Page 1

# 159 vol XXXIX MARCH/APRIL 2012 English Edition

THIS IS HOW THE PATH IS BUILT The transport and logistics projects that are making it possible to ship and receive whatever the imagination can devise, and development demands

Barge in the Port of BelĂŠm laden with equipment bound for the Belo Monte hydroelectric plant construction site








Lia Lubambo

Odebrecht Informa in digital media You can also read Odebrecht Informa on your iPad and smartphone Online edition

Online archive

iPad & smartphone

> You can view this entire issue in HTML and PDF

Video reports


> In the fourth interview for the Savvy project, Gilberto Neves, Odebrecht’s CEO in the United States, recalls the highlights of his career in the countries where he has worked > The Belo Monte hydroelectric plant, under construction on the Xingú River in Pará, Brazil, uses the waterway as an alternative means of transportation for materials and equipment > The construction of metro lines in Caracas and Los Teques are the highlights of Venezuela’s investments in urban mobility

> Access all back issues of Odebrecht Informa since no. 1, and download full issues in PDF > Odebrecht Annual Reports since 2002 > Special publications (Special Issue on Social Programs, 60 years of the Odebrecht Group, 40 Years of the Odebrecht Foundation and 10 Years of Odeprev)

> Braskem’s “green” logistics enable it to use electric forklifts whose technology is 100% sustainable and helps reduce polluting gases > In the United States, 95% of Braskem’s production reaches clients by train, optimizing costs and time spent on shipment operations > Operational since 1985, the Carajás Railway is undergoing works to widen some sections and add 114.7 km of track


informa informa

BELIEVE IN SUCCESS The Acreditar (Believe) Project graduates skilled workers and contributes to the development of communities near the Teles Pires hydroelectric plant

> See reports, features, videos, photos, animations and infographics in the magazine’s iPad and smartphone versions > Visit the App Store on your iPad to download issues of the magazine free of charge > You can read Odebrecht Informa on your smartphone by logging onto www. > Send your comments and suggestions to versal@

Read posts by the magazine’s reporters and editors on the Odebrecht Informa blog.

> Thiago Nehrer, 31, discusses the challenges of being part of a major company > The Port of Santos, the largest in Latin America, marks its 120th anniversary in 2012 > Read about the Angolan tailor who is transforming traditional fabric from his country into artworks > When scientific research is put into practice, reforestation takes on a whole new meaning

Edu Simões photo:



Construction of Lisbon beltway and Porto Metro expansion symbolize a new era of progress for Portugal’s transport infrastructure


Ruta del Sol and Electric Train are iconic solutions for improving mobility in Colombia and Peru


Communication programs are the highlight for Odebrecht TransPort’s concessionaire subsidiaries


Transnordestina Railroad: bringing development by linking the interior of northeastern Brazil with the region’s seaports


Accessibility solutions that will benefit populous regions in Pernambuco and Rio de Janeiro


Concessions: providing high-quality services for users of trains, subways and highways in four Brazilian states


Paulo Cesena and the challenges facing Odebrecht TransPort, a company increasingly focused on direct relations with the public


Construction and logistics systems enable the fast-paced execution of the Jardins Mangueiral housing project in Brasília


Basic petrochemicals reach Braskem’s clients via highways, railways, waterways and pipelines


In Caracas and Los Teques, an overview of Venezuela’s investments in better urban mobility


The challenges and stories of Olex, a company that is present in every move the Organization’s teams make


The Argentine engineer Diego Casarin: family, work and memories of magic moments provided by basketball


Belo Monte: highlights of the dam’s construction in northern Brazil include a multi-modal logistics strategy


Imports of equipment and materials for the PTA POY PET Project in northeastern Brazil involve up to 17 countries and 30 cities


In Angola, highways, expressways and boulevards in major cities and the interior are opening up avenues for growth


People: find out what makes Juliana Lima, Paulo Brito and Juliana Calsa always feel motivated to do more and better


Tackling bottlenecks: the contributions of the Embraport Terminal in the Port of Santos, and the pipeline developed by Logum


OOG is the first Brazilian company to build and operate PLSVs, ships used to install flexible pipelines in deep waters

cover photo: guilherme afonso


Gustavo Prisco writes about the (urgent) need for Brazil to overcome its infrastructure bottlenecks in transport and logistics


76 80 84 87


News People

Capa Ilustração de Rico Lins







It’s right there in the dictionary


“While seeking solutions focused on better serving clients, Odebrecht Organization companies are taking part in the efforts underway in Brazil and other countries to expand and upgrade their transport and logistics infrastructure”

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

histor In harmony with

written by Luiz Carlos Ramos photos by Edu Sim천es





Metro and road construction projects in Porto and Lisbon harmonize with the preservation of the nation’s cultural and architectural heritage

City of Porto: Metro expansion connects the historic center with the Douro River and the nearby town of Vila Nova de Gaia




he tremendous advances Portugal has

Challenges of an urban project

made in improving its infrastructure over

The Lisbon Beltway (CRIL) is 21 km long and runs

the past 25 years, since it joined the Euro-

through the northern part of the city, providing a quick

pean Union in 1986, mean that the country

route between the International Airport, Oriente Station

is now traversed from north to south by

and the Vasco da Gama Bridge, as well as connections

modern highways and fast trains, in contrast to the limi-

to other expressways. This circular route was all but

tations of the 1970s. Bridges, overpasses and tunnels

completed in April 2011 with the delivery of the 3.7-km

shorten distances and increase the presence of tourists

stretch between Buraca and Pontinha, passing through

from other parts of Europe, attracted by the warm cli-

the cities of Lisbon and Amadora Odivelas and nine dis-

mate and scenic beaches, mountains, plains and cas-

tricts, including Benfica, where the popular soccer club’s

tles, as well as the exciting cuisine, and wines that are

stadium is located.

among the best in the world.

Estradas de Portugal S.A. contracted BPC to build

Over the years, during this new era of development,

this stage of the complex, and the Odebrecht compa-

the nation’s two largest cities, Lisbon and Porto (Oporto),

ny carried out its mission in just over three years. The

have gained subway lines and extensive highways while

completion of the road works required the demolition

retaining the narrow streets of their romantic and historic

of houses and the removal of 1,600 families living in the

neighborhoods. Odebrecht International is taking part in

area, the redevelopment and opening of tunnels, inter-

the construction of this scenario through Bento Pedroso Construções (BPC), the contractor responsible for several projects in Portugal. Three of its most recent projects have just been completed: two in the Lisbon region and one in the Porto area. The complex of highways in the Portuguese capital became even more extensive and dynamic in 2011 with the inauguration of a new section of the Lisbon Beltway (CRIL), marking the completion of that circular route, which connects the Vasco da Gama and 25 de Abril bridges on the River Tagus. Leading from Almada, on the outskirts of Lisbon, on the other bank of the Tagus, the 25 de Abril Bridge is connected to the Baixo Tejo Highway. BPC has also built the most recent section of that route, facilitating access to a region of beaches that are popular with Lisbon residents and tourists alike. As for the northern city of Porto, its Metro system is composed of six lines, and one of the busiest has just been extended, connecting the city’s historic center to the Douro River and nearby Vila Nova de Gaia, a major industrial town. Portugal’s transport and infrastructure projects will continue in the next few months. Working through BPC, Odebrecht International is among the six companies that form Elos, Ligações de Alta Velocidade S.A., the joint venture responsible for the construction of portions of the future high-speed train line that will make the trip from Lisbon to Madrid in just three hours. The original design has undergone changes and is awaiting approval by the governments of Portugal and Spain, which are interested in increasing the flow of tourists in the Iberian Peninsula.



CRIL: beltway passes through northern Lisbon

changes and access routes, and the preservation of two

tion. It was also necessary to convince the residents who

historic aqueducts: Águas Livres and Francesas. The

had to be relocated because of the urban development

Águas Livres Aqueduct and its famous arches are nearly

works that the freeway is vital to the city.” José Martins

300 years old. The structure survived the devastating

adds: “One day before it was inaugurated, the route was

earthquake of 1755 and is still in use, as well as being a

opened for pedestrians only so people could experience

tourist attraction.

it on foot.”

Project Director José Joaquim Ferreira Martins ex-

There is modern lighting inside the tunnels, and lit

plains: “It was a very challenging job because of the ur-

traffic signs and loudspeakers warn drivers about the

ban development situation, which required moving large

risks of accidents and traffic jams. The concrete side

amounts of earth. For this stretch, which is nearly 4 km

walls are decorated with graffiti art. “Our client, Estra-

long, we had to build two tunnels: Benfica, which is 1,446

das de Portugal, held a contest with a prize for the best

m long and runs alongside an aqueduct, and Venda Nova,

graffiti artists. By covering the walls with these drawings,

which is 300 m long.” The project involved 181 workers,

we avoided the risk of predatory graffiti,” recalls Martins,

85% Portuguese and 15% from other nationalities.

who is preparing to join the management team for the

Antonio Martins, the technical officer Responsible for

construction of the Portuguese stretch of the Lisbon-

Community Relations, recalls: “We had to explain to mo-

Madrid Railway, in which ultra-fast trains will link the

torists why they were facing traffic jams during construc-

capital cities of two nations.



November 18, 2011, with a modern layout and almost no curves.” Gonçalo Matos, the officer Responsible for Engineering, notes that tourism is not the only sector that has benefited from this project. Many people live in that region and work in downtown Lisbon. “It was necessary to demolish houses and build bridges,” says Gonçalo. “Anyone who complained about the traffic jams while construction was going on can see how much faster it is to travel on the Baixo Tejo.”

Growing the Porto Metro Until 2002, the city of Porto had no Metro system at all. Its mass transportation system consisted of old trams, narrow streets and highways under construction. In just 10 years, six lines have been added to the Metro, including one leading to the airport. There are 81 Metro stations, 14 of which are underground, but the system runs mostly on the surface, passing through 7 km of tunnels. Built with French technology, its yellow trains are silent, sleek and modOriente Station: the CRIL enables faster connections with the International Airport and Vasco da Gama Bridge

More access to beaches

ern, stopping in seven towns and cities – Porto, Póvoa do Varzim, Vila do Conde, Maia, Matosinhos, Gondomar and Vila Nova de Gaia. Thousands of cars are no longer clogging the streets since their drivers began taking the Metro.

Portugal’s most popular beaches for foreign tourists,

BPC, which has been participating in the expansion of

especially visitors from Northern Europe, are in the Al-

the Lisbon Metro for years, recently completed a two-year

garve, in the far south, where the sun shines all year round.

project in Porto in partnership with Lena – the extension

However, the Lisbon region is also blessed with beautiful

of Line D, which links the Historic District with São Bento

bathing spots in the Estoril and Cascais area, as well as the other side of the River Tagus, in the region called the Baixo Tejo or Lower Tagus. Inaugurated in 1966 and named in 1974 in honor of the Carnation Revolution of April 25th, which democratized the country, the 25 de Abril Bridge is the most direct route to Almada and the beaches on that bank, along the river and the sea. A southern extension of the Lisbon beltway, the Baixo Tejo Highway includes a total of 70 km of infrastructure works and provides a direct route to the region’s beaches. The client, Estradas de Portugal, has awarded the northern section of that project to BPC and its joint-venture partners Lena and MSF. Regarding the recent construction of a 4-km section of divided highway for that complex near the Caparica resorts, Project Director Bruno Medeiros observes: “There were huge high-tension power poles along the route that had to be removed with the authorization of the power company, which put the project a year behind schedule. But we overcame that challenge with patience and confidence, and the road was officially opened on



Porto Metro train: the system has gained six lines in just 10 years

Baixo Tejo Highway: benefits tourists and local residents by facilitating access to the coast

Railway Station, Porto Central Hospital and the University

opened to traffic on January 30, 2012. “The biggest chal-

Campus. On October 15, 2011, in Vila Nova de Gaia, BPC

lenge of that project was the need to build it without in-

and Lena delivered a brand new station, Santo Ovídio, the

terrupting the daily flow of thousands of pedestrians and

remodeled D. João II Station, and the stretch connecting

vehicles in that area,” says Temido.

these two stations, built along the busy thoroughfare of Avenida da República.

Almost all of Luís Temido’s direct team members were Portuguese nationals. One young Brazilian engi-

Luís Temido, who has built up long experience in road

neer, Mariza Maria de Souza Ferreira, was born in Bahia

works projects during his 19 years with Odebrecht, was the

but has lived in Portugal since her childhood. Mariza,

Project Director for the Porto Metro contract. He recalls:

who joined Odebrecht three years ago, explains that the

“The new station is underground, beneath a square where

modern Metro has made the city of Porto more attrac-

two streets and the city’s main road intersect. Because of

tive without detracting from its historic features. “The

that, we had to build a road tunnel that runs underneath

recently extended line runs through the old iron bridge

and parallel to the subway tunnel.” The road tunnel was

built by Gustave Eiffel, who also built the Eiffel Tower in Paris. This bridge over the Douro River connects Porto and Vila Nova de Gaia and is part of the most scenic landscape in the region.” In Gaia, near the river docks, there are numerous wine cellars that stock Portugal’s famous port wine, which is produced and aged in oak barrels in the Upper Douro region. There are plans in place to further extend the Metro line that currently ends at Santo Ovídio, which would benefit low-income neighborhoods that are home to more than 17,000 people. Luís Temido says he believes there will be more rail and road works in the Porto region and other parts of Portugal. “Sailing is necessary; living is not.” The Portuguese poet Fernando Pessoa wrote those words nearly 100 years ago, underscoring the motto of sailors of yore. Pessoa’s verses still inspire the Portuguese people today: “More and more, I set the soulful essence of my blood to the impersonal task of enhancing the homeland and contributing to the development of humanity. That is the form taken in me by the mysticism of our race.”



12 planeta Terra realiza dois tipos de movimento: a

Em Alcântara, está sendo construída uma das bases

translação, elíptico em volta do sol, e a rotação, em

de lançamento mais avançadas do mundo. Com ela, o

torno de seu próprio eixo. A lição é muito conhecida,

Brasil entrará para um seleto grupo de oito países com

ensinada no colégio, nos primeiros anos da educação

esse tipo de tecnologia. A Odebrecht Infraestrutura

formal brasileira. Pois é justamente o movimento de

está realizando as obras civis, participando do Consór-

rotação que faz com que Alcântara, pequena cidade à

cio Cyclone 4, ao lado da Camargo Corrêa. O cliente da

beira da Baía de São Marcos, no Maranhão, seja um

obra é binacional, a Alcântara Cyclone Space, uma par-

dos principais pontos do mundo para o lançamento de

ceria entre os governos do Brasil e da Ucrânia.

foguetes e satélites.


Life on

O nome Cyclone vem do foguete que será utilizado


O município está localizado muito próximo à Linha

nos lançamentos, o Cyclone 4. Considerado um dos

do Equador. Isso permite ao veículo lançador utilizar de

mais seguros e eficazes do mundo (atinge três tipos

forma mais eficiente o movimento de rotação da Terra

de órbita), ele tem o impressionante recorde de ape-

para executar seu trabalho. Simplificando, pode-se di-

nas quatro falhas em 226 lançamentos até hoje. Ape-

zer que ele “aproveita” esse movimento, em razão da

nas outras sete nações detêm tecnologia de propulsão

localização provilegiada da base. Isso possibilita uma

similar: Estados Unidos, Rússia, Índia, China, França,

economia de até 30% do caríssimo combustível utiliza-

Japão e Cazaquistão.

do. Por esse motivo, os equipamentos são capazes de

Para a construção da base, iniciada em 2011, é ne-

suportar cargas mais pesadas que o normal. “É uma

cessária a supressão de uma área de vegetação de cer-

grande vantagem que pode colocar o Brasil em desta-

ca de 100 hectares. Nesse espaço, estarão localizadas

que no aquecido mercado mundial de lançamento de

áreas de estoque de combustíveis e de montagem e

satélites”, comenta Clóvis Costa, Gerente de Produção

acoplagem de foguetes e satélites. Um trilho de ferro

da Odebrecht.

de aproximadamente 800 m que levará o foguete para

informa informa

Passengers on the Electric Train in Lima: a decisive contribution to improving the Peruvian capital’s public transport system

a área de lançamento propriamente dita. Babaçu e sustentabilidade A vegetação predominante na área é o babaçu, uma espécie de palmeira, da qual são retirados o óleo e a

The Ruta del Sol and Electric Train are iconic projects that symbolize Colombia’s and Peru’s investments há uma praia muito bonita”, diz. “O mais interessante é que respeitamos a identidade visual da região. O talude in mobility de babaçu é confortável para os olhos, pois não des-

toa da paisagem”, acrescenta Coriolano Bahia, Gerente Administrativo da Odebrecht.

palha. Será realizado um replantio ostensivo da mata

Da forma como foi colocado o talude, até mesmo ve-

em outra região. Mas o que fazer com a madeira reti-

ículos maiores, como microônibus, podem passar por

rada (que não é de alto valor comercial) e que normal-

ali. Quem também se beneficiou com a solução foi Lin-

mente seria descartada?

coln Salles, 33 anos, dono da Pousada dos Guarás, uma

A partir de uma ideia criativa do Gerente de Produ-

pequena pérola próxima ao mar e ao mangue, onde o

ção Clóvis Costa e sua equipe, o Cyclone 4 conseguiu

hóspede desfruta do melhor suco de bacuri da região.

criar um ciclo sustentável para o babaçu, que foi reinte-

A pousada simplesmente ficaria isolada do mundo. A

grado à paisagem natural, tornando possível a preser-

passagem estreita já não possibilitava sequer o trânsito

vação da identidade visual maranhense em um muni-

dos fornecedores de alimentos. Mas a situação mudou.

cípio de importância histórica como Alcântara, ocupado

“Foi uma solução ambiental, que respeita a vegetação

pela primeira vez no século XVII, pelos franceses.

daqui. Um exemplo que poderia ser seguido pelas au-

Uma das mais belas praias da região é a dos Guarás. Por causa do avanço da maré, a única passagem

toridades”, destaca Lincoln.

mente fechando qualquer travessia terrestre. A estra-

José Eduardo: aprendizados precisam se Comunidade e turistas de Alcântaraconverter não foram em os

da ficava cada vez mais estreita. O Consórcio Cyclone

únicos a saírem ganhando com as soluções susten-

4 construiu um talude (plano inclinado que limita um

táveis do babaçu. Clóvis Costa usou a mesma técnica

para esse santuário ecológico começou a ruir, pratica-

Ponte de babaçu

move written by Zaccaria Junior aterro) utilizando o babaçu e alargou a estrada. Além photos by Bruna Romaro

dentro da própria obra. Ele criou uma ponte (uma pas-

da palmeira, foi usada também uma manta porosa ge-

sagem rente ao chão) em cima de um Igarapé com a

otêxtil. A tecnologia faz com que a água do mar bata e

palmeira local. A ponte liga os lados leste e oeste da

volte sem danificar a encosta.

obra. Antes da ponte, os caminhões e veículos eram

A obra foi essencial para a sustentabilidade da co-

munidade local. O pescador Luiz Santana Cantanhêde,

obrigados a percorrer uma distância de 12 km para chegar de um lado a outro do projeto.

51 anos, corria o risco de ter sua atividade encerrada

A passagem de babaçu é uma solução inédita e eco-

devido ao fim iminente da passagem. “Agora posso

lógica. Ela não atrapalha o fluxo da água, que atravessa

continuar minha pesca, além de outras atividades,

a madeira e mantém as características daquele ecos-

como levar turistas para o outro lado margem, onde

sistema. E mais: com a diminuição do percurso, reduz informa



route that connects Bogota with Co-

ing made in road infrastructure have a direct impact on

lombia’s Atlantic ports (on the Carib-

reducing the Vehicle Operating Cost, which is directly

bean Coast). A light rail system in Lima,

reflected in lower costs for foreign trade,” he adds.

Peru, that reduces traveling time from

The Colombian Government estimates that the im-

two and a half hours by car to 30 min-

provements being made on the Ruta del Sol will contrib-

utes by metro. These projects may be very different in

ute to a 5% reduction in the Vehicle Operating Cost, which

terms of format, but they are totally synergistic when it

represents 4% savings on the cost of cargo transport on

comes to one of the main concerns of modern life: mo-

this corridor. This would represent additional gains for

bility. In his book On the Move: Mobility in the Modern

the country of up to USD 1.5 billion per year.

Western World, published by Routledge in 2006, an in-

“Odebrecht is also positioning itself in this country

ternationally recognized expert on that subject, geogra-

as a company that invests in infrastructure. Colombia is

pher Tim Cresswell, alerted us to the fact that the phe-

an extremely interesting country, where there are many

nomenon of mobility involves a varied range of factors and processes that are simultaneously present in the basic structure of the production system and people’s daily lives, up to and including the transportation system and the public management of those spaces.

Cities to coast The Ruta del Sol (“Route of the Sun”) is the most important highway in Colombia. It covers 1,071 km and runs through an area that concentrates 70% of the country’s Gross Domestic Product (GDP) while connecting its two most important cities, Bogota and Medellin, with the Caribbean Coast. The target of a USD 2.5 billion investment, the concession for this route is divided into three sectors. Sector Two, the longest (528 km) and most important of the three, is the responsibility of the Rota do Sol S.A.S. concessionaire, led by Odebrecht (62.1%), whose part-

possibilities and there’s plenty to do,” says the CEO of

ners are two Colombian companies, Corficolombiana

Odebrecht Colombia, Luiz Antonio Bueno Junior. “Trav-

(33%) and Solarte (4.99%). The venture represents an

el time between Bogota and the Caribbean Coast will

investment of approximately USD 1.5 billion. In addition

be reduced from 16 hours to 10,” he observes.

to investing in the project, which includes the operation

The Colombian Transport Minister, Germán Car-

and maintenance of the highway for 25 years, Odebrecht

dona Gutiérrez, points out that the Ruta del Sol is a

is also present as the contractor refurbishing the route.

strategic project for his government. “We are enter-

Begun in May 2011, the road works will be completed in

ing a new era for concessions in Colombia, and this is

five years under the responsibility of Ruta del Sol (Con-

the first example of the new phase of concessions. We

sol), a joint-venture contractor formed by Odebrecht and

need to set the priorities for the organization, execu-

two Colombian companies, Corficolombiana and CSS

tion and efficiency of these road infrastructure proj-

Constructores S.A.

ects so the Colombian people will have a clear picture

According to Eder Ferracuti, President of the Rota do Sol S.A.S. concessionaire, the improvements to the

of the impact they will have on Colombia’s economy and development,” emphasizes Germán Cardona.

highway will enable the route to realize its full potential.


“It is mainly used for cargo transportation. The aver-

On track for mobility

age amount of traffic in Sector Two is 20,000 vehicles

With a population of over 8 million people, Lima still

per day, of which 70% are heavy vehicles. It is essential

needs to develop its mass transit infrastructure. The

to improve this infrastructure to increase Colombia’s

informality of the bus and taxi systems in the Peruvian

competitiveness,” he observes. “The improvements be-

capital compromises the quality of transit and induces


Ruta del Sol and Germán Cardona: “We are entering a new era for concessions in Colombia”

people to travel in their own vehicles, a domino effect

lion inhabitants. “It was important for our citizens to

that eventually leads to massive traffic jams at any time

see that it was possible to finish this project and con-

of day. Long-standing plans to build a light-rail system –

firm that the metro is actually an important solution to

known as the Electric Train in Peru – got off the drawing

the urban transport problem in Lima,” says Enrique

board during President Alan Garcia’s first term in office


in the second half of the 1980s, but the project ground to

The new metro is very popular. Oswaldo Plasencia,

a halt before it was completed. It resumed by the end of

Executive Director of the Autonomous Electric Train

Alan Garcia’s second administration in 2009, when nine

Authority, observes that preliminary studies indicating

stations were added to seven existing ones, and 13 km

that Lima’s light-rail system would transport 300,000

were added to the 9 km of lines already built. However,

passengers per day have been updated, doubling that

structural changes and updates were required. To get an

figure to 600,000. “We have succeeded in building this

idea of the results obtained from the implementation of

project in record time, with excellent quality and virtual-

the Electric Train project, it takes just 30 minutes to get

ly no inconvenience to the public. In just over two weeks

from the first to last station of the Lima Metro. The same

of operations, the Electric Train has carried about 2

trip by car takes at least two and a half hours.

million users,” says Plasencia. He adds that it is just

According to Carlos Nostre, Odebrecht’s Electric

a matter of time before the public takes a liking to the

Train Project Director: “There is no doubt about the

new system and there is a demand for the network to

need for this transport system, the way things are now.

be expanded by adding more stations and lines.

We took on a very difficult project, with the challenging deadline of 18 months to develop the plans, build the metro and get the trains up and running,” he says. One of challenges Nostre underscores is the fact that the Lima Metro runs over-

Oswaldo Plasencia: number of Electric Train users surpassed expectations

head and not underground, which meant that its construction had a bigger impact on the public’s daily life. Directly involved in the resumption of the Electric Train project, Enrique Cornejo, a former Peruvian Minister of Transport and Communications, argues that light-rail systems are a necessity for any city in the world with over 4 mil-




open dialogue written by Renata Meyer


omprehensive programs de­­s­ ig­ned to communicate with the community and the media have

been an important ally of Odebrecht TransPort’s concessionaire subsidiaries when fulfilling one of the company’s basic principles: ensuring the continuing improvement of the services it provides. “As providers of public services, we are committed to communicating with our users effectively, foreseeing events and avoiding surprises,” says Marco Be­­­natti, the officer Responsible for

Communication at Rota das Bandeiras, the concession company that




by Artur Ikishima

Odebrecht TransPort’s concessionaire subsidiaries use communication tools to maintain close relations with the community and the press

operates the Dom Pedro I Corridor in Campinas, São Paulo. Six months ago, the company launched a bulletin titled De Olho

na Rota (An Eye on the Route), which provides information on traffic conditions throughout the highway system, including closed lanes and road works. It sends seven daily updates of the bulletin to radio stations and news websites, especially at peak times. Rota das Bandeiras is also preparing to launch its new website, which will publish real-time im-

lion in an integrated communica-

focus on accountability to the

tion system with its clients – the

community. It periodically invests

passengers aboard its trains –


which is managed at the Opera-

matters like the delivery sched-

tional Control Center (OCC). This

ule for road works and changes

new system enhances operational

in traffic flow and intensity.




security and safety while stream-

Bahia Norte also maintains

lining the OCC’s communications

an active presence on social

with train drivers.

networks. To inform the pub-

The concession company is

lic about traffic conditions, it

also investing in the deploy-

has created a Twitter page and

ment of television screens on

updates it several times a day.

trains and in stations to broad-

Users can also obtain this infor-

cast institutional programs that

mation by logging on to the con-

provide background information

cessionaire’s website.

about its operations and help

In Cabo de Santo Agostinho,

answer passengers’ most fre-

Pernambuco, where Rota dos

quently asked questions, among

Coqueiros manages 6.5 kilo-

other content.

meters of highway, face-to-face

The Bahia Norte concession-

communication has made a big

aire, which is responsible for

difference in the community’s

administering the BA-093 state

life. The concessionaire invests

highway system in the Salvador

in traffic education, road safety

metropolitan region in northeast-

and environmental awareness

ern Brazil, has also put an ex-

campaigns through seminars,

tensive communication program

training sessions and recre-

ages from the cameras installed

in place. Between December

ational activities for local resi-

along the highways.

Bahia Norte’s publications: full accountability

2010 and June 2011, the com-

dents. It has also started pub-

Rota das Bandeiras has ad-

pany conducted a survey of users,

lishing a bimonthly newsletter

opted a transparent and proac-

residents and business leaders in

to communicate with the high-

tive stance in its press relations.

the region to help identify the best

way’s users. With a circulation

“Nothing goes unanswered,” says

communication strategies.

of 10,000 copies, the newsletter

Benatti. He says that speed and

“We want to show the public

is distributed at the toll plaza,

accuracy when working with the

that our work is not limited to

which is the company’s main

press have made all the differ-

collecting tolls. We are here to

point of communication with the

ence in earning media profes-

provide high-quality service and

public. “Through the newsletter

sionals’ trust.

make essential improvements to

we show our users what we are

At SuperVia, the concessionaire

the local transport infrastruc-

doing for the community. As a

that runs the commuter rail system

ture,” says Cledson Castro, the

result, they can take part in our

in the Rio de Janeiro metropolitan

officer Responsible for Commu-

projects and see that our work

region, the challenge of provid-

nication at the Bahia Norte con-

goes beyond maintaining and

ing information to users quickly

cession company.

operating the highway,” says

has the support of technology. The

From this perspective, Bahia

company has invested BRL 2.9 mil-

Nor­te’s communication efforts

Elias Lages, President and CEO of Rota dos Coqueiros.




nyone who visits the 25 work fronts for the New Transnordestina Railroad in the Brazilian states of Pernambuco,




and sees the accelerated work of

around 9,000 people and thousands of machines, would never imagine the time it took for the project to leave the drawing board. Residents of the Northeast had nurtured that dream since Emper-

backl Tracks across the

or Pedro II visited that part of the country in the nineteenth century and promised to build a railroad to link the interior of the region to the coastal cities. Over 100 years later, the new route of the railway, which will connect existing portions of the old network, is one of the main projects in the Federal Growth Acceleration Program (CAP), with an investment of BRL 7.5 billion. The 1,728km New Transnordestina will connect the city of Eliseu Martins in southern Piauí with the ports of Pecém in Ceará and Suape in Pernambuco. Odebrecht Infraestrutura is responsible for building the Eliseu Martins-Suape stretch and part of the Salgueiro-Pecém section. The work is divided into two phases. The first is infrastructure, which includes grading and construction of bridges and viaducts – that is, preparing the ground for tracks. “This stage is the most challenging part of the project because it involves obtaining environmental permits, land expropriation, relations with maroon and indigenous communities and managing our own impact on urban areas,” says Tufi Daher Filho, CEO of Transnordestina Logistica S.A., the CSN Group company that has been responsible for operating the freight railway system in the Northeast since 1998. The second phase involves the superstructure, that is, installing the sleepers, rails and gravel – the railway itself. This phase began in the second half of 2011. About 200 km of the railway have been built so far. Trains are already riding the rails, but for now there are just enough to carry materials for the works themselves: rails, sleepers and gravel. “We can lay up to 2.5 km of track per day. We’ll have built 600 km of the railway by the end of 2012, and the Eliseu Martins-Suape section will be up and running by 2013,” says Tufi.



Section of the Transnordestina Railroad in Salgueiro, Pernambuco: the city marks the beginning of the railway line. Opposite page, Brazilian President Dilma Rousseff during her visit to the jobsite: harnessing the region’s potential



The Transnordestina Railroad is equipped with the latest features. One is the gauges (distance between rails) used – broad gauge (1.6 m) tracks for modern trains, and mixed gauges in some places, which allow older narrow-gauge (one-meter) trains to operate. It also uses concrete sleepers instead of wood. The rails purchased from China, Italy and Poland measure 24 m per unit. Each unit is attached to nine more to form a 240-m Long Welded Rail (LWR). The slope of the line is a maximum of 1.5% and the radius of curvature is 400 m per kilometer. Thanks to these features, a 104-car train can safely travel at up to 80 km/hour.

A corridor of opportunities

A 200-km stretch of the ongoing Transnordestina Railroad project is already built and changing lives in a vast region of Brazil

When the 1,728-km railway system is completed in 2014, the business opportunities will be huge. The railway will carry 30 million metric tons of cargo per year. Transnordestina Logística’s cars already carry products like cement, raw materials for steel mills, and fuel (ethanol, diesel and gasoline), and the company wants to expand its business and transport grain and minerals as well. Two clear targets are in sight: the Mapito region (covering Maranhão, Piauí and Tocantins), a major grain producer, and the Araripina Plaster Hub in Pernambuco, which contains one of the largest gypsum deposits in Brazil. Iron ore and copper mining ventures in Pernambuco and

written by Edilson Lima photos by Marcelo Pizzato




Alagoas are already underway. Other possibilities

Strategic position

include transporting fruit from Petrolina, Per-

Strategically located, about 600 km from sev-

nambuco, and northern Bahia, and the return of

eral major cities in the Northeast, Salgueiro is

essential products such as fertilizers.

the hub for the New Transnordestina Railroad

In 2012, Transnordestina Logística will also re-

works. Workers from the Northeast and other

store a 500-km section of the original rail network

parts of Brazil have been arriving in that city

between Cabo de Santo Agostinho, Pernambuco,

since construction began in late 2009. Since

and Porto Real do Colégio, Alagoas, which was

then, it has grown by 25%, and now has 60,000

damaged by heavy rains and floods two years ago.


As a result, the system will once again connect

“The booming economy has affected every-

the northeastern railway with the Central Atlantic

thing from increased consumption of food and

Railroad, which crosses part of the Midwest and

fuel to high occupancy in hotels,” says Mayor

Southeast of Brazil.

Marcones Libório de Sá. Banks, household ap-

“The New Transnordestina will expand the

pliance stores and footwear outlets have arrived

range of options available to businesses. They

there as well. With more tax revenue, the city

will be able to choose the best way to distribute

can invest in paving streets, installing sewer

their products within Brazil or to other countries.

systems, building a sanitary landfill and expand-

Our goal is to increase the market share for rail

ing Salgueirão Stadium, in addition to improving

transport from the current 15% to 40% of freight

education and health care. In 2011, Marcones

in the region,” says Tufi Daher Filho.

received the Idepe Award from the State of Per-


nambuco for his efforts to promote basic education. “It was a recognition of our efforts to improve education in this city,” he says. The mayor is also celebrating the work opportunities generated by the project itself. Previously, the city had an unemployment rate of 30%. Today, that figure is down to 6%. “It isn’t any lower because the economy requires more skilled workers,” he says. The city has achieved this by partnering up with Odebrecht Infraestrutura. “Finding qualified people Workers installing rails and sleepers and, in the smaller photo, Mayor Marcones Libório de Sá: recognized efforts

was a major challenge on this project. We had to train about 4,000 workers through the Ongoing Professional Education Program – Acreditar,” says Odebrecht Project Director Pedro Leão. “Everywhere we go, the local authorities and people in the community are talking about how this project is benefiting their towns.” Ieunice Elenira Primo, 23, and Lucian Alves da Silva, 22, were born and raised in Salgueiro. When they heard about the courses available at Acreditar (“Believe” in Portuguese), they signed up right away. By the middle of 2010, both of them had jobs on the railway works. “When I got the call, I was thrilled to bits! I started out as a production assistant and now I’m in training to become a machine operator at the sleeper plant. As long as the opportunities are there, I’ll keep growing,” she says. Just as enthusiastic as Ieunice, Lucian, who works as a steelfixer, says: “This project makes us all proud. I know I’m playing a part in the history of the Northeast and Brazil. I want to keep studying, and maybe I’ll even become a construction supervisor one day.” In February, Brazilian President Dilma Rousseff visited the construction site in Salgueiro, and said: “Connecting the interior of Brazil to its ports will increase our capacity to get products to market and develop the region’s potential.”




A road complex in Pernambuco and an expressway in Rio de Janeiro put technological and entrepreneurial innovation at the service of accessibility 22




espite the almost 2,400-km distance that lies between them, Rio de Janeiro and Pernambuco are very similar when it comes to the execution of major projects. In recent years, both states have

seen economic growth higher than the national average in Brazil, and both are investing in infrastructure projects, some of the most significant being in the mobility sector. In the Southeast and Northeast of the country, the Odebrecht Organization’s companies are partners in this development process as

through written by Heloísa Eterna and Rodrigo Vilar photos by André Valentim

Works on the TransOeste project in Barra da Tijuca: making Rio de Janeiro’s West Zone more accessible

investors and builders of projects that are expanding

there, and another 35 are in the implementation

the logistical capacity of these states.

phase, representing a total investment of USD 17

Located in the Recife metropolitan area, the Port

billion. In 2011, Suape’s port operations registered

and Industrial Complex of Suape, controlled and

25% growth in tonnage transported and 33% growth

administered by the State of Pernambuco, is con-

in container handling.

solidating its position as one of the most important

This success story has encouraged the admin-

investment hubs in Brazil. The complex receives

istrators of Suape and the State of Pernambuco to

60,000 workers daily and covers an area of 13,500

implement plans to expand and upgrade the com-

hectares – geographically larger than the city of

plex’s access roads. “We are carrying out a plan to

Olinda and equivalent to the entire urban area of

keep pace with this growth in the medium and long

Recife. More than 100 companies are operating

term. One initiative is the road concession won by



Elvio Luiz photo:

Odebrecht TransPort and Invepar at the end of 2011,”

ernization and implementation of a signaling system,

says Frederico Amâncio, Vice President of Suape.

the installation of street lighting, and the deployment

Through a 35-year contract and investments of

of metal safety fences and barriers in high-risk ar-

BRL 450 million, the Rota do Atlântico S.A. conces-

eas. The project also includes construction of an Op-

sion company (CRA) – 50% owned by Odebrecht

erational Control Center, a Base of Operations with

TransPort and 50% by Invepar – manages a 43-km

a User Service Center, mobile weigh stations, two

section of the Expressway road and Logistics Com-

logistics yards, five toll plazas and a new Highway

plex. The road concession starts on BR-101 South

Military Police station.

at D. Helder Câmara Hospital, and runs through the district of Nossa Senhora do Ó, in Ipojuca, lead-


ing to Porto de Galinhas Beach, on the south coast

Two Organization companies are working together

of the state. In addition to building and upgrading access

the investor and operator, and Odebrecht Infraestru-

roads, the business plan also provides for the mod-

tura is responsible for civil works. “We aim to de-

Workers building TransOeste: Rio de Janeiro is improving its transport infrastructure


in the CRA concessionaire: Odebrecht TransPort is


stretch in the Recreio dos Bandeirantes neighborhood, where all lanes are fully operational,” says Project Director Pedro Moreira. One of the highlights of the TransOeste project is the construction of the Grota Funda tunnel, linking Barra de Guaratiba and Recreio dos Bandeirantes. Once completed, the tunnel will reduce travel time by 50%, eliminate traffic jams in the Serra da Grota Fun-

[35-year] concession’s users, while keeping in mind the overall value and the deadlines agreed with the

There will be 25 BRT stations along the 23.8 km route of the TransOeste Expressway. Their platforms will be level with the bus doors. Equipped with occupancy sensors that will open doors automatically, they will also be accessible to people with special

Elvio Luiz

velop a quality project that meets the needs of the

da mountains and benefit over 200,000 people daily.


Building the structure for the Expressway in Pernambuco: a strategic project for the Suape Industrial and Port Complex. Below, Júlio Perdigão and Ana Carolina Farias: two Odebrecht companies are directly involved in planning and execution

grantor,” says Odebrecht Infraestrutura Project Director Ana Carolina Farias. According to Júlio Perdigão, Investment Director of Odebrecht TransPort and President and CEO of CRA, both companies are actively involved in planning and execution to ensure maximum efficiency. “Structured projects like this one encourage the full application of the Odebrecht Entrepreneurial Technology (TEO), influencing and being influenced at all times in pursuit of what is right. It is a relationship of discipline, respect and trust between colleagues and partners.”

Building a dream

needs, and the stations’ architectural design provides

In Rio de Janeiro, the works being built in the run-

a light and airy ambience. “The public’s needs, the

up to the 2014 FIFA World Cup and the 2016 Olympics

City Government’s dream and Odebrecht Infraestru-

will leave a legacy that will benefit the economy, local

tura’s ability to get things done are making this proj-

residents and tourists who visit the state capital. One

ect happen,” says Moreira, who adds that it will be

of the projects underway is the TransOeste Express-

completed and officially opened in April of this year.

way, which aims to improve accessibility between the

The sections of the Expressway under Odebrecht

Barra da Tijuca and Santa Cruz districts in the West

Infraestrutura’s responsibility are located between

Zone of the city, including an express corridor for a

Ayrton Senna and Benvindo de Novaes avenues (9.9

BRT (Bus Rapid Transit) system.

km), and Benvindo de Novaes Avenue and Estrada da

Odebrecht Infraestrutura is responsible for build-

Matriz highway (13.9 km). The project involves cor-

ing two of four sections of TransOeste, and has al-

doning off BRT lanes, building side lanes, refurbish-

ready completed 90% of the works. “This project is

ing the existing roadway, building a second roadway

a long-held dream, especially for urban residents.

alongside the original one, and building tunnels, two

Before it is completed, they can already enjoy the

bridges and six overpasses.



Activity on Line 4 of the SĂŁo Paulo Metro and (smaller photo), bank worker Leandro Rocha: better quality of life

The constant pursuit of technological, operational and managerial improvement is the hallmark of Odebrecht TransPort’s concessions in four Brazilian states 26


s 26

ervice At its users’

written by Renata Meyer photos by Dario de Freitas


ão Paulo, Tuesday, late afternoon. Le-

Its main challenges include improving and mod-

andro Rocha is returning home after a

ernizing the rail industry through a BRL 2.4-billion

hard day’s work at the bank. The com-

investment program carried out in partnership with

mute from the city center to his home

the State Government, which includes renewing the

in the Santo Amaro district, which used

fleet, refurbishing stations and revitalizing the sys-

to last two hours by bus, now takes less than 60 minutes on Line 4 of the Metro. He describes the benefits in a nutshell: “Now I have a better quality of life.”

tem’s infrastructure. In São Paulo, Odebrecht TransPort is one of shareholders of Via Quatro, the concessionaire that runs

In Cabo de Santo Agostinho, Pernambuco, real

Line 4 of the megacity’s Metro system. The first stage

estate broker Thiago Lein travels on the 6.2-km Co-

of this venture was completed in 2011. When com-

queiros Route, which leads to the south coast of the

pleted, it will be 12.8 km long, with 11 stations linking

state and the industries in the Suape Complex. “I take

the West Zone of São Paulo and the city center.

this route several times a week. You can save time and drive more safely,” he says.

“Anyone who travels on this line every day can see the major leap in quality that it represents for our

Leandro and Thiago are among the thousands of

transportation system. As a user I hope that more

Brazilians who are benefitting from the Odebrecht

train and subway lines will also get this kind of infra-

TransPort’s operations in the areas of road trans-

structure in the future,” says Leandro Rocha.

portation and urban mobility, currently located in four Brazilian states: São Paulo, Rio de Janeiro, Pernambuco and Bahia. In the area of urban mobility alone, which includes the operation of trains and light rail systems, the company transports 1.3 million passengers daily in the two largest cities in the country and expects to invest BRL 6.5 billion through its assets.

Urban trains In the Rio de Janeiro Metropolitan Region, Odebrecht TransPort has been running SuperVia since November 2010, serving over 500,000 passengers per day. The concession company is responsible for the administration of one of the region’s main transport systems until 2048, comprising 270 km of railways, with 98 stations in 12 counties.



must concentrate on fulfilling the public’s expectations. This entails major challenges, such as promptly meeting our users’ needs with quality services, safety and punctuality,” says Paulo Cesena, President and CEO of Odebrecht TransPort.

Road transportation Working with the same focus, Odebrecht Trans-


Thiago Lein uses Rota dos Coqueiros in Pernambuco: more safety and less commuting time

Lia Lubambo

Port’s road concession companies are upgrading some of the most important highway systems in the country. This is the case with the Dom Pedro I Corridor, which the company has managed since 2009 through Rota das Bandeiras in São Paulo State. This 297-km system connects 17 cities in the metropolitan region of Campinas and the Paraíba Valley, an Line 4, which links the other Metro lines with the

area with about 2.5 million inhabitants. The 30-year

metropolitan train system, stands out for its moder-

concession includes a BRL 3.5-billion investment in

nity. It is the first light-rail branch in Latin America

the maintenance, refurbishment and modernization

with glass partitions separating the platform from

of the road network.

the tracks, a feature that increases passenger safety. It also uses driverless technology.


In the northeastern state of Bahia, Odebrecht TransPort and its partner Invepar control the Bahia

“Due to the enormous challenges involved, in

Norte concession company, which is responsible for

terms of technology, operations and management,

the administration of a 121-km section of the BA-

our experiences in Rio de Janeiro and São Paulo

093 state highway system, covering nine counties in

have qualified us to work on urban mobility projects

the Salvador metropolitan region and serving more

in other major Brazilian cities,” says Irineu Meireles,

than 3 million residents. Composed of six routes, this

Regional Director of Odebrecht TransPort.

system is an important artery for industrial produc-

The focus on quality service is a point that all of

tion, serving the Aratu and Camacari manufacturing

Odebrecht TransPort’s operations share in com-

hubs, which contain a total of 298 companies and are

mon. “When we operate public utility services, we

responsible for roughly 60% of Bahia’s GDP.


transportation sector is working on urban projects that are of major strategic importance for regional economic, industrial and tourism development. “Our goal is to help build new hubs of development in Brazil, as well as alternative means of public transport to minimize traffic bottlenecks in our cities,” he says. Through the Rota do Atlântico concessionaire, the company is investing in the Expressway Road and Logistics Complex (see article on page 22), which is located in a major hub of economic expansion in the northeastern state of Pernambuco. The 43-km highway is not only an alternative route to Recife’s south coast beaches but will reduce traffic on the roads leading to the Suape Industrial Complex, which is now home to over 100 companies. In Pernambuco, Odebrecht TransPort also manages the road system comprised of Via Parque (Park Odebrecht TransPort is also Invepar’s partner in

Highway) and the Arquiteto Wilson Campos Bridge,

the Litoral Norte concession company (CLN), which

in Reserva do Paiva. Managed by Rota dos Coqueiros,

manages 217 km of Estrada do Coco (Coconut High-

this 30-year concession was the first public-private

way) and the Linha Verde (Green Line), part of state

road partnership in Brazil. In addition to making it

highway BA-099. This route links the city of Lauro de

easier to get to the state’s southern beaches, the

Freitas, in the Salvador metropolitan region, with the

road reduces the distance to Recife by 30 km.

border between the states of Bahia and Sergipe, and plays an important role in regional tourism. According to Renato Mello, Odebrecht TransPort’s

the 686 km of highways Odebrecht TransPort operates. The company plans to invest a total of BRL 7.6 billion in this sector through its concessionaires.

Foto: Carlos Junior

Regional Director, the company’s priority in the road

Last year, more than 61 million vehicles traveled

SuperVia, in Rio de Janeiro: 500,000 passengers daily




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




service The Spirit of

written by Álvaro Oppermann and Renata Meyer


photo by

Paulo Fridman

reated in 2010, Odebrecht TransPort is

Paulo Cesena – There is a synergistic partnership

growing and consolidating its standing

between the two companies under the leadership of

as one of the leading transportation and

our Entrepreneurial Leader (CEO) Benedicto Junior.

logistics companies in Brazil. With net

Odebrecht Infraestrutura contributes its competi-

earnings of BRL 1.618 billion in 2011, its

tiveness in Engineering & Construction, and Ode-

assets include SuperVia (a commuter rail

brecht TransPort focuses on investment, financing

system in the Rio de Janeiro metropolitan region), Rota

and operations. This partnership means we are al-

das Bandeiras and Rota dos Coqueiros (highway systems),

ways working together in a unique relationship with

and Embraport, the country’s largest multipurpose pri-

our clients during the planning and construction

vate port terminal, in Santos, São Paulo. In this interview,


Odebrecht TransPorts’s Executive Director Paulo Cesena, who has spent 14 of his 39 years with the Organization,

OI – What is the main advantage of this synergy?

underscores how, by investing in and operating infrastruc-

Cesena – It is nationwide capillarity and proactivity.

ture assets, the company is embarking on a new phase of

This relationship makes us better able to understand

entrepreneurship for the Organization, which is now a co-

our clients throughout Brazil and to look ahead, com-

participant in public services with a major social impact.

ing up with relevant projects. This only happens when

Speaking to the Odebrecht Informa team in his office in São

entrepreneur-partners are on the same page, with the

Paulo, Cesena revealed the strategies and opportunities of

common goal of serving clients and creating value.

a company facing many challenges on the road ahead. He also believes there is a need for entrepreneurship focused

OI – Are acquisitions part of Odebrecht TransPort’s

on ongoing user satisfaction. “We must see ourselves as

growth strategy?

public service providers who are prepared to fulfill the ex-

Cesena – Not exactly. Our difference lies in the devel-

pectations of our clients and users with promptness and

opment of new ventures, called greenfield projects.

excellence in our operations of trains, subways, high-

But we may occasionally make acquisitions that al-

ways, ports, and eventually, airports.”

low us to enter new lines of business. For example, we have purchased Embraport, which now allows us

Odebrecht Informa – Odebrecht

to see ourselves as a participant in the entire Brazil-

TransPort is a new company. It

ian container market. Also, we recently acquired a



company that operates bulk liquid storage terminals

fraestrutura (Infrastructure), and



because we want to be qualified to service clients

is still part of that company. How

such as Braskem, ETH Bioenergy, Odebrecht Oil &

does the relationship between

Gas (OOG) and others, as an experienced partner in

the two companies work?

these operations.



OI – At the beginning of our conversation [when Paulo

sional education schools where the teachers are experi-

Cesena welcomed the news team to his office], you

enced professionals in the maintenance and operation

said your team is facing a new challenge in terms of

of specific systems and have a focus on the users of

entrepreneurship. How so?

those systems. We are also organizing exchanges with

Cesena – We are used to business-to-business opera-

operators from other states and countries to capture

tions. But the moment we bring users into our opera-

know-how. And we are bringing in mature profession-

tions – of subways, trains, and roads – we must also

als to help groom young entrepreneurs. Grooming and

change our attitude. Dealing with social networks, for

building teams and acculturating them in the Ode-

example. Exploring opportunities to implement busi-

brecht Entrepreneurial Technology (TEO) is one of our

ness-to-consumers operations. I started noticing this

main focuses.

last year. The more we cease to be just a builder and become an operator and investor in infrastructure as-

OI – Odebrecht TransPort is pursuing strategic part-

sets, the more our entrepreneurship profile changes,

nerships, correct?

which includes providing public services to our nation’s

Cesena – That’s right, and for one major reason. Opera-


tions technology transfer is a priority for us. We have a great deal of expertise in engineering, but we still need

OI – Where does the biggest growth opportunity lie

to accumulate experience in operations. For example,

right now?

we have partnered with Changhi, the operator of Singa-

Cesena – In the urban mobility segment. It may be

pore Airport, one of the world’s most awarded airports

an opportunity analogous to the one we had 15 or 20

for the quality of its operations.

years ago with toll roads. Eight major Brazilian cities are among the 100 largest urban conglomerates in the

OI – What are the market prospects for Odebrecht

world. Odebrecht TransPort is qualified to seize this op-


portunity because it operates two complementary as-

Cesena – We are currently working on at least 15 proj-

sets: commuter trains in Rio de Janeiro, and the sub-

ects in Brazil. It sounds like a lot, but is compatible with

way system in São Paulo. Urban mobility is the most

our decentralized operations and the quantity and qual-

complex issue facing Odebrecht TransPort.

ity of our entrepreneur-partners and support teams. Each project signifies a leap forward in team grooming

OI – What is the focus of Odebrecht TransPort’s opera-

and building. One of our biggest challenges is ensuring

tions in the road sector?

the dissemination of knowledge, and we are structuring

Cesena – In our road concessions, we have a strong

knowledge communities to do just that. Besides Brazil,

focus on creating value for our users. One example is

specific opportunities are also arising in other coun-

electronic tolls, which already represent 60% of toll col-

tries where Odebrecht is present, and we are assessing

lections on Rota das Bandeiras. We are working with the

whether to enter those markets or not, once we are in

State of São Paulo to plan the introduction of the Multi-

line with our shareholders.

lane Free Flow system, where tolls are charged through gateways, which would even eliminate toll plazas. Our

OI – Being one of the leaders of an entrepreneur-

users want more comfort and fluidity on the roads, and

ial process like the one in which Odebrecht Trans-

that way, they can pay per kilometer traveled.

Port is prominently engaged requires energy, confidence and optimism. How do you ensure that


OI – How are you handling the need to groom teams to

these elements are always present in your every-

keep pace with growth?

day life?

Cesena – We need to groom a highly qualified team,

Cesena – We’ll never achieve the success we desire if

especially in light rail/commuter rail, port and airport

we can’t find a way to balance our personal and pro-

operations. For a long time, there were no significant

fessional lives. We work hard, but we also know when

investments in infrastructure in Brazil, and this created

to take a break, enjoy our family life and celebrate our

a generational vacuum. We are partnering with profes-

achievements. That’s how it’s got to be.


speed A safe way to gain


written by Domitila Carbonari

An industrialized construction system accelerates the execution of the Jardins


photo by Ricardo de Sagebin he challenge was set when Bairro Novo, the OR brand and affiliate for low-income housing projects, signed a partnership agreement in 2009 with the government of Brazil’s Federal District for the con-

struction of 8,000 residential units of social interest in the nation’s capital, Brasília, in just 52 months. Jardins Mangueiral (Mango Grove Gardens), the name chosen

Mangueiral project in

for the project, is Brazil’s first and only Public-Private


ing a brand-new neighborhood with all the infrastruc-

Partnership (PPP) for a residential project. It is creatture required to house 8,000 families.



Bairro Novo is building 15 blocks of houses in a 2 million square-meter area in São Sebastião, a “satellite city” of Brasília. Five have already been completed and 10 are under construction. The project includes community facilities and shopping areas. Scheduled for completion by December 2013, it was designed for very fast implementation from the outset. The industrialized system that Bairro Novo employs on all its construction projects is making it possible to build Jardins Mangueiral fast enough to meet the deadline. The system involves using aluminum forms for pour-in-place molding of structural concrete walls,

Jardins Mangueiral: building 8,000 residential units in 52 months

which ensures high speed and productivity, a streamlined construction process and minimum waste. Because of the accelerated pace of the job, the work was already underway when Silvio Romero, the Construction Director responsible for Jardins Mangueiral, and his team realized that they needed a logistics system that would meet production requirements quickly while ensuring better control and more security in supply management, making cost monitoring more effective. “The way we were set up, delivery of materials to work fronts could not keep pace with the production teams. That’s just one example. And there was no advance scheduling or quantity control, which significantly increased our costs and held back con-

block and set up a materials distribution center that

struction,” Silvio Romero explains.

was much more organized. “Thanks to this system, the procurement area has


Eliminating waste

taken charge of the entire cycle for materials, from

The solution was to deploy the Lean Construction

the purchase and storage of inputs to the preparation

System, a management philosophy based on the

and distribution of kits,” says Irineu Marinho, the of-

Toyota Production System, which seeks to reduce

ficer Responsible for Procurement. “Today, when the

non-value-added activities, eliminating waste in the

workers begin their workday, they have all the mate-

construction chain. The team’s first decision was to

rials they need for the task at hand,” he adds.

create kits for each job at every stage of the proj-

The “star” in the management of this process is

ect. They also eliminated the warehouses near each

the Kanban, which is just a colored card that identi-


the days of the week and hourly intervals for sending out the kits. At around 4 pm, the procurement team removes the Kanbans from the Heijunka-Box and schedules the deliveries, arranging to load the kits onto the vehicles that will distribute them later in the day to all the blocks where construction work is underway. With the help of that panel, which is an effective visual aid, the procurement team can identify the days and times when the materials have to be delivered to the work fronts, and determine the size and components of the construction kits. “Kanbans are a simple and smart way we have found to communicate with all areas of the project. Today, we have effective control over the physical progress of each activity. We can determine in advance whether there are deviations from the planned start dates, and ensure better cost management,” says Felisberto Garrido, Responsible for Planning. In the year since Lean Construction was introduced, the Jardins Mangueiral project has benefited in several ways. Those benefits include easier communication between areas, improved inventory control, more accurate purchase orders, and less wastage of material. Productivity has increased as fies each kit. In addition to replacing manual requi-

a result.

sitions for materials, this tool determines the exact

“This system was essential to keeping up the

number of items that will be delivered to each work

fast pace of production. On this job, we are working

front, avoiding the distribution of excess materials

with a productivity program with daily and monthly

and streamlining inventory control.

goals. We can only do that because we can give the

The planning team delivers the Kanbans for the

teams in the field the conditions they need to do

following week’s activities to the production team

their jobs faster and with even better quality,” says

every Thursday. The production team, in turn, orga-

Silvio Romero. The numbers make that clear: Bairro

nizes these cards according to their plan of action

Novo’s teams delivered 790 housing units in 2010,

on a panel called a Heijunka-Box, a board com-

compared with 2,600 in 2011, the year they intro-

posed of six columns and eight rows that shows

duced the colored Kanban cards.



get th

How to

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

36 36


here written by Carlos Pereira


photos by Ricardo Teles

o meet the deadlines agreed with clients and ensure that its products reach their destinations safely, Braskem has put in place a broad and complex logistics strategy that involves not only transportation but

the storage and flow of information about its raw materials: plastic resins (polypropylene, polyethylene and PVC) and basic petrochemicals (ethylene, propylene, butadiene, chlorine and caustic soda, among others). In 2011, the company used roads, railways, waterways and pipelines to transport 18 million metric tons of basic petrochemicals, involving operations ranging from receipt of domestic and imported raw materials to deliveries to clients in Brazil and abroad. Last year, Braskem shipped cargo to all five continents for its Basic Petrochemicals Unit, which has plants in the states of Rio Grande do Sul, São Paulo, Rio de Janeiro and Bahia. Those shipments traveled a total of 14.9 million km, which corresponds to 20 round trips to the Moon. The company’s logistics program involves a team of 47 people with varied and complementary backgrounds – a crucial factor for the success of its operations. “The growth of the Brazilian economy has made logistics one

In 2011, Braskem handled 18 million metric tons of basic petrochemicals using the most varied modes of transportation

of the hottest specialties right now,” says Braskem Supply Chain Director Hardi Schuck. “Specialized courses in that field are being created to meet the current demand,” he adds. Maximum risk reduction is a top priority. Victor Amaral, Unib’s Logistics Manager, explains that Braskem implements HSE (Health, Safety and Environment) procedures with extreme care throughout the life cycle of all its ventures – from conception to decommissioning (when applicable), including engineering, construction, operation and continual improvement. “Before we produce, handle, use, sell, ship or dispose of a product, we



study it carefully and then go back over all the ways

These vessels are used to carry out 900 petro-

to produce it with absolute safety and a minimal im-

chemical cargo shipments annually. On top of that,

pact on the environment.”

the company also handles the unloading of 200 ves-

For cargo imports and exports, Braskem has

sels laden with naphtha imported from several coun-

signed charter contracts with shipping companies

tries, such as Algeria, Saudi Arabia, Libya, Argentina,

that give it the exclusive use of seven ships to trans-

Venezuela and Mexico, at the Brazilian terminals of

port liquids (aromatics, solvents and gasoline) and

Aratu, Temadre, Tedut and São Sebastião.

three ships for gases (ethylene, propylene and bu-

The company also has safety protocols in place

tadiene). These vessels operate under strict Health,

for barge shipments by river and the transporta-

Safety, Environment and Sustainability protocols es-

tion of raw materials and products on the roadways.

tablished by Braskem. Before the company charters

The protocols for road shipments include a number

any other ships, they undergo a thorough inspection,

of programs to monitor truck drivers’ behavior and

including an assessment of their performance in

check the quality of the equipment used. Simulations

previous operations.

of accidents and truck spills are periodically con-

Specialized companies periodically certify the state

ducted at marine terminals to provide training and

of conservation of each ship’s equipment and the ex-

refresher training, and assess team performance in

perience of its crew. In 2011 alone, Braskem assessed

real conditions.

386 vessels, 44 of which did not pass muster. “A new

The company also participates in the programs

ship with an inexperienced crew will not pass our vet-

of the Brazilian Chemical Industry Association

ting procedure (examination and assessment). A mar-

(Abiquim), including “Live Eye on the Road,” which

itime accident could have serious consequences for

focuses on driver behavior and meets the strict pro-

the environment, and that risk is not acceptable to the

tocols of the association’s SASSMAQ (Safety, Health,

company,” stresses Hardi Schuck.

Environment and Quality Evaluation System).

Braskem products being prepared for shipment: storage is one of the key points in the company’s logistics strategy



On the road: Braskem often uses trucks to ship its basic petrochemicals

Brazilian bottlenecks

the example of the Port of Aratu, Bahia, which is

There are numerous bottlenecks in all modes of

extremely congested, resulting in excessive wait-

Brazil’s transport infrastructure, and the country is

ing time for ships. “This increases costs, as well

tackling these challenges through public and pri-

as the risk of delayed deliveries to our clients. In

vate investments. Braskem seeks maximum effi-

this context, the logistics team’s challenge also in-

ciency in its logistics operations by diversifying and

creases considerably,” he observes.

integrating modes of transportation.

Brazil has approximately 30,000 km of railways,

Pipelines, which are currently the safest and

and less than 20% are equipped with broad-gauge

most cost-efficient mode of transport, already ac-

tracks. Bahia has 1,500 km of narrow-gauge rail-

count for 56% of Unib’s deliveries. However, they

ways, which permit average speeds of just 30

can only be used to deliver products within rela-

km/h. A more efficient rail network would reduce

tively short distances.

transportation costs and CO2 emissions related to

The company carries out 61,000 loading and

logistic operations.

unloading operations per year for trucks carrying

According to Hardi Schuck, removing logistical

hydrocarbons fuels and ethanol. If all the trucks

bottlenecks in Brazil is essential to making the

Unib uses in one year were placed end to end, they

nation’s economy more competitive in the global

would cover approximately 1,300 kilometers – the

marketplace. He points out that Braskem is work-

distance between the Brazilian cities of Salvador

ing on several fronts to reduce the impact of the

and Belo Horizonte. At the moment, however, few

logistics bottlenecks that affect its operations.

of the nation’s roads provide good security and

“Through the work of several of its companies, the

safety conditions, especially for hazardous cargo

Odebrecht Organization has helped improve the


infrastructure of Brazil, particularly through Ode-

Brazil’s port sector also presents the challenges of high costs and inefficiency. Hardi Schuck gives

brecht TransPort, which is focused on improving logistics in this country.”



line by

Quality of




Works on Line 2 of the Los Teques Metro: project offers consolidated solutions

life achieved Light-rail projects in Los Teques and Caracas enable Venezuela to connect densely populated areas and transfer technology

line written by Fabiana Cabral photos by Andrés Manner


n sixteenth-century Venezuela, the Teque In-

First Stop: Altos Mirandinos

dians, led by Chief Guaicaipuro, put up fierce

The Los Teques Metro project began in 2002,

resistance to the occupation of the Spanish

when Odebrecht won the international tender and

colonizers after gold was discovered in that

began work on the first line. Ten kilometers long,

region. Guaicaipuro is considered one of the

with two stations, Line 1 officially opened in 2006.

most important revolutionaries in the country’s his-

It is connected to Line 2 of the Caracas Metro.

tory, and his remains now lie in the National Pan-

“Thanks to the client’s satisfaction, in 2007 we won

theon, next to those of Simón Bolivar.

the contract for Line 2 [of the Teques Metro], which

In twenty-first-century Venezuela, Los Teques is the capital of the State of Miranda and part of

is 12 km long and has six stations,” says Project Director Marcelo Colavolpe.

Altos Mirandinos, a region with a population of 1.5

Construction of the new line is divided into three

million. In 2012, its residents will get a new Metro

stages, each with two stations and approximately 4

station called Guaicaipuro in honor of the great in-

km long. Two TBMs (Tunnel Boring Machines) are

digenous leader. It is part of the Los Teques Metro,

advancing 14 meters per day. According to Produc-

being developed by Odebrecht.

tion Manager Danilo Abdanur, over 50% of the tun-

Present in that country for two decades, the

nels have already been excavated: “Every two sta-

company has built 23.5 km of light-rail lines there.

tions, we dig a ventilation and maintenance shaft,

In addition to Los Teques, Odebrecht is also respon-

which can also be used to resume excavation with

sible for building Line 5 of the Caracas Metro, The

the TBMs.”

Mariche Metrocable, the Caracas-Guarenas-Guat-

The team has adopted the EPB (Earth Pressure

ire Transport System and the Bolivarian Cabletrain.

Balance) method to operate in a variety of geologi-

A total of 71.3 km of lines are under construction.

cal conditions and mitigate impacts on the surface.

From this point on, Odebrecht Informa will take you

“We come across areas of rock, clay and graphite

on that “journey.”

under a water table of up to 20 m, and are working



which is 3.5%,” says Danilo. His team monitors and

From Los Teques to Caracas, Guarenas and Guatire

keeps a detailed record of the TBM’s operations, in-

If it weren’t for the cranes that now form part

with the maximum gradient for a subway project,

cluding the geotechnical profiles encountered. In addition to the civil construction works, Ode-

hard to believe that the city’s Metro system is be-

brecht will also be responsible for the entire system

ing expanded. The seven jobsites of the Caracas

on Line 2, which includes the installation of 24 km

Metro’s Line 5 project blend in with the buildings

of permanent ways and 22 trains with six cars each,

in the city center. “There are six stations on this

signaling and operation control, electrification,

7.5-km line, which should be completed by the

electronic ticketing, communications and auxiliary

end of 2015,” says Project Director Antônio Ta-

systems. In August 2011, the concept of the project


changed and it is now called the Altos Mirandinos Mass Transit System. “The client has come to see us as a company that develops consolidated solutions,” says Marcelo Colavolpe. The Portuguese engineer Ricardo Magalhães, who worked on the Porto Metro in Portugal, will be responsible for implementing these new solutions. “We will deliver the system ready for the client to operate. It is the beginning of a type of contract that could be extended to other projects,” he says. The first station, Guaicaipuro, will officially open in November of this year, followed by Independencia, which should be completed in 2013. Odebrecht will deliver Los Cerritos and Carrizal stations in 2015 and Las Minas and San Antonio in 2016. Additional construction works such as overpasses, elevated roads, pedestrian bridges, schools and apartment buildings for a low-income housing program, and the revitalization of parks, are also in progress. Marcelo Colavolpe explains that studies are also underway for Line 3, which will be 18 km long, with four stations and a yard for train maintenance and storage. “We will make the connection with the Caracas Metro system at two points: Las Adjuntas Station, on Line 2, and La Rinconada Station on Line 3 in the capital city. These three lines could total over 40 km.” Currently, the only connections between Altos Mirandinos and Caracas are Line 1 of the Metro and the Pan American Highway, which has reached saturation point and is plagued with traffic jams. “The system will provide better quality of life for local residents by giving them a fast and safe means of transportation,” concludes the Project Director.


of Caracas’s mountainous landscape, it would be


The existing Zona Rental Station will be connect-

TBMs. In the first stage, the TBMs leave the UN-

ed to lines 3 and 4 – also built by Odebrecht – and

EFA shaft (installed in the center of the line) and

Miranda Station II will enable users to transfer to

excavate westbound towards Zona Rental Station.

Line 1 and the future Caracas-Guarenas-Guatire

In the second stage they will dig eastwards towards

system in the Metropolitan Region. “We are exca-

Miranda II Station.

vating underground without interfering with the

Production Manager Inácio Fernandes explains

city’s main thoroughfares. As a result, the project

that the TBMs are designed to work in a variety of

does not affect the public’s daily lives,” observes

soil types and have more power and speed than the


conventional kind: “They work at depths of 25 to 34

Over 40% of the excavation work has been com-

meters due to the geological formations in the re-

pleted for Line 5, divided into two stages, using two

gion, and the water table, which is about 7 m from

Jobsite for Line 5 of the Caracas Metro: no interference with the city’s main thoroughfares



the surface.” He notes that on two occasions the

Austrian Tunneling Method, for an underground

TBMs will excavate tunnels beneath the Guaire Riv-

station and a 1-km stretch), and 15 km of viaducts

er and its tributaries. “We are using the know-how

and surface tracks. “Our main challenge is engi-

acquired when building Lines 3 and 4 and innovated

neering, because the TBMS will run over the via-

processes, mainly in the manufacture of the TBMs,”

ducts and the project will pass through 40 commu-

he says.

nities,” says Danilo.

Located at the end of Line 5, Miranda II Station

At Warairarepano Station, where the Suburban

will be the first stop on the Caracas-Guarenas-

stretch begins, users can also take the Bolivarian

Guatire Transportation System, which will connect

Cabletrain to Petare 2 Station, which is connected

the Venezuelan capital with the cities of Guarenas

to Line 1 of the Caracas Metro.

and Guatire, which each have 200,000 inhabitants. “It

The Cabletrain, an elevated train moved by ca-

will only take 30 minutes for residents to travel to or

bles, runs through the Petare community, one of the

from Caracas, compared with two hours today by car

largest in Caracas, with a population of 400,000. Ex-

or bus on Gran Mariscal de Ayacucho Highway,” says

tending for 2.5 km, with five stations, it will carry up

Production Manager Danilo Hoffmann.

to 4,000 passengers per hour. The first stage of the

The 40-km system is divided into two sections,

project, which is 1 km long, with three stations, will

Urban and Suburban. The 7-km Urban section runs

be delivered for testing by September this year, and

underground, with stops at four stations. The Sub-

the project should be completed by December 2013. According to Danilo Abdanur, this new system

urban section will be a surface train system that

will improve the quality of life of both cities and the

runs at higher speeds, with four more stations. More than 30% of the works on the Suburban

community, which will bring in more investments

stage have been completed. It comprises 15.5 km

as a result: “Guarenas, Guatire and Petare will have

of tunnels that will be excavated through a moun-

opportunities for development and ease of access,”

tain using two TBMs, and as well as the NATM (New

he observes.

M on te Bo cris leí to ta El M ar W qué ar air s ar ep an o

Odebrecht and the Caracas and Los Teques metros CARACAS SYSTEM Pl az aV en ez ue la

Be llo La Mo s M nt er e c Ta ede m s an ac o Be Chu llo ao Ca m po

5 de juño 19 de abril

P Pa eta r l Pa o V e e lo Ve rde rd eI I



Ciudad Universitaria Los Símbolos La Bandera La Celba El Valle El Manguito Los Jardines Coche San Agustín Mercado Zoológico La Rinconada

Caracas Guarenas Guatire System

Pa lo Ve rd Gu eI II aic La Bl o co Do La oqu lo Do es rit lo de a rit a

El Ca Sile n pi to cio lio Te at ro Nu s ev oC Pa irc rq o ue Ce nt ra l Zo na Re nt al

Pr op at ria

24 de julio


Hornos de Cal


Ali Primera


Mariche Metrocable


Mariche Metrocable


San Agustín Metrocable

Line 3 Line 4 Line 5 (under construction) Transfer to other systems


Ezequiel Zamora La Mariposa Central Railway System Rosalito

Gu a In icai de p pe uro nd en Lo c s c ia er rit o Ca s rri z a La sM l Sa in a n An s to ni o


Las Adjuntas

Bolivarian Cabletrain

Line 1 (operational) Line 2 (being built) Line 3 (planned)

Caracas Los Teques V E N E ZU E L A CO LOMBI A BRAZIL

Worker inside a TBM: valuable experience built up during construction of lines 3 and 4

A new cable car system for Caracas

the work teams into the hillside community: “Ac-

Next door to Petare, the Mariche shantytown will be

cess was difficult, so in many places, we carried

the second low-income community in Caracas to re-

the materials on our backs and dug the foundations

ceive the Metrocable, a cable car system that will link it

by hand.” He also stresses the positive changes

with Line 1 of the Caracas Metro at Palo Verde station.

the project will bring about in community life, es-

The first to benefit was San Agustín, a slum in the north-

pecially by combining mobility with safety and

ern part of the city. Built by Odebrecht, that Metrocable

security. “Like the Metrocable in San Agustín, we

system was inaugurated in December 2010 and now

have managed to get local residents involved in the

carries more than 15,000 passengers per day.

maintenance and operation of the cable car system.

The Mariche Metrocable, which will carry 6,000 people per hour, consists of two circuits, Express

Passengers will leave one safe area and travel to another,” adds Inácio.

and Local. The first, which is 4.79 km in length and

Currently, the Greater Caracas light-rail net-

has a travel time of 17 minutes, will stop at two sta-

work has more than 65 km of lines. Since the

tions – Palo Verde II and Mariche – one at each end.

opening of Line 1 in 1983, the towns and cities in

The local circuit is 4.82 km long and takes 25 min-

that region and their populations have grown at a

utes to travel from one end to the other. It will have

dizzying rate, along with the fleet of vehicles and

four stations built along the Metrocable’s route in-

the amount of daily traffic. According to Marcelo

side the Mariche community. “In August of this year

Colavolpe, Odebrecht is playing an important role

we will start testing the Express section, which will

in the transfer of rail transport technology to this

begin operations in 2012,” says Antônio Tavares.

country. “We are committed to working for the

Ground was broken in August 2009. Inácio Fernandes recalls that the first challenge was getting

Venezuelan people and with the Venezuelan people,” he says.




Knowledge and creativity are the raw materials the Olex team uses to find logistics solutions

better The tougher the

written by JoĂŁo Marcondes photos by RogĂŠrio Reis


Olex Archive

Dredger in the Port of Rotterdam and then on the Madeira River in Rond么nia: a complex operation that resulted from integrated and meticulously planned work


Mauro Rehm: “The biggest lessons have come from the project management teams, especially through our operations in Angola”

inter in the Dutch city of Rot-

At first glance, it seems very hard to transport a

terdam is the coldest in Eu-

65-m dredger that weighs 500 metric tons. Indeed

rope. The thermometer can

it is – and at second glance, the difficulties are even

plummet to 14 C below zero.



In one of the continent’s busi-

While tugs were towing the dredger on the Ma-

est seaports, all kinds of products are shipped with

deira River, there were unforeseen complications.

a thin coat of ice. Heavy snow falls steadily, making

The giant legs (up to 18 m) that are part of the

the longshoremen’s work even harder. Among the

dredger could only be transported when the river

numerous standardized containers on the docks, a

was at high tide, or they would get stuck in the riv-

giant dredger stands out. It is 65 m long, and has

erbed. Although the transport set out at the right

to be loaded onto a ship with cranes in the hyper-

time, one of the legs was entangled in the vegeta-

borean cold.

tion on the Madeira, requiring unconventional mea-

However, the ice crystals covering the Dutch

sures for logistics. The need for improvisation and

dredge will soon melt and evaporate. Its destina-

creativity is a challenge Olex faces in all circum-

tion is the heart of the tropics in the Brazilian Ama-


zon, where it is almost 40 C in the shade. After a

Besides the dredger itself, an extra wheel drill

12-day voyage across the Atlantic, the dredger’s

has been shipped directly from the Netherlands to

first stop is the bustling Port of Belém. From there

Rio de Janeiro. The transportation from Rio to Porto

it will be taken by river to Porto Velho. The reason

Velho had to be done over land, due to bureaucratic

for this operation is to contribute to the execution of

red tape and the height of the wheel (5 m). Olex,

the construction team’s plans – generating power

Santo Anônio Energia and the National Department

at the Santo Antônio plant ahead of schedule.

of Transport Infrastructure (DNIT) joined forces to


“This case [which occurred in 2010] required special solutions so we could accomplish every-


mount a special operation. The route had to follow roads with no low overpasses.

thing on time and achieve our ultimate goal, which

These are just two examples of the difficulties of

was to meet the project’s needs,” explains Chris-

transporting this kind of equipment. The Olex team

tina Neuffer, the Olex officer Responsible for Glob-

goes above and beyond to deal with all kinds of

al Sourcing, Imports to Brazil and International

complex logistics. They do everything from sourcing


materials, making international purchases, getting


The “impossible” and “miracles” Mauro Rehm, CEO of Olex, usually starts some of his presentations on the company with a comChristina Neuffer: meeting each project’s needs

parison with a famous segment of the Sunday TV variety show “Domingão do Faustão.” It is called “Do it in Thirty,” and the contestant has 30 seconds to complete the task at hand. It’s a fair comparison. Orders generally keep pace with the planning of projects, but many are urgent and complex. “The impossible we do right away. A miracle takes a while longer,” he says with a good-humored smile. “Since the 70s, when I was a college student, my dream was to monitor all of a factory’s processes and production systems on a computer,” adds Rehm, who has degrees in Chemical Engineering and Business Administration. Today, he is responsible for a highly complex system and processes developed to monitor and

the best prices and hiring freight forwarding com-

consolidate “Transportation, Logistics and Pro-

panies to clearing customs when the destination is

curement” under one concept. This is the goal of

Brazil, which means taking care of every stage of

Olex Importação e Exportação, which was created

Brazilian customs requirements.

with the moniker “Brazil Base” to support projects

People like Christina Neuffer supervise the teams that overcome these challenges. Born in

outside that country when the Organization started internationalizing its operations.

Recife, Brazil, the daughter of German parents,

Odebrecht made its international debut in Peru

she has lived in several countries, including Aus-

in 1979. In the 1980s, the Organization began ex-

tria, Germany, France, Spain, the UK and Colom-

panding and investing in Africa. The Olex trademark

bia. Christina is responsible for Global Sourcing,

was only created in 2005. The nickname “base” was

Imports to Brazil and International Transport op-

gradually being left behind. In 2009, it opened an

erations involving 26 countries. She and her team

office in Shanghai, establishing Odebrecht’s first

conduct the negotiations for importing equipment

foothold in China. “Now we can say that Olex oper-

and materials, like the Dutch dredger, in a case

ates around the clock,” says Mauro.

that bears strong similarities with the process of

Olex works in accordance with each project’s

logistics and importation for the Morro do Alemão

planning, and receives numerous requests for sup-

cable-car system in Rio de Janeiro, which was ac-

port from construction jobsites, other Organiza-

quired in France.

tion companies and all of Odebrecht’s businesses.

“It was the first system of its kind installed in Bra-

“Olex’s goal is to contribute to the efficiency and

zil for mass transportation,” says Adílson Moura, the

effectiveness of all our jobsites and all Odebrecht

officer Responsible for Administration and Finance

companies,” says Mauro, whose computer moni-

on the project managed by Odebrecht Infraestrutura.

tored more than 50,000 items requested for pur-

“Olex helped the project management team by pro-

chase in 2011 alone.

viding clear information about the import process, lo-

All this experience in Transport & Logistics is

gistical support, sea and land transport and customs

the result of vast knowledge built up over the years.

clearance, always with the same spirit of service, on

“The biggest lessons have come from the project

the same page with the project’s goals, and optimiz-

management teams, especially through our opera-

ing costs and deadlines. Olex was an extension of the

tions in Angola,” says Mauro. A good example arose

project’s team,” emphasizes Moura.

in 2008. At the suggestion of Odebrecht’s manage-



Wilmon Torres and other Olex “athletes”: team spirit

ment team in that country, Olex sought an alterna-

Wilmon joined the Organization in 1981, when

tive way of chartering a vessel to support the op-

he was just 20 years old. “I was a kind of office-

erations of the Nosso Super supermarket, because

boy. You know what that is?” he jokes. He did just

the Port of Luanda (like many around the world)

about everything, from serving coffee to delivering

was too congested. The average waiting time was

documents (miniature transportation and logis-

40 days. As it depended on commercial shipping

tics operations). He kept growing and developing

to import its products, the supermarket’s shelves

and applying Odebrecht’s philosophical principle

were nearly empty.

of Education through Work. At the same time, he

“It was a learning experience for everyone, be-

finished Law School. In 1991, he took charge of the

cause the ship had to be small, so it wouldn’t have

logistics for the “Peru Base.” Then, he went to An-

to wait for a large berth. It also had cover the dis-

gola, where he spent nine years and worked on the

tance back and forth between Rio and Luanda in

Luanda Sul project and water and sewer works.

the shortest possible time, and be able to dock in

Back with Olex since 2005, Wilmon uses his

small spaces without long waits off shore,” Mauro

creativity to devise solutions that make opera-

recalls. He adds: “Furthermore, we would have

tions more productive. One success story is about

to mount an operation whose freight costs were

transporting over 1,000 piles (each up to 12 m long)

more competitive than the local market. During the

used in sanitation works in Paraná de las Palmas,

charter period, we not only used the ship for cargo

Argentina, in 2010. It involved complex logistics re-

bound for the supermarket but for other Odebrecht

quiring more than 200 trucks driving through Bra-

projects in Angola as well, and after two years of

zil and Argentina on roads that were not always in

operations, the basic premises of our planning

the best condition. Several challenges arose: heavy

were confirmed: fast voyages, lower freight costs

traffic, the risk of accidents, customs red tape, and

and profitable operations.”

delays in the work schedule. Wilmon’s solution was to use a ship (the Thor


Scoring goals

Spirit, originally chartered for Angola) to trans-

If Christina Neuffer is the star midfielder on

port the piles. “When we shipped them by road, we

Olex’s team, we could say that the center-forward

couldn’t form a stockpile. That meant that the work

is Wilmon Torres, the officer Responsible for Pro-

sometimes had to stop. The maritime shipping solu-

curement, Subcontracts, and Relationships. He is

tion also solved that problem,” says Márcio Ribeiro,

one of the strikers on Mauro Rehm’s team.

the project’s Administration and Finance Manager.


ments in other countries. Olex’s support has been a key part of this process by ensuring the safety of the Organization’s members and taking care of all the paperwork. Monica Torbey, who worked in the Procurement area for 15 years, took over the People Logistics (expatriation/repatriation) program at Olex six years ago. It is a challenge that matches its requirements. “I used my knowledge Monica Torbey: people logistics

of logistics for durable goods and tailored it to the realities of people logistics. We helped with the expatriation of 3,500 members at a time of strong demand.” In 2011, there were 829 expatriations and 995 repatriations. These processes are complex. For example, the team leader for the Moatize coal mine project in Mozambique once found himself in an unusual situation. Most of the Mozambican workers belonged to a nomadic ethnic group. During

“Olex’s logistics must always be aligned with

flood season on the Zambezi River, many of them

the results,” explains Wilmon, who plays soccer

simply took off without a moment’s warning. The

with other Olex teammates on weekends in differ-

situation required direct action from the Olex team

ent parts of Rio de Janeiro. They even play in the

on an emergency basis. The project needed to bring

now-pacified Complexo do Alemão slum, where the

in 20 workers (especially equipment operators) in

members/players enjoy the view from the cable car.

20 days. But how?

“We were the ones who brought it here,” the Olex athletes proudly tell their opponents.

Monica mobilized her team, which checked out possibilities from north to south in Brazil, then got

Olex’s logistics for durable goods shipments

the workers their passports, provided medical ex-

includes a facility with a covered area of 10,000

ams and conducted an immersion session in Mo-

square meters in Rio de Janeiro and another 12,000

zambican culture.

sq.m facility in Santos, São Paulo. “But the logistics

People logistics is so intense that it would take

depends on the cargo. We have operations in virtu-

a couple of numbers to give an exact idea of what

ally all Brazilian ports, airports and borders, both

goes on in that area: in 2011 alone, they issued

for exports and imports,” emphasizes Wilmon Tor-

32,000 plane tickets valued at a total of USD 22

res. Olex has exported as many as 1,200 containers


and 140 metric tons of air freight per month during

The leader of a team with endless motivation for

periods of peak demand. “A lot of Brazilian compa-

work and achievements, Mauro Rehm says: “To-

nies are working with us. In 2011, more than 2,400

day we are seeking to implement the concept of

small, medium-sized and large businesses were

transversality [leveraging the synergy among Ode-

involved. When we go abroad, we are not alone, we

brecht companies]. This is the case, for example,

take lots of companies along,” says Mauro Rehm.

with companies like Foz do Brasil, ETH Bioenergy, Braskem and Odebrecht’s real estate arm (OR). It is

Expatriation and repatriation

possible because the Olex consolidates Odebrecht’s

Since 1979, when it started internationalizing

expertise in Procurement, Logistics, Transport and

its operations, Odebrecht has reached the mile-

the Expatriation and Repatriation of Brazilians, and

stone of more than USD 9.6 billion in foreign ex-

provides it to the entire Organization. It isn’t just the

change generation in exports of Brazilian goods

company that benefits from that increased synergy

and services. As a result, it has also transferred

– the client, in particular, and therefore society as a

people from the Organization to various environ-

whole stand to gain as well.”



PROFILE: Diego Casarin

The pleasure of working as a team written by Edilson Lima photos by Mathias Cramer


For Argentine engineer Diego Casarin, work and sports have a lot in common. They have to.

ngineer Diego Casarin, 38,

gram. He spent 11 months in that

“At meetings with the Brazilian

spoke to the Odebrecht In-

country. “It was a wonderful experi-

teams, I tried to use non-existent

forma team in his home in

ence, especially for improving my

‘portuñol’ [false cognates], but no

the Greenlands district of Buenos

English,” he recalls. Upon return-

one understood me. The solution

Aires, where he lives with his wife,

ing to Córdoba in mid-1993, he met

was to speak English with the Bra-

Monica, and their two children, San-

Monica, whom he married in 2000,

zilian engineers. Months later, I

tiago, 7, and Chiara, 5. Still speak-

a year after graduating in Chemical

learned a few words of Portuguese,”

ing fluent Portuguese, because he


says Diego.

spent four years in Brazil, he dis-

He began his career at an Argen-

After a year and a half in Cano-

cussed his three passions: family,

tine construction company in Bue-

as, he went to São Paulo, where he

work and basketball – he used to be

nos Aires. A year later, he worked

worked at the office of the same

a semiprofessional player. “Today I

on a thermal power plant project

construction company as their op-

just play for fun,” he says.

in Tucumán province. His perfor-

erations coordinator, monitoring the

Diego was born and raised in the

mance caught his leaders’ atten-

progress of the company’s projects

city of Córdoba. Influenced by his fa-

tion. From 2002 to 2003, he studied

in Brazil. “Things went much better

ther, at the age of 18 he began study-

for an MBA, and in January 2004,

in São Paulo. I was able to commu-

ing Economics. But he soon realized

he received the challenge of going

nicate well, and go out with fam-

that that was not what he wanted to

to Brazil to work on a construction

ily and friends to dinner, and we’d

do in life. He left school and went

project at the Alberto Pasqualini

drive to the beaches in Santos and

to the United States, where he par-

oil refinery in Canoas, Rio Grande


ticipated in a cultural exchange pro-

do Sul.

In 2008, Diego received a job offer from Odebrecht Argentina and returned to Buenos Aires. “Monica and the kids had gone back six months earlier, and I missed my

“Like work, sports require lots of team spirit, responsibility, communication and rapport. All of that delights me”

family.” Now, Diego is responsible for the works at the Rio Colorado Gas Compressor Plant near the village of Médanos. He works there during the week and returns home on Fridays. Diego often thinks back on his career in basketball, a sport he began playing as a child, on the



General Paz Junior’s team in Cór-

In São Paulo, Diego played on

Norte, against teams from Brazil,

doba. At 17, he became the team

the ADC Mercedes-Benz team

Estonia and Russia, among oth-

captain. “In those days, we were

in the veterans category for two

ers. “Like work, sports require lots

beating major teams like the fa-

years (2006 and 2007). They com-

of team spirit, responsibility, com-

mous Atenas of Córdoba,” he re-

peted in the Paulista Champion-

munication and rapport. All of that

calls proudly. During the exchange

ship and came in second one year

delights me,” says Diego.

program in the United States, Di-

and won the next. Today, when

ego had a chance to play for Mas-

work allows, he plays on

sena Central High School’s team

the Friends of Córdoba

in Massena, New York. It won the


championship in a local tourna-

international tourna-


ments. In June 2011,


Back in Argentina, he began

they played in Na-

playing as a semipro and started

tal, Rio Grande do


receiving a regular salary. In addition to the Junior’s, he also played on the Instituto, Macabi and Unión Electrica teams before he hung up his shoes and retired in 1999. “I decided to prioritize my day job.”



road 54 to From



Integrating modes of transportation is the key to the logistics strategy for the Belo Monte construction project in northern Brazil

river written by Cláudio Lovato Filho

photos by Guilherme Afonso

Barge on the Xingu River: equipment shipped from the Port of Belém arrives at the jobsite. In the smaller photos, from left, José Fernandes, Mário Almeida, Jonas Pinto and Ivan Josias and José Gomes: playing a major role in essential tasks for the construction of the world’s third-largest hydroelectric plant




osé Fernandes Melo Brito has been driving trucks for 30 years. He is a freelance driver from the northern Brazilian state of Pará who drives a Scania 124/420. “I’ve been all over Brazil. I know the distance between

all the major cities in the country by heart.” Working under contract to the Transglobal company, he transports equipment and materials from the Southeast and South – either manufactured in those regions or imported through the Port of Vitória – to the jobsites for the Belo Monte hydroelectric plant in the Altamira region, in Pará. Weather permitting. During the rainy season between January and June, the Trans-Amazonian Highway can be impassable. When that happens, Fernandes takes his cargo to the Reicon company’s facilities in the Port of Belém. From there, it is transferred to a tractor-trailer which, in turn, is loaded onto a barge that will sail up the Amazon and Xingu Rivers

from Vitória do Xingu via the Trans-Amazonian High-

to Reicon’s wharf in Vitória do Xingu. From there, the

way. The Pimental Site, where the main dam and spill-

products go on to the work fronts.

way and auxiliary powerhouse are being built, is 100 km

In the transition from road to river, skippers take over from truckers. Captain Mário do Santos Almeida,

from Vitória do Xingu in the opposite direction from the Belo Monte Site.

74, is one of them. Born in the northern state of Mara-

Because of the distances involved, the logistics for

nhão, he joined Reicon in 1984, and started sailing the

the perimeter of the construction site have also been

Amazon Region’s rivers when he was 18 years old. For

the subject of detailed studies. Planning is currently

the last three years, Mário has been in charge of the

underway for construction of a port near the Belo Mon-

Rebelo XXXIV tugboat and its eight-person crew. The

te Site on the Xingu River, which would save a consid-

journey from Belém to Vitória do Xingu takes about four

erable amount of time, as it would shorten the trip by

days, and sailing is not always smooth. “There are lots

river from Belém and avoid the hazards of road trans-

of storms,” he says. “The cargo has to be firmly se-

port between Vitória do Xingu and the work front – a

cured.” During the dry season or “drought,” the level

102-km journey.

of the Xingu River drops considerably, and sand banks

Characterized by a minimal reservoir, considering

pose a serious threat. A barge could break up if it ran

the size of the project (503 km2, including the 228 km2

into one. The Rebelo XXXIV leads convoys of two or

bed of the Xingu River), the Belo Monte hydroelectric

three giant barges that can hold over 30 pieces of heavy

plant will have an installed capacity of 11,233 MW gen-

equipment, like dump trucks, backhoes and drills.

erated by 18 Francis turbines at the Belo Monte Site,

José Fernandes and Mário Almeida are Brazilian

and six bulb turbines at the Pimental Site. A workforce

heroes. They each play a key role in the complex logis-

of 25,000 people will be mobilized at the peak of the

tics strategy devised to build the world’s third-largest

project in 2013. By the time the plant is completed,

hydroelectric power plant.

the teams will have poured 4 million cubic meters of concrete. Eight hundred pieces of heavy equipment

One project and three jobsites

are already operating at the jobsite, and that figure will

Begun in 2011 and expected to be fully operation-

reach a total of 2,258. The impact of all this on logistics

al by 2019, the Belo Monte project is so massive that


is breaking paradigms in Brazil.

the work is divided into three jobsites: Belo Monte, Pi-

“This is a unique project,” says José Gomes da

mental and Channels and Dams. The Belo Monte Site,

Silva, who joined the Organization 34 years ago and

where the main powerhouse will be located, is 102 km

now represents Odebrecht Energia in the Belo Monte


Equipment at the Belo Monte construction site: this picture encapsulates the successful completion of the logistics cycle

joint-venture contractor (CCBM). Formed by 10 com-

ensuring that they are all firmly secured on the barges,

panies, CCBM is building the project under contract to

sending information to the insurance company, and

Norte Energia S.A. José is the Commercial Director of

providing support for truckers arriving in Belém. Ivan

CCBM and works at its headquarters in Altamira, a city

(who is even more like an orchestra conductor because

of 100,000. The project’s main support base, it is the

he is also a musician) receives the barges that dock in

“GHQ,” the focal point from which the synergy among

Vitória do Xingu. He is meticulous by nature and pas-

the joint-venture partners comes together and reaches

sionate about his work.

the jobsites. From his office in Altamira, José provides

“Logistics adds value,” he says. “Our mission is to

support to Óscar González, the joint venture’s Logistics

follow the safest course.” When receiving equipment

Manager (based in São Paulo), for everything to do with

and materials, he pays attention to everything from the

moving large equipment. “This is the largest construc-

placement of the ramps the trucks and the bulldozers

tion project currently underway in the world. It is estab-

use to roll off the barge onto dry land, to forming the

lishing a new benchmark for logistics and construction

line of trucks that will set off for the equipment ware-

in this country. What we are seeing here is the birth of

house, and go on from there to the jobsites. A native of

a new way to create the infrastructure for this type of

São Paulo, Ivan also handles escort vehicles and keeps


an eye on erosion along the roads where the equipment will be traveling. “If you don’t like details, you shouldn’t

Logistics conductors

work in logistics.”

If there are heroes at the forefront of the logistics

Ivan and Jonas work in close harmony. They are

process, like José Fernandes and Mário Almeida, there

always in touch with each other, making several calls

are also people who do the essential work of midfield-

per day, every day. Thirty-three pieces of heavy equip-

ers – better yet, they are more like orchestra conduc-

ment worth over BRL 20 million were shipped the day

tors. In Belém, at Reicon’s facilities, and Altamira, the

the magazine’s team visited Reicon. All that on just one

Logistics coordinators are respectively Jonas Pereira

barge. Jonas personally kept track of the entire proce-

Pinto and Ivan Josias da Silva. In late January, the Ode-

dure in the yard. “There are lots of possible variables

brecht Informa team accompanied the shipment of

when it comes to logistics – many unforeseen events

equipment from Belém and the unloading of cargo in

that can suddenly arise. In our case, since we work

Vitória do Xingu, which is 45 km from Altamira.

with integrated modes of transportation, we have to be

Jonas is actively involved in all procedures related to the dispatch of equipment and materials for the project,

ready for anything. Experience counts a lot in logistics,” he concludes.



PTA POY PET project site: imports of equipment and materials involve relations with up to 17 countries

everyt Reactor, containers, boilers, silos. A project in Pernambuco becomes a benchmark for importing and transporting equipment

58 58



the project requires

written by Flávia Tavares photo by Lia Lubambo


t was 5 a.m. on May 31, 2009, and one of the most

químicaSuape (an affiliate of Petroquisa, the petrochemical

challenging stages of implementing the PTA POY PET

arm of Petrobras), from a company in India which, in turn,

project – an integrated production hub for purified

has suppliers from several other countries, such as Germa-

terephthalic acid (PTA), polyester filaments and

ny and Sweden. “We have also had cases like the Siemens

PET resins for packaging – was reaching its peak.

turbocharger, which had to be transported in a vessel char-

The ship had docked in the port of Suape, Pernambuco,

tered exclusively for that purpose,” she adds.

in northeastern Brazil, one week earlier, and the task at

That many variables can lead to unusual situations, and

hand at sunrise that day was getting the catalytic oxidation

every time, the team responsible for procurement must find

reactor for paraxylene, a raw material for the terephthalic

the best solutions to avoid delays. This was the case with the

acid plant, from the docks to the PTA plant. It was time to

containers used to ship parts imported from a Dutch com-

“implant” the heart of the project.

pany for seven storage silos that will be installed in the PTA

The operation did not just take a single morning. It re-

plant. The manufacturer required that they be assembled

quired months of effort to ensure that the giant truck could

with its own tools, which went along in the same shipment,

travel the 5 km from the port to the site of the PTA plant.

much to the surprise of Pollyanna and her team.

The reactor weighs no less than 300 metric tons, and when placed on a flatbed truck, it was 11 meters high. Twenty-two

Generalized repercussions

light poles had to be removed along the route and replaced

All told, the PTA project alone has required spending

with taller ones. Telephone lines were disconnected and

BRL 9 million on international maritime shipping of about

raised. The bridge received metal reinforcement to bear the

9,000 metric tons of equipment, which is expected to be

weight of the truck, which was fitted with about 250 tires,

delivered by April of this year. The “heavy” logistics for the

and (at a steeper point) required three tractors to help pull

POY and PET projects have already been completed, with

the load. It took 90 minutes for the reactor to reach its final

about 60% of equipment delivered, including 775 containers

destination, escorted by the Harbor Police, who ensured

loaded with texturing and spinning equipment.

that the route was cordoned off. The heart was put in place, ready to feed the other vital organs of the project.

In two years, the POY and PET projects have involved more than 210 shipments totaling 4,800 metric tons of

“Logistics is a complex part of any operation. When it in-

machinery. Now, the only items missing are the radioac-

volves imports from up to 17 countries and 30 cities, in the

tive power sources for the instruments used to measure

case of the PTA POY PET project, it is even more delicate be-

the quantity of products (POY and PET) in the storage silos.

cause each operation has its own unique features,” explains

“They are smaller, but no less complex, because they can

Pollyanna Peres, the officer Responsible for Logistics.

only be shipped at certain times of day, and we have to use

Odebrecht Engenharia Industrial (Industrial Engineering)

special trucks,” says Pollyanna.

is responsible for the detailed engineering, procurement of

The delivery of the POY and PET units is scheduled for

materials and equipment, civil works and electromechani-

2013. “Logistics is a key part of a project of this magnitude,

cal assembly of all three units, as well as managing the

where most of the materials are imported,” says Project

construction of the entire complex.

Director José Gilberto Mariano. “If a piece of equipment

According to Pollyanna, one example of the challenges

doesn’t arrive on time, it can have repercussions through-

involved in the project’s operating logistics was importing

out the project. The work done in that regard has been ex-

the boilers for the PTA plant, purchased by the client, Petro-




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





and its people come together


written by Eliana Simonetti photos by Holanda Cavalcanti rnesto Adriano Cassacula is 24, has a 3-month-old daughter, lives in Caala, in Huambo Province, Angola, and got his first job in late 2010, working at Odebrecht. He likes his job, as well as the roadways that Odebrecht is restoring and reconfiguring – they connect Caala to the towns of Ganda and Ekunha. “Transportation is much easier now. Today

we can visit our families and there is a variety of products available for sale in the shops,” he says. Caala is an important town, because it acts as a hub. All the agricultural and industrial products from Huambo Province pass through there on their way to the Port of Lobito in Benguela Province. Products that arrive in the port, as well as from South Africa and Namibia, travel in the opposite direction. Antonio Zeferino Neto owns AZN Transporte, a bus company that transports passengers between the provinces. He started AZN four years ago. Previously, no one had traveled by bus between Benguela and Huambo, but now he has competition. Even so, the number of buses AZN runs has doubled. The company has 70 people on its payroll. “The population is traveling more and more to do business, go on holiday and attend parties and festivals,” says Zeferino Neto.

Benguela and Huambo Angola’s second-largest and most prosperous province has the second-most important port in the country: Lobito. The roads that run through Benguela facilitate the distribution and shipment of goods. They also serve to strengthen the nation’s road links with Namibia and South Africa and foster the development of Namibe, a desert province with tremendous tourist potential. In Benguela, Odebrecht has built the Benguela-Catengue and Benguela-Dombe Grande routes and in 2012 it is working on the reconfiguration of the Benguela-Baía Farta Highway (which will link the other two routes, already completed, and provide easy access to the fishing and tourist area in Baía Farta). While reconfiguring the highway that connects Benguela with Dombe Grande, Odebrecht also paved and signaled the streets of the small town of Dombe Grande. These three main thoroughfares are routinely traveled by about 85,000 people who live in the center of town or in one of 52 villages and settlements in the region. In colonial times, Dombe Grande was a major sugar producer, but now the factory there is abandoned. A few buildings are still standing. Local residents generally make a living from farming – an activity that has been bolstered by improved access Ernesto Adriano Cassacula: his family is closer and more products are available

to town. The improvement of the road has also increased the number of visitors. But what can visitors do in Dombe Grande? In addition to its vegetable market, the town is the most mystical center of Angola. Every family has at least one traditional healer. “Visitors come here to seek relief from their pain. I take advantage of the



bustling streets to sell ice cream,” says Ana Dungula, 20. She is happy because business has improved since the dust from the road works settled. In Huambo, the roads Odebrecht has built (Caala-Cuíma, Caala-Ganda, Ekunha-Caala and CuímaGove) connect the province, whose economy is based on agribusiness, with Angola’s consumer markets in the provinces of Kwanza Sul, Namibe and Benguela, and other countries through the Port of Lobito and overland routes, via the link with Namibia and South Africa. The provincial capital, Huambo, called Nova Lisboa in colonial times, is a tourist resort.

Challenges in Luanda Highways in rural Angola connect people and economies and foster development, and the same is true for Luanda, the nation’s capital. That city is home to about

lombo-Futungo Junction (South); the Luanda-Viana Ex-

half the country’s population. Due to the armed conflicts

pressway; and the Lar do Patriota, Samba, Golfe and 21

that are now part of Angola’s past, Luanda quickly became

de Janeiro highways.

a large urban center and faced the challenges typical of

The 21 de Janeiro Highway, which connects the airport

rapid, disorganized growth. However, it is implementing a

to downtown Luanda, used to be a congested thorough-

plan to solve the city’s problems, and Odebrecht is an ac-

fare. There was constant flooding on that route during

tive part of that undertaking.

the rainy season, making it impassable. Local residents

The program includes the Luanda Structural Road-

had no sidewalks or pedestrian walkways to ensure a

ways project, made up of highways and expressways that

safe crossing. Odebrecht has remodeled and widened the

reduce the volume of downtown traffic, make life easier

highway, which is now paved and enhanced with shoul-

for residents of outlying areas by providing access to the

ders, drainage, lighting, wider sidewalks and landscaping.

city center, and facilitate travel between the port and

Maria Eugenia Antonio Mateus and Mariana Agostin-

the interior of the country, thereby boosting trade. They

ho da Cruz work at the Maranata pharmacy, which

are the Luanda-Viana-Cacuaco Beltway (Downtown);

opened in the Cacuaco district in January. “I’m sure we

the Luanda-Kifangondo Expressway (North); the Cabo-

will do well, because business is already improving,”

Luanda – Kifangondo Highway: easing traffic jams in Luanda



to facilitate access for people living in the densely populated satellite towns of Viana and Kiaxi. The second is the Marginal Sudoeste Highway itself, which connects Largo da Corimba and Bispo Beach (it runs parallel to the heavily traveled Samba Highway, which has already been refurbished). Odebrecht has already built seven bridges for this project. The third new project is a road artery linking the 21 de Janeiro Highway to the Golfe Highway, improving traffic flow for people traveling between the south and center of Luanda. These works are all getting underway in 2012. Odebrecht Angola has already delivered a number of roads, and will deliver even more in 2012 – in Luanda

says Maria Eugenia, who has a nursing certificate. “This route will help attract organized businesses,” she observes. She is also happy for another reason: before the road works were completed in November 2011, it took her over an hour to get home from work. Now the commute takes less than 30 minutes. Odebrecht members have also benefited from the project. Jorge Manuel, 24, joined the company four years ago. He started out as a carpenter and is now a supervisor. He says that, at first, commuting to work was stress-

Engineer Djamira Nazaré Paixão and the Baía Farta-Benguela Highway: a new generation of Angolans actively participates in shaping their country’s future

ful, although he lived just 15 km from the jobsite. Three years ago the commute took an hour, but now he can get to work in just 10 minutes. “Now I have more time to spend with my family, and I’ve even started taking a technical course in biophysics to grow professionally,” he says.

New projects

and the provinces of Benguela, Huambo and Malange. All of them are vital for the nation’s economic devel-

Odebrecht’s transport infrastructure projects in An-

opment and physical unity. The projects in Luanda al-

gola are bringing immediate and significant benefits

low for expansion that will lead to a lower population

for the Angolan people. And a number of new projects

density and, therefore, better organization, planning

are going to make their lives even better. The client is

and implementation of urban infrastructure facilities

the Angolan Ministry of Urban Planning and Construc-

– which will also have a positive impact on people’s

tion, and the projects have been included in the na-

health and well-being.

tional government’s Public Investment Program (PIP)

These are just some of the initiatives now underway

for 2012. They are part of a USD 600 million package of

in Angola, a country with a territory twice the size of

road works that will be carried out within three to four

the Brazilian state of Bahia (which is roughly the size

years. To achieve this goal, Odebrecht will groom and

of France), although most of its population is concen-

mobilize approximately 2,000 Angolan workers – and if

trated in Luanda. The nation’s economy has grown at

everything goes as planned, at least 20% of them will

an average annual rate of about 10.8% over the past

be women.

six years. By deploying transport infrastructure works,

One of these new projects is “R 17”: a route linking the district of Camama with the Marginal Sudoeste Highway

Odebrecht is working to ensure that development benefits all Angolans, both rural and urban.


63 63


International entrepreneur Paulo Brito and the lessons of a life without borders


t’s been 23 years since Paulo Moreira Brito, a mechanical engineer from Rio, joined Odebrecht.

In December 1993, he went to work in the United Tico Ribeiro

States. After that he went to Iraq, returned to the USA, then went to Liberia, and then back to the USA.


Now he works in Mozambique. He says: “My international background has exposed me to conditions

Family ties

I would never have experienced if I hadn’t left my

Juliana Lima and her husband live and work at Teles Pires

the support of my wife, Adriana, who took care of


comfort zone. That was made possible, above all, by our kids while I was overseas. Furthermore, when facing tough situations, I’ve always been able to

uliana Lima is from Bahia, a state in northeastern

count on the enthusiasm and creativity of teams

Brazil. Her first contact with Odebrecht, in 2007, was

which, when properly motivated, can overcome any

through the Sustainable Development Institute (IDES) in


the Southern Bahia Lowlands. She joined the company in 2010 and is now the officer Responsible for People and Organization at the Teles Pires hydroelectric plant construction project on the state border of Mato Grosso and Pará, in which Odebrecht Energia is the investor (Odebrecht is building the project). In 2011, Juliana moved to Paranaíta, Mato which is located in a remote area. That was one reason why Odebrecht has allowed married couples to work together on this project. Juliana’s husband, Alberto Fraga is a safety engineer who started working at Teles Pires in April 2011. “Living and working together is a challenge that makes our

photo du Simões foto: :HE olanda Cavalcanti

Grosso, a small town that is the support base for the jobsite,

relationship stronger,” says Juliana.

Working for a better reality

Pride in working toward quality of life


uliana Calsa, a native of Limeira, São Paulo, has always been an idealist and doesn’t hide it. She has a degree in journalism and

joined Foz do Brasil six years ago in her hometown to work in the Communication and Social Responsibility area of Brazil’s first water and sewer concession involving a private-sector company. In the course of her work to boost the company’s image, she has helped set Holanda Cavalcanti

up an environmental education project focused on recycling cooking oil, which is being replicated in the company’s units around the country. Today, in São Paulo, Juliana is on Foz’s Corporate Communication team. She is proud to be helping bring quality of life to millions of


people and preserve the environment. “One thing I’m sure of is that


we can make this a better world.”


YOU CAN SIGN UP TODAY TO SHARE YOUR KNOWLEDGE For more information on the Destaque Award, please contact Ciaden (

informa INFORMA

65 III

essenti Eyes open to the written by Christina Queiroz photos by JĂşlio Bittencourt

Construction of a cargo terminal in the Port of Santos and a pipeline to transport ethanol symbolize Brazil’s efforts to overcome one of its bottlenecks





Embraport Terminal at the Port of Santos: this new facility will significantly increase Brazil’s foreign trade capacity




t would not be an overstatement to classify two transport infrastructure and logistics projects as crucial. Their origins and objectives bear the hallmark of a country that is growing and needs to overcome its bottlenecks. Expected to increase

the current capacity of the Port of Santos by 40%, and now in its initial phase of operation, the Embraport (Empresa Brasileira de Terminais Portuários) Terminal project will receive a total of BRL 2.3 billion, an investment that will boost Brazil’s capability for foreign trade. Also under construction, a pipeline developed by Logum will create a modern new alternative for transporting ethanol, thereby bolstering that sector’s growth and competitiveness. Embraport and Logum are both part of the backlog of Odebrecht TransPort, the Odebrecht company focused on operations and investments in integrated logistics, highways, urban mobility and airports. infrastructure and equipment to allow the berthing

From Santos to the world

of ships up to 12,000 TEUs, “We are preparing for a

With estimated annual average GDP growth of

future increase in the cargo capacity of ships used in

3.5% per year, Brazil will see its flow of international trade increase in an accelerated and consistent

The first phase of the project will absorb invest-

manner. According to Pedro Brito, Director of Antaq

ments of BRL 1.6 billion and include the construction

(the National Agency for Waterway Transportation):

of two berths for containers and general cargo, and a

“In 2003, the volume of exports and imports in this

pier for bulk liquids. “By the end of 2012, the work on

country reached USD 100 billion, and in 2012 that fig-

the first stage of Phase 1, a 350 m-long berth, will be

ure should rise to USD 500 billion.” He also observes

completed,” says Odebrecht Infraestrutura Production

that about 90% of trade flow will pass through the

Manager Giorgio Bullaty. The delivery of that stage will

nation’s ports, which means that investments in port

enable the terminal to begin operations before the end

logistics are essential.

of Phase 1, scheduled for October 2013, when the fa-

The largest in Latin America, the Port of Santos has

cility will have a 650-m quay capable of handling 1.2

a total installed capacity of BRL 3.2 million TEUs (the

million TEUs and 2 billion liters of liquids. Phase 2, the

unit equivalent to a 20-foot container), and Pedro Brito

result of a BRL 700-million investment, will extend the

predicts that it will reach 10 million TEUs by 2025. “The

quay’s length to 1,100 meters and increase its capacity

Embraport Terminal will help make that happen.”

to 2 million TEUs.

Built on the left bank of the Port of Santos, the

One of the highlights of the project is the applica-

terminal, whose majority shareholder is Odebrecht

tion of Geotube technology, which has made it pos-

TransPort (the others are DP World and Coimex),

sible to dredge and concentrate 580,000 cubic meters

will operate in an 848,500 square-meter area, with

of contaminated materials in specially designed bags

a 1,100-m quay, two piers, a rail yard and a park-

manufactured for that purpose. “Without this technol-

ing lot for trucks. “The terminal’s capacity will total

ogy, we would have had to dispose of this material

2 million TEUs and 2 billion liters of bulk liquids,”

in landfills, which would have required 73,000 truck

says Odebrecht TransPort Logistics Director Juli-

trips,” explains Giorgio Bullaty.

ana Baiardi.


international trade,” he observes.

Embraport Quality, Health, Safety and Environment

According to Wilson Lozano, Embraport’s Engi-

Manager Regina Tonelli underscores the BRL 10 mil-

neering Manager, the terminal will have sufficient

lion being invested in environmental programs, which


involve more than 30 conditions required by environmental permits. These measures include conserving natural resources, social/environmental and archeological issues, environmental quality, and programs directly related to the work on the terminal building, in addition to social responsibility initiatives undertaken in the communities surrounding the port terminal.

Ethanol pipelines Despite its maturity and the prospect of becoming the flagship for Brazilian exports, the ethanol indusWorkers building the Embraport Terminal: Acreditar Program is playing an important role in hiring and qualifying professionals to work on the project

try still relies on a logistics system that primarily uses trucks to transport the product. Therefore, business leaders have decided to invest in a plan to modernize transportation logistics, a strategy that will require investments of roughly BRL 7 billion. Logum, a company established in March 2011, is the result of the efforts of six shareholders (Odebrecht TransPort, Petrobras, Cosan, Coersucar, Camargo Corrêa and Uniduto) and the consolidation of three projects. Alberto Guimarães, President of Logum, points out that the ethanol industry has been investing in technical productivity for three decades, but has done little to improve its logistics strategies. In his opinion, it is increasingly urgent to do just that, as sugarcane production is expanding into the interior of the country and getting farther away from major centers of consumption. The Logum project involves transporting 22 million cu.m per year of ethanol produced in the states of São Paulo, Goiás, Mato Grosso do Sul and Minas Gerais through 1,300 kilometers of pipelines that are currently under construction and will be connected to a 600-km network of existing pipelines owned by Petrobras. The ethanol will be captured in the interior, taken to a hub (distribution point) in Paulínia, São Paulo, and then sent on to the metropolitan regions of São Paulo and Rio de Janeiro. The first part of the project

Pedro Brito (left) during a visit to the jobsite at the Port of Santos. With him, from left, are Rodrigo Leite, CFO of Embraport, Alexandrino de Alencar, Responsible for Business Development and Institutional Support at Odebrecht Infraestrutura, and Project Director Henrique Marchesi, also from Odebrecht Infraestrutura: essential investments in port logistics

will be ready by February 2013, while the second part (focused on the export market) should be completed by 2016. Logum Projects Director Moacir Megiolaro explains that the company will encourage producers and distributors to use the ethanol transport system. “One of the system’s main users will be ETH Bioenergy,” he says.



seas that must be sailed written by Júlio César Soares

Illustration of a PLSV: part of Petrobras’s strategic plan for pre-salt operations


he presence of Odebrecht Oil & Gas

Pipe Laying Support Vessels (PLSVs). To become the

(OOG) in the subsea engineering mar-

first Brazilian company to provide these services, OOG

ket and, in particular, the story of one

sought the expertise of Technip, a French firm that has

of its team members in that field, faith-

been working in the subsea market since 1977.

fully reflect the current situation of the

Brazilian oil industry.


70 Together, the companies formed a joint venture to bid in a Petrobras tender held in October 2010 for the

OOG’s subsea operations include engineering,

construction and operation of up to nine PLSVs. In the

construction, installation and maintenance of subsea

end, six contracts were tendered and OOG and Tech-

pipelines and equipment that connect wells on the

nip won two. “We achieved our goal of building and

seabed to production platforms on the surface. Its

operating the two largest vessels in the tender, which

first venture in that sector was a contract to design

provide support for installing 550 metric tons of flex-

and launch the Capixaba South-North Pipeline in

ible pipe,” says Marcelo Marques Nunes, the officer

the eastern state of Espírito Santo. Back then, OOG’s

Responsible for the PLSV Contract.

current Subsea Projects Director, Renato Bastos

These two vessels will be chartered as part of

(the member mentioned in the first paragraph), was

Petrobras’s strategic plan for developing the pre-

working for a major foreign company in that industry.

salt layer the state-owned oil giant discovered in

Now, eighteen months later, Renato is playing an

2006. They are capable of installing flexible pipes in

active role in consolidating Odebrecht’s presence in

ultra-deep water at depths of up to 2,500 meters.

this market: the construction and operation of two

The equipment used to install the pipelines is called


Natural move Odebrecht’s search for an experienced partner in the subsea market to work on this project was a special chapter in a story that is just beginning. The chosen company was Technip, which has over 30 years’ experience in this specific segment. “We needed a partner with experience in producing and operating PLSVs, and Technip not only operates these vessels but manufactures the flexible pipelines they install on the seabed,” explains Marcelo Nunes. Bernard Gilot, Technip’s PLSV Project Manager, observes that the joint venture between the French company and Odebrecht was a natural move. “Technip is a subsea market leader, and Odebrecht is a company with a long tradition that has been working solidly in the deepwater drilling market. I being this new phase for Petrobras,” says Bernard. “One of the highlights of this partnership is that we can use Technip’s operating units to train our teams. The possibility of being able to have one of our members crewing a unit like the one we are OOG Illustration

OOG participates in the construction of two PLSVs, vessels used to install subsea pipelines

lieve that, together, we can meet expectations dur-

building is a huge advantage,” emphasizes Marcelo Nunes. “This partnership with Technip is bolstering our position as a company to watch in this new business and opening up a vast new range of market opportunities,” explains Jorge Luiz Mitidieri,

a tensioner. It resembles the caterpillar tracks of

Managing Director of OOG’s Integrated Services

tanks, and the maximum weight the tensioner can

Business Unit.

pull is 550 metric tons. The role of the PLSVs is to

Both companies will also partner up to operate the

transport and install the offshore pipelines connect-

PSLVs for a five-year period, which can be extended

ing the oil wells on the seabed with production plat-

for another five. “We are not only going to supervise

forms on the surface.

the construction of the vessels in South Korea but will

To build the two vessels, Odebrecht and Technip

also be responsible for chartering, operations man-

are working with a long-time partner: the Daewoo

agement and providing specialized installation engi-

Shipbuilding & Marine Engineering Co., Ltd. (DSME)

neering services,” explains Renato Bastos.

shipyard in South Korea. “We have an excellent rela-

This new operation is yet another stage in the long

tionship with DSME that dates back to 2008. Its ship-

and productive relationship between Odebrecht and

yard is recognized for the on-time delivery and quali-

Petrobras, and already has a start date: the second

ty of the vessels it produces, and that is key when you

half of 2014. According to Renato Bastos, who has

have to minimize the risks involved in the project,”

15 years’ experience in the subsea market, Ode-

says Renato Bastos.

brecht is planting its flag in a major segment of a

Once the PLSVs are built, they will be sent to Bra-

market dominated by foreign companies. “Winning

zil to undergo final acceptance testing by Petrobras

this project has firmly positioned us as the only Bra-

before they begin operations in the Santos and Cam-

zilian company with an effective share of the subsea

pos basins.

market,” underscores Jorge Mitidieri.




The challenges of logistics

“Without a doubt, the biggest challenge of all when it comes to logistics in Brazil is infrastructure. We still have a long way to go to ensure greater availability and efficiency in the transport of goods by road, railway, pipeline and waterway�





product’s quality and cost are de-

comparison’s sake, the railway network ex-

cisive factors in any client’s pur-

ceeds 200,000 km, and rail freight is one of the

chasing choices. But the equation

most commonly utilized modes of transport.

does not stop there: innovation,

Due to the limitations of infrastructure in

sustainability, partnership and re-

Brazil, we still depend heavily on road trans-

lationships, and, of course, logistics, are all

portation, which represents more than half

factors with increasing weight in trade rela-

(65%) of logistics operations, while in the Unit-


ed States, for example, this mode represents

Without the right logistics, there is no guar-

only 25% of operations.

antee that products will reach clients on time,

As for waterways, the situation there is also

with the requisite quality. At Braskem, we are

complex. The main bottleneck is the lack of

always seeking opportunities to add value to

investment in port infrastructure facilities on

our clients through the optimization of logis-

rivers, such as the Manaus Free Trade Zone

tics processes, with various initiatives such as

hub. The limitations in sea ports for export and

reverse logistics and the constant revision of

coastal shipping such as Santos (São Paulo),

our logistics network. But the challenges are

Rio de Janeiro, Rio Grande (Rio Grande do Sul)

just as big as the opportunities in this seg-

and Aratu (Bahia), include access infrastruc-

ment, because in our day-to-day operations we

ture, back-port areas and the capacity of port

need to ensure the delivery of 5 million metric


tons/year of dry cargo (plastic resins) to some

In light of this situation, several measures

1,600 clients in Brazil and about 250 abroad,

are required to strengthen the supply chain as

in 60 different countries, and 9 million metric

a whole. We have to take a proactive stance.

tons/year of gas and liquid cargo (basic petro-

Brazil needs to invest in infrastructure in all

chemicals) to clients in Brazil and other coun-

modes of transport. Streamlined ports, inter-

tries on five continents.

modal accessibility (products reaching ports

To continue fulfilling our mission of provid-

by road and/or railroad), the expansion and

ing ever better service to our clients, we must

modernization of railways, and road quality

overcome challenges on a daily basis. Without

and conditions are essential factors.

a doubt, the biggest challenge of all when it

The medium and long-term outlook for the

comes to logistics in Brazil is infrastructure.

Brazilian logistics scenario is positive, but the

We still have a long way to go to ensure great-

attitude of the business sector should be pri-

er availability and efficiency in the shipment of

marily proactive, and (why not?) creative. We

goods by road, railway, pipeline and waterway.

must take part in the debate, influence the

The railways, coastal shipping and inland

sector in the right direction and help open up

waterways are important parts of the logistics

more and more paths of development.

system in a country of continental proportions like Brazil, and therefore these modes need to be rapidly developed through the expansion and improvement of express routes and channels. Our rail network, for example, now covers just 30,000 km and is concentrated in a few states (São Paulo, Minas Gerais, Rio de Janeiro and Rio Grande do Sul). In the USA, for

Gustavo Prisco Paraíso Logistics Director, Braskem Polymers Unit




Bruna Romaro





News People Reports about Odebrecht Organization teams’ recent achievements in Brazil and worldwide 76

Organization: the events, reports and reflections that marked


Braskem begins industrial operations in Germany through


Southern Bahia Lowlands: the Civil Construction Cooperative

Odebrecht’s 2011 Annual Meeting

its units in the Cologne and Leipzig regions

brings together apprentices and youths who have studied at the Building Better Professional Education Center Savvy: Gilberto Neves discusses sound decisions, role models and the importance of learning from leaders


Edu Simões





Leaders and th The 2011 Annual Meeting’s highlights included people’s assimilation of the Odebrecht Culture and the ongoing pursuit of greater productivity written by José Enrique Barreiro



photos by Beg Figueiredo

t is the leaders’ task, and the leaders’

messages, taken from the works of

In his presentation, Marcelo took

alone, to devote their time, presence,

Norberto Odebrecht, were passed on by

stock of all the Organization’s busi-

experience and example to their team

Marcelo Odebrecht, President and CEO

nesses, noting, among other things,

members.” This phrase by Norberto

of Odebrecht S.A., to the 210 leaders

the importance of instilling the Orga-

Odebrecht, the Organization’s founder,

who attended the 2011 Annual Meeting

nization’s Culture in people, the need

sums up the concept of the Pedagogy

of Odebrecht S.A. in Salvador, Bahia, on

for the ongoing pursuit of greater pro-

of Presence, which is key for the trans-

December 19, when they were present-

ductivity, the role of synergies and im-

mission of our organizational culture

ed with the main results of 2011 and the

age and the focus on qualified growth.

and people development. This and other

Organization’s plans for 2012-2014.

“In recent years, we have firmly es-


heir thoughts tablished the trust of our clients and

our culture,” whose foundations are

iárias, the Organization’s real estate

shareholders; in the near future, we

based on the practice of trust and

arm); Euzenando Azevedo, Odebrecht

will continue to share our clients’

loyalty. Piero Marianetti spoke on

Venezuela; Luiz Rocha, Odebrecht

dreams and aim ever higher, but al-

behalf of the advisory board, and all

International; Luiz Mameri, Ode-

ways with the same touchstone, the

the Members of the Board of Ode-

brecht América Latina e Angola (Latin

Odebrecht Entrepreneurial Technol-

brecht S.A. commented on the day’s

America and Angola); Benedicto Ju-

ogy, the foundation that never chang-

presentations, given by the following

nior, Odebrecht Infraestrutura (Infra-

es,” said Marcelo.

leaders of the Organization: Maurí-

structure); Márcio Faria, Odebrecht

The participants also heard mes-

cio Medeiros, Odebrecht Foundation;

Engenharia Industrial (Industrial En-

sages from Norberto Odebrecht, who

Carlos Fadigas, Braskem; José Car-

gineering); and Henrique Valladares,

stressed, among other things, the

los Grubisich (then Entrepreneurial

Odebrecht Energia (Energy).

importance of Participatory Gover-

Leader of ETH Bioenergy); Fernando

Other shareholders and mem-

nance, and Emílio Odebrecht, Chair-

Reis, Foz do Brasil; Roberto Ramos,

bers of several generations of the

man of the Board of Odebrecht S.A.,

OOG (Odebrecht Oil & Gas); Paul Altit,

Odebrecht family also attended the

who called on all leaders to “steward

OR (Odebrecht Realizações Imobil-


Participants at the Organization’s Annual Meeting: front row, from left, Emílio Odebrecht, Norberto Odebrecht and Board Members Roberto Campos, Piero Marianetti, Geraldo Dannemann and Alípio Lima





“In recent years, we have firmly established our clients’ and shareholders’ trust; in the near future, we will continue to share our clients’ dreams and aim ever higher, but always with the same touchstone, the Odebrecht Entrepreneurial Technology, the foundation that never changes” Marcelo Odebrecht






2 3

7 WHAT THE ENTREPRENEURIAL LEADERS SAID 1 – Benedicto Junior, Odebrecht Infraestrutura: “We intend to bolster our members’ sense of belonging


more and more” 6 – Luiz Rocha, Odebrecht International: 2 – Fernando Reis, Foz do Brasil:

“By organizing the evacuation of 3,500 expats from a war

“More important than our expansion, 2011 was a year of

zone in Libya, we have demonstrated that Odebrecht is

growth as a company and as a team”

truly committed to people”

3 – Paul Altit, Odebrecht Realizações

7 – Márcio Faria, Odebrecht Engenharia



“In 2011, Bairro Novo delivered 2,300 residential units to

“Our company will bring in 13,000 new members in the

families participating in the My House, My Life program”

next three years”

4 – Euzenando Azevedo, Odebrecht Venezuela:

8 – Henrique Valladares, Odebrecht Energia:

“We have helped Braskem, Odebrecht Engenharia In-

“We delivered the Santo Antônio hydroelectric plant a

dustrial and OOG achieve synergies in that country”

year ahead of the contract deadline”

5 – Luiz Mameri, Odebrecht América Latina e

9 – Maurício Medeiros, Odebrecht Foundation:


“Yes, it is possible. In the Southern Bahia Lowlands,

“Today we have 34,000 members, including 1,400 ex-

people who were once excluded are now making all the

pats, 370 of whom are non-Brazilian”





Sabina Alexandra Filimon and Reinhard Thimm at the industrial unit in Wesseling, in the Cologne region: Braskem’s arrival brings fresh motivation

Willkommen! written by Luiz Carlos Ramos photo by Edu SimĂľes

Braskem now produces polypropylene in Germany at industrial units in the Cologne and Leipzig regions 80



he Braskem logo can already

545,000 tonnes of polypropylene an-

chill on production, or a damper on

be seen on the white 25-


people’s enthusiasm about the new

kg sacks of polypropylene.

Braskem Europe’s offices in

era that is dawning at these units,

Packed in huge trucks, they set out

Frankfurt, Germany, and Rotter-

which Odebrecht acquired from

from Braskem Europe’s two units

dam, the Netherlands, are getting

Dow Chemical in July 2011 along

in the metropolitan regions of Co-

new orders. Work goes on non-stop

with two other Dow units in the

logne and Leipzig, Germany, bound

at the plants in Wesseling, 25 km

US state of Texas (in Freeport and

for other parts of the country as well

from Cologne, and Schkopau, 30


as plastic manufacturers in Italy,

km from Leipzig, 24 hours a day,

The emergence of the Braskem

France, Poland, the Netherlands,

365 days a year, including Sundays

brand in Europe involves some cu-

Belgium and the Czech Republic.

and holidays. The snows during

riosities, starting with the fact that,

All told, those units’ output totals

the European winter have not put a

for the Organization, it means “re-



Motivation, unity and optimism

turning” to the ancestral homeland

ness operation do not stop there: this

of its founder, Norberto Odebrecht.

