Viajante Year III - Edition 14 - april | may | june 2015
Eagerly, the transportation sector awaits the new regulations
The technology evolved greatly, but bus safety relies on passengers too.
New Ideale, the charter bus Viajante Innovation also on urban and highway lines
Expedient
4. Management and leadership
Generation Y leaders
Viajante Magazine is a quarterly publication by Marcopolo General Coordination Marketing Marcopolo Editorial Board Andre Luis de Oliveira, Eliana Zanol, José Carlos Secco, Méri Steiner, Paulo Corso, Ricardo Portolan, João Paulo Ledur, Humberto Oselame and Walter Cruz Website www.marcopolo.com.br Addresses Ana Rech Unit Av. Rio Branco, 4889. Ana Rech - Caxias do Sul/RS - Brazil ZIP 95060-145 Phone: (0800) 702-7070 (Brazil) or +55. 54. 2101.4000 (elsewhere) E-mail: contato@marcopolo.com.br Planalto Unit Av. Marcopolo, 280. Planalto - Caxias do Sul/RS - Brasil ZIP: 95086-200 Phones: (0800) 702-7070 (Brazil) or +55. 54. 2101.4000 (elsewhere) E-mail: contato@marcopolo.com.br
Coordination, Production and Editing Eyva Comunicação e Publicações Ltda 1441 Dr. Montaury street, room 602 City Center | Caxias do Sul | RS (54) 3028.2868 Journalist in charge Simoni Schiavo MTB-RS 8821 Grafic Design Cíntia Colombo Print Cromo Gráfica e Editora Free distribution. Prohibited reproduction without prior written permission. All rights reserved.
7. Special
Bus safety
10. Conjuncture
Paulo Porto, ABRATI Chairman
12. Releases
2015 news from Marcopolo
19. Representative
Marcopeças, Rio Grande do Sul
20. Interview
Fábio Fonseca, Express Ambassador
22. Tourism
Colombia diversity
26. Gastronomy
Paisa Tray
27. Article
Taxes, by Adamo Bazani
28. Sustentability
Solid Residues Center
30. News
Special configurations
31. Marcopolo World
In Equador and Mexico
Editorial
Julio Soares/Objetiva
Opportunities and lessons for the recovery The last quarter of 2014 already signaled that 2015 would begin quite different from past years. Brazil is going through a time of changes and adjustments in the economy that are reflected directly or indirectly in our business. These changes and adjustments need to be made, because the industry and the domestic market were losing pace continuously, causing, since last year, lower demand and production and the cooling in the strength and growth of the country. We believe that there are governmental spending cuts yet to come. However, recent changes in the rules for financing through Finame and BNDES Finame PSI, uncertainty about the terms and conditions of the authorization model of interstate lines to be published by ANTT with date yet to be defined, as well as raising taxes, interest rates and prices on items such as electricity and fuel, impact our company and our customers and suppliers. For the first time since the global economic crisis of 2008 (which was reflected in the activities of the first half of 2009) we are suffering from lack of sales volume. Brazil needs to grow and return to a high level in productive activity. The expectation is that the new economic team will provide the necessary conditions for businessmen and national entrepreneurs to invest and expand their business and consequently the Brazilian economy. In this complex scenario, it is up to each of us to do our part, with the utmost commitment, dedication and cooperation while maintaining confidence that partnership and joint work will make a difference to achieve success in the increasingly competitive market in which we live. For this, everyone at Marcopolo will work avidly to surpass quality levels and deliver even better products to the customers. In addition, the release of the products that we shall present now will bring to the market more technology, greater efficiency, lower operating costs and a unique standard in the bus industry. We have the challenge of making 2015 a successful year despite the difficulties that lie ahead. We continue to believe that it will be possible to overcome our own limits, with the expertise of our team of employees, with the partnership of our sales representatives, with the support of our suppliers and the trust of our customers. We maintain the strong desire that at the end of this year we will celebrate together many achievements! Good reading.
JosĂŠ Rubens de la Rosa
General director
Managing and leadership
Collaborative leadership, the future of business Young people engage only in what they believe, and when that happens, they are very committed, says Sofia Esteves. “The Generation Y is a reflection of the education they received at home and in schools.” With this statement, the psychologist Sofia Esteves talks about commitment, the labor market, leadership, expectations of these new professionals and also what businesses can expect from their future leaders. Founder of DMRH Group (1988), which now has two international partnerships and instituted a work method of screening by competency, Sofia specializes in the behavior of youths that enter the labor market and conducts regular surveys on the subject. Generation Y x Commitment Many people say that Generation Y, this new generation of people a little over 20 who are entering the job market today, is less committed. The point is that they are committed to things they believe. So the big difference is that in past generations, when something had to be done, they came and did it. It was their duty, their chore. Most often they did not know why they were doing a given task, what impact that would have. Not today. Today if the young man does not understand the meaning of what he’s doing, the purpose of the
“We need to take down the stigma, the paradigm that young people today have to be the same as we were early in our career. Especially because there is no right or wrong. There are differences in the way one acts.” 4
activity he is supposed to do, he does not engage. So, a lot more work, because it is not simply following orders, but doing meaningful activities and tasks. And when the youth finds this meaning he is very committed. Removing the stigma It is a positive profile because if the youth believes, he makes much better contributions. When we simply performed an activity, we didn’t have much to contribute to a better job. Now, I always say that when it comes to this topic is necessary to remove the stigma. And change the paradigm that youths have to be the same as we were in our early career. Especially because there is neither right nor wrong, there are differences in the way one acts. And the differences that are found in the labor market, such as how young people act in that work, do not appear by chance. A matter of education The differences come around by the kind of education that we, as parents, who are the executives that take care of business, give in our home. So sometimes we dissociate and say, ‘Oh, young people are not compromised’. Yes, but that is the result of our education, the result of what they saw at school. And now, thank God, we live in a non-hierarchical world. In the past we had a hierarchy within our homes. The father figure was power, distant from the son, and there was no demonstration of affection towards the child like there is today. Therefore, further thought needs to be done such as: ‘How can we demand, in the labor market, different things than those we formed at home?’ If we do not impose challenges at home, the youth will not learn
Divulgação DMRH
challenges. If you do not teach them to have commitments at home, it is difficult to commit later. This worker reflects the upbringing, training, behavior he saw in his own family. I.e., families that challenged their young and even those who have gone through issues such as the death of a parent, sometimes separations; that exposed these young people to have more resistance to frustration, will have youths with more resistance. Those who were overprotected will not get in the labor market and know overnight how to transform. Meeting of generations I always say that it’s very easy to talk about generation conflict, one against the other, one winning over the other. But if we want to have an efficient corporate world, we have to talk about a meeting of generations, where the younger learn from the older and the older also learns. It is different from the past, when the older, managers, leaders, only taught. Today we have much to learn as well. It is said that the young man is shortsighted, but the world is shortsighted. The young man is a reflection of the world he lives in. Past generations have learned much better to, for example, plan ahead, to prioritize and to deepen the points that are most relevant for a job; doing readings of the corporate world, understanding scenarios, thus, also due to the world this new generation lives in (in which everything is more superficial), the older generations can help with this depth, to practice the act of planning, to search more and to deepen a particular theme. And the opposite is also true: Generation Y has to teach the speed of decision-making that the world today requires, the ability to see things from different angles, because they have a much wider view they take into account other factors, collaboration for instance, a more horizontal work, let’s say, where everyone have room to speak their mind and make a contribution, less hierarchical. And of course, besides all this, the big question of technology, how to deal with the modern tools. They are, on a daily basis, teaching us.
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Gestão e Liderança In the labor market The top reason for young people to leave companies is the immediate superior, is it not feeling understood, not having a dialogue with the leader, not being open to dialogue, not having feedback. The young today seek a leader who is an example, who does, who practices what he preaches. They want a leader who is close, whom they can trust, a leader who knows his job to be able to teach the next. They always say they do not want a buddy leader but someone who can be close but know to maintain the distance when in need to give a negative feedback or give work guidelines that have to be done. Today, companies already have many young people in leadership positions, and what we see is a collaborative profile. There is less hierarchy and a lot of collaboration, a lot of change, a lot of discussion, lots of room to let the other be. There is no distance and hierarchy like the leadership of the past. The results have been good, because when you can mobilize everyone, you achieve goals. Positive leadership We are talking about young people, but we have two surveys - The executive’s Dream Company and the youth’s Dream Company about leadership profiles and they show that what the young search for their career is very similar to what top executives also want. The difference is how they strive for it. The current executive comes from a world where – because he has learned that duty is obligation – he does not have to ask, he has to wait to be recognized. Often, the company is talking about things he did not agree, but as he learned that he cannot question, he just rolls. The young of today speaks, he says he does not agree, he presents the reasons and argues that he’s already prepared to take another step in his career which is getting outdated in the market and needs to have a higher pay... The youth speaks openly about what bothers him and that’s positive. In harmony Open dialogue is the first step towards harmony between generations. Understand,
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seek to understand, make contract with the expectations of young people, so as to realize what one expects from the other and what each one is willing to give, it cannot be a one-way street. We need to establish what is feasible and what is not, to hit expectations. That way, you can be close to the youth and make room for him to hit, miss, contribute and collaborate, because he is forming his job security right there. So it is important for a leader to make room for the young to act. For all this to be possible, the most important thing is for people to leave behind assumptions and paradigms that are created by labeling a generation, because every generation has qualities and defects. They all have characteristics that complete one another. And the companies that are being successful,
“Today companies already have many young people who hold leadership positions and what we see is a collaborative profile. There is less hierarchy and a lot of exchange, a lot of discussion, lots of room to let the other also be.” in fact, stimulate the exchange of experiences, which created a mutual collaboration environment. To do this, humility is required. Just because someone today is a director, a president, a manager, doesn’t mean he is above everyone or has learned everything. If he is humble enough to show that he too has things to learn from this young man as well as to teach, that leader will be able to conquer the young and bring his maximum efficiency. The young man simply wants to belong somewhere he feels valued. Thus, companies will grow, will progress, and those that know how to bring the young man and woman with the profile that he/ she seeks will come out ahead. One must understand that it is very important, above all else, to look at the adherence to the company’s culture and values; if that which the young man is looking for and what he values in terms of working environment fits in fact with what the company can offer. Otherwise, you cannot manage to keep this young man.
Special
Gelson Mello da Costa
Safety: Word order for transport The bus has evolved in recent years thanks to new technologies, but the passenger must demand and contribute to further enhance voyage safety In the last 20 or 30 years the bus has evolved, making it much safer, more comfortable and efficient. Technological advances have been and are faster every day, and that applies to vehicles, from their inside on seat ergonomics, equipment and accessories to the mechanical parts with electronic systems that monitor various aspects like stability, maneuverability and consumption, among others. During this period, the concern for safety has also grown a lot and Brazilian law underwent significant progress to ensure passenger safety and well being. But is this enough? No. All the technology applied on buses and up to date laws that bring benefits
and ensure the safety and well-being of users depend on the passenger awareness of his important role in the bus trip. A simple and under applied aspect is the use of seat belts. Another is the lack of knowledge or lack of interest in knowing about the basic procedures in case of accident and emergency. An improvement in those aspects would reduce considerably the number of victims and physical harm to users. Differently from what happens in air travel, the passengers often “see no need� in fastening the seat belt or paying attention to the safety and operating instructions, Perhaps because they feel much safer.
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Special
Security as a bus priority The bus is now one of the safest means of transport and has the lowest rates of victims. This is due in large part to the evolution of its manufacturing and the regulations. Marcopolo has worked constantly to increase the safety, efficiency and comfort of its models, with the involvement of the entire company, from engineering sector that designs and develops vehicles, to the production processes with increasingly more sophisticated and rigorous control. For that reason it has been recognized internationally for the highest standards of reliability, robustness, safety and quality in bus manufacturing. The company specializes in the development of unique production processes allowing for a standard that exceeds the strictest regulations, both national and internationally. It was also the first Brazilian manufacturer to meet the European regulations ECE-R66 Phase 2, which requires greater resistance to impacts and collisions for body and vehicle structure, especially in the tipping category. At its headquarters, in Caxias do Sul, buses that roll the countries of South and Central America are conceived. The unit applies the most advanced equipment and technologies to the
Marcopolo is continually working to expand comfort, safety and efficiency of their buses, conducting tests and tipping/impact simulations. 8
production of vehicles, such as robotic lines for welding of the seats structure. In the past two years, more than R$ 200 million were invested in the continuing modernization of Brazilian plants within an investment program of more than R$ 450 million between 2012 and 2016. Investments in the latest equipment, production layout, training and development of manpower allowed the company to reach the highest international levels of reliability, quality, productivity and safety, leading to the unprecedented achievement in the bus industry of the Best Company of 2014 Award by Exame magazine. Another difference is that vehicles are designed with a focus on reducing environmental impacts during the manufacturing process, with the use of a larger number of recyclable raw materials and parts, in addition to compliance with the legislation on vehicle emissions. Generation 7 of intercity buses is an example of application technology, from development design to production, and set new benchmarks for the Latin American and international markets. Many and many hours were spent in tests and simulations, such as side tipping and front impact, to ensure that buses meet all international safety standards. The vehicles simultaneously provide advantages to the passenger, regarding comfort, safety and practicality; to the driver regarding maneuverability and ergonomics and to fleet owners, providing the highest occupancy of the vehicles, lower operational cost and easy maintenance.
Fotos Arquivo Marcopolo
The company’s engineering works with an optimized constructive concept, which utilizes the best noble materials, resulting in a stronger structure and, at the same time, lighter.
Structural concept The development of an optimized constructive concept – in accordance with the European regulation R66 - is another distinction of Marcopolo buses. With this concept and the increased use of noble materials such as aluminum and special plastics, the engineering sector at Marcopolo was able to build a structure that is stronger and yet 660lb lighter (depending on the vehicle configuration). The structure project development was totally done by finite element analysis (FEA) in order to ensure the fatigue resistance, detecting the highest and lowest points of tress, allowing for proper sizing of structural components in each model. Complementary to theoretical calculations, the company invested in field tests for more than 18 months, thereby ensuring the durability of the structure and components of the vehicle. The main structural components use special steel alloys, delivering a reduced overall weight of the assembly. Thus Generation 7 can carry more passengers in the same application in respect to models sold today, as per body model.
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Conjuncture
Sector in expectation
Divulgação Abrati
Expectation is the word that translates the beginning of 2015 to the Brazilian Association of Companies for Transportation of Passengers by Land (ABRATI). Chairman of the board since July 2013, Paulo Porto Lima states that market performance will depend on the new regulation for the sector, prepared by the National Land Transportation Agency (ANTT). Only with established rules you can equate the course of the year for companies. Graduated geographer, the entrepreneur has several specialization courses and MBA in management and finance, and is director of Expresso Guanabara, a passenger transport company based in Fortaleza, Ceará. He is part of the association’s board for many years and was vice-president in the previous year. He has also held various positions in professional associations in Ceará. VJ: What is the vision of ABRATI for the market in 2015? Paulo Porto Lima: Roughly speaking, we believe that 2015 numbers will not be different from 2014, and may even suffer downturn due to the country’s economy. In the opinion of ABRATI, the performance of our entire industry this year will depend on the new regulations for the sector, also published in March, which define how companies will operate. VJ: Are there better prospects for 2016? Porto: There is an expectation in this sector of business, from both operators and industries, that with the new regulation there will be an incentive for companies to re-invest in a market that surely will become increasingly competitive. But I stress that such optimism is linked to the content of the new regulation. If it is not done with the necessary care, there will be a big disincentive. But there’s a lot of confidence put on the Ministry of Transport and the National Land Transportation Agency in the conduction of this work.
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“The performance of the transport market this year will depend on the new regulation drafted by the ANTT. Once established the rules, you can equate 2015.”
VJ: What are the main ABRATI goals for the year of 2015? Porto: The main goal was and remains the daily monitoring, together with ANTT, of the work progress now in preparation. But the content will only be known when it is published in the DiĂĄrio Oficial da UniĂŁo and brought for public hearing to gather suggestions. VJ: Can the Brazilian road transport evolve? How? Porto: The Brazilian system is already very evolved. So much so that it became for some years
now benchmark for many countries. This is due to the continental dimensions of Brazil, which is now fully serviced by road links, and the pioneering of many entrepreneurs who started the system over 80 years ago. There are over 5500 interconnected municipalities, allowing the passenger to board a bus and, from there, reach anywhere in the country. VJ: Changes in the economy have been beneficial or may stop business harming the passenger transport sector? Porto: Some measurements may increase the operating cost of the segment, but this has not yet been quantified. What the industry has been claiming for some time is an equality with the airline industry in tax issues and exemptions. While the bus passengers bear an average VAT cost of 12%, air passengers are exempt. In addition the interstate buses have to pay for the exemption of the elderly with two seats at no cost and others with 50% discount. But in the air system, there is no such requirement for gratuity or discount.
02/15
VJ: And the passenger wins or loses with this impasse? Porto: At the moment there is no such equation. The tickets will continue to be sold at affordable prices, as is characteristic of the interstate and international passenger sector, but depending on the new rules, there will be a greater supply of new fleets providing more security and service quality for the entire population.
New Releases
New Ideale, Marcopolo’s trailblazer of new routes From the intercity and highway lines, this model has better ergonomics and safety with less operational costs Marcopolo expands its line of highway and intercity buses and launches the New Ideale. The aim is to provide a vehicle with outstanding comfort and design (Marcopolo New DNA) as well as ease of operation. The focus is the application in the segments of intercity and charter lines, as well as regular, short distance lines. The vehicle is designed according to the most recent concepts of manufacturing that allow the optimization of its structure with a better use of its internal space, increased structural rigidity, besides providing greater comfort, safety, ergonomics and low operating cost. With differences that add value, the New Ideale was developed to complement the already renowned highway line, with its Paradiso and Viaggio models. Designed to offer even more comfort, safety and ergonomics for passenger transport, the vehicle is 50mm wider compared to the current and features new design, with LEDs on the steering lights, new front grille with “hive� pattern, injected frontal lower bumper grills and foglamp as an option. Unprecedented and bold look l The main external characteristic of the New Ideale is the design of the vehicle with new front grille, new bumper and the optical assembly with LEDs in the steering lights, and the optional foglamp. At the rear,
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the model received new back cover, distinctive design watchlights and outline taillights, in addition to full headlights and exclusive retro-reflectors, which enhance security. The adoption of LEDs in traffic lights increases the luminous efficiency and durability. With longer life, the technology also reduces the need for replacement/maintenance. l The bold design, with new windshield and glued glass side windows (optional) extends the visibility for passengers and driver, who also got a new fan for better ventilation. l Internally, the big news is the high standard of comfort and ergonomics. The vehicle sports the 870mm wide In-Swing door, which moves to the inside of the vehicle and offers greater security and functionality in the operation, 375mm circulation space in the corridor, new 1.005mm wide Ideale armchairs and completely renewed internal configuration, as new coatings, parcel rack and redesigned and resized top panels, as well as LED lighting.
l The driver’s station has also been redesigned, with improved ergonomics and access to commands and more space, due to the greater width of the vehicle. The functional design allows the best use of the internal space and the panel got a Multiplex Touch Screen system.
“friendly� and modern materials and textures.
l The lighting in the passenger room is all LEDs, with indirect lights for added convenience and sophistication. LEDs are also present in reading lamps on the top panels, which still rely on individual outputs for air conditioning. The lines of the interior finish of the cabin follow the current trend, with more
l For passenger comfort, the vehicle was equipped with an advanced system of natural air renewal. The air conditioning system (optional) provides more efficient cooling of the entire environment, since it has new pipelines integrated into the ceiling and separate wiring harness, for better functioning.
l The model features new 1.005mm seats, 15mm wider, which also provide easy access. Another novelty is the new patterned fabric on armchairs, sides and parcel holders, bolder and more modern.
State of the art technology The large glass area in the separation walls allowed an increased visual field for the passengers, as well as their well-being. The lock has smooth and comfortable workings and the access door to the salon, which opens to the outside, facilitates the movement without
interfering with armchairs. The New Ideale will be available in 4x2 versions, front engine with up to 12.700mm length and 3.480mm height. The vehicle can carry 48 passengers, plus driver and one staff, without toilet.
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New releases
The Paradiso 1350 expands Marcopolo G7 lines The road bus stands out for its high standard of sophistication Marcopolo launches road bus Paradiso 1350 Generation 7. The vehicle has been specially developed to offer operators more space for luggage and interior comfort. The Paradiso 1350 was designed and developed in the Ana Rech unit of Marcopolo, in Caxias do Sul, and its main highlights are the highest standard of sophistication, with items for comfort, safety and ergonomics and the
JĂşlio Soares/Objetiva
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largest luggage space, with 1,350 mm in height in addition to the largest volumetric capacity in the market with up to 19.57 cubic meters. The model offers the same features as other models of the Generation 7, such as the Paradiso 1200, and Paradiso 1050, greater comfort, safety and ergonomics, plus the futuristic finish, the company’s identity, for the transport of passengers.
Highlights that enhance With Marcopolo’s Generation 7 external design and identity, Paradiso 1350 highlights important items, such as the optical assembly with LEDs in the steering and position lights - Daytime Running that increase light efficiency and durability and reduce the need for replacement/ maintenance. Furthermore, the new mirrors reinforce Marcopolo’s identity. Internally, the model has high standard of comfort and security, lighting of the passenger hall in LEDs, with indirect lights, which create a comfortable and sophisticated environment. LEDs are also present in reading lamps of the panels, commanded by touch, sporting also individual outputs for air conditioning, plug for earphones and volume control. The audio amplifiers are individual and integrated to the panel. For greater comfort, the model boasts larger parcel racks with a capacity
of 3.8 cubic meters. It also has frontal LED displays and 15 inch LED screens positioned throughout the corridor to allow for great visibility from any seat. The vehicle is equipped with an advanced natural air renewal system and central hallway coated floor that mimics wood - allowing for better thermal and acoustic insulation. The air conditioning system provides greater climate efficiency of the entire environment, because of its new pipelines integrated into the ceiling and separate wiring harness for best performance, and new screens on the ceiling with filters to prevent impurities from entering the passenger hallway environment. Greater comfort for driver and staff The cabin on the Paradiso in 1350 was completely redesigned with finishing lines that follow current trends, with “friendly” materials and textures, and controls designed within easy reach of the driver. The new dashboard incorporates all instruments, such as the reverse and internal cameras display and the multiplex system (combined functions of all bus equipment). The configuration also has repositioned air vents and a more efficient ventilation system, storage compartments next to the seat, individual touch controlled lighting for driver and driver assistant. The Paradiso 1350 is available in 6x2 versions and is 14 meters long and 2.6 meters wide. l Some of the items described are optional. Check with the manufacturer.
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New releases
Marcopolo’s urban family is now complete Torino Express and Torino Low Entry are the new releases in the line that meets the needs of the conventional BRT service With the recent release of Torino Express and Torino Low Entry, Marcopolo completes its urban bus family, with diversity and options that meet all the needs of urban transportation, from conventional service to the BRT. There are seven different models: Novo Torino front engine, Novo Torino rear engine, Torino Low Entry, articulated Torino Express, Viale BRS, articulated Viale BRTand Viale BRT bi-articulated. “The goal is to offer our partners the best solution, according to the characteristics of their business/service. From the renowned Torino with front engine, the model with the
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lowest cost of acquisition and operation, to the Viale BRT biarticulated, with capacity for over 200 passengers and ideal for the most modern BRT systems”, says Paulo Corso, Marcopolo’s commercial operations director. According to Corso, the new models Torino Express articulated and Torino Low Entry enable the company to offer choices for applications in basic segregated roads and BRT systems. Torino Express articulated can carry more than 130 passengers and is already in use in Transoeste and Transcarioca systems, in Rio de Janeiro.
Fotos JĂşlio Soares/Objetiva
Articulated Torino Express
With capacity to carry 130 passengers, Torino Express is already in use in Transoeste and Transcarioca systems, in Rio de Janeiro
More than 20 meters long, the Articulated Torino Express was developed to meet both the standard basic segregated roads and BRT. The model features modern look and technology applied in favor of functionality, comfort and safety, with redesigned multiplex system, instrument panel with 3.5 inches LCD color screen and optional airconditioning system. It also features new rear and front optical assemblies that include daytime lights, which adds more security in urban traffic. The Torino Express was designed to offer comfort and safety to passengers and lower operating and maintenance costs, in addition to improved ergonomics and convenience for driver and collector.
Other innovations Increased internal width, with ample room for movement, more comfort and safety. l LED internal illumination. l Ergonomic seats model City and new overhead grips that facilitate the movement of passengers. Optional seats with high back. l Five special seats for the elderly, pregnant women and/or people with special needs, automatic elevator and dedicated space for wheelchair users. l New bell system with stop request button (wireless). l Increased thermal and acoustic comfort, with blower for the driver and the collector, and new large window with more efficient air inlet. l Redesigned driver cockpit, with ample area for the control panel, and console with storage compartments. l Floor divided by removable panels and cantilever seat feet that allow for floor repairs without the need to remove the seats. The result is a lower cost of maintenance and ease of cleaning, which also applies to all body coverings. l New decor. l
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New releases Fotos JĂşlio Soares/Objetiva
Torino Low Entry The Torino Low Entry has robust design, high reliability and excellent cost/benefit ratio, attributes recognized by operators and entrepreneurs in the urban transport sector. It meets all the requirements of existing transport systems in the country and is equipped with air suspension. The length of up to 13.4 meters accommodates more seats and expands the internal space. Developed for use in advanced transit systems in large cities, it is among the most advanced ever built in Brazil and can carry up to 79 passengers, with 39 seated and 40 standing. It also offers seats reserved for the disabled, elderly and pregnant women, a larger seat for the obese and a wheelchair zone. The model can be equipped with seats with headrest, armrest and feet rest, bins in the passenger hall, air conditioning system, reverse siren, fleet management system, LEDs internal lighting system and audiovisual system with two 19 inches LCD monitors.
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Representative
Focus on the market For almost 45 years, Marcopeças operates in the sales, spare parts and after sales of the bus bodie sector Exclusively focused on the Rio Grande do Sul passenger transportation sector and representing Marcopolo as provider of bus bodies, Marcopeças was founded by Antonio Carlos Hilgert Zanellato in August 1970 in Porto Alegre. At the time, the role of Marcopolo in the state was small, but hard times were overcome by the tenacity and work of Hilgert combined with the fundamental support from the caxiense factory. “Gradually, Marcopolo products were being inserted on the market and today we have several companies with the entire fleet of the brand, being a reference in the industry and making us proud”, say the partners Cristiano and André Sperb Hilgert, sons of the founder, and Benicio Amantéa. Led by Cristiano and Benicio, Marcopeças
has a team of 33 employees and large facilities, working in bus bodies sales, spare parts and after sales segments. Occupying an area of 6.7 thousand square meters, it has a large stock of original products at prompt delivery, plus six service boxes for simultaneous vehicle service. In the inner cities, it has established partnerships with third party companies to provide after-sales services and better serve Marcopolo customers. In these 45 years, the company sold around 15,000 units, consolidating the participation of the brand in the southern bus market, thanks to the work developed alongside entrepreneurs, in earning trust and partnerships to meet all needs. “On many occasions, anticipating and generating business opportunities to clients”, point the directors. This year, the main expectation is the renewal of the urban public transport fleet of Porto Alegre, including the BRT system. And for the future, the goal is to increase the already significant share of the brand in the market, seeking to satisfy the parties involved in the public passenger transport segment, contributing to the development of Marcopolo, not only in market share but also its products and post-sales service. Divulgação Marcopeças
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Interview
Six decades way beyond transportation For over six decades, the Pelotas company Expresso Embaixador, which was born of the passion of the Portuguese immigrant Manuel Marques da Fonseca Junior, operates in the intercity passenger transport of several southern cities in the state of Rio Grande do Sul. Now under the third generation of family control, the president Paulo Roberto Fonseca and the vice presidents José Luiz and Fabio Fonseca, the company is proud to uphold the principles by which it ascribes its longevity: the relentless pursuit of quality, investing in people, transparency and ethics. VJ: How did the trajectory of Express Ambassador begun? Fabio Fonseca: In 1934 a poor family of Portuguese immigrants arrived in Brazil. Today known as founder of Expresso Embaixador, Manuel Marques da Fonseca Junior was nine at the time. He began his career with the acquisition of a warehouse, but fascinated by the transport branch, sold the property in 1947 and purchased his first truck. Six years later he bought another four, beginning the Fonseca Junior fleet which, seven years later, bought the Expresso Pelotas Rio Grande, becoming Expresso Fonseca Junior, and since September 1974, Expresso Embaixador. VJ: In these 62 years, what are the company’s main highlights? Fonseca: A phrase coined by Fonseca Junior himself epitomizes exactly what led the company to consolidate itself as one of the country’s most modern and efficient in intercity passenger transport, always at the forefront of the comfort for their passengers. “Everyone who settles in the transport sector thinking only about getting rich will always be a poor transporter, regardless of the wealth he makes.” Therefore, the company takes pride in developing a series of actions that go beyond transportation. In these more than six decades, it has projects for
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the environment, like the Programa Despoluir, which aims at the reduction of greenhouse gases release in the atmosphere, and actions for the safety of people, both passengers and the community near the company, such as pest control systems and prevention of fires or accidents, alongside social work, like the donation of the Manuel Marques Fonseca Junior Square to the Pelotas City Hall, free availability of tickets to people in need and to the disabled and collaboration with various associations, organizations and institutions. In 2005 we donated two trucks to the Pelotas Fire Department and, in 2013, delivered another two vehicles. VJ: In what areas the company acts? Fonseca: The Expresso Embaixador is an intercity passenger transport company, based in the city of Pelotas / RS, with units also in Porto Alegre, Chuí, Rio Grande, Piratini and Canguçu. It acts as a concessionaire of intercity transportation services in several municipalities of the southern region of the state. VJ: What is the structure of the company today? Fonseca: We have a fleet that is a regional and national reference, with vehicles that offer the latest equipment and comfort. Currently there are 147 vehicles with an average use time of 3.5 years. The company invests in human resources to ensure passengers a quality service with more than 300 professionals. The head office is located in an area of 13 thousand square meters, which operate the administrative and operational activities that support the other units. The support Garages located in other municipalities, have a complete infrastructure to provide good working conditions and comfort to the personnel. VJ: How much of the company’s fleet is branded Marcopolo and what reasons lead Expresso Embaixador to choose Marcopolo models? Fonseca: Of the 147 vehicles, 77 are Marcopolo, or 52.38% of the fleet. Cutting-edge products that meet the needs and expectations of passengers, the possibility of specific vehicles for every purpose, trading ease and product assembly lead us to Marcopolo. VJ: What are the values that highlight the Expresso Embaixador? Fonseca: There has always been, in human history, the concern for productivity and the quality of processes, products and services. At Expresso Embaixador this concern is present since its foundation
Gelson Mello da Costa
through the entrepreneurial activities of its founder. Upholding this philosophy, and seeking to optimize, integrate and systematize its actions, delivering improvements in the services provided, as well as striving for better life and work quality of its employees, in 1998 it began structuring the Embaixador Quality Program. The EQP is an integrated way of thinking and acting, a philosophy of shared management, of shared and taken responsibilities, of encouraging partnership between areas and people. Henfil, in the phrase “If there is no fruit, the beauty of the flower was worth it. If there are no flowers, the shade of the leaves was worth it. If there are no leaves, the intention of the seed was worth it”, shows that the key is the intention in the actions. On the other hand, to achieve results you need to go beyond the intentions. The Embaixador management model seeks to reconcile increased productivity with the sustainability of processes, reducing costs and improving services. The company’s initiatives also aim at building the skill of the workforce and the dialogue with customers, partners, suppliers and the community. VJ: What is the mission and commitment of the company’s in its market? Fonseca: Our mission is to provide solution, safety, comfort and ease to our customers, exceeding
their expectations on excellence in quality. We’re working to be a reference in southern Brazil, in intercity passenger transport and in the exercise of quality management by 2016. Within this goal we follow the principles of respect appreciation of the human being and its ingenuity, exceeding the expectations and needs of passengers through continuous improvement of quality of services providing innovative technology; value the full physical, mental, material and moral integrity of the human being; recognize profit as a business development factor and the necessary involvement of the people seeking to achieve it; respect human diversity and strictly comply with social and commercial obligations; participate in community development, practicing and supporting actions for social and environmental well-being; and act responsibly, promoting awareness for environmental preservation. VJ: To which factors do you attribute the longevity of the company? Fonseca: The constant search for quality, heavy investment in the development of our employees, transparency and ethics. And also keep focus in our business and the seriousness of the relationship with our customers, employees, society, governments and suppliers.
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Tourism Cartagena
Col么mbia for all tastes
Dollarphoto
Bogot谩
On a privileged location in South America, Colombia stands out for bringing together the most diverse natural environments of the tropics. Glacial climates, beaches, plains, jungles and deserts make tourism on the country an unforgettable adventure. Among the many destinations and endless options that pervade from its the history and tradition to its beaches and adventure sports, do not be surprised if you find it difficult to decide what to do first. Yet, the incredible biodiversity of nature is perhaps the biggest attraction of Colombia. 22
Barranquilla
Cartagena, elegance and romance Romantic days and unparalleled nightlife are Cartagena de Indias highlights. The place is magical, merging history with modernity and the typical mix with the influence of European culture. By their stories of pirates, golden beaches, architecture, party and cuisine, Cartagena is Colombian and foreign tourists’ favorite. Declared World Heritage Site by UNESCO in 1984, the city adds to the charm of its colonial, republican and modern architecture, the attractions of an intense nightlife, cultural festivals of international renown, lush landscapes, magnificent beaches, excellent gastronomic options and a large hotel and tourism infrastructure. Cartagena is the jewel of Caribbean Colombia. To wander the Walled City on a carriage observing its colonial houses, visit The Palace of the Inquisition or landmarks like the Clock Tower and the Castle of San Felipe de Barajas are among the attractions. You can also stay overnight in the historic center on colonial hotels like Santa Clara or the Charleston Santa Teresa, or in Boutique hotels like Água, Cuadrifolio or El Marqués.
Fotos Freeimages
Boyacá
Barranquilla Also called Arenosa or Curramba, Barranquilla was founded in mid 1629. It is the main sea and river port in the country. Its historic center is a National Monument. The large number of immigrants have enriched its traditions and granted the city a cosmopolitan and deeply joyful character. Buildings in the O Prado Neighborhood exhibit a Mediterranean-style architecture adapted to the Caribbean. Among the cultural stages are the Amira da Rosa Theater the Metropolitan Stadium. The city has also many hotels, restaurants and night spots where Caribbean music revives, every night, the most important event of the city: the Carnival, declared Masterpiece of the Oral and Intangible Heritage of Humanity by UNESCO, held during the four days preceding Lent.
Cartagena
Bogota To know Bogota it is necessary to visit it more than once. That’s what they say about the Colombian capital. Located on an extensive plain at 2600 meters above sea level, it has seven million people from all regions of Colombia, being as diverse as the entire country. The old Santafé of Bogota is a modern city with ample public spaces, efficient transport system, the largest bike lane mesh (ciclorrutas) in Latin America and an architecture of contrasts. Arts, recreation, sports and knowledge modernize in Bogota and expand its tourism.
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Tourism
Santa Marta
Sierra Nevada
There are multiple accommodation options for all types of tourists, from backpacker hotels to luxury establishments with all the amenities and facilities to conduct business, conferences, top-level conventions or simple tourism. Shopping malls, abundant gastronomy, nightlife and permanent cultural, educational and entertainment programming make Bogota a welcoming tourist destination. It is also the ideal tourist spot to get to know Colombia thanks to the extensive network of highways. Boyacá A witness to the independence battles that marked the whole of South America, Boyacá is a sea of fertile mountains scattered around the East Cordillera decorated by colorful plantations. The topography exhibits the aromas of a vast agriculture and beautiful landscapes like the desert of Candelaria and the peak of Nevado de Cocuy, around which picturesque colonial towns sprouted, attracting many tourists. Between the mountains, the Tota Lagoon - the largest natural water reserve in Colombia - flaunts turquoise waters and white sandy beaches, ideal setting for the practice of nautical sports, sailing and sport fishing. The Plaza Mayor of Tunja is the meeting place for the inhabitants of Boyacá capital. Around it is the largest number of colonial buildings of the city. It is the square of greatest size of the entire colonial Spanish America. Cali, the capital of rumba Cali is distinguished in Colombia as capital of the “rumba”, the street party, dance and salsa. The calenhos developed a playful and hedonistic culture in harmony with the natural environment and country life. It is a city of great spaces for tourism and recreation. The capital of Valle del Cauca is the third city in Colombia and is famous for the beauty of its women, its historical places and spaces for daytime and nighttime fun. Cali is one of the major economic and industrial centers of the country and
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the main urban, economic, industrial and agrarian center in Colombian Southwest. Cultural activity flourishes around centers like the Institute of Art and Culture, the Institute of Popular Culture, the Municipal Theatre, the Museum of Modern Art A Tertúlia, the Beethoven Hall, the Departmental School of Theatre and the Vale University. Medellin, the eternal spring Warm and friendly people, beautiful women, spring weather, landscape of flowers and mountains along with beautiful sights and gastronomic and commercial diversity attract tourists to Medellín and its surroundings. Second city of Colombia, it rises in the middle of a valley with broad range and diverse forms. Medellín is considered an epicenter of commerce, technological industrial development and tourism in the country. With a recognized leadership in the areas of finance, banking, services, politics, arts, culture, communications, fashion, entertainment and tourism, it constitutes an important axle of development. Its events, conferences, fairs and seminars in medicine, textiles and clothing, construction, education and tourism in general are points of reference internationally. The Pacific, a whale sanctuary The Pacific coast is one of the most humid places on Earth. Located 56 km off the coast, the islands of Gorgona and Gorgonilla, declared Colombia’s National Natural Park, are fauna and flora sanctuaries. At 300 km off the coastline is the island of Malpelo, a rock emerging from the ocean surrounded by an amazing underwater life. Inland, the Pacific region is equally diverse. The Chocó is predominantly jungle and has beautiful beaches such as Nuquí and Baía Solano alongside natural landscapes, some still virgin. There the humpback whales arrive every year to breed and turtles find their natural habitat.
Caribe Colombiano
The Islands Providencia and Santa Catalina are located west of the Caribbean Sea. Both represent important sights of Caribbean Colombia, separated by a 150 meter wide artificial channel built by pirates in the 17th century to defend them from invaders. Providencia is reached through small airplanes that leave San Andrés daily. Also known as Old Providence, it is an unparalleled eco-tourism destination, where the tranquility is broken only by the birds’ uproar. In Santa Catalina, corsairs Henry Morgan and Louis Aury built fortifications and placed cannons that are still there today. Legend has it that the head of the pirate Morgan, who crossed the island, remains carved forever in a huge rock on the sea. The head-shaped rock with a human face profile is mandatory stop for tourists visiting the island. Known as the Island of seven colors, San
Andrés is part of the archipelago of islands of corsairs and pirates and offers excellent services and attractions that are usually availed to the sound of reggae. Santa Marta The city of Santa Marta is an exotic destination for various forms of tourism, thanks to its incomparable tourist locations, historical and ecological sites, a magnificent and modern hotel infrastructure, intense nocturnal activity and a developing economy driven by one of the most important ports of the country. The oldest city in South America, it has an unrivaled architectural heritage that evokes the days of the banana bonanza. Its legendary railway communicates with Macondo and vallenatos of “Francisco El Hombre”. In addition to these, the Sierra Nevada and the Tayrona Natural National Park are just some of the mandatory stops. San Andres
Fotos Dollarphoto
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Gastronomy
A flavour of abundance Paisa Tray, the most popular dish of Colombia, has its origin in the Andean region, where the gentilĂcio, ie, people of that region, are also called paisa. Served in a large oval dish or tray, as the name suggests, it may vary in ingredients because, despite designating a place, the Paisa Tray can be found throughout the country. While the paisa peasants add to their tray products coming from their region, such as
the maple, elsewhere this ingredient can be substituted for potatoes or cassava, and pork by beef. The main feature of this dish is plenty of ingredients as well as serving it in exuberant large dishes. The abundance of elements is associated with family wealth, which means that the lack of any of them can represent scarcity. Who teaches us a Paisa Tray recipe is the Colombian Diana Marcela Velez Herrera, who has been living in Brazil for five years. Julio Soares/Objetiva
Paisa Tray Ingredients
Red beans Minced meat Unripe sliced banana Avocado Egg Arepa (Colombian) Bacon Sausage (Colombian chorizo) Rice Sauce (guizo) Garlic, oregano, salt, onion, tomato and spices to taste Preparation
Prepare the portions separately and later mount the dish. Cook the beans and rice, fry the minced meet, egg, banana, sausage and bacon. Slice the avocado and add salt to taste. To prepare the sauce, cut the tomatoes into small pieces and fry with chopped onion, garlic, salt and oregano. After setting up your plate with all the ingredients, pour the guizo on top of the beans.
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Article
Why protests against the rising prices of bus fares deflated? Protests against increases in bus fares early this year had little strength and adhesion compared to what happened in June 2013 when, across the country, millions of people took to the streets. There is a number of explanations for this, which cannot be analysed in isolation. Firstly, in 2013 there was an opportunity for Brazilians to “let the cry out”, stuck for years by seeing so many promises of economic growth, sustained improvement of social conditions – which is much more than welfare - and the fight against corruption not come true. Bus fares acted merely as spark for a number of other reasons that made the population deluded. However, the demonstrations, which are legitimate and signs of progress in society, had many claims but no concrete popular proposals. Saying that public transport has to be regarded as a social right and that rates shouldn’t weigh on the worker’s pocket is broadly accepted. But how? There were no solutions to convince the population. Another factor is that violence, vandalism and disrespect for civility began to mark the protests like the use of cocktails and explosives, depredation of banks, shops and buses. You cannot blame the organizations for “hooded infiltrators”? Well, why not? If a church or company makes a public square event and something abnormal happens, the institution is held accountable even if not directly responsible. Why, then, exempt those who organized the demonstration? Furthermore, people began to see that, although it should indeed search for a higher quality and cheaper transport, there are other problems and
more serious “increases” that weren’t targeted by the protests. At the beginning of the year, electricity tariffs had increases of 8% to 48.1% depending on the region and provider. Besides the shortages in water supply in much of the Southeast, tariffs also increased. Meat had impressive increases of over 22% in some parts of the country. Drug prices also increased. And no one protests? No one says anything? Before the 2013 rise, bus fares were frozen. Since the previous adjustments were in 2012 or in 2011 (in the election year of 2012 some administrations, in a populist way, did not allow adjustments), there were cities that for three or four years went without correcting the value of the tickets. But the transport operating costs rose. During that time, some wages increased by 20%. The price of diesel oil, a major component for the fare, had expansions that approached 30% in some regions. Subsidies in some cities up until then served only to cover part of the freeze, but did not allow, for example, for greater investment in transport systems. As long as taxing and public services financing policies continue as they are, with the expenses being backed almost exclusively by passengers and bus companies, the tariff adjustments at current level will remain necessary. Nobody wants that. Much less the entrepreneur who indeed wants to be well-paid, to be able to invest more and win more passengers. Thus because of all this and other things that were not mentioned, protesting only against bus fares ends up losing its meaning.
Acervo pessoal
Adamo Bazani
Jornalista da Rádio CBN especializado em transportes
‘‘While the rates rose between 7% and 13.5% in most cities, some operating cost elements had accumulated rises of approximately 30%.’’
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Sustainability Divulgação Marcopolo
Solid waste have a proper destination Since the implementation of the continuous management practice, the percentage of waste sent for recycling increased by 30% In a sustainable world, human activity on the environment should seek a balance with nature’s ability to meet demand, from the extraction of natural resources to the final disposal of waste. Aware of its responsibility, Marcopolo invests in new technology to control and/or minimize the environmental impacts of its activities. To ensure proper disposal of industrial solid waste, the company implemented the continued management practice. Since its implementation, the amount of waste sent for recycling increased by 30%, reducing the environmental liabilities of the company to a third. To understand how the system works, it’s important to know that the bus body manufacturing process involves the use of about 8500 items produced from various types of raw materials, ranging from metal alloys to the finest engineered polymers. Between these extremes are all types of fabrics, plastics, Formica, glass fiber laminates, wood, etc.
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The bus body manufacturing process involves the use of about 8500 items produced from various types of raw materials, requiring constant attention to the disposal of waste.
Collection and selection Selective solid waste collection is systematic and applied to more than 90 different types of materials, far beyond the traditional paper, plastic, metal and glass. A temporary internal storage exists in Waste Centers with specific compartments for each type of material used in the factory. From there the residues are sent to the Waste Processing Unit (WPU) or to companies specialized in the final destination of waste or, in the case of metals, sold as scrap metal. The WPUs are facilities equipped with sorting belts, presses, mills, and landfill cells, duly licensed by the state’s environment protection agency (Fepam). At the WPU, materials for recycling are received, sorted, temporarily stored, processed or sent to their final disposal for non-recyclable, nonhazardous waste in landfill cells. The WPU has the goal of adding value to discarded materials, identifying possibilities for reuse, promoting the proper marketing of recyclable materials and providing the necessary
information for the control of waste. The nonrecyclable materials are compressed so as to reduce the volume occupied in the landfill cell and minimize the environmental liabilities of the company. Landfill Area The landfill area is constantly monitored, and the results are reported to the environmental agency. The monitoring includes the analysis of water both above and below ground, assessment of local fauna and flora, inspection of testimony drains, slope stability, maintenance of fences and internal roads, etc. All the hazardous waste generated by the company is destroyed by the process of coprocessing in cement furnaces or other available technology so as to avoid environmental liabilities. Marcopolo has its environmental management system certified by ISO 14001 - Environment since 2005. The system is integrated with the certification ISO 9001 Quality, OHSAS 18001 - Health and Safety and SA 8000 - Social Responsibility.
All facilities that comprise the final waste disposal system are built in accordance with the strictest standards and technical regulations in place and licensed by the competent environmental agency.
Industrial Solid Waste Managment Seletive waste collection on the entire company
Class I residues (hazardous)
Co-processing Reciclyng Decontamination Incineration External tratment
Class II (not hazardous)
Waste Processing Unit
Not Recyclable ous licensed Landfill – Class II
Scrap Metal
Recycling
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News
Fotos Mar
ina Silva
Paradiso 1800, the first ‘Hemobus’ With the versatility earned during 65 years of experience, Marcopolo converted the Paradiso 1800 Double Decker into the first Hemobus unit, delivered to the Blood Center of the Province of Maldonado, Uruguay. The vehicle has a special configuration with medical equipment and instruments that turned it into a mobile collection unit, to meet blood donors. The unit was designed to attend six donors simultaneously. The lower floor was transformed into a screening room with a reception desk, a waiting room with sofas and accommodations for 12 people, television and
toilet. The vehicle also has air-conditioning and heating system. Upstairs there are two doctor’s offices, a blood collection room with six seats with individual TV monitors, a worktop with sink and a recovery room with sofas for eight people, refrigerator and monitor screen. Another difference is that the area usually allocated for luggage has been fit with a power generator, water and waste tanks, and refrigerators for the storage and transport of blood. Fotos Gelson Mello da Costa
Mercado Externo
Generating value With the theme Value Creation, Marcopolo brought together more than 170 professionals during March 15 and 20 in Itapema (SC) for its Annual Sales Convention. To the representatives of the Domestic and Overseas markets, were shown the reasons that eventually lead a company to choose Marcopolo to start, expand or renew their fleet.
Mercado Interno
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More than a bus manufacturer, Marcopolo means solutions for transportation, with the possibility of customization of vehicles and high performance; infrastructure, financing, postsales service, an integrated care network and, mainly, confidence. “Thus, choosing a Marcopolo is to choose all these attributes that add value. Those are conveniences that make a difference in the everyday life of a company, casting security and trust”, says the director of business operations Paulo Corso.
Marcopolo World
54 road buses delivered to Transportes Ecuador No less than 54 new Paradiso 1800 Double Decker and Viaggio 1050 intercity buses already travel the streets of Ecuador. The vehicles were purchased by the country’s transport operator, Cooperativa de Transportes Ecuador, in one of the largest sales ever held in that market. The vehicles, with different configurations, are being used in passenger transport services, with nationwide reach. The sale transaction of Paradiso DD is the largest fleet renewal carried out by an Ecuadorian company, which aims to replace 100% of the current fleet. The purchased vehicles have the capacity to carry 44 passengers on the upper flo-
or, while the floor below holds 16 semi-bed seats 1.06 m wide, with eco-leather finishing. They have glued glass windows, heater for liquids, 15.4-inch ceiling monitors, Spheros CC430 ES air conditioning (cold/hot), Multiplex system, reverse camera, frontal electronic itinerary and toilet with urinal.
Marcopolo gets to know Mexican models A special presentation was held in Mexico by Polomex e Daimler, Marcopolo’s joint venture with Mercedes-Benz, to the representatives of the Mexican company GHO, the managing director José Alfredo Ruiz and the maintenance director, Guillermo Molina. Besides Audace, engineers got acquainted with Marcopolo’s full product range, including Paradiso 1800 DD, Paradiso 1200, Viaggio 1050, Viaggio 900 and Torino models.
Impressed by the variety of options, executives were treated to the testing of the Audace for 15 days on the company’s main routes of activity, and also the Torino with CNG technology, as the company aims to start shifting into natural gas. With the growth of the double decker market in Mexico, GHO is also considering the acquisition of Paradiso models to act in that segment starting this year.
Fotos Arquivo Marcopolo
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Visits
Pullman San Luis
Empresa Bitur (Teresina - PI)
Grupo Musical Tchê Kakareco
Ex-governador de Pernambuco, João Soares Lyra Neto (2º à esquerda)
Representação Ferrari
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Fotos Arquivo Marcopolo
Comitiva China
Global Transportes
Viação Santana Iapó
Myanmar
Buses Expresso Rancagua
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Award Neitor Correa
Favorite and most remembered Marcopolo was the most remembered and the favourite brand as chosen by the gauchos, pointed the research Brands That Decide 2015, conducted by the Journal of Commerce (JC) and Qualidata. The awards Bus Industry and Grand Gaucho Brand were given to Cristiano Hilgertd, the company’s sales representative for the state of RS, by the chairman of JC, Mércio Tumelero, in early March, during a ceremony attended by hundreds of businessmen in the San Rafael Plaza, Porto Alegre. The survey results come from scientific interviews with 650 business owners, business managers and opinion leaders - carried out between November 2014 and January this year in 47 municipalities in all regions of the state - that made 103 choices. The director of Qualidata, Paul Di Vincenzi, highlighted the unique research status of Brands That Decide. “It’s the only one that simultaneously raises the most recognized and the favourite brands, considering thus the emotional and rational choices of those who hold the purchasing power”. Held for the last 17 years, the research portrays the opinions of entrepreneurs, executives and managers in major cities of the state, spanning 100 different sectors and three special categories: Grand Gaucho Brand, Grand Brazilian Brand and Environment Protection.
Memory Acervo Marcopolo
First Sales Convention by Carrocerias Nicola, took place at the Rincão da Lealdade CTG, in Caxias do Sul, held on September 9th, 1965. The meeting brought together the board and the commercial staff of the bus body company.
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Entre em contato, estamos próximos.
Mercado Externo | Américas ARGENTINA +54 11 4841 8900 marcopolo@marcopoloar.com.ar BELIZE +503 7 129 9287 nelsongarin@centrobusamerica.com BOLÍVIA +591 3 357 3033 mvalverde@orion.com.bo CHILE +56 2 2620 9010 marcopolo@epysa.cl COLÔMBIA + 57 1 877 6900 superpolo@superpolo.com.co COSTA RICA + 506 2 256 2020 mcastro@marcopolocostarica.com CUBA + 53 7 273 9747 canedo@enet.cu EQUADOR + 593 2 237 7946 andres.reyes@sudamericana.com.ec EL SALVADOR +503 7 129 9287 nelsongarin@centrobusamerica.com
HONDURAS +503 7 129 9287 nelsongarin@centrobusamerica.com MÉXICO +52 55 4155 2631 ventas@polomex.com.mx
Mercado Interno | Brasil BELÉM / PA (AP - MA)* MARCONORTE (91) 3039 1800 vendas@marconorte.com.br
MANAUS / AM (RR)* AMAZÔNIA REP. (92) 3248 8500 amazoniamanaus@gmail.com
BELO HORIZONTE / MG MARCOBUS (31) 3201 1971 marcobus@marcobus.com.br
PORTO ALEGRE / RS MARCOPEÇAS (51) 3272 7777 comercial2@marcopecas.com.br
CUIABÁ / MT (AC - MS - MT - RO)* CENTRO POLO BUS (65) 3634 3101 centropolobus@centropolobus.com.br
RECIFE / PE (AL - PB - RN)* POLOBUS (81) 2125 2222 polobus@polobus.com.br
CURITIBA / PR SULBRAVE (41) 3595 4940 sulbrave@sulbrave.com.br
RIO DE JANEIRO / RJ RIOMARCI (21) 2590 3449 riomarci@riomarci.com.br
FLORIANÓPOLIS | SÃO JOSÉ / SC CARMAR (48) 3381 8888 carmar@carmar-marcopolo.com.br
SALVADOR / BA (SE)* NORBUS (71) 3359 6533 norbus@norbus.com.br
TRINIDAD +1 868 678 7372 marctelfer@standardmotorsupplies.com
FORTALEZA / CE (PI)* FERRARI J.G. (85) 3444 3222 ferrarirep@ferrarirep.com.br
SÃO PAULO / SP BRASIL BUS (11) 5069 4545 brasilbus@brasilbus.com.br
URUGUAI +598 220 4 2261 marcopolo@dusil.com.uy
GOIÂNIA / GO (DF - TO)* TOPLINE BUS (62) 3297 1177 sergio@toplinebus.com.br
VITÓRIA | CARIACICA / ES VITÓRIA MAR (27) 3346 5050 guilherme@vitoriamar.com.br
NICARÁGUA +503 7 129 9287 nelsongarin@centrobusamerica.com PANAMÁ + 507 774 2320 frivera@megabuspanama.com PARAGUAI +595 21 497 527 marcopolo@ciaimperial.com.py PERU +51 1 439 2512 cleiton.basso@mercobus.com.pe
VENEZUELA +58 414 233 4533 venezuela.marcopolo@gmail.com
LONDRINA / PR ROCCO PEÇAS (43) 3379 4444 roccopecas@roccopecas.com.br
GUATEMALA +503 7 129 9287 nelsongarin@centrobusamerica.com * Área de atuação
www.marcopolo.com.br - nas redes sociais: OnibusMarcopolo
Mercado Externo | Outros Continentes ÁFRICA DO SUL +27 11 418 0800 info@marcopolo.co.za
EMIRADOS ÁRABES +971 4 883 3680 mensch@marcopolo.ae
ANGOLA +55 19 3254 1088 mauricio@utilityweb.com.br
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AUSTRÁLIA +61 3 9791 4255 info@marcopoloaustralia.com.au
NIGÉRIA +234 803 300 0414 ikemokeke@yahoo.com
CHINA + 86 519 8517 3106 wang.chong@marcopolo.com.br
RÚSSIA +7 8552 922 506 mugermanrb@kamaz-marco.ru
EGITO +202 4 215 0790 claudemar.silva@marcopolo.com.br