Report of Activities Fiotec

Curator Council Mário Santos Moreira - President - ICC Alejandro Marcel Hasslocher Moreno - IPEC Christian Maurice Gabriel Niel – IOC Francisco Inácio Pinkusfeld Monteiro Bastos - ICICT Juliano de Carvalho Lima – Direh Sergio Munck Machado - EPSJV Valeria Morgana Penzine Goulart - ENSP

Statutory Audit Committee Luiz Antonio de Araújo - President – Farmanguinhos Gilvan Ferreira - Dirad Maria Helena Magalhães - ENSP

Executive Board Adolfo Horacio Chorny – Executive Director - ENSP Geandro Ferreira Pinheiro – Administrative Director - Diplan Beatriz de Castro Fialho - Financial Director – Bio-Manguinhos Mansur Ferreira Campos – Technical Director - VPPIS

General Management Mário Dias Rodrigues

Summary 1- Institutional Information Mission, Vision & Values Administrative Structure Operational Structure Organization Chart 2- Activities Quantity of Projects Managed Funding Agencies

3 - Management of Budgeting and Funding Resources Operation of Project Funds Historic Data Proprietary Resources

1. INSTITUTIONAL INFORMATION

Mission To render technical and administrative assistance in projects developed by Fiocruz, in the fields of science, technology and innovation, and to act as Social Organization (SO) in projects that include basic health care and promotion, hospital management and learning, in Fiocruz’ partnerships with Governmental bodies.

Vision To overcome, each day, the quality of our activities, processes and competences and reach excellence as support foundation, in order to enable technical innovation in healthcare and qualification of the concerned human resources, contributing for enhancement of society’s life quality.

Values Integrity, Transparency, Efficiency and Ethics.

Administrative Structure Fiotec is formed by a Board of Trustees, with seven members, and by an Audit Council, with three members. Administration is performed by the Executive Directory, formed by four directors – Executive, Administrative, Financial and Technical ­, supported by a General management and by the administrative and technical sectors managements.

Operational Structure In order to fully accomplish its mission, Fiotec needs to have a structure compliant with the volume and complexity of the supported projects. In 2010, even with the productivity accomplishments, enhancing the infrastructure conditions – mainly in the Information Technology area ­ , a major growth has been observed in the number of employees due to the reach of the special projects managed after the foundation’s qualification as Social Organization (SO).

In the past, there were 189 stakeholders contracted in administration – 31% variation compared to the 144 active ones in 2009. In addition, 3,984 professionals worked specifically in development projects, 785% more than then 450 ones contracted in 2009.

Projects Management The number of new projects started along the year was 186, corresponding to 44% more than in 2009, when the number was 129 projects. To face such growth, personnel qualification was enhanced and several changes were made to the processes aiming to provide adequate answer to the expectations.

Special Projects Management The department was created in August, 2010, aiming to coordinate the projects developed by Fiocruz, in partnership with the Rio de Janeiro State Health and Civil Defense Secretariat (SESDEC) and the Rio de Janeiro City Health and Civil Defense Secretariat (SMSDC), after qualification as Social Organization.

Projects are classified in two blocks: The first one, comprised by Teias project with its 18 sub­projects, has research and training as its main axes; and the second one, comprised by the hospital projects, which aims at the personnel management of the hospital and primary health care units.

Personnel Management (Human Resources) The team was responsible for management of more than 4 thousand stakeholders, staff seven times larger than in 2009, when there were about 600 contracted employees. In the entirety, 4,466 hires and 887 dismissals were carried out.

Such increase results from Fiocruz’ projects management in partnership with the health secretariats. The average monthly pays carried out was 6,403, amounting to 76,836 pays, more than twice the figures from the former year.

Logistics Management Likewise across Fiotec as a whole, the department recorded significant growth in the year 2010, reflected in the number of generated requests: from 7,799 in 2009 to 11,469 requests this year, equivalent to 47% increase.

Controlling Management The number of documents received in the Accounts Payable was 33,725, 19.7%

more than the 28,166 received in 2009. Total clearances in the Accounts Payables went from 7,350 to 9,562, corresponding to 30.1% increase. Payments carried out by the Treasury went from 51,384 to 63,429 (23.4% variation). As for the quantity of payments made by Comex to other countries increased by 34.4%, going from 180 to 242. In the Accounting, Tax and Equity, the number of entries made went from 14,261 to 18,923 (32.7% increase).

Information Technology (IT) Management Several actions were put in place aiming to improve the foundation’s performance concerning access to information, among them we have SAP (Systems, Applications and Products for Data Processing) release update, in the Human Resources Department, and continuation of system customization. SAP also enabled creation of interfaces to the Coordinators Statement and Free Cash, at Fiotec’s website.

Legal Advisory Implementation of a new system in the intranet allowed more accurate identification of demands location and the attorney in charge for it, enabling fast answers that may generate information for decision taking. The hardcopy proceedings files of the processes were digitalized, thus allowing access to the documents through the system, reducing the occupied physical space, attaining savings from photocopies and reducing the use of paper.

Technical Advisory The Communication sector of Fiotec has been formed, in charge of creating, planning and monitoring a communication plan for internal and external disclosure of information. Added to such strategy, a new identity for “Fiotec Solidária” (Solidary Fiotec), an internal action aimed at fostering solidary campaigns towards the communities and other organizations from the third sector, has been created.

Report for certification in the National Social Assistance Council – CNAS shall be rendered in 2011. Verification of the information requested by MEC and MCTI for re­ registration as support foundation has been started.

Organization Chart

Board of Trustees

Tax Board

Executive Directory

General Management

Legal Advisory

Projects Management

Special Projects Management

Technical Advisory

Personnel Management

Main Projects Office

HR Services Center

ENSP Projects Office

RH Management

Bio-Manguinhos Projects Office Global Fund Office

Logistics Management

Archive

Procurement Procurement Follow-up Registration and Contracts General Services

Controlling Magement Accounting Management Financial management

IT Management

Infrastructure

Information Systems

2 - ACTIVITIES

Quantity of managed projects In 2010, Fiotec administered 388 projects in total, from which 186 started along the year. The following graphic shows the historic evolution, adding the number of new projects being performed with the total accumulated until the former year.

1400 1260

1300 1200 1074 1100 945

1000 900

829

800

719 News Projects

700

Accumulated Total

600

517

500

409

400

301

300

202

200 100

163 138

124

85

24 24

24 48

37

39

39

1998

1999

2000

2001

2002

108

186 110

108

116

129

0 2003

2004

2005

2006

2007

2008

2009

2010

Funding Agencies The main funding agencies of projects executed by the various technical足 scientific and technical足administrative units of Fiocruz, by means of Fiotec, are represented in the following graph by the relative percentage of the funding:

SMS足RJ 22.18%

GLOBAL FUND WESTAT PETROBRAS 1.31% NIH 1.46% OPAS CRP 001% FINEP 1.79% 1.49% 001% CDC 0.72% 0.81% OTHERS NATIONAL 3.34% OTHERS INTERNATIONAL 1.15%

FIOCRUZ 28.65%

SES足RJ 35.14%

3 - Management of Budgeting and Funding Resources Operation of Project Funds The volume of resources captured by projects in the year 2010, amounted to R$ 413.109 million. To these were added R$ 4.368 million obtained from the interest on financial investments. In the following chart we demonstrate the total collected per Fiocruz unit. The accompanying graphic highlights the percentage composition of resources collected according to the unit:

UNIT BIO CECAL COC CPQLMD DIPLAN DIRAD DIREB DIREH ENSP EPSJV FAR ICC ICICT ICPQAM ICPQGM ICPQRR IFF INCQS IOC IPEC PRES VPAAPS VPDIGT VPEIC VPPDT VPPIS VPPLR VPSRA

AGREEMENT VALUE MR$ 2,500 ­ ­ ­ ­ ­ ­ ­ 2,594 247 65 ­ ­ 11 ­ ­ 170 102 299 ­ 251 ­ ­ ­ ­ ­ ­

CONTRACTS VALUE MR$ 25,857 73 528 337 148 131 1,656 23 100,176 889 15,435 1,450 6,136 1,201 258 917 9,583 404 10,542 13,836 14,689 1,903 192,440 1,566 ­ 439 6,258

TOTAL 6,238 406,871 TOTAL COLLECTED WITH AGREEMENTS AND CONTRACTS TOTAL REVENUE FROM INVESTMENT SUBTOTAL TOTAL ADMINISTRATIVE FEES ­ FIOTEC TOTAL TAF RETURNED ­ UNITS TOTAL OTHES UNITS

REVENUE FROM INVESTMENT VALUE MR$ 2,096 ­ 1 ­ ­ ­ 0 ­ 821 109 36 ­ 24 5 1 19 14 20 305 436 40 ­ 384 1 49 6 ­ 0 4,368

TOTAL VALUE MR$ 30,453 73 529 337 148 131 1,656 23 103,590 1,245 15,535 1,450 6,160 1,217 259 937 9,767 526 11,146 14,271 14,980 1,903 192,824 1,566 49 445 6,258

% 7.29% 0.02% 0.13% 0.08% 0.04% 0.03% 0.40% 0.01% 24.81% 0.30% 3.72% 0.35% 1.48% 0.29% 0.06% 0.22% 2.34% 0.13% 2.67% 3.42% 3.59% 0.46% 46.19% 0.38% 0.01% 0.11% 1.50%

417,477 413,109 4,368 417,477 (17,821) 892 400,548

4.27% 0.21% 4.06%

12,491

2.99%

TP OT OT OT OT OT OT OT OT OT OT OT OT OT

OT OT OT OT

100% [+] [+] [=] [­] [+] [=]

VPDIGT 46.18%

VPSRA 1.49%

OTHERS UNITS 2.99% BIO 7.29%

PRES 3.58% IPEC 3.41%

ENSP 24.81% IOC 2.67%

IFF 2.34%

ICICT 1.47%

FAR 3.72%

The chart below presents distribution of resources according to the main business instruments used in Fiotec. The accompanying graphic highlights the percentage composition of resources collected according to the project’s modality: TYPE

VALUE MR$

%

LIV CAC CFA FDI FPR INO SPR

399,519 7,352 54 2,602 370 3,212 ­

96.71% 1.78% 0.01% 0.63% 0.09% 0.78%

TOTAL

413,109

100%

LIV ­ project in the contract mode of service to run as its own regulation of Fiotec; CAC ­ project that follows the rules the same or similar rules of the letters of agreement partners such as PAHO, UNDP; CFA – projects with features of agreement that follow the rules the same or similar rules contract financing actives of UNESCO, UNODC; FDI – exclusive to the agreements with FINEP; FPR – covenants are governed solely by IN/01, including letters of agreement with intervention SGTES PAHO INO – covenants are governed solely by IN/01, including letters of agreement with intervention SGTES PAHO ; SPR – covenants running with only in auction.

CAC 1.78%

CFA 0.01%

FDI 0.63% FPR 0.09% INO 0.78%

LIV 96.71%

The following chart and graphic display the historic evolution of Fiotec’s revenues in the period from 1998 to 2010, according to the project’s modality: RESOURES COLLECTED EVOLUTION IN AMOUNTS ­ MR$ 1998­2010 Source

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Contract

560

1,325

3,231

5,625

11,060

20,759

72,187

97,653

83,094

110,394

194,868

197,618

406,871

Agreements

263

329

1,029

995

4,509

13,365

10,233

19,141

13,779

19,792

11,742

4,251

6,238

Others

344

641

814

3,008

3,246

9,485

14,631

4,527

3,884

3,946

4,880

3,221

4,368

Total

1,167

2,295

5,074

9,628

18,815

43,609

97,051

121,321

100,757

134,132

211,490

205,090

417,477

EVOLUTION IN PERCENTAGE ­ % 1998­2010 Source

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Contract

47.99

57.73

63.68

58.42

58.78

47.60

74.38

80.49

82.47

82.30

92.14

96.36

97.46

Agreements

22.54

14.34

20.28

10.33

23.96

30.65

10.54

15.78

13.68

14.76

5.55

2.07

1.49

Others

29.48

27.93

16.04

31.24

17.25

21.75

15.08

3.73

3.85

2.94

2.31

1.57

1.05

Total

100.00

100.00

100.00

100.00

100.00

100.00

100.00

100.00

100.00

100.00

100.00

100.00

GRAPHIC IN PERCENTAGE 1998­2010

100,0 90,0 80,0 70,0 60,0 50,0 40,0 30,0 20,0 10,0 ,0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Contrato

Convênio

Others

100.00

EVOLUTION OF THE COLLECTED RESOURCES 1998 ­ 2010

1998

Value in MR$ 1,167

% Growth in relation to the previous year ­

1999

2,295

97%

2.0

2000

5,074

121%

4.3

2001

9,628

90%

8.3

2002

18,815

95%

16.1

2003

43,609

132%

37.4

2004

97,051

123%

83.2

2005

121,321

25%

104.0

2006

100,757

­17%

86.3

2007

134,132

33%

114.9

2008

211,490

58%

181.2

2009

205,090

­3%

175.7

2010

417,477

104%

357.7

Year

Growth in relation to the year 1998 ­

GRAPHIC IN MR$

400 350 300 250 200 150 100 50 0 1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Proprietary Resources The following chart and graphics present Statement of Result with the graphics of the revenue and expenses values for 2010: BALANCE SHEET

TOTAL 2010

DESCRIPTION

VALUE MR$

%

17,821

77.59%

(892)

­3.88%

­

­

16,928

73.71%

48

0.21%

FINANCIAL INCOME

4,883

21.26%

OTHER INCOME

1,108

4.83%

22,967

100.00%

INCOME [administrations fees] [­] TRANSFER [taf] [­] ISS NET INCOME REVERTING PROVISIONS

TOTAL INCOME

DESCRIPTION

VALUE MR$

%

(6,741)

34.80%

(220)

1.13%

SOCIAL CONTRIBUTIONS

(1,442)

7.45%

TOTAL SAL + CONTRIBUTIONS

(8,403)

MATERIAL AND MAINTENANCE EXPENSES

(1,399)

43.39% 7.22%

UTILITIES AND SERVICES

(5,305)

27.39%

OCCASIONAL EXPENSES

(3,285)

16.96%

EXPENSES WITH PROVISIONS

(221)

1.14%

TAX EXPENSES

(34)

0.17%

FINANCIAL EXPENSES

(721)

3.72%

COUNTERPART STOCK

(0)

0.00%

TOTAL EXPENSES

(19,369)

100.00%

SURPLUS / DEFICIT IN THE PERIOD

3,598

EXPENSES WITH PERSONAL ­ OWN EXPENSES WITH PERSONAL – THIRD PARTIES

The following chart and graphic display the historic evolution of Fiotec’s revenues and expenses in the period from 1998 to 2010: 1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Revenues

116

155

434

867

1,475

3,222

5,085

7,632

6,476

8,754

14,031

13,170

22,967

Expenses

62

163

375

836

1,481

2,122

4,636

5,310

6,399

8,199

13,922

13,571

19,369

Balance

54

(8)

59

31

(6)

1,100

449

2,322

77

555

109

(401)

3,598

53%

105.2%

86.4%

96.4%

100.4%

65.9%

91.2%

69.6%

98.8%

93.7%

99.2%

103.0%

84.3%

Specification

%E/R

EVOLUTION OF THE COLLECTED RESOURCES 1998 足 2010 Value in R$ thousand 116

% Growth in relation to the previous year

Growth in relation to the year 1998

1999

155

34

1.3

2000

434

180

3.7

2001

867

100

7.5

2002

1,475

70

12.7

2003

3,222

118

27.8

2004

5,085

58

43.8

2005

7,632

50

65.8

2006

6,476

15

55.8

2007

8,754

35

75.5

2008

14,031

60

121

2009

13,170

6

113.5

2010

22,967

74

198

Year

GRAPHIC IN MR$

250

200

150

100

50

0 1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010