Germany-based company has mem-

In 1856, at the age of 21, Norberto

bers from Germany, the USA, Venezu-

Braskem is marking its 10th an-

Odebrecht’s great-grandfather Emil,

ela, the Netherlands, Romania, China,

niversary in 2012. However, Ode-

born in the Kingdom of Prussia

Turkey, Brazil and other countries.

brecht gained its first foothold in the

(which would later become part of

How is the transition going? Mark

petrochemical industry nearly 33

the German Empire), emigrated to

Nikolich explains that he has de-

years earlier at the Camaçari com-

Brazil, where he settled in the south-

cided to keep on a significant portion

plex in 1979. It so happens that one

ern state of Santa Catarina. In the

of the professionals already work-

of Mark Nikolich’s team members at

1990s, the Organization formed Ode-

ing at Dow and willing to take on the

Braskem Europe, Christopher Gee,

brecht Bau AG, which played a role in

Braskem challenge. “What we have

was born that same year. An engineer

the construction of temporary hous-

here is a team of tremendous pro-

from New Jersey, Gee enjoys playing

ing in the recently reunified Germa-

fessionals at all levels. We’ve made

guitar, shooting the hoops and tack-

ny. Now, through Braskem, Germany

some changes and will be making

ling fresh challenges at work. “I love

is once again on the list of countries

even more to achieve unity in every

this new phase here in Germany,” he

where Odebrecht is present.

sense of the word.”

says. “When I visited Braskem in Bra-

Braskem Europe works with about

zil, I got a better idea of the Organiza-


80 polypropylene purchasing compa-

tion’s magnitude. It has what it takes

Braskem Europa GmbH officially

nies, especially in Germany’s neigh-

to succeed in Germany as well.”

came into being on October 1, 2011, the day Mark Nikolich, an American, and his top team members went to work on transforming Dow’s former German units into Braskem plants without a break in production. Mark, 45, has a graduate degree in Business and hails from Nashville, Tennessee. He lived in several countries before joining Sunoco in the United States, a company Braskem acquired in 2010. Following the acquisition of the four Dow units, he was recommended to become the Leader of Braskem Europe. His office is behind the Frankfurt Opera, in a building on Am der Welle Street, which has the upbeat meaning of

Mark Nikolich, flanked by Alfredo Prince (left) and Christopher Gee, in Frankfurt: achieving unity

“Above the Wave.”


This is not the first time Mark has

boring countries. According to Mark:

Mark’s other young partner, Al-

lived in Germany. When he returned to

“Our clients are already familiar with

fredo Prince, 36, has a degree in

that country, he took along two young

Braskem’s outstanding reputation

Economics, was born in Caracas and

company members who had worked

as the leading producer of thermo-

went to college in the United States.

with him at Braskem in the United

plastic resins in the Americas, and

Now the leader of the financial area

States: Christopher Gee, from the

have expressed an interest in its two

at Braskem Europe, he has worked at

USA, and Alfredo Prince, from Ven-

units in Germany and Brazil’s ‘green’

Braskem’s Philadelphia office and is

ezuela. The features of a global busi-


currently based in Frankfurt. “By the


Industrial unit in Schkopau, near Leipzig: production capacity of 340,000 metric tons of polypropylene per year

end of 2012, the team for our pro-

ist East Germany, which ceased

30, is on Thimm’s team and works

gram will be complete,” says Alfredo,

to exist after German reunification

as a production quality inspector.

who supports Manchester United,

in 1990. “I’ve worked at this poly-

“Braskem has given us fresh spirit

the English soccer team, and has vis-

propylene unit for more than 10

and energy,” she observes.

ited Rio de Janeiro and São Paulo.

years, and participated in its mod-

Sander van Veen, 49, is a Dutch

Alfredo is working closely with

ernization with Dow. It’s wonderful

engineer who has worked as the

a Brazilian at the company’s trea-

to adopt the Braskem style.” The

Commercial Director of Procure-

sury department in Frankfurt. Edu-

Schkopau unit produces 320,000

ment at Braskem Europe since Oc-

ardo Schwarzbach, 30, is from the

tonnes per year.

tober 1. “The polypropylene market

southern state of Rio Grande do Sul

Coincidentally, like Buchmann,

is growing,” he explains, “despite

and now works at Braskem in the

the production leader at the Wes-

the current economic turmoil in

northeastern state of Bahia.

parts of Europe.”


seling unit is also working in his

was asked to spend a few months

hometown. Wesseling, which is

Manfred Lingscheid, 48, is proud

at Braskem Europe. “I got caught

on the Rhine, near Cologne, is lo-

to have been born in Cologne. “It’s

in a cold snap – temperatures have

cated in an industrial region. Rein-

the best city in Germany!” he says.

been as low as 14 degrees below

hard Thimm, 54, proudly shows his

Yao Li, 29, was born in China and

zero, in contrast to the tropical heat

visitors around the plant where he

is on the Wesseling unit’s operations

of Salvador, Bahia – but it’s worth it

leads a team of dozens of people

team. At the end of another workday

to see this Braskem emerge.”

of various nationalities. “We nev-

in February, she zips up her jacket,

Hans-Jürgen Buchmann, 54, is

er stop here. Not ever,” he says.

puts on her hat and gloves, gets on

the Industrial Director of Braskem

“This unit’s annual production

her bike and sets off on the 30-min-

Europe and a production leader at

reaches 225,000 tonnes. I am very

ute ride home, pedaling in the freez-

the unit in Schkopau, his home-

happy to be a part of this new era

ing cold. “The sun is going down. It

town, near Leipzig. When he was

for Braskem.” The Romanian en-

was a great day. Tomorrow will be

born, Leipzig was part of social-

gineer Sabina Alexandra Filimon,

even better,” she says.



Sustainable Development

Pitching in to build better

The Building Better project grooms skilled young professionals to work in construction written by Gabriela Vasconcellos photos by Beg Figueiredo


fter looking for work for

class, she argues that bricklaying is

ance, always putting on makeup and

some time, Camila Silva,

not just a man’s job. “I’ve learned ev-

paying regular visits to the beauty

22, has finally found a

erything I know through this course.

salon. “I use a hairnet to keep the

job opportunity in the construction

I’m getting better every day,” she

mortar from getting in my hair. Get-

industry. This determined young

says. She takes care of her appear-

ting it out is a lot of work.”

woman is now a student in the second class to take the Building Better Professional Education course, where she is learning to become a bricklayer. “Every day I get more and more passionate about this. I’m proud to know that what I do is important. I don’t see anything getting in my way,” says Camila, who lives in Valença, Bahia, in northeastern Brazil. Every month, she spends a week learning theoretical concepts in the classroom at the Building Better Professional Education Center. The rest of the month, she has access to practical knowledge at a construction site, under the supervision of monitors, foremen and engineers. That is how she is guaranteeing the income she needs to help support her mother and get a degree in Civil Engineering. As a member of the Construction Cooperative (Coonstruir) – an umbrella institution that brings together the project’s apprentices and graduates – Camila receives about BRL 500 per month, depending on her productivity. The only woman in her



Camila and her classmates helped

over six years in social, produc-

Other institutions linked to the

build the Building Better project’s

tive, environmental and educational

PDIS that are included in the part-

headquarters. The construction works

programs for Southern Lowlands

nership with BNDES also have

were funded by a Technical and Fi-

communities. The bank has al-

good reason to celebrate. The Igra-

nancial Cooperation Agreement signed

ready invested BRL 2.3 million in the

piúna Rural Family House and Nilo

in 2009 by Banco Nacional de De-

Building Better Center to construct

Peçanha Agro-Forestry Family House

senvolvimento Econômico e Social

its headquarters in Valença on land

have received funds for the renova-

(BNDES) and the Odebrecht Foun-

donated by the city government.

tion and expansion of their head-

dation, which supports the Program

“We could not have built this dream

quarters, which will enable them to

for the Integrated and Sustainable

without their help. One person can’t

increase the number of students en-

Development of the Mosaic of Envi-

change the world on their own. I’ve

rolled per year. The bank’s funding

ronmental Protection Areas in the

built walls, installed porcelain units,

for the Presidente Tancredo Neves

Southern Bahia Lowlands (PDIS), of

and painted doors and gates here.

Rural Producers’ Cooperative is

which the Professional Education

It’s taught me to have focus, objec-

making it possible to build a Fruit

Center and Coonstruir are part.

tivity, discipline and patience when

Pre-Processing Unit for the coop-

doing my work. This project has

erative’s 208 members. The Hearts-

changed my life,” says Camila.


The agreement with BNDES calls for the investment of BRL 60 million



of the Southern Bahia Lowlands Camila with classmates from the Building Better project: she plans to become an engineer

has purchased farm machinery and implements, trucks, cars and motorbikes, which are improving working conditions in the primary sector and increasing farm production and mechanization, as well as enabling agricultural technicians to get around more easily.

Future vision The PDIS has gained the support of several social actors in its drive to implement the Eight Millennium Development Goals – proposed by the United Nations and endorsed by 192 countries – in the Southern Bahia Lowlands. Camila is just one young protagonist among hundreds of people who have partnered up with the program, which the Odebrecht Foundation is promoting in the region with a view to changing local realities. The PDIS last year signed agreements with several other instituCamila recebe orientação no canteiro de obras: plano de se tornar engenheira

tions, in addition to BNDES. For example, the Mitsubishi Corporation has increased its support by promising to invest USD 1.8 million



Students at the Presidente NovoRural impulso: Tancredo Neves Cooperativa dos Family House: the home Produtores de of Brazil’s first unit, Palmito Baixo introduced in the do Southern Sul da Bahia tamBahia Lowlands bém foi beneficiada pela parceria com o BNDES


in the three family houses active

machinery and technological, busi-

Medeiros, the factor that sets the

in the region over the next three

ness and cooperative training for

Southern Bahia Lowlands program

years to finance the education of

small farmers. It recently imple-

apart is its innovative system of par-

new rural entrepreneurs. Previ-

mented one of its social technolo-

ticipatory governance, in which the

ously, the company had carried out

gies in the Southern Bahia Low-

first, second and third sectors work

an educational project in Igrapiúna,

lands – Integrated and Sustainable

together seamlessly. “As a result,

Bahia. In the environmental area,

Agro-Ecological Production (PAIS)

we have achieved the eighth mil-

the Companhia de Desenvolvimento

– contributing about BRL 1 million

lennium goal: Developing a Global

e Ação Regional (CAR), a regional

to the program.

Partnership for Development,” says Medeiros.

development company linked to

“The aim of keeping current

the State of Bahia, and the Brazil-

partners and attracting new ones

“Having these partners on board

ian Biodiversity Fund (Funbio), to-

shows that the Odebrecht Founda-

is a huge responsibility. We are

gether with the Land Conservation

tion is on track to achieving its fu-

well aware of that,” says Eduardo

Organization (OCT) – another PDIS

ture vision: seeking to become an

Queiroz, the Foundation’s Vice Pres-

institution – are encouraging the

asset manager for environmental

ident for Sustainability, who also

balanced use of natural resources.

sustainability and deploy a model of

highlights the synergy established

All told, their investments total

agricultural, ecological and sustain-

with the Odebrecht Organization.

roughly BRL 3 million.

able tourism in the Pratigi Environ-

“We are Odebrecht’s social arm. We

The Bank of Brazil Foundation, a

mental Protection Area – what we

want to build a development model

social investor in PDIS since 2008,

call agro-ecotourism,” says Maurício

that can be replicated elsewhere

is financing the improvement of

Medeiros, Executive President of the

and serve as a benchmark for the

infrastructure, the acquisition of

Odebrecht Foundation. According to

Organization’s social actions.



An eye firmly on the future

Gilberto Neves and the experiences that sense and spirit transform into priceless lessons Statement given to Valber Carvalho / Edited by Alice Galeffi


ilberto Neves’s eyes shine when he talks about the countries he has visited, the people he has known

and the projects he has built. Much water has flowed under the bridge since he joined the Organization at age 23 as a Planning Assistant to work on a project for Petromisa in Aracaju, in northeastern Brazil. In the early years, he worked on several projects in that region. Then he went to Peru, and now he is Odebrecht International’s CEO in the United States. Always striving to overcome the challenges of life and do things even better, Gilberto Neves is a fighter whose greatest weapon is persistence. “I never look back. I always look ahead to the next challenge,” says the protagonist of this edition of the Savvy Project. The full interview is available online at Here are some excerpts:

“The best decision” When I was invited to go to Peru, I had also received an offer to stay in Minas Gerais. Going to Peru was the best decision I ever made. Living and working in that country was a watershed in my life. I experienced tremendous professional growth, and my third child was born there. Right after he was born, I thought I was Superman and worked 20 hours a day. I had constant migraines and self-medicated. Then I took some strong medication without realizing that it was a vasoconstrictor.

Gilberto: Odebrecht has firmly established operations and loyal clients in the United States



I ended up having a brain embolism and collapsed in the bathroom. They only found me the next day. I didn’t know if I’d ever walk again. It was an incredibly tough situation: imagine being 30 years old and unable to walk, paralyzed from the neck down. But I managed to recover, bit by bit, and a little over 20 days later I was walking

Gilberto with Brian Perantoni: a fraternal relationship that went beyond the job

again. It was a miracle. It could have had very serious aftereffects.

“The secret to success is persistence”

In the early days, when we first es-

you want me to send for our things

tablished our presence in the United

One of my mentors was my grand-

in Peru?” She replied, “What do you

States, I was introduced to a young

mother, who lost her husband when

want to do?” I said, “Don’t ask me

man who had stopped by to catch a

they’d been married for three years and

what I want to do. I want to go back.”

ride with a friend. A manager told us:

she was pregnant with their third child.

So we took our three boys and

“Look, I just saw Brian Perantoni in

She took on the commitment of rais-

returned to Peru. When I landed,

the reception area. I think you should

ing her daughters alone, as a working

all 42 expat families were waiting

talk to him.” I didn’t have any con-

mother. My grandmother ran a quarry,

for me with a huge banner that

struction projects yet, but I asked him

a farm and a sanatorium for tubercu-

read: “Welcome back, we love you.”

to come into my office for a chat, and

losis patients. She always said, “Don’t

It was sensational. That was key

we had a very long talk.

stop, never settle. Idleness spins a spi-

for helping us get over everything that had happened.

Bringing in young Americans


Brian Perantoni

I then asked my wife, “Monica, do

Brian had a great reputation in

der web.”

the market, and wasn’t looking for

My other mentor was my father. He

work. I didn’t offer him any benefits,

helped me chart my career my whole

and he never knew why he took the

life. He was thrilled by everything we did

job. He just felt there was some-

and by what lay ahead in the future.

The move to the United States in

thing different about our company.

After that, at the company itself, of

1990 came about from a decision

Brian became my right arm. He

course my mentor was Mr. Norberto

by Renato Baiardi and Emílio Ode-

helped me structure the business

Odebrecht, because of this fantastic

brecht. It was an opportunity to show

and taught me how construction

culture he created, and his selfless way

that the Organization was qualified to

work is done in the United States.

of delegating responsibility and putting

work in the world’s most competitive

He was a fantastic guy.

his trust in people.

market. Today, after over 20 years in

How did I manage to convince him

Baiardi and Marco Cruz were great

that country, we have firmly estab-

to come to work for the company? I

leaders. They taught me to lead with

lished operations and loyal clients.

think it was the sincere way of telling

confidence. I must also acknowledge

And we are getting young people

someone you’re interested in them.

my current leader, Luiz Rocha, whom

on board. We are attracting them

I established a very strong relation-

I thank for his complete and absolute

from local universities, and they are

ship with him and his family that

trust, because it empowers me to lead

already showing an incredible com-

went beyond the job. But then Brian

our teams in the United States.

mitment to Odebrecht. If you ask

had a fatal heart attack at 48. He left

any one of them when they’ll leave

five children and an incredible legacy.

the company, they’ll say, “Never.”

At his funeral there were thousands

If you asked me if I’d do it all over

It’s very interesting to see an Ameri-

of people out in the street, and we

again, I’d tell you I’d do it 10 times over.

can say that: they want to build their

had to close off a major road. His

I’d move to all those places, do every-

careers in our company, along with

wife put his hat and Odebrecht shirt

thing I’ve done, but I’d try to do it even

their families.

on the coffin.

better. It was definitely worthwhile.


I always say that the secret to success is persistence.

Next issue:

Knowledge Management


Founded in 1944, Odebrecht is a Brazilian organization made up of

RESPONSIBLE FOR PUBLICATIONS PROGRAMS AT CONSTRUTORA NORBERTO ODEBRECHT S.A. Karolina Gutiez BUSINESS AREA COORDINATORS Nelson Letaif Chemicals & Petrochemicals | Andressa Saurin Ethanol & Sugar | Bárbara Nitto Oil & Gas | Daelcio Freitas Environmental Engineering | Sergio Kertész Real Estate Developments | Coordinator at Odebrecht Foundation Vivian Barbosa

quality. Its 150,000 members

EDITORIAL COORDINATION Versal Editores Editor-in-Chief José Enrique Barreiro Executive Editor Cláudio Lovato Filho English Translation by H. Sabrina Gledhill Art and Graphic Production Rogério Nunes Graphic Design and Illustrations Rico Lins Photo Editor Holanda Cavalcanti Electronic Publishing Maria Celia Olivieri

are present in the Americas,

Printing 1,050 copies | Pre-Press and Printing Pancrom

Africa, Asia.

EDITORIAL OFFICES Rio de Janeiro +55 21 2239-4023 | São Paulo +55 11 3641- 4743 email:

diversified businesses with global operations and world-class standards of

Originally published in Portuguese. Also available in Spanish.


Edu Simões photo:

“The simple things are hardest. Simplicity requires mastering and internalizing an effective culture” TEO [Odebrecht Entrepreneurial Technology]



OI 159 ing  
OI 159 ing  

texto, foto