bi-annual reports 2012-2013 - united way brasil | english

Annual Report2012-2013

United Way Brasil

United Way Brasil

www.unitedwaybrasil.org.br

Executive Board

Andres Lopez, Owens-illinois América Latina (Chairman)

Miguel Alvarez, Owens-illinois Brasil (vice-Chairman)

Alberto Carvalho, P&G; Anna Penido, inspirare; eduardo Queiroz, Fundação Maria Cecilia Souto vidigal;

Fábio Cornibert, Consultant; Fernando Paiva, Otima; Gabriela Onofre, P&G; John Julio Jansen, dupont;

José Magalhães Fernandes, dover; José varela, 3M; Marcelo tambascia, 3M; Marcos Panassol, PwC;

Marília S.Meneghisse, ecolab; Mark vogt, PwC

Audit Committee

Haroldo Leite, Morgan Stanley dean Witter; Raphael de Cunto, Pinheiro neto Advogados

director of United Way Brasil: Silvia Zanotti Magalhães

institutional Manager: Paula Crenn Pisaneschi

Communication and Resource Mobilization Analyst: Camila Pinheiro

voluntary Service Analyst: Flávia Bellaguarda

Project Coordinator: