Sustainability Report 2013 by Marcopolo S.A

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SUMMARY

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SUSTAINABILITY REPORT 2013

1. Message from the Board of Directors

2. Parameters and Engagement

3. The Marcopolo Businesses

4. Corporate Governance

5. Communication Channels

6. Economic Performance

7. Environmental Performance

8. Social Performance

9. GRI Index

10. Expedient

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1.MESSAGE FROM THE BOARD OF DIRECTORS

Standing from left to right : Gelson Luiz Zardo, Oscar Barbieri, Paulo Gilberto Corso, Fabio Dahlem da Rosa, Paulo Andrade de Jesus, Carlos Alberto Casiraghi, Edson Dalle Molle Mainieri, Nelson Gehrke, Milton Susin, Mateus Ritzel, Alberto Calcagnotto, Lusuir Grochot, José Fernando Bettoni, Ruben Bisi. Seated from left to right: Carlos Zignani, José Rubens de La Rosa (CEO), José Antonio Valiati.

Marcopolo presents the third edition of its Sustainability Report as a way to share with the society, a summary of its performance in the economic, environmental and social areas aligned with the corporate governance practices of the Company. Founded in 1949, the company has always had as pillars the respect, appreciation and transparency in relationships with people. The year 2013 was characterized as a period of turmoil and new challenges for the bus industry in Brazil, especially along the second half. In this scenario, Marcopolo net revenue grew 9.1% domestically and 7.5% in the export Market, compared with the previous year. Marcopolo has carried on the expansion and modernization of productive areas in Caxias do Sul and Rio

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MESSAGE FROM THE BOARD OF DIRECTORS

de Janeiro; it has begun the construction of the new Volare factory in São Mateus in Espírito Santo; and the new Logistics Centre, which will concentrate the distribution of material from the Ana Rech unit. In addition to that, significant investments were made to improve working conditions and welfare of the employees, such as new sanitary facilities; adequacy of rest areas and services such as banks, pharmacies and covenants. Marcopolo has also carried on the renovation of the restaurant at the Ana Rech unit, serving more than 5,000 employees / day. Marcopolo Foundation, the corporate arm of the company, has been carrying out actions for social development, especially targeted to children and adolescents in the cities where its manufacturing plants are located. The Foundation also coordinates the alloSUSTAINABILITY REPORT 2013

cation of corporate taxes of Marcopolo units in Brazil and its employees, in order to support projects that generate direct benefits to the community. Since 1990, the company maintains the Marcopolo Professional Training School, which has trained more than 1,000 young professionals. Its concern with professional qualification is extended to all employees through training courses, scholarships and language programs. During the year 2013, Sustainability indicators were included and followed up in the Balanced Score Card (BSC) of the company, and in 2014 a target of 5% improvement was established in all areas.

ders. The results formed the basis for the Materiality Matrix that will guide the actions of Marcopolo in relation to sustainability in the future. Moreover, the channels of internal and external ombudsman had undergone a revision in order to facilitate communication with its various audiences. Finally, Marcopolo reaffirms its commitment to management focused on sustainable development and encourages the practice of the values that make it a business of solid economic, environmental and social image.

Regarding the involvement of interested parties, the company conducted research with different stakeholWWW.MARCOPOLO.COM.BR

MESSAGE FROM THE BOARD OF DIRECTORS

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2.PARAMETERS AND ENGAGEMENT

For the third consecutive year, Marcopolo discloses its Sustainability Report, which is based on international guidelines of the Global Reporting Initiative (GRI). Reported information refers to the year 2013, and presents comparative results data of 2011 and 2012.

| GRI 3.5/3.6/3.7/3.9/4.14/4.15/4.16/4.17

The report has been improved every year, seeking transparency with the support of the public of the Company, who were invited to contribute with their opinion, identifying sustainability issues of greatest relevance. To make this query, Marcopolo has identified and elected these priority stakeholders to participate in the Materiality Test, prepared on the basis of GRI indicators. This activity was developed by the Marcopolo Sustainability Committee with the help of related areas. The Sustainability Committee was created in 2008 and consists of representatives from the Financial, Social and Environmental areas. The indicators are being monitored monthly and since 2013, some of them are part of the BSC (Balanced Score Card) of the company with performance goals by area.

COMPOSITION OF THE REPORT When reading this publication, it is possible to observe that the company’s actions are aligned to the results of the Materiality Matrix. It is noticed that the indicators that were evaluated as less important are precisely the topics that have been worked by the Company over the years; therefore they are no longer perceived as in need of attention. This year, the qualification programs for labor, health and safety and waste disposal for employees, were again scored as very important, but with a subtle shift in priority by the company. As an immediate action, proper disposal of waste and reduction of waste materials were included among the indicators of the Company Profit Sharing Program (EFIMAR – Marcopolo Efficacy). In the composition of the social and environmental indicators, the company reports only transactions with operations in Brazil, however, the financial indicators have consolidated data from across the whole Company in accordance with accounting practices adopted in Brazil and IFRS - International Financial Reporting Standards. Marcopolo measuring techniques and base of calculations use the Universal System (Human Resources) and SAP (other areas).

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PARAMETERS AND ENGAGEMENT

SUSTAINABILITY REPORT 2013

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PARAMETERS AND ENGAGEMENT

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Materiality Matrix 1

Use of Recyclable Materials

Health and Safety Program for Employees

Reduction of Energy Consumption

Labor Qualification Program

Reduction of Water Consumption

Actions to Combat Child Labour

Disposal of Waste

Environmental Education Programs

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Marcopolo (Management)

1 5 3

BUSINESS MANAGEMENT POLICY The Company has mechanisms to ensure that Quality, Environment, Social Responsibility and Health and Safety are implemented, maintained and continuously improved. The company is committed through its Business Management Policy, which provides that:

• Ensure increasing customer satisfaction through continuous improvement and quality excellence;

Social Programs for the Community

• Consider environmental, occupational, social and

Hiring Local Suppliers

• Ensure the implementation of laws, rules and other

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quality variables in the development of new products and processes; regulations to effectively achieve planned objectives;

Stakeholders

• Permanently prevent pollution, accidents at work and occupational diseases;

Very Important

Important

Moderately Important

Less Important

• Being an ethical and socially responsible company to all audiences.

The Integrated Management Standards (GIN) includes the following certifications: ISO 9001 Quality (since 1996), OHSAS 18001 - Occupational Health and Safety (since 2002), SA 8000 - Social Responsibility (since 2003) and ISO 14001 Environment (since 2005). Every three years the company undergoes a periodic recertification process and the requirements of the standards are checked with higher criticality, which contributes to the refinement of sustainable practices.

Certifications

ISO 9001 Quality

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PARAMETERS AND ENGAGEMENT

SUSTAINABILITY REPORT 2013

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OHSAS 18001 Health and Safety

ISO 14001 Environment

SA 8000 Social Responsibility

PARAMETERS AND ENGAGEMENT

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3.THE MARCOPOLO BUSINESSES Marcopolo SA is a publicly traded joint-stock Brazilian multinational corporation based in Caxias do Sul, RS. The company markets its products in more than 100 countries on five continents. Consecrated in the passenger transport industry, it has over 65 years of tradition in the market. The Company manufactures complete buses, bus bodies and components, offering the market a comprehensive product line with a variety of road models, urban,

micro and minis in addition to Volare vehicles commercialized in the market in a complete format including chassis and body. In 2013, Marcopolo has released a new version of Torino, a model that has been in line since 1983 and is one of the best urban buses sold in Brazil. The new Torino offers more comfort and modernity, technology, ergonomics and safety for passengers at lower operation costs. Volare has also introduced a new vehicle in the light segment: the W-L, with greater transport capacity of up to 36 passengers – in the light weight segment. | GRI 2.1 /2.6

PHILOSOPHY

| GRI 4.8

Vision Be a relevant corporate group in business and geographies in which it is acting, with a sound socio-environmental and economic image.

Mission Develop solutions valued by customers, based on the principles of innovation and sustainability, contributing to the evolution of collective passenger transport and social progress.

VALUES

| GRI 4.8

Respect and People Valuing Marcopolo’s relationship with people is one of respect, appreciation and transparency. Its main differential is the joint work carried out by committed and prepared teams constantly motivated by opportunities for growth and professional development. Any person - either of the company or outside it - should be treated with dignity and fairness.

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THE MARCOPOLO BUSINESSES

SUSTAINABILITY REPORT 2013

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THE MARCOPOLO BUSINESSES

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Ethics Marcopolo adopts an attitude of responsibility and respect towards the people and institutions of its relationships. It is of great importance to the company that conflicts of interest are avoided, and when it happens, they are resolved in a transparent manner in accordance with the guidelines of the Code of Conduct.

Environment and Communities Marcopolo and its employees have a major commitment to health, safety, the environment and the communities where they operate. Through programs aimed at environmental and social causes, the company consolidates its management policy focused on sustainable development.

Economic and Financial Soundness Marcopolo has as its basic premise that the economic and financial soundness of the business is the key

to sustainable growth. The commitment to excellence and value generation must guide the day-to-day of professionals and partners of Marcopolo.

Customer Satisfaction

INVESTMENT STRUCTURE

Customer satisfaction is the reason of Marcopolo success. Efforts must be made to identify what is the perceived value by customers, establishing any and all actions capable of transforming this principle into mutually generating value realities that are backed up by long-term relationships. Proximity and trust are key requirements for bond creation.

99,99%

MARCOPOLO RIO

99,99%

SYNCROPARTS

Brazil

0,10%

VOLARE - SP

Brazil

0,10%

VOLARE - ES

Brazil

REI

Brazil

0,01%

MARCOPOLO RIO

Brazil

100%

BANCO MONEO

Brazil

99,99%

SAN MARINO

Mexico

99,99%

ROTAL DO SUL

Brazil

10%

Partnerships Partners, mainly characterized by suppliers, manufacturers, sales representatives, financial institutions, distributors and dealers, are fundamental to Marcopolo. The company believes that long-term relationships with clear rules and practices that result in joint success should be built.

99,90%

VOLARE - SP

Brazil

99,90%

VOLARE - ES

Brazil

99,99%

TRADING S.A

Brazil

MONEO

Brazil

SAN MARINO

Brazil

investments

45%

ILMOT

Marcopolo S.A.

100%

HANEGAS

49,87%

SUSTAINABILITY REPORT 2013

Uruguai

TMML

100%

MIC

100%

MAPLA

100%

MASA

Africa

100%

MAC

China

50%

LOMA

Argentina

METALPAR

Argentina

SUPERPOLO

Colombia

100%

LAUREANO

Argentina

74%

POLOMEX

30%

MPC

51%

METALSUR

98%

METALPAR

50%

KAMAZ MARCO

75%

POLOGREN

Mexico

India Virgin Islands

Portugal

Argentina

74%

POLOMEX

70%

MPC

100%

POLOAUTORUS

Russia

49%

GB POLO

Egypt

100%

MARCOPOLO

40%

SPHEROS

Argentina Argentina

99%

MARSA

Argentina

100%

VOLGREN

Australia

Mexico Portugal

Australia

Austrália

Brazil

30%

WSUL

Brazil

26%

MVC

Brazil

40%

MERCOBUS

Peru

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50%

Colombia

49%

THE MARCOPOLO BUSINESSES

FCO

50%

100%

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Brazil

99,99%

SPHEROS MÉXICO

99,99%

SPHEROS COLOMBIA

100%

PAINÉIS

Russia

Australia

Mexico Colombia

Brazil

THE MARCOPOLO BUSINESSES

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ORGANIZATIONAL STRUCTURE

OPERATIONAL STRUCTURE

| GRI 2.3

The Organizational Structure proposed aims to contribute in the strengthening of Marcopolo´s capacity of generating value through innovation, enthusiasm and commitment of all professionals with attitudes that strengthen confidence, entrepreneurship, solidarity and cooperation.

• Clear definition of authority and responsibility through results;

• Overview of processes such as integration, alignment and accountability;

• Proximity to the Customer, Operational Excellence and Quality;

The premises for the structure of Marcopolo are:

• Collegiate operation of teams in a cooperative and

• Sustaining the growth strategy of the company;

supportive manner.

• Attending the needs of flexibility, agility and competi-

• To give support to this strategy, the areas of the company

tiveness;

were arranged in departments that act in an integrated manner.

• Simple structure with competitive costs;

The bus manufacturing is performed in 16 manufacturing units, four in Brazil (two units in Caxias do Sul, RS, one in Duque de Caxias, RJ, in addition to the participation of 45.0% in the company San Marino Ônibus e Implementos Ltda.(San Marino Bus and Implements), also located in Caxias do Sul, RS) and 12 abroad, one unit in South Africa, three in Australia; subsidiaries / affiliates in Argentina (2), Colombia, Egypt, India (2) and Mexico; there is also a manufacturing unit of parts and components for bus bodies in China. Marcopolo also holds 40% stake in the

company SPHEROS (acclimatization and air-conditioning), 30% in WSUL (foams for seats), 26% in MVC -. Componentes Plásticos Ltda. (Plastic Components) and 19.99% in the Canadian company New Flyer. In addition to the companies mentioned, Marcopolo has full control of Banco Moneo S.A . (Moneo Bank), created to support the financing of Marcopolo products. Marcopolo is also investing in the installation of a new unit of Volare vehicle assembly line in São Mateus, ES.

MARCOPOLO WORLDWIDE AND ITS BRANDS | GRI 2.5

In 2013, the total number of professionals who contributed to the business of Marcopolo worldwide, including employees of the affiliated / subsidiaries was 21,002 employees. In Brazil, it totaled 8,066

employees in the controller and 3,495 employees in the subsidiaries. (Read more about the employees in the Social Performance chapter)

SHAREHOLDERS FAMILY COUNCIL

FISCAL COUNCIL

MANAGEMENT BOARD

Executive Commitee

Audit and Risks Commitee

HR and Ethics Commitee

Strategy and Innovation Commitee

(JV COMERCIAL)

UNITED STATES

CEO

EGYPT

BRAZIL

International Business

Strategy

Research & Development

HR&DO

Controllership, Finance, IT & Legal

Acquisition & Logistics

Sales & Mkt

Industrial

Quality & Post-sales

Engineering

Marcopolo Rio

Volare

SOUTH AFRICA

Moneo

MARCOPOLO ANA RECH CONTROLLER

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THE MARCOPOLO BUSINESSES

SUSTAINABILITY REPORT 2013

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SUBSIDIARIES

JOINTLY CONTROLLED SUBSIDIARIES

AFFILIATES

INVESTMENTS

THE MARCOPOLO BUSINESSES

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BUSINESS UNITS COVERED IN THE REPORT | GRI 2.2

Marcopolo Ônibus Caxias - Marcopolo Bus Caxias Considered one of the world’s largest bus body manufacturers, it is also an active participant in the development and implementation of solutions for the public transport of passengers in some of the major markets worldwide. The Bus Business is concentrated in the Ana Rech unit in the city of Caxias do Sul, with the support of manu-

facturing areas located at the Planalto neighborhood. This unit stands out for the production of intercity buses for the Brazilian market and also for export. Constant investments in design and technology make Marcopolo pave new paths, presenting to the world market innovative solutions based on the guidelines for efficiency, comfort and safety for bus users.

Industrial unit in Xerém - Duque de Caxias, RJ

Marcopolo Rio

Industrial unit in Ana Rech - Caxias do Sul, RS

Marcopolo Rio is located in Duque de Caxias city, RJ, and it keeps a high speed production and productivity pace. Today, it concentrates 100% of the production of bus bodies destined for urban transportation. The installed capacity is for 8000 vehicles per year and it has about 2500 employees. The company was founded in 1955 and had 50% of its capital acquired by Marcopolo in 1999. Five months later,

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THE MARCOPOLO BUSINESSES

SUSTAINABILITY REPORT 2013

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it was launched in the market a new urban product called Turquoise, demonstrating that the investment had been appropriate. Two years later, in 2001, Ciferal became a 100% Marcopolo company, enabling the consolidation of the concepts of safety, cost efficiency and reliability to the urban bus market. Originally called “Ciferal”, the company was renamed Marcopolo Rio.

THE MARCOPOLO BUSINESSES

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Moneo Bank - Caxias do Sul, RS

Operations Center Volare - São Paulo, SP

Banco Moneo - Moneo Bank

Volare Located in Caxias do Sul, Volare inaugurated in São Paulo, in February 2013, its Operations Center. The complex has a total area of 8 thousand square meters and will include a model dealership, a training center for the entire dealer network and also a distribution center for spare parts. The development of Volare Operations Center is part of the company’s investments and it took a year of studies and market research focused on best practices from the automotive sector and best service concepts. The unit was created in 1998 to meet the market

18 •

THE MARCOPOLO BUSINESSES

demands for a fast, safe, economical and comfortable vehicle in the public passenger’s transportation service. The first model was intended for urban transport, but gradually Volare developed into a complete family of vehicles with different models and versions, ranging from alternative transportation and cooperative transportation to special applications such as mobile units.

Banco Moneo (Moneo Bank) serves the domestic market in a broad and comprehensive manner for the inland passenger transport segment, whether road, urban, charter, school or leisure. The products offered meet the specific needs of each customer through Finame, Leasing, CDC or prepayment of receivables with current market rates offered by or with more

competitive interest rates than those offered by other institutions. Moneo began its operations in 2005 and counts on effective distributed in offices located in the cities of Recife, Salvador, Belo Horizonte, São Paulo, Curitiba, Porto Alegre, and Caxias do Sul, where the headquarters and administrative area are located.

In 2012, Volare proved once again its compliance with the innovative philosophy by launching the four-wheel drive model, a novelty in the market that it operates. SUSTAINABILITY REPORT 2013

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THE MARCOPOLO BUSINESSES

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AWARDS RECEIVED

| GRI 2.10

• IDHO | Indicator of Human and Organizational Development 2013 Awards | Management & HR Editorship.

• The 150 Best Companies in People Management Practices Awards.

• “The 50 Best Companies for Corporate Citizenship 2013” Awards | Management & HR Editorship.

• AutoData Awards 2013 | Best in the Automotive Sector | Categories Exports, Bus Body Manufacturer, Bus Vehicle.

• Brands of Whom Decide 2013 | Journal of Commerce.

• Pioneers of Transportation Trophy Awards | Modern Transportation Magazine and Technibus .

• Bigger and Best in Transportation Awards | Modern Transportation Magazine and Technibus . • Inclusive Stamp Company | City Council of Caxias do Sul. • Top of Mind Awards 2013 | Tomorrow Magazine. • RS Export Awards 2013 | ADVB / RS.

• Medal of Farroupilha Merit - Legislative Assembly of Rio Grande do Sul. • MVC | JEC Europe 2013 Innovation Awards | Categories Innovation in Thermoplastics and Sofia Project - new concept of manufacturing vehicle bodies.

• Best Company of the Year Award | Maiores e Melhores 2014 – Special Edition| Exame Magazine.

• Creating Value Awards 2013 | Brazilian Association of Listed Companies (ABRASCA).

• Best Company of the Automotive Industry Sector Award | Maiores e Melhores 2014 – Special Edition | Exame Magazine.

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THE MARCOPOLO BUSINESSES

SUSTAINABILITY REPORT 2013

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THE MARCOPOLO BUSINESSES

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4.CORPORATE GOVERNANCE By following the principles of transparency, fairness, accountability and corporate responsibility, Marcopolo has adopted the best practices of Corporate Governance. Since 2002, the Company has been listed on Level 2 of Corporate Governance of BM&FBovespa, being bound to arbitration by the Market Arbitration Chamber, as according to Clause registered in its By-Laws. The management of Marcopolo is made formal based on the distinction between the roles and responsibilities of the Administration Board, the Executive Committee and the Board of Directors. The Company also has an Audit Committee

composed of three members. The powers of each body are defined in the By-laws of the company. In order to assist, review and support the conduct of the business, the Board of Directors also counts on the following Committees: Audit and Risk; HR and Ethics; and Strategy and Innovation. With the adoption of new By-laws, these three committees had their competencies amended in 2013. All members of the Administration Board, Audit Committee, Executive Committee, Board of Directors and advisory committees were elected on March 27, 2014.

President Emeritus The President Emeritus of Marcopolo, Paulo Bellini, oversees the company’s culture, contributing to strengthen ethical values and principles and the ongoing motivation of employees. He mentors executives, follows the political-institutional activities and ensures also the Marcopolo brand and image as well as the fulfillment of its social function. Bellini was named Emeritus President in 2012, a position that has honorary, personal and nontransferable character.

Shareholding Structure in 2013

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CORPORATE GOVERNANCE

SUSTAINABILITY REPORT 2013

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SHAREHOLDERS IN BRAZIL

39,39 %

SHAREHOLDERS ABROAD

34,96 %

CONTROLLING GROUP

25,65 %

CORPORATE GOVERNANCE

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GOVERNANCE STRUCTURE

Executive Committee Name

Position

Elected in

Mandate of

Mauro Gilberto Bellini

Sitting Member and Coordinator

march 2014

two years

Paulo Pedro Bellini

Sitting Member

march 2014

two years

José Rubens de La Rosa

Sitting Member

march 2014

two years

Luciano Moisés Bado

Appointed Member

march 2014

two years

José Antonio Valiati

Appointed Member

march 2014

two years

Carlos Alberto Casiraghi

Guest Member

march 2014

two years

Ruben Antonio Bisi

Guest Member

march 2014

two years

Carlos Zignani

Secretary

march 2014

two years

Name

Position

Elected in

Mandate of

José Rubens de La Rosa

General Director

march 2014

three years

Carlos Zignani

Director

march 2014

three years

José Antonio Valiati

Director of Accounting and Finance and Investor Relations

march 2014

three years

| GRI 4.1/4.3

Administrative Board The Administrative Board consists of seven members, four of whom are independent, one appointed by the minority shareholders, one by the holders of preference shares, and the other two by the controllers. They are all elected in the General Meeting through an unified term of up to two years. The Board also has a Secretary, appointed by the President. The Chairman of the Administration Board is not a member of the Board of Directors . | GRI 4.2 The Board of Directors counts on a permanent basis with an advisory statutory technical committee known as the Executive Committee, which helps, supports and advises about conducting business. Besides that, to assist the work of the Council in order to turn it more efficient, improving strategic discussions with based recommendations, and to assist in the performance of legal and statutory duties, there are also the following committees to support and advice: Audit and Risk ; HR and Ethics; and Strategy and Innovation. Each committee is composed of at least three and at most six members for a term of two years.

Board of Directors

Audit Board The Audit Board consists of three members, one appointed by the minority shareholders, one by the holders of preferred shares and one by the controlling, with an equal number of alternates.

Name

Position

Elected in

Mandate of

Francisco Sergio Quintana da Rosa

President and Advisor appointed by the Controllers

march 2014

one year

Administrative Board Nome

Position

Elected in

Mandato de

Egon Handel

Advisor Appointed by Preferred shareholders

march 2014

one year

Mauro Gilberto Bellini

President

march 2014

two years

Augusto Marcos de Campos

Advisor appointed by the Minority shareholders

march 2014

one year

Oscar de Paula Bernardes Neto

Vice-President

march 2014

two years

Luciano Moisés Bado

Advisor

march 2014

two years

Maria Letícia de Freitas Costa

Advisor (independent)

march 2014

two years

Paulo Cezar da Silva Nunes

Advisor (independent)

march 2014

two years

Odair Lucietto

Advisor(independent) Representative of Minority shareholders

Manuela Cristina Lemos Marçal Carlos Zignani

24 •

CORPORATE GOVERNANCE

Advisor (independent), Representative of Preferred shareholders Secretary

HR and Ethics Committee The HR and Ethics Committee responsibilities are:

• Constantly revaluate and recommend improvements

• Evaluate and recommend guidelines for performance

to practices and management policies of the Company, including its Code of Conduct (such Policies, Codes and Standards will always be deliberated by the Council);

evaluation and the proposed performance plan (individual goals and procedures) of the executives of the Company and subsidiaries as well as coordinate the process of evaluating these executives;

• Analyze, recommend and monitor the succession plan

• Assess the social responsibility practices adopted by the

of the key executives of the Company; march 2014

march 2014 march 2014

two years

two years two years

SUSTAINABILITY REPORT 2013

plans, and benefits for employees and administrators;

• Analyze and monitor the implementation of policies and practices of Human Resources and, when necessary, to elaborate improvement proposals;

• Analyze and recommend criteria for compensation of the

Company and its impact on corporate image;

• Evaluate and monitor the management of organizational climate and the actions taken to improve it;

• Coordinate the selection process of the CEO and key executives;

Executive Board, including short and long term incentive

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CORPORATE GOVERNANCE

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• Promote the dissemination of the Code of Conduct and disseminate the standards of conduct;

appropriate

Company’s

• Providing guidance when queried or if in doubt about

the application of the Code of Conduct as well as the determination and decision making when verified cases of violation of the principles laid down, always reporting all cases to the Board of Directors;

• Represent

the Administrative Board in the implementation and evaluation of conflicting situations to the Code of Conduct related to the positions of managers and executives, as well as in cases that exceed the powers of the Central Committee.

Audit and Risk Committee The responsibilities of the Audit and Risk Committee are:

• To recommend to the Administrative Board the selection and recruitment of independent auditors and their fees, as well as their replacement, if necessary, among internationally renowned companies for development of independent external audit or any other service;

• Supervise the activities of independent auditors to assess their independence, quality of services, and the adequacy of their services to the needs of the Company;

• Evaluate compliance by the administration of the recommendations made by the independent auditors and internal auditors and recommend to the Board the resolution of any conflicts between the independent auditors and the Board of Directors;

• Monitor the quality and integrity of the internal con-

trol system, the financial statements, quarterly financial information, interim financial statements and annual financial statements, and the information disclosed and measurements based on adjusted accounting data and non-accounting data that add elements not contained in the structure of the usual financial reports and statements;

• Review the annual audit plans and assess the final reports both submitted by the internal audit;

• Determine any changes in the scope of internal audit and report to the Administrative Board on areas of high risk, significant deficiencies, significant breakdowns in internal controls and illegal acts to the Council;

• Periodically assess the most appropriate structure for internal audit, as well as the way their services are run; assess and monitor along with management and internal audit, the adequacy of related party transactions as performed by the Company and their respective evidence;

Rules for identification and management of conflicts of interest

| GRI 4.6/4.8/4.11

The Administrative Board must approve the execution of agreements between the Company and its management and / or controlling shareholders, or between the Company and parties directly or indirectly controlled or controlling by the controlling shareholder.

• Committee of Human Resources and Ethics, representing

With regard to the Code of Conduct of the Company, which is also applied to management, there is a Conduct Committee which is in charge of providing guidance to interested parties in case of doubt as to the application of the Code, as well as assessment and decision making when verified cases of violation of principles.

• Central Committee - Its main function is to coordinate

When faced with situations that may cause discomfort or embarrassment for judgment, the Committee shall submit the case to the Human Resources and Ethics Committee and if the standoff persists, you can seek support from an impartial and independent outside arbitrator, to issue seem that help in the solution of the case. For an effective action, the Conduct Committee must act in three instances:

the Administrative Board - is the highest level of implementation and evaluation of conflicting situations to the Code of Conduct related to the positions of Directors or shareholders, also for cases that exceed the powers of the Central Committee. the adoption of the Code of Conduct by all who are part of the Marcopolo context, regardless of geographic location or area, reporting directly to the Committee of Human Resources and Ethics.

• Local Committees - Its main function is to coordinate the

adoption of the Code of Conduct in operations whose geographical location is outside the geographical context of the Head office (Caxias do Sul, RS, Brazil). The local committees report directly to the Central Committee. marcopolo.com.br/cc Read the full version of the Code of Conduct on the Company’s website.

• Analyze their content and monitor periodic reviews conducted by the internal audit of complaints, anonymous or not, concerning the accounting, internal control, audit and on risks of any kind, and eventually determine specific actions;

• Recommend procedures for receiving and processing information about noncompliance with laws and regulations applicable to the Company;

• Establish appropriate relationships and communication with management and the Audit Board;

• Assess and monitor the risk exposures of the Company and to monitor progress on the implementation of risk management in the Company and the actions that the upgrade process;

• Report nonconformities (fraud) directly to the Board

Management Remuneration The total annual amount of fixed remuneration is set by the General Assembly and distributed among the directors by the Administrative Board. The largest individual fixed annual remuneration of the Executive Committee / Board of Directors amounted to R$ 2,110.8 thousand in 2013, the average pay was R$ 711.7 thousand and the lowest was R$ 325 thousand. In the statutory board, the highest individual compensation was fixed at R$ 1,568.4 thousand in 2013, the average was R$ 1,030.6 thousand and the lowest was R$ 782.2 thousand. In the Fiscal Council, the highest individual compensation was fixed at R$ 195

thousand in 2013, the average was R$ 169 thousand and the lowest was R$ 156 thousand. The biggest single variable remuneration of the Executive Committee / Board of Directors was R$ 1,950 thousand in 2013, the average variable remuneration was R$ 440.8 thousand and the lowest was zero. In the statutory board, the largest single variable compensation in 2013 was de R$ 1,414.3 thousand, the average was R$ 948, 8 thousand and the lowest was R$ 715 thousand. The members of the Administrative Board and the Audit Board do not receive variable compensation, only Directors and Executive Committee members receive it.

of Directors .

Disclosure and Use of Relevant Information and Trading Policy Strategy and Innovation Committee The Innovation and Strategy Committee has the following responsibilities:

• Assessing the management processes associated with the business plan, financial planning, budgeting and performance monitoring;

• Assess the general assumptions (macroeconomic and business) for business plan, planning and budgeting;

• Monitor the Company’s performance through the analysis of its results, financial metrics, market developments and permanent internal and external benchmarking;

• Evaluate and recommend proposals on the process of

adherence to market trends, innovation and competitiveness in products and services, suitability of investments for value creation and sustainability;

CORPORATE GOVERNANCE

undisclosed material information. The Director of Investor Relations is responsible for the implementation, monitoring and general administration of the Trading Policy and all communication between the Company and the CVM and the Stock Exchanges, as well as between the Company and the market, investors and analysts.

• Analyze and monitor opportunities for new products and

services, including economic and financial evaluation of projects;

• Review other matters that the Board of Directors may consider relevant and of interest to the company;

• Monitor the execution and implementation of the Strategic Plan, recommend contingency plans, suitability and action plans where necessary.

development and review of the Strategic Plan, including

26 •

The Policy on Disclosure of Marcopolo Information aims to maintain consistency, simultaneity and transparency in the disclosure of acts and events involving the Company’s businesses. It also establishes the procedures to be adopted for the disclosure of information about Marcopolo, including information involving relevant acts and facts, and maintaining confidentiality of

SUSTAINABILITY REPORT 2013

Procedures and Performance Evaluation The Administrative Board assesses bimonthly in face to face meeting, the Company’s performance reported by the Board. The results are also examined by the Audit Board and by an independent external audit every quarter. The Executive Board is the governing body responsible for identifying relevant risks and opportunities

WWW.MARCOPOLO.COM.BR

to the Company, proposing, based on Strategic Planning, actions necessary to the Audit and Risk Committee and subsequently to the Administrative Board, also implementing them in case of approval. Indicators of Sustainability are now also incorporated into the agenda of the meetings of the Council.

CORPORATE GOVERNANCE

• 27

5.COMMUNICATION CHANNELS | GRI 4.4

EMPLOYEES The ViaPolo Internal Communication Network, launched in March 2012, unified the various communication channels used by the company for the relationship with employees and their families. In 2013, changes in the network were consolidated by facilitating access to information in the units of Caxias do Sul and Duque de Caxias. The ViaPolo network consists of wall newspapers, intranet, posters, magazine and Corporate TV. Its operation is in charge of the Internal Communications department, which is also responsible for the information, engagement and relationship campaigns that can involve both employees and their families. Marcopolo uses the intranet to conduct periodic surveys in order to assess the understanding and effectiveness of information and actions of the company. The remodeling of the Ombudsman was very important to improve the control of actions and responses, including the retraining of all managers. The Ombudsman program is an important channel of communication between employees and Marcopolo, it allows the company to constantly monitor the organizational environment, taking actions to improve people management practices. Marcopolo has two channels of the Ombudsman program for the employees: the Free Channel and the Conduct Committee. The Free Channel is a program that welcomes suggestions, criticisms, complaints or praise from employees; arising issues can be about relationships at work and the management of the company. The Conduct Committee has the responsibility to provide guidance to employees in case of doubt as to the application of the Code of Conduct, as well

as assessment and decision making when cases of violation of principles are verified. To address any situation to the Free Channel or the Conduct Committee, employees must use the link on the corporate Intranet page. The system is 100% safe, and the individuals do not need to identify themselves to use the Ombudsman. The manifestations are forwarded to the responsible for the matters, and the answer must be provided in the allotted time. When the employee is not identified, the answers are placed on the intranet and the sender has access through the password received when sending the message. The practice is also foreseen by the regulation SA 8000, which aims to ensure workers’ rights. Employees and people in general can use the External Ombudsman, through the open channel to make complaints of potential fraud, theft and related topics, which will be segregated and sent for evaluation of Internal Audit, under the management of the Audit and Risks Committee.

Employee Satisfaction The company carries Organizational Environment Survey to verify the satisfaction of its employees towards management as well as the services and benefits offered. A sample survey with 30% of the workforce was performed in 2012 and the overall result for Brazil is 69% satisfaction. After the research, improvement actions were defined and they have been implemented since then. By 2014, Marcopolo aims to carry out a new survey of all the employees in Brazil. 28 •

COMMUNICATION CHANNELS

SUSTAINABILITY REPORT 2013

WWW.MARCOPOLO.COM.BR

COMMUNICATION CHANNELS

• 29

CLIENTS

SOCIAL MEDIA

| GRI PR.5

In 2013, Marcopolo fan page counted on 720,000 followers, from which 27% women and 73% men. In this period, the page presented an average per publication of 25.5 thousand people, 12,100 clicks in publications and 1,100 interactions (like, comment or share). The fan page was created to facilitate access to the company’s info as well as market-related topics about urban mobility / public transportation, among others by customers, partners, community and also for those who are passionate about the brand.

A set of communication channels are available in order to approach the customers and the company such as the customer service center’s telephone number, emails and website. In addition to that, Marcopolo publishes three quarterly magazines: Traveller, Moneo and Volare Club Magazine of news and trivia related to the brand or topics of interest of their audiences.

The Company has been consolidating its project to expand operations on digital platforms such as the website, Twitter, YouTube and Flicker, by doing so it maintains a proactive attitude in order to increase the satisfaction and admiration towards the brand. Monitoring and supply of relevant information contribute to the brand’s reputation, besides serving as a source for research and development of products and services.

The Network of Representatives and Distributors is a strong ally of the company to help with the operation of actions for the approximation with customers, promotion of relationships and dissemination of information.

Access to Marcopolo and Volare sites

Satisfaction Survey

Marcopolo Social Media

In 2013, Marcopolo remodeled its way to assess relationship with customers through the use of the “Image and Competitive Position Research”, by inter viewing 88 clients in person. The research has revealed the level of importance of the main attributes related to product and service, and to evaluate the level of customer satisfaction in ever y attribute (Representative Ser vice; Operational Cost of Bus Bodies, Brand, Deliver y time, Bus Body Quality; Support of the factory and Resale Value).

www.facebook.com/OnibusMarcopolo www.twitter.com/OnibusMarcopolo www.youtube.com/OnibusMarcopolo www.flickr.com/OnibusMarcopolo

YEAR

2013 *

2012

2011

GRADE

8.1

8,68

8.64

* The Customer Satisfaction Survey 2013 was made in different way from the previous one.

Customer Service and Open Channel

This research considers, besides scoring, the degree of influence of each item in decision making. In the 2013 survey, respondents were only clients of the Bus Business (Brazil).

0800 702.7070 (Marcopolo) 0800 707.0078 (Volare)

The methodology used by Marcopolo in the years 2011 and 2012, involved quantitative and qualitative research with users of foreign and domestic markets, whereas the research with customers from abroad is only qualitative.

E-mails contato@marcopolo.com.br contato@volare.com.br

2013

2012

2011

623 thousand visits

584 thousand visits

478 thousand visits

3,3 million page views

2,5 million page views

2,4 million page views

Volare Social Media www.facebook.com/OnibusVolare www.twitter.com/OnibusVolare www.youtube.com/OnibusVolare www.flickr.com/OnibusMarcopolo

Facebook Statistics Marcopolo and Volare

YouTube Statistics Marcopolo and Volare

Fans per countries and cities

More than

Mexico 31.931

SUPPLIERS

Costa Rica 19.774

1 million

Venezuela 60.126

In 2013, the Company counted with 3,523 active suppliers, of which 0.77% belong to the curve A; 4.38% to curve B and 94.40% to curve C. Every two years a Supplier Meeting is held to strengthen strategic alliances. Last year Marcopolo gathered about 150 suppliers, all of them belonging from curves A and B, or regarded as strategic.

Read more about suppliers on page 30.

40 •

ECONOMIC PERFORMANCE

SUSTAINABILITY REPORT 2013

WWW.MARCOPOLO.COM.BR

ECONOMIC PERFORMANCE

• 41

7.ENVIRONMENTAL PERFORMANCE NEW LANDFILL CONSOLIDATES THE MANAGEMENT OF INDUSTRIAL WASTE With the objective of continuously improving its environmental management practice, Marcopolo promotes improvements to minimize and control the impact of its activities. In 2013, the company has acquired a new landfill located in Apanhador, on the border between the municipalities of Caxias do Sul and SĂŁo Francisco de Paula. With this operation, Marcopolo reaches the goal announced in the previous report of maintaining absolute control over environmental liabilities of the company. The process of licensing the Industrial Solid Waste Landfill Class II demanded five years involving environmental impact studies, public hearings, Preview and Installation and Operation licenses. The landfill, which is built from careful environmental control standards, covers a total area of 16 hectares and has a projection of 25 years of life.

The manufacturing of bus bodies implies the use of 8,500 items, involving different types of raw material from metal alloys to very sophisticated engineering plastic, with all types of coating in fabric, plastic, formic and fiber glass laminate, wood, etc. The selective waste collection implies the internal separation of more than 60 items that are stred temporarily in the Waste Center. The Hazardous wastes are destined for the technologies that do not generate environmental liabilities for the company such as co-processing, decontamination and / or recycling. Scrap metals, for example, are sent directly to recycling. All other materials are sent to the Waste Processing Unit - UPR, which undergo a new screening. The aim of the UPR is to add value to materials with recycling potential and recover also those that were mixed. What is not amenable to recycling is compressed SUSTAINABILITY REPORT 2013

WWW.MARCOPOLO.COM.BR

to the maximum in order to minimize the grounded volume. In 2013, the company promoted tours of employees in the Waste Processing Unit; from the engineering department only, there were more than 300 people participating. Thus, the responsibility of employees in reducing the waste of materials has increased. The visiting program continues in 2014.

ENVIRONMENTAL PERFORMANCE

â&#x20AC;˘ 43

| GRI EN.30

Total Water Withdrawal by Source (m³)

R$ 4.834.438,00 R$ 1.702.157,33

In 2013, Marcopolo invested and Marcopolo Rio invested

| GRI EN.8

Marcopolo

in environmental protection, especially in transportation and waste disposal, wastewater treatment, air emissions monitoring, laboratory analysis, audits and fees in addition to fixed costs of environmental areas and training. In 2012, Marcopolo invested R$ 5,438,997.31 and Marcopolo Rio R$ 252,960.64*.

Marcopolo Rio

Year

Public System

Own Well

Third Party Well

Year

Public System

2013

163.321

12.416

29.950

2013

39.823

2012

153.509

13.999

38.366

2012

57.832

2011

157.551

16.799

26.052

2011

81.782

Water Sources Significantly Affected by Water Withdrawal From 2009 to 2012, Marcopolo invested

| GRI EN.9

R$ 20.445.185,83

In Caxias do Sul, the Company uses groundwater for industrial processes through its own wells in addition to the use of third parties water wells. The biggest quantity of water used comes from the public system (Faxinal). The water systems of Caxias do Sul are located in the river basin of Taquari-Antas and river basin of Caí.

in Caxias do Sul.

Marcopolo Rio receives water from the public supply system of the State Company for Water and Sewage (CEDAE). The system of Rio de Janeiro captures water from the river basin of Baía da Guanabara.

Total Water Disposal, by Quality and Destination

*The previous report by Marcopolo Rio did not include spending on waste disposal, it only included fixed costs with the Environment Team staff, fees and tuition, audit and laborator y analyzes.

Materials used by Weight or Volume

The treatment of water discharged in Caxias do Sul comprises the sum of effluent from the spray booth, soundproof, water testing, network air dryer, sanding booths, gel and laminating booth, among others.

| GRI EN.1

The Company works with a wide variety of materials and units of measurement, so this report only presents the annual consumption of steel, aluminum and fiberglass (a sum of the consumption of all components of the manufacturing process of fiber parts in kg). Marcopolo reports the last three years and Marcopolo Rio reports the year 2013.

QUALITY (mg/L)

Marcopolo Rio MATERIAL

2013

2012

2011

MATERIAL

2013

Steel (t)

45.716

45.339

45.617

Steel (t)

13.029

% loss

Aluminum (t)

6.517

6.453

6.988

Aluminum (t)

2.341

% loss

Glass fiber (t)

4.274

3.384

3.760

Glass fiber (t)

3.217

% loss

In Rio de Janeiro, the Company treats the sanitary sewage and other effluents intended for external treatment, performed by an approved company to conduct this type of specialized service.

TOTAL WATER DISPOSAL - MARCOPOLO YEAR

Marcopolo

| GRI EN.21

VOLUME (m³) DQO

TOTAL SUSPENDED SOLIDS

CHROME

ZINC

2013

13.375

67,98

29,63

0,049

0,015

2012

12.078

64,41

20,8

0,008

0,105

2011

14.195

52,51

37,6

0,0095

0,185

Legal limit

330

125

0,4

TOTAL WATER DISPOSAL - MARCOPOLO RIO YEAR

VOLUME (m³)*

2013

147,89

2012

231,20

2011

119,73

* External treatment.

44 •

ENVIRONMENTAL PERFORMANCE

SUSTAINABILITY REPORT 2013

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ENVIRONMENTAL PERFORMANCE

• 45

Total Weight of Waste by Type and Disposal Method

INITIATIVES TO MITIGATE ENVIRONMENTAL IMPACTS

| EN.22

| (EN.26) (PR.1)

2013 DESTINATION

TYPE

Tons

DANGEROUS

NOT DANGEROUS

RECYCLED

CO-PROCESSED

GROUNDED

EXTERNAL TREATMENT

1.442,2

21.888

19.140,1

456,1

3.227,9

505,6

Marcopolo

1.732,83

7.355,92

6.339,66

354,6

2.278,67

115,88

Marcopolo Rio

32.418,5

The Marcopolo Engineering Development has a major commitment to the aspects related to product liability.

the projects and processes of products, as well as the Engineering Development of Marcopolo.

The Company invests and innovates continuously in the research of new materials and processes. For this, it counts on the Corporate Director of Engineering and Manufacturing, who holds technical responsibility for

In 2013, the development of the New Torino Bus followed the strategic premises, derived from market research with customers, users, drivers, maintenance and operation staff, and also stakeholders.

The new product has reached the following objectives: • 5% reduction in weight (which also reduces fuel consumption and emissions of greenhouse gases);

2012

Tons

• 20% time reduction in the bus body manufacturing;

DESTINATION

TYPE

• 10% reduction of the waste generated during vehicle production;

DANGEROUS

NOT DANGEROUS

RECYCLED

CO-PROCESSED

GROUNDED

EXTERNAL TREATMENT

3.296

20.483,42

18.284,9

580,8

3.077,8

1.835,8

Marcopolo

1.650,49

6.869,89

5.770,08

1.381,56

1.368,61

0,125

Marcopolo Rio

• Improved ventilation in the driver post.

32.299,8

2011 TYPE

Tons

DESTINATION

DANGEROUS

NOT DANGEROUS

RECYCLED

CO-PROCESSED

GROUNDED

EXTERNAL TREATMENT

7.293,1

20.456,1

18.045,8

717,8

3,035,2

5.950,4

Marcopolo

1.503,32

5.163,85

3.610,24

852,5

2.096,63

107,8

Marcopolo Rio

34.416,4

| GRI EN.24

The priority handling of hazardous waste is co-processing, recycling and external treatment. Eliminated these possibilities, it is taken to the industrial landfill. In the table below the volumes of transported hazardous waste are described in tons:

46 •

2013

2012

2011

Marcopolo

1.442,2

3.296

7.293,1

Marcopolo Rio

1.732,83

1.650,49

1.503,32

ENVIRONMENTAL PERFORMANCE

SUSTAINABILITY REPORT 2013

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ENVIRONMENTAL PERFORMANCE

• 47

8.SOCIAL PERFORMANCE Marcopolo and its affiliates altogether have more than 21,000 employees in Brazil and abroad. Investments in training, benefits

package and health and safety programs govern the actions taken by the company, adapting them to the culture of each place.

| GRI LA.1

Total number of employees of subsidiaries / affiliates in the proportion of shareholding 2013

2012

2011

Controller

8.066

8.212

8.727

Subsidiaries Brazil

3.495

3.504

4.013

Subsidiaries Abroad

8.350

4.514

4.491

TOTAL (1)

19.911

16.230

17.231

21.002

20.508

21.993

GRAND TOTAL

(2)

(1) Includes employees of subsidiaries / affiliates in the proportion of shareholding; (2) Refers to the total participation in the subsidiaries / affiliates.

SUSTAINABILITY REPORT 2013

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SOCIAL PERFORMANCE

â&#x20AC;˘ 49

Employees by Functional Category in Brazil All employees of Marcopolo units located in Brazil are covered by collective bargaining agreements with unions. The information of Caxias do Sul includes employees of Marcopolo, Moneo Bank (Banco Moneo) and Marcopolo Foundation. As part of the restructuring process of the company by business units started in 2012, and the career and succession planning, several functions have been revised to reconstruct the distribution of the professional staff. Marcopolo POSITION

2013

2012

2011

Board / Management

Coordination

Supervision

253

214

254

Technicians

630

567

656

Administrative

931

899

883

Operational

6.279

6.509

6.918

TOTAL

8.225

8.307

8.788

Marcopolo Rio POSITION

2013

2012

2011

Coordination

Supervision

Technicians

130

132

Administrative

299

206

295

Operational

1.961

2.223

2.486

TOTAL

2.442

2.559

2.957

2013

2012

2011

Marcopolo

8.225

8.191

8.719

Marcopolo Rio

2.442

2.559

2.946

TOTAL

10.667

10.750

11.665

Type of Employment and Work Contract in Brazil All employees of Marcopolo in Brazil are employed full-time for an indefinite term in accordance with the law.

Management programs contemplated 450 employees from the board, management, coordination and supervision positions. The programs focused on leadership skills and the development of individuals and teams. The company also offers scholarships to high school levels, technical courses, undergraduate, postgraduate studies and language programs. New employees participate in the Integration Program, where career programs, benefits, guidelines of conduct and other relevant issues about the company are presented to them. The operational workforce also participates in the Introductory Training, with number of hours and specific content for each function. Besides these, the company also conducts trainings focused on customers, with 2,133 participants in the domestic market and 596 participants in the foreign market for road buses, urban buses and Volares. The activities are performed at the Marcopolo Training Center (Caxias do Sul), in workshops of representatives and clients, according to demands, also providing e-learning courses.

The goal for 2014 is 100% participation of employees in at least one training session.

Training Investments in Brazil

Investments in Education Incentives

2013

3.121.712,95

2013

1.033.000,00

2012

2.257.743,22

2012

860.000,00

2011

2.647.608,49

2011

925.050,71

Education and Training Marcopolo believes that the training and education of its employees are fundamental to sustainable development. In 2013, 292,988 hours of training were held in Brazil, focusing on developing skills for the activities of the various operational, technical, administrative and management functions. On average, there were 66 hours of training per employee of Caxias do Sul and 24 hours per employee in Rio,

50 â&#x20AC;˘

SOCIAL PERFORMANCE

which resulted in 80% of the staff participation in at least one activity during the year. In addition to the formal training, the Company guides, tests and monitors employees in operational areas and their jobs in order to supplement and tailor the training to perform tasks.

SUSTAINABILITY REPORT 2013

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SOCIAL PERFORMANCE

â&#x20AC;˘ 51

Average Hours of Training per Position

| GRI LA.10

Marcopolo* DIRECTORS/ MANAGERS

COORDINATORS AND EQUIVALENT

SUPERVISORS AND EQUIVALENT

TECHNICIANS

ADMINISTRATIVE AND ASSISTANTS

OPERATIONAL

TOTAL AVERAGE

2013

83,08

69,56

72,14

23,16

34,92

24,44

66,17

2012

56,20

2011

104

* Numbers in this table are from the following subsidiaries: Marcopolo Caxias, Marcopolo Foundation and Moneo Bank.

Marcopolo Rio COORDINATORS AND EQUIVALENT

SUPERVISORS AND EQUIVALENT

TECHNICIANS

ADMINISTRATIVE AND ASSISTANTS

OPERATIONAL

TOTAL AVERAGE

2013

279,5

72,94

42,01

40,59

21,47

23,78

2012

136

8,79

2011

0,80

2,5

2,51

Code of Conduct Training

MARCOPOLO PROFESSIONAL TRAINING SCHOOL The Company maintains the Marcopolo Professional Training School (EFPM); it has three units in Brazil and one in South Africa. The EFPM was founded in 1990 and offers courses in industrial training for young people, including those in situations of social vulnerability, offering benefits, first paid employment and access to the career planning scheme of the company. In 2013, 140 young apprentices studied in the school, through an agreement with SENAI Rio Grande do Sul, SENAI Rio de Janeiro, University of Caxias do Sul (UCS) and the Social Assistance Foundation (FAS) of Caxias do Sul. The 1st Exhibition of works by students of EFPM held in 2013, allowed the application of the

knowledge gained throughout the course in order to improve production processes in the units of Ana Rech and Planalto. The 27 groups, with 84 participating students conducted projects with innovative technology that prioritize sustainable development. The EFPM has also a unit on the outskirts of Caxias do Sul district, to facilitate access for young people of that community. Marcopolo affiliates abroad maintain Youth Learning courses in accordance with prevailing regulations, promoting their inclusion as effective employees whenever possible.

| GRI HR.3/4.8

An important objective of the company is that all employees receive training regarding the Marcopolo Code of Conduct. To join the company and during the Integration Program, they will learn about the values, policies and procedures related to human rights and

they are also advised of conduct guidelines. In 2013, the Code of Conduct was revised and it has started an extensive process of dissemination of it in order to cover the entire workforce of the company.

Marcopolo

2013

2012

2011

Total No. of Hours of the Code of Conduct training

2.281

1.047

523

% Of employees trained in the Code of Conduct (new and recycling)

88%

11%

20%

2013

2012

2011

Total No. of Hours of the Code of Conduct training

2.350

185

327

% Of employees trained in the Code of Conduct (new)

92%

44%

2013

2012

2011

Total No. of Hours of the Integration Course

22.064

15.840

26.496

% Of employees trained in the Integration Course (new)

16%

11%

20%

2013

2012

2011

Total No. of Hours of the Integration Course

7.808

3.145

4.632

% Of employees trained in the Integration Course (new)

19%

44%

Marcopolo Rio

Hours of Integration Course Marcopolo

Marcopolo Rio

52 •

SOCIAL PERFORMANCE

SUSTAINABILITY REPORT 2013

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SOCIAL PERFORMANCE

• 53

ENGAGE

Private Pension Plan

The Engage Program focus on the inclusion of people with disabilities in the work environment. It had, until the end of 2013, 393 employees with some kind of disability in the unit of Caxias do Sul and another 100 at Marcopolo Rio.

With the Engage Program, Marcopolo qualifies these professionals and adjusts the manufacturing environment to enable their reception, care and respect in order to facilitate their inclusion. The Engage Program was created in 2008.

| GRI EC.3

Company employees have the Closed Pension Plan - Marcoprev Private Pension Scheme grants additional benefits and Social Security to all employees. The actuarial determination of the cost and contributions is the capitalization method. It’s a mixed up of “defined benefit”, so that the contributions are the sole responsibility of Marcopolo, and “defined contribution” liability of sponsor and participant.

Other Benefits: • Restaurants in the industrial units; • Transportation; • Group Life Insurance; • Loan Policy for emergencies such as health, construction and other; • Banking services, pharmacy, clearance agent and other facilities are available in the company; • Childcare assistance and help care for employees; • Relationship programs.

MARCOPOLO ACTIVITIES FOR ITS EMPLOYEES: Marcopolo conducts programs that bring families together. The highlights are the Green Life Day, with entertainment, health and quality of life activities; Having a Baby Project, aims at pregnant women that work at Marcopolo as well as the wives of employees. Through this program, they receive guidance from a multidisciplinary team, in addition to the incentive for prenatal appointments recommended by healthcare. The company also promotes: • Employee’s Day: Celebrated on August 6, this day honors all professionals of the company. Live music and special meals at restaurants, gifts and other activities that promote interaction between employees are held to celebrate the date. • M erit of Honor Award: The award values the participation of employees in the company development by promoting a sense of integration and belonging to the Marcopolo team. On completion time in the company of 5 to 20 years, employees receive a certificate, have a cocktail party at the restaurant and a money bonus; when they complete 25 years of Marcopolo they receive a gold pin, money bonus, festive dinner and a 15-day trip to the Northeast of Brazil with a companion; with 30 or more years within the company, employees receive plaques and medals along with the money bonus. • V isit of President Emeritus Paulo Bellini: At the end of each year, Mr. Bellini visits the units to take his traditional end of the year message and souvenir.

BENEFITS FOR EMPLOYEES AND THEIR FAMILIES

| GRI LA.3

Health Plan The company offers health plans aligned with the needs of the regions where its employees live, also extending the benefits to family members. Since 2012, employees of Caxias do Sul units have the MarcoSaúde Health Plan, a self -management model of plan with unique care. The Reference Center MarcoSaúde provides Emergency Care, Women’s Clinic, Clinical Specialties Care and Ambulatory, including physiotherapy, nutrition and psychology, as well as contemplated care and hospitalization at hospitals in Caxias do Sul and Porto Alegre. There are 19 thousand lives of employees and their families covered by the health the plan.

54 •

SOCIAL PERFORMANCE

SUSTAINABILITY REPORT 2013

Green Life Day

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SOCIAL PERFORMANCE

• 55

HEALTH AND SAFETY

Employee Turnover

| GRI LA.2

Turnover rates of the Company are equivalent to the market and remain at acceptable levels. It was observed a higher turnover among younger men below 30 years old. In order to attract and retain professionals, Marcopolo promotes several actions, already listed in this report.

| GRI LA.7

Health and Safety is a very important issue to Marcopolo, which values the wellbeing of the employee as according to the current legislation in each plant. In order to do so, the company develops actions to benefit employees adopting preventive measures aimed at reducing accidents and occupational diseases. In 2013, a target of 5% reduction in indicators of health and safety was established, which was partially reached. For 2014, the company has defined continuity with a 5% reduction on the figures achieved in 2013. To accomplish this, the areas of health and safety will enhance performance in partnership with production, engineering, processes, CIPA, the improvement groups and company management correction of occupational hazards.

Turnover Rates by Gender Male

2013

2012

2011

Marcopolo

1.602

1.480

1.585

Marcopolo Rio

665

818

664

Female

2013

2012

2011

Marcopolo

345

295

232

Marcopolo Rio

Turnover Rates by Gender (%) Male

2013

2012

2011

Marcopolo

1,55

1,45

1,55

Marcopolo Rio

2,13

2,55

2,10

Female

2013

2012

2011

Marcopolo

0,33

0,29

0,23

Marcopolo Rio

0,2

0,23

0,09

Turnover Rates by Age Marcopolo

Marcopolo 2013

2012

2011

Health absences

2,1%

2,13%

2,3%

Frequency Rate (FR)

2,31

2,53

2,9

Occupational Diseases Rate (ODR)

0,09

0,06

0,07

Days Lost Rate (DLR)

67,25

86,65

100,44

Number of Deaths

2013

2012

2011

Health absences

2,46%

3,15%

3,05%

Frequency Rate (FR)

1,10

2,63

3,08

Occupational Diseases Rate (ODR)

0,04

Days Lost Rate (DLR)

393,37

Number of Deaths

SOCIAL PERFORMANCE

> 50

< 30

from 30 a 50

> 50

2013

1.208

622

117

2013

477

224

2012

1.131

560

2012

572

290

2011

1.236

532

2011

437

232

Salary surveys are conducted periodically in order to assess the amounts paid to employees and adequate them to regional standards. The remuneration consists of a fixed amount linked to skills and abilities, and a variable amount, resulting from the fulfillment of the goals of the Profit Sharing Program.

The company is targeting a 5% reduction in indicators of job security.

56 •

from 30 a 50

Salary Policy

2014 GOAL

Marcopolo Rio

< 30

Marcopolo Rio

The Company also has a Buying Shares Option Plan whose participants are executives of Marcopolo and

Employee Evaluation

its subsidiaries (excluding the controlling directors), its main objectives are to align participants’ interests with those of shareholders; commit the participants to the short, medium and long term results of the company; encourage and stimulate a sense of ownership; and to attract and retain talent. The Plan is monitored by the Ethics and Human Resources Committee and approved by the Administrative Board.

| GRI LA.12

Employees are formally evaluated by their managers, receiving guidance in order to develop their skills and abilities as part of their Career Plan. The program was implemented at Marcopolo Rio in the second half of 2013.

All areas aim to evaluate 100% of its employees at least once a year. This is a goal present on the Balanced Score Card and will be continued in 2014, including the evaluation of positions at management level.

2013

2012

2011

Marcopolo

8.225

8.191

8.719

0,01

Marcopolo Rio

2.442

2.559

2.946

344,84

46,25

% Marcopolo evaluation

89,82%

82,52%

80,98%

% Marcopolo Rio evaluation

88,51%

62,68%

27,83%

SUSTAINABILITY REPORT 2013

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SOCIAL PERFORMANCE

• 57

MARCOPOLO FOUNDATION ACTIONS

Shared Knowledge In 2013, at the celebration of the 25th anniversary of Marcopolo Foundation, it was held a talk with the philosopher Mario Sergio Cortella, bringing together employees and the general community, which gathered around 4,500 people.

Volunteering The Volunteers of Joy ( Voluntários da Alegria) group formed by employees of the Company operates in educational and charity centers. The members participate in educational activities, restoration of physical facilities and campaigns to collect food for children. One of the highlights of the volunteering program is the event called A Happy Day held in October, which brought an average of 1800 children and adolescents of different charities together. The Marcopolo Foundation coordinates about 230 volunteers and benefits about 5,420 people.

PROGRAMS FOR THE COMMUNITY Social activities are coordinated by the Marcopolo Foundation since 2005, following the main goals of the millennium. The programs serve the areas of Education, Culture, Sports and Recreation, in order to engage and encourage the community and employees.

Schools Project The Schools Project stands out among the projects for the community; it aims to contribute to the development of the educational environment, school community relations and citizenship training. In 2013, projects with “Sustainability” theme were developed in three different schools. The activities developed in the schools focused on the environment, social relations and economic / financial development. The program consisted of workshops that took place after school hours. One of the highlights of the project was the production of reusable bags with the involvement of students in the production, financial control, marketing and preservation of the environment among others. Students could count with the help of volunteers from Marcopolo. This action allowed a small production of bags with the support of the families, all of which were bought by Marcopolo Foundation, generating improvements to the school (chosen by the students themselves) and food baskets for the families involved.

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SOCIAL PERFORMANCE

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Project Where am I? (Projeto Onde Estou?)

Allocation of Taxes Marcopolo Foundation contributes monthly with community institutions in health and education, with the service of Neonatal Pediatrics of the General Hospital in Caxias do Sul, which attends patients of the Unified Health System (SUS). Marcopolo, Banco Moneo and Marcopolo Rio give 1.0% of Due Income Tax to the Municipal Fund for the Rights of Children and Adolescents of the cities of Caxias do Sul, RS, and Duque de Caxias, RJ.

The units outside Brazil also develop specific actions according to the needs of local community, especially towards demands on health and education. This data is not reported in this document.

Marcopolo Foundation stimulates in Caxias do Sul the increase and facilitates the allocation of 6.0% of the Due Income Tax - Individuals, of employees of the sponsored companies for Municipal Funds, generating resources for the development of social projects aimed at children and adolescents.

COMDICA

In 2013, employees allocated around R$ 350 thousand from their Due Income Tax, assisting approximately 1,000 children at social risk through projects of professionalization. Marcopolo Foundation led the campaign Destine You Too, seeking an internal and external increase of the money destined to the Municipal Fund for Children and Adolescents (COMDICA). The campaign resulted in a raise of 11% from Individual tax payers and 49% from Legal Entities.

Besides the allocation of money to the Municipal Fund for Children and Adolescents in 2013, the Company also donated R$ 250 000 to the Municipal Fund for the Elderly of Caxias do Sul in the same year.

The project Where am I? (Onde Estou?), coordinated by the Institute Bruno Segalla promotes interfaces between the school, the museum and the city. Fosters dialogue with children and young people about the cultural heritage and the sense of belonging to their city.

BRUNO SEGALLA INSTITUTE

2013

2012

2011

Attended schools

Attended students

5.709

4.063

640

Employees

Participating teachers

125

Project More Music 2013*

Assisted entities

Projects

Direct visits / month

2.910

Direct visits / month

15.890

*In 2012, COMDICA assisted 53 projects.

Through the Law for the Promotion of Culture (LIC) of Caxias do Sul, the Company invested R$ 78,620.00 for the project Reading Passport and Community Libraries; and by the Federal Law for the Incentive of Culture - Rouanet – the company has spent R$ 1.200.0000, 00 for other 11 projects, especially for the Recreate Making Art and Education (Recria Fazendo Arte e Educação), Where Am I? (Onde Estou?) - More Music: Youth Orchestra (Mais Musica Orquestra Jovem), involving children and adolescents.

The pilot project More Music: Youth Orchestra (Mais Música - Orquestra Jovem), counted on 60 adolescents and children of employees of the Caxias do Sul community. Youngsters received practical and theoretical music lessons, and took home the instrument of their choice to continue the study. With the positive results of this project in 2013, the goal for 2014 is to increase the number of participants to 120 students. Marcopolo also invested R$ 250,000.00, through the Sports Incentive Law, to volleyball, handball and canoeing activities and has also implemented CAE Project - Children and Adolescents at Sports (Projeto CAE – Crianças e Adolescentes no Esporte), which assists more than 150 children in situations of extreme social vulnerability. In 2013, through the Law for Promotion of Health, Marcopolo supported for the first time, the project of the Pediatric Cancer Center Little Prince of Curitiba (Centro Oncológico Pediátrico Pequeno Príncipe de Curitiba), with the amount of R$ 200 thousand. The project was chosen because it is a national reference center for the treatment of children cancer. In Rio de Janeiro, the support goes to projects that stimulate the cognitive development of children and adolescents. The Puppet Theater Workshop (Oficina de Teatro de Bonecos), for example, encompasses much more than only the technical side, assembly of dolls and the creation of a spectacle; it also works with and develops many other aspects that clearly influence the human development of students.

The Project Recreate Making Art Education, which since 2004 is sponsored by Marcopolo this year has attended 3,600 youngsters in the community with of 31 workshops in 26 institutions. The sponsorship enables workshops after school hours, in addition to maintaining the Reolon Center for Popular Culture (Centro de Cultura Popular Reolon), offering music lessons to over 100 children and adolescents.

Youth Orchestra

60 •

SOCIAL PERFORMANCE

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MARCOPOLO FOUNDATION PROGRAMS FOR EMPLOYEES AND FAMILY

Culture

In addition to coordinating actions for the community, Marcopolo Foundation also develops programs of quality of life for employees and their families in Brazil. In the overseas subsidiaries or affiliated units, the programs are adapted to the reality of each country. The mission of the organization is to promote social development, engaging employees in education, culture, sport and leisure activities, inside and outside the company in order to encourage the exercise of social responsibility from the perspective of sustainability.

Marcopolo Foundation encourages employees and their families to participate in cultural activities through development of different promotions such as the Group Theatre, exclusively for collaborators, gathering an average audience of 580 people per show. The company supports the CTG Marco da Tradição and the Piquete de Laçadores that gather about 500 employees in the activities of the gaucho tradition. Moreover, Marcopolo also celebrates the Day of the Gaucho organizing an event called Entrevero Farroupilha . The Foundation coordinates all activities that also include the Opening Ride with about 500 horsemen of the community. Marcopolo Rio also promotes culture through guitar, choir and drama lessons for about 100 employees.

The units of Caxias do Sul and Duque de Caxias both have recreational venues. In 2012, about 106,180 people were present at the recreation venues and, in 2013 that number increased to 126,850. In 2013, about 40 thousand people attended the activities held by Marcopolo Foundation.

Leisure Marcopolo Foundation believes that leisure activities are essential to strengthen the bond between the community and the company. Culturally traditional parties such as the June and July Festivals (Festa Junina and Julina) are celebrated. The highlights of the year are the End of the Year Parties, with the distribution of Christmas baskets and toys for the children of employees. Since 2012, a Bike Ride organized by the company brings together about 220 cyclists between employees and the community in general, in addition to holding other events such as balls and tours. In all activities, Marcopolo Foundation encourages its employees and the community to make donations of food as a form of registration or entry. The donations are delivered to the Bank of Food of Caxias do Su (Banco de Alimentos de Caxias do Sul ), which has registered 97 entities that receive the food donations.

Opening Ride

Theatre Group - Pinocchio Play

Sports Playing sports is encouraged by the company in different modalities, such as athletics, court sports, bowling, field sports, table sports, field sports, table tennis, tennis and chess.

Sports activities move directly 4,200 people.

End of the Year Pary

June Festival

Activities for the Children of Employees Activities for the employees’ children are a priority for the Marcopolo Foundation. The Children and Youth Choir and the Flutes Orchestra count on about 60 children and adolescents altogether. The children of employees of the company can also take futsal classes and soccer. The children of the community can also play basketball and participate of recreation activities before or after school, at the recreational venues of Marcopolo Foundation. The project Everyone at School ( Todos na Escola) encourages participation in the child’s school life. 27,000 notebooks are distributed to employees’ children enrolled in elementary and secondary education, aged between five and 18. The company also encourages reading by making available in the factory units a collection of 6,200 copies for employees and their families.

62 •

SOCIAL PERFORMANCE

Volleyball

Children and Youth Choir

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Soccer

SOCIAL PERFORMANCE

• 63

9.GRI INDEX

INDICATORS

DESCRIPTION

PAGE

STRATEGY AND ANALYSIS 1.1

Statement of President

04 and 05

ORGANIZATIONAL PROFILE 2.1

Name of organization

2.2

Major brands products and/or services

16 to 19, 37

2.3

Operational Structure

2.4

Location of headquarters

2.5

Number of countries where the organization operates

2.6

Type and legal nature

2.7

Markets serviced

2.8

Size of organization

2.9

Major changes in the period covered by the report

2.10

Awards received

20 to 21

REPORT PARAMETERS

64 •

GRI INDEX

RELATÓRIO DE SUSTENTABILIDADE SUSTAINABILITY REPORT 2013

3.1

Period covered by the report

2013

3.2

Date of most recent report

2012

3.3

Emission Reporting Cycle

Anual

3.4

Contact information in case of questions

3.5

Process for defining report content

06 a 09

3.6

Limit of the report

06 a 09

3.7

Limitations on the scope or boundary of the report

06 a 09

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GRI INDEX

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INDICATORS

DESCRIPTION

PAGE

INDICATORS

DESCRIPTION

PAGE

3.8

Joint ventures, subsidiaries, leased facilities, outsourced operations and other entities

07 and 35

4.15

Basis for identification and selection of stakeholders with whom to engage

06 a 09

3.9

Data measurement techniques and the bases of calculations

06 to 09

4.16

Approaches to stakeholder engagement

06 a 09

4.17 36

Key topics and concerns that have been raised through stakeholder engagement

06 a 09

3.10

Consequences of restatements of information provided in earlier reports

3.11

Significant changes in the scope, boundary or measurement method, compared to previous years

3.12

Table identifying the location of information in the report

65 to 69

GOVERNANCE, COMMITMENTS AND ENGAGEMENT 4.1

Governance Structure

24 a 26

4.2

Identification if the Chair of the highest governance body is also an executive director

4.3

Number of independent or non-executive members of the highest governance body

4.4

Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body

29 a 32

4.5

Relationship between remuneration for members of the highest governance body and organization’s performance (including social and environmental performance)

4.6

Process in place for the highest governance body to ensure conflicts of interest are avoided

4.7

Process for determining the qualifications and expertise of members of the highest governance body to define the organization’s strategy on issues related to economic, environmental and social issues

There is none structured program for the qualification in sustainability to the highest organ of governance

4.8

Statements of mission or values, codes of conduct and internal principles

4.9 4.10

66 •

GRI INDEX

Direct economic value generated and distributed

EC.3

Coverage of the obligations of the pension benefit plan

EC.6

Policies, practices and proportion of spending on locally-based suppliers

ENVIRONMENTAL PERFORMANCE INDICATORS Materials used by weight or volume

EN.2

Percentage of materials used from recycling

Info not available

EN.8

Total water withdrawal by source

EN.9

Water sources significantly affected by withdrawal of water

EN.10

Percentage and total volume of water recycled and reused

Info not available

11, 27 e 52

EN.21

Total water discharge by quality and destination

Procedures of the highest governance body to supervise the identification and management of economic, environmental and social performance

EN.22

Total weight of waste by type and disposal method

Self-assessment of performance of the highest governance body

27 EN.23

Total number and volume of significant spillages

There was none spillage of substances that might impair soil or water in the company

EN.24

Weight of transported, imported, exported, or treated waste deemed hazardous under the Basel Convention

EN.26

Initiatives to mitigate environmental impacts of products and services and the extent of impact mitigation

EN.28

Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations

Marcopolo has not received any fines resulting from non-compliance with environmental laws or regulations

EN.30

Total investments and expenditures on environmental protection by type

Explanation of how the organization applies the precautionary principle

ENGAGEMENT WITH STAKEHOLDERS 4.14

EC.1

EN.1

COMMITMENTS TO EXTERNAL INITIATIVES 4.11

ECONOMIC PERFORMANCE INDICATORS

List of stakeholder groups engaged by the organization

06 a 09

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• 67

INDICATORS

DESCRIPTION

PAGE

INDICATORS

SOCIAL INDICATORS RELATING TO LABOR PRACTICES AND DECENT WORK LA.1

Total number of workers by employment type, employment contract and region

LA.2

Total number and rate of employee turnover by age group, gender and region

Programs and practices that assess and manage the impacts of operations on communities

Info not available

S.04

Actions taken in response to incidents of corruption

No case of corruption was identified in the period

S.06

Policies of financial contributions to political parties, politicians and institutions

There is no policy defined for this type of contribution

S.07

Number of legal actions taken for unfair competition

There was none

S.08

Description of significant fines and total number of non-monetary sanctions

There was none

LA.4

Percentage of employees covered by collective bargaining agreements

100% of employees are covered by collective bargaining agreements with unions

LA.7

Rates of injury, occupational diseases, lost days, absenteeism and work-related fatalities by region

LA.9

Issues relating to health and safety covered by formal agreements with trade unions

Agreements with trade unions have not generated demands related to safety and health, beyond what is provided in the legislation

LA.10

Average hours of training per year per employee by functional category

51 e 52

LA.12

Percentage of employees receiving regular performance and career development analisys

HR.2

Contractors and critical suppliers that have undergone review on human rights and actions taken

HR.3

Total hours of employee training on policies and procedures concerning aspects of human rights relevant to operations, including the percentage of employees who received training

HR.4

Number of incidents of discrimination and actions taken

There was no record in 2013

HR.5

Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights

HR.6

Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor

There was no record in 2013

HR.7

Operations identified as having significant risk of forced labor or slave labor, and measures taken to contribute to the eradication of work forced or compulsory

There was no record in 2013

HR.8

Percentage of security personnel trained in policies and procedures concerning aspects of human rights relevant to operations

100%

HR.9

Total number of incidents of violations involving rights of indigenous people and actions taken

There are no indigenous areas surrounding the company

GRI INDEX

S.01 49 e 50

SOCIAL INDICATORS RELATED TO HUMAN RIGHTS

68 â&#x20AC;˘

PAGE

SOCIAL INDICATORS RELATED TO SOCIETY

Benefits provided to full-time employees

LA.3

DESCRIPTION

30 e 41

PERFORMANCE INDICATORS RELATING TO THE PRODUCT LIABILITY PR.1

Policy to preserve the health and safety during use of the product

PR.2

Nonconformities related to the impacts caused by products and services

No case was reported

PR.4

Nonconformities related to the labeling of products and services

No case was reported

PR.5

Practices related to client satisfaction including results of surveys 30

PR.7

Cases of non-compliance related to the communication of products and services

No case was reported

PR.8

Proven complaints regarding breaches of customer privacy

No case was reported

PR.9

Fines for noncompliance related to the provision and use of products and services

There were no fines during the period

There was no record in 2013

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GRI INDEX

â&#x20AC;˘ 69

10.EXPEDIENT

EDITORIAL Contact Address Marcopolo - Unidade de Ana Rech | 2.4 Av. Rio Branco, 4.889 – Bairro Ana Rech 95.060-145 - Caxias do Sul - RS - Brasil Telephone +55 54 2101 4000 Open Channel - www.marcopolo.com.br

Marcopolo Sustainability Report 2013 Development Department of Internal Communications Department of Corporate Marketing Marcopolo Foundation

Publication July 2014

CEO José Rubens de La Rosa

Sustainability Committee Eliana Zanol de Oliveira Irina Eberhardt Thiago Arrue Deiro

- Environmental Engineering - Human Resources - Investor Relations

Production and Editing Ana Maria Cemin - MTB 6574 Communication Bureau

Graphic Project Panda Branding Publicidade Ltda.

Print Cromo Gráfica e Editora

Photography Denise Boff Luiz Chaves Paquito Masiá Roberto Stuckert Filho Arquivo Comunicação Interna

Júlio Soares Maryo Franzen Photo Traço Arquivo Marketing Marcopolo ACCJ Aerial Photographs

Contact | 3.4 ri@marcopolo.com.br recursoshumanos@marcopolo.com.br

Free Distribution We thank all Marcopolo Business professionals who have contributed to this report. This publication is the responsibility of Marcopolo SA.

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EXPEDIENT

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EXPEDIENT

• 71

PandaBranding.com.br

www.marcopolo.com.br

OnibusMarcopolo