 8080 7920 5024 

Indirect - Travel by plane Portugal (11) nd nd 5042 

CO 

Arroteia 1646 1646 4597 

Maia 41 122 189 

COVs Arroteia 21426 20671 13123 

Maia 33 252 420 

NOx 

Kg 

Arroteia 

Maia 

2158 

105 

2158 

94 

2429 

98 

SO2 Arroteia 76 41 86 

Maia 5 7 6 

Particles Arroteia 3514 4037 6229 

Maia 70 18 19 

Residues Hazardous waste 

Arroteia 120 125 155 

Maia 3 2 4 


Portugal 129 129 169 

Non-Hazardous waste Arroteia 530 527 363 

Maia 130 606 564 


Portugal 673 1148 936 

Waste Arroteia 650 652 518 

Maia 132 608 568 


Hazardous re-used waste 

Ton 

Portugal 

Arroteia 

802 

417 

1277 

567 

1105 

376 

Maia 6 25 40 


Portugal 430 600 420 

Non-Hazardous re-used waste Arroteia 1992 2482 2224 

Maia 245 7403 9456 


Portugal 2282 9959 11782 

Re-used waste Arroteia 2410 3049 2599 

Maia 252 7428 9496 


Portugal 2715 10559 12203 

�� 

(7) Emission factor = 56.1 Kg CO2/GJ 



(10) Emission factor = 237.13 gCO2/kwh (site EDP SU) 

(11) Used factor = 0.271 KgCO2/ passenger mile (EPA - United States Environmental Protection Agency) 

�� 


Social Performances 

SOCIAL INDICATORS 

Item Indicator Units Hub/Scope 2009 2010 2011 

Employment (1) Permanent/Effective employees 

110 

2074 2148 2244 

�� 869 931 819 

�� Portugal 

5 5 5 

Full-time employees 2946 3082 3066 

Part-time employees 2 2 2 

Employees Arroteia 1177 1259 1260 

Maia 841 888 893 


Portugal 2948 3084 3068 

International Employees (local contract) 

(7) 

#Employees 

Subsidiárias 1267 1435 1564 

Employees Global 4215 4519 4632 

Turnover (1) Exit of employees - 50 years 29 37 106 

Exit of employees - Men 126 148 265 

Exit of employees - Women 11 17 21 

Total 137 165 286 

Turnover rate 

4,6 5,4 9,3 

Absenteeism 

Labour Relations 

Absenteeism rate 

Unionized employees (1) 

% 

Portugal 

3,3 

19 

3,3 

17 

3,4 

16 

Deadline to notify changes Days 15 15 15 

Safety Frequency Index (2) (7) 

52 28 34 

Severity Index (3) (7) 

Incidence Index (4) (7) 

Arroteia (7) 

922 

104 

707 

56 

1164 

61 

Duration Index (5) (7) 7 8 17 

Frequency Index (2) 

7 2 4 

Severity Index (3) 

Incidence Index (4) 

Maia 

254 

14 

102 

5 

110 

7 

Duration Index (5) 12 17 11 


19 20 18 



- 

Carnaxide 

657 

37 

749 

40 

5274 

33 

Duration Index (5) 23 27 223 

Frequency Index (2) (7) 

28 18 20 

Severity Index (3) (7) 

Incidence Index (4) (7) 

Portugal 

643 

56 

751 

47 

2054 

36 

Duration Index (5) (7) 9 36 54 


2 



�� - 

19 

5 

Duration Index (5) 1 

Occupational illnesses (6) 

Deaths 

#Employees 

3 

0 

3 

0 

2 

1 

Employees represented in safety committees 

% 

Portugal 

47 37 79 

Safety Training #Employees 10867 10845 12204

SOCIAL INDICATORS - Continuation 

Training Training Sessions 

Directors 5307 5920 4571 

Graduates 23001 22605 24815 

Heads 3008 2401 2824 

# Hours 

Administrative 

personnel 

3756 2532 1278 

Technicians 12602 9139 6719 

Production 9539 6691 7465 

Portugal 57213 49291 47672 

Training Average 

Directors 26 26 20 

Graduates 28 24 30 

# Hours per 

Employees 

Heads 

Administrative 

personnel 

16 

22 

13 

14 

15 

7 

Technicians 24 18 13 

Production 9 6 8 

Human Rights Cases of discrimination 

0 0 0 

Operations with risks associated with 

freedom 

# Global 

0 0 0 

Operations with child labour risks 0 0 0 

Operations with forced labour risks 0 0 0 

(1) The number of Employees refers to the current situation on the 31st of December. 

(2) Frequency index = no. of accidents with sick leave/ (no. of Man Hours Worked) x 10^6. 

(3) Severity Index = no. of lost work days/ (no. of Man Hours Worked) x 10^6. 

(4) Incidence Index = no. of accidents with sick leave/ (average no. of workers) x 10^3. 

(5) Duration Index = no. of lost work days/ no. of Accidents. 

�� 

year. 

�� 

Other Performances 

OTHER INDICATORS 

Item Indicator Units Hub/Scope 2009 2010 2011 

Positions and Public 

Policies 

Anti-competitive 

Behaviour 

Claims of Non-conformity 

of Products, Services 

and Solutions 

Positions and Policies in the Media 

36 49 45 

Global 

�� 0 0 0 

Related to safety requirements 

Related to labelling requirements or 

Marketing information 

Related to non-privacy with customerrelated 

information 

# 

Portugal 

0 0 0 

0 0 0 

0 0 0 

Report Relatório and Accounts e Contas 2011 | 111

ANNEX III - DUTIES OF THE BOARD OF DIRECTORS 

Pedro Maria Guimarães José de Mello 

Chairman of the Board of Directors 

- COMITUR – Sociedade Gestora de Participações Sociais, S.A. 

�� 

- Guimarães de Mello Investimentos, SGPS, S.A. 

- Guimarães de Mello, SGPS, S.A. 

��biliária, 

S.A. 

�� 

�� 

- José de Mello Imobiliária, SGPS, S.A. 

- José de Mello Participações II, SGPS, S.A. 

- MDADOS, Sistemas de Informação, S.A. 

�� 

�� 

�� 

- SOGEFI – Sociedade de Gestão e Financiamentos, SGPS, S.A. 

- TECNOCapital, SGPS, S.A. 

Vice-Chairman of the Board of Directors 

- José de Mello – Sociedade Gestora de Participações Sociais, S.A. 

- José de Mello Saúde – Sociedade Gestora de Participações Sociais, 

S.A. 

Member of the Board of Directors 

- CUF – Companhia União Fabril, SGPS, S.A. 

Chairman of the Executive Committee 

- MDADOS, Sistemas de Informação, S.A. 

Vice-Chairman of the Executive Committee 


Manager 

�� 

�� 

�� 

�� 

112 

Manuel António Carvalho Gonçalves 


�� 

Vice- Chairman of the Board of Directors 

- TMG - Tecidos para Vestuário e Decoração, S.A. 

�� 

Director 

Têxtil Manuel Gonçalves, S.A. 

Francisco de La Fuente Sanchez 

Non-executive Director 

- Sonae Capital, SGPS, S.A. 

Chairman of the General Meeting Board 

�� 

Chairman of the General Board 

- Proforum – Associação para o Desenvolvimento da Engenharia 

Guest Member of the School Board 

- Instituto Superior Técnico 

Chairman of the Electrotechnical Engineering college 

Ordem dos Engenheiros 

João Afonso Ramalho Sopas Pereira Bento 


- Efacec Sistemas de Gestão, S.A. 

- Efacec Engenharia e Sistemas, S.A. 

- Efacec Energia – Máquinas e Equipamentos Eléctricos, S.A. 

- GEMP - Empreendimentos Imobiliários, S.A. 

- Efacec Marketing Internacional, S.A. 

- Efacec Serviços de Manutenção e Assistência, S.A.

Alberto de Freitas Martins 


- Efacec International Financing, SGPS, S.A. 





- Efacec Serviços de Manutenção e Assistência, S.A. 


�� 

- EID – Empresa de Investigação e Desenvolvimento de Electrónica, 

S.A. 

Manager 

�� 

Alberto Joaquim Milheiro Barbosa 


�� 

�� 







- Efacec Investimentos e Concessões, SGPS, S.A. 

- EMPOVAR, S.A. 

�� 

Artur Fuchs 







�� 

Luís Augusto Nesbitt Rebelo da Silva 


- Efacec Investimentos e Concessões, SGPS, S.A. 

- EMPOVAR, S.A. 




- Efacec Energia – Máquinas e equipamentos Eléctricos, S.A. 

- Efacec International Financing, SGPS, S.A. 



�� 

- ATM – Assistência Total em Manutenção, S.A. 

- BRISA – Conservação de Infraestruturas, S.A. 

Daniel Bessa Fernandes Coelho 

Chairman of the Supervisory Board 

- Bial – Portela e Companhia, S.A. 

- Galp Energia, SGPS, S.A. 

- Sonae, SGPS, S.A. 


- Nanium, S.A. 

(Until the 31st of December 2011, and until the end of February of 

this year, was also) 

Member of the Supervisory and General Board 

BCP – Banco Comercial Português, S.A. 


Francisco Bernardo Sampaio de Almada-Lobo 







�� 

Luís Miguel Nogueira Freire Cortes Martins 


- Gestespada, SGPS, S.A. 

- Partmelo, SGPS, S.A. 

Director 

��- 

�� 


- Açormédia – Comunicação Multimédia e Edição Publicações, S.A. 

- APCAP - Associação Portuguesa das Sociedade Concessionárias de 

Auto-Estradas ou Pontes com Portagens 

- Banco Primus, S.A. 

- Controlinveste Media, SGPS, S.A. 

�� 

S.A. 

�� 

- Iberfar – Industria Farmacêutica, S.A. 

�� 

�� 

�� 

- Plazainveste – Promoção e Investimentos Imobiliários, S.A. 

�� 

Chairman of the Remuneration Committee 

- BRISA Auto-Estradas de Portugal, S.A. 

Chairman of the Remuneration Committee 

- Glintt, Global Intelligent Technologies, SGPS, S.A. 

114 

José Manuel Gonçalves de Morais Cabral 


Soponata – Sociedade Portuguesa de Navios Tanques, SA 


- CUF, SGPS, SA 

- José de Mello Energia, SGPS, S.A. 


- Escala Braga - Sociedade Gestora do Estabelecimento, S.A. 

- AICEP Global Parques 

- AICEP Capital 

- Fundação Ulisses 

Luís Eduardo Brito Freixial de Goes 

Vice-Chairman of the Board of Directors 

�� 

- Comitur – Sociedade Gestora de Participações Sociais, S.A. 

- Comitur Imibiliária, S.A. 

��iário, 

S.A. 

�� 

- José de Mello Energia, S.A. 


- José de Mello Participações II, SGPS, S.A. 

�� 

Sole Director 

�� 

- SCAURI – Consultadoria Económica e Participações, S.A. 

Manager 

- 31 de Maio – Gestão e Exploração de Estabelecimentos de Ensino, 

�� 

�� 

�� 

�� 

�� 

��


- MDados, Sistemas de Informação, S.A. 

- S.P.S.D. – Sociedade Portuguesa de Serviços Domiciliários, S.A. 

��iário, 

S.A. 

�� 

�� 

Vice-Chairman of the General Meeting Board 

- SOGEFI – Sociedade Gestora de Financiamentos, SGPS, S.A. 

Secretary of the General Meeting Board 


Substitute Secretary of the Company 


Rui Manuel Campos Guimarães 

Vice-Chairman 

- Fundação de Serralves 

Membro suplente do Conselho Fiscal 

- Banco BPI 


- Associação EGP – Universidade do Porto 

Chairman of the Board 

- Associação Portuguesa de Gestão e Engenharia Industrial 

Jorge Manuel Pereira Caldas Gonçalves 

Member of the Executive Committee and Member of the 

Board of Directors 

- José de Mello – Sociedade Gestora de Participações Sociais, SA 


- José de Mello – Investimentos, SGPS, S.A. 

- José de Mello Energia, SGPS, S.A. 

- José de Mello Participações II SGPS, S.A. 

- José de Mello Saúde, SGPS, S.A. 

- Brisa Auto Estradas de Portugal S.A. 

- TecnoCapital, SGPS, S.A. 

Manager 

�� 

�� 

Chairman of the Board 

- José de Mello International 

Chairman of the Supervisory Board 

- Hanseática Ruckversicherungs AG 


ANNEX IV- POWERS OF THE EXECUTIVE COMMITTEE 

116 

The Board of Directors granted the members of the Executive Committee (by means of a power delegation minute) 

management and administration powers over all the businesses of the Company and the Group, namely (in keeping 

with the limits of the granted powers) the exercise and promotion of the Company’s rights in companies where it 

has shareholdings, monitoring the respective activities and issuing binding instructions for the concerned governing 

bodies and respective members. 

�� 

next, in addition to those that cannot be legally delegated. So, the Executive Committee must submit these 

matters for approval of the Board of Directors: 

�� 

�� 

�� 

and the periodic monitoring of its execution. 

�� 

�� 

�� 

�� 

�� 

�� 

�� 

conditions of their terms. 

�� 

�� 

�� 

�� 

The Board of Directors has also limited the delegation of powers to proceedings carried out within the established 

values, regarding the following matters: 

a) Approval of investments: EUR 15 million. 

�� 

c) Approval of commercial contracts concerning the current business year: EUR 25 million. 

d) Approval of the acquisition, disposal, exchange or pledging of property or respective rights: EUR 3 million. 

e) Approval of personal guarantees or collateral provided by other companies of the Group: EUR 3 million. 

f) Proceedings concerning items a), b) and d) not included in the budget: EUR 1 million.

ANNEX V- GRI CHECK MATRIX 

ITEM Page or Information (*) 

1. STRATEGY AND ANALYSIS 

1.1 Message from the President 8-11 

1.2 Description of main impacts, risks and opportunities 32;33; 44-45 

2. ORGANISATIONAL PROFILE 

2.1 Organisation’s name 36 

2.2 Main solutions, products and/or services 38-39 

2.3 Operational structure of the organisation 24; 38-39 

2.4 �� 

Headquartes in Arroteia 

(Matosinhos) 

2.5 Countries in which the organisation operates 24; 38-39 

2.6 The organisation’s legal structure and type 

The purpose of Efacec Capital, 

S.G.P.S., is to manage the 

Group’s holding companies that 

operate in markets through their 

legally created subsidiaries. 

2.7 Strategic Markets 24; 38-39 

2.8 Organisation dimension 15;16; 38-39 

2.9 �� 16-19; 28-30 

2.10 Awards/acknowledgements received 20-21 

3. REPORT PARAMETERS 

�� 

3.1 Period to which information thereby refers 106 

3.2 Date of the most recent report 

3.3 Report cycle 

The present Report and Accounts 

2011 replaces the previous Report 

and Accounts 2010. 

The Report and Accounts is 

published every year. 

3.4 Contacts for questions relating to the report and its contents 

�� 

phone number 22 956 2300 

Report Scope and Limits 

3.5 �� 106 

3.6 Report limits 36; 106 

3.7 �� 106 

3.8 

�� 

subcontracted operations and other organisations are thereby referred to and which may 

�� 

3.9 Data measurement techniques and calculation principles 107-111 

3.10 

Explanation as to the nature and the consequences of reformulating any information contained 

in previous reports 

106 

106; 107-111 

3.11 �� 14; 106; 107-111 

Index of GRI Content 

3.12 �� 

�� 

3.13 �� 106 


118 

4. GOVERNANCE 

4.1 Governance Structure 26-27 

4.2 

Indication in the event that the president of the highest governance body is an executive director 

(showing his/her functions within the organisation’s administrative structure) 

4.3 Declaration of the number of independent or non-executive members 28 

4.4 

4.5 

4.6 

4.7 

4.8 

4.9 

4.10 

Mechanisms that allow shareholders and workers to make recommendations at the highest 

governance level 

Remuneration relationship between the highest governance level members, executive directors and 

other executives in terms of organisational accomplishments (including social and environmental 

accomplishments) 

�� 

not occur 

�� 

�� 

social topics 

Mission statements, conduct codes and values and internal principles relevant to economic, 

environmental and social performance, as well as overall implementation status 

�� 

in terms of the organisation of economic, environmental and social performance, including relevant 

risks and opportunities, in addition to adherence or conformity with agreed international standards, 

codes of conduct and principles 

Processes for performance self evaluation at the highest governance levels, especially in respect to 

economic, environmental and social performance 

Commitments to Foreign Initiatives 

26-27 

37 

28-29: 30 

28-29; 43 

112-115 

34-35; 41-42 

32-33; 35; 40; 41-42 

4.11 Explanation as to how precautionary principles are dealt with by the organisation 31; 43 

4.12 

4.13 

Charters, principles or other externally developed initiatives of economic, environmental and social 

character that the organisation subscribes to or endorses 

Participation within associations (such as industry federations) and/or national/international 

defence organisms 

Participation of Interested Parties 

4.14 �� 37 

4.15 �� 

�� 

main interested parties 

based on the strength of its 

relations (past and future) 

4.16 Means of consulting interested parties 37 

4.17 

Main questions and preoccupations noted by interested parties as a result of consultations, and how 

the organisation responds to these aforementioned questions and preoccupations 

5. ECONOMIC PERFORMANCE 

Forms of management 35; 42; 44-45; 91-92 

ASPECT: ECONOMIC PERFORMANCE 

EC1* Direct economic generated and distributed value 107 

EC2 

Financial implications and other risks and opportunities towards organisational activities due to 

climatic changes 

44-45 

EC3* �� 107 

EC4* �� 107 

ASPECT: MARKET PRESENCE 

EC5 Proportional variation comparison between lowest salaries and the minimum local wage nd 

EC6* Policies, practices and the proportion of outlay in local suppliers 68; 107 

EC7 

Procedures for local contracts and the proportion of top level management members recruited from 

the local community, situated in important operational units 

ASPECT: INDIRECT ECONOMIC IMPACTS 

EC8 

EC9 

Development and impact of investments on infrastructures and supplied services, generated 

�� 

�� 

impacts 

43-45 

42 

101 

37 

nd 

68-69; 107 

nd

6. ENVIRONMENT PERFORMANCE 

ASPECT: MATERIALS 


EN1* Consumption of materials by weight or volume 108 

EN2* Used materials which come from recycled waste from external sources 108 

ASPECT: POWER 

EN3* Direct power consumption, segmented by primary source 108 

EN4* Indirect power consumption, segmented by primary source 108 

EN5 �� 83 

EN6 

EN7 

ASPECT: WATER 

Initiatives for the supply of products and services with lower power consumption levels, 

or that use power generated from renewable resources, as well as the reduction in power 

requirements due to these initiatives 

Initiatives for the reduction of indirect power consumption, in addition to achieved 

reduction levels 

80-81 

71; 83; 108 

EN8* Total water consumption, segmented by source 108 

EN9 �� 108 

EN10 Total percentage and volume of recycled and reutilised water 108 

ASPECT: BIODIVERSITY 

EN11 

EN12 

�� 

administrated, in protected areas or rich biodiversity areas which are outside of the 

aforementioned protected zones 

�� 

protected areas, or in rich biodiversity areas which are outside of the aforementioned 

protected zones 

EN13 Protected or restored habitats nd 

EN14 Strategies, current measures and future plans for the management of biodiversity impacts nd 

EN15 

�� 

habitats in areas affected by company operations, broken down by level of extinction risk 

ASPECT: EMISSIONS, EFFLUENTS AND RESIDUES 

EN16* Total gas emissions with direct or indirect greenhouse effects 109 

EN17 Other indirect gas emissions with relevant greenhouse effects 85; 109 

EN18 

Initiatives for the reduction of gas emissions with greenhouse effects, plus the reductions 

achieved 

EN19 Emissions of ozone destructive substances nd 

EN20* �� 109 

EN21 �� 84; 108 

EN22* Total residues produced, by type and by treatment method 109 

EN23 �� nd 

EN24 

EN25 

Weight of transported, imported, exported or treated residues considered dangerous under 

the terms of the Basel Convention - Annexes I, II, III and VIII, in addition to the percentage 

of internationally transported waste loads 

�� 

water sources (and respective ecosystems or habitats) 

ASPECT: PRODUCTS AND SERVICES 

EN26 Environmental impact from the organisation’s products and services 79-83 

EN27 Percentage recovered from sold products and their respective packaging 

ASPECT: CONFORMITY 

EN28 

�� 

�� 

108 

nd 

nd 

85 

na 

nd 

108; Efacec develops an intense activity 

(Servicing Unit) in the reuse of 

mass from Power Transformers (50%), 

Rotating Machines (60%), Medium 

Voltage Switchgear (90%) and High 

Voltage Switchgear (80%). 

nd 


120 

ASPECT: TRANSPORT 

EN29 �� nd 

ASPECT: GENERAL 

EN30 Total costs and investments in terms of environmental protection, by type nd 

7. OCCUPATIONAL PRACTICES AND FAIR WORK PERFORMANCE 

ASPECT: EMPLOYMENT 


�� 88-89; 110 

�� Turnover rate by age group, gender and region 110 

�� 88 

ASPECT: WORK/MANAGEMENT RELATIONS 

�� Percentage of employees represented by trade unions and covered by business agreements 110 

Minimum announcement period regarding changes in reporting organisation operations, including 

�� 

�� 

ASPECT: OCCUPATIONAL HEALTH AND SAFETY 

�� 

�� 

Percentage of the total work force represented in formal health and safety committees, comprised of 

managers and workers alike 

Ratio of accidents, professional sicknesses, days lost, absenteeism and the number of work related 

deaths (including subcontracted workers), by region 

�� 

Education, training, counselling, prevention and risk control programs to assist the employees, their 

families, or members of the community in relation to diseases 

94 

�� Topics relative to health and safety covered by formal trade union agreements nd 

ASPECT: EDUCATION AND TRAINING 

�� Average quantity of training hours per year, by employee and by category 111 

110 

110 

94; 110 

�� 

Programmes for the management of skills and learning throughout the sustainable employability cycle, 

�� 

90-92 

�� Percentage of employees that receive periodic performance and career progression evaluations 100% 

ASPECT: EQUAL AND DIVERSE OPPORTUNITIES 

�� 

�� 

Composition of management organisms, broken down into employee genders, age groups, minorities 

and other diversity indicators 

Ratio between the average salary awarded to men and the average salary awarded to women, by 

professional category 

8. HUMAN RIGHTS PERFORMANCE 


ASPECT: ACQUISITION PRACTICES AND INVESTMENTS 

HR1 

HR2 

HR3 

�� 

rights or that have been submitted to evaluations relating to human rights 

Percentage of contracted companies and critical suppliers that have been submitted to evaluations 

relating to human rights, showing the measures taken 

Number of total training hours concerning policies and procedures relative to aspects of human rights 

�� 

training programs 

ASPECT: NONDISCRIMINATION 

HR4 Total number of discriminatory cases, showing the measures taken 88; 111 

ASPECT: FREEDOM OF ASSOCIATION AND TRADE UNION MEMBERSHIP 

HR5 

�� 

�� 

ASPECT: CHILD LABOUR 

HR6 

�� 

to contribute to the abolition of child labour 

ASPECT: FORCED AND COMPULSORY LABOUR 

HR7 

�� 

showing the measures taken to try and eradicate it 

88 

nd 

nd 

nd 

nd 

111 

111 

111

ASPECT: SECURITY PRACTICES 

HR8 

Percentage of security personnel submitted to organisation policies and procedure training, relative to 

human rights and also relevant towards company operations 

ASPECT: INDIGENOUS RIGHTS 

HR9 Total number of violations towards indigenous population rights, showing the actions taken nd 

9. SOCIETY PERFORMANCE 

ASPECT: COMMUNITY 

SO1 

ASPECT: CORRUPTION 


�� 

�� 

nd 

99; 101 

SO2 

Percentage and total number of analysed business units which are relative to risks associated with 

corruption 

nd 

SO3 Percentage of employees trained in organisation anti-corruption policies and procedures 100% 

SO4 Actions in response to the occurrence of corruption situations nd 

ASPECT: PUBLIC POLICY 

SO5* Positions as to public policies and the participation in the preparation of public policies and lobbies 99; 111 

SO6 �� nd 

ASPECT: UNFAIR COMPETITION 

SO7 

ASPECT: AGREEMENT 

SO8 

Total number of legal actions for motives of unfair competition, anti-trust and monopoly practices, 

showing the subsequent results 

�� 

of laws and regulations 

10. RESPONSIBILITY FOR THE PRODUCT PERFORMANCE 


ASPECT: CONSUMER HEALTH AND SAFETY 

PR1 

PR2 

�� 

�� 

Total number of legislation non-conformity occurrences in addition to voluntary codes related to the 

impacts of products and services in terms of consumer health and safety, by result type 

ASPECT: LABELLING OF PRODUCTS AND SERVICES 

PR3 

PR4 

PR5* 

ASPECT: PUBLICITY 

PR6 

PR7 

Type of information regarding products and services thereby required by procedures, and the percentage 

�� 

Number of legislation non-conformity occurrences in addition to voluntary codes relating to product 

and services information and labelling, by type 

Practices related to consumer satisfaction, including research results that measure these satisfaction 

levels 

�� 

including publicity, promotion and sponsors 

Total number of legislation non-conformity occurrences in addition to voluntary codes relative to 

publicity and marketing, including advertising, promotion and sponsorship, shown by type 

ASPECT: CUSTOMER PRIVACY 

PR8 Total number or registered complaints relative to the violation of customer privacy 111 

ASPECT: CONCORDANCE 

PR9 

�� 

and use of products and services 

(*) - Indicators from an independent assessment 

nd - information not available 

na - information not applicable 

111 

nd 

72 

111 

100% 

111 

67 

nd 

nd 


122

ANNEX VI - INDEPENDENT VERIFICATION STATEMENT (GRI) 


124


126

Report and Accounts 2011 | 1 - Efacec

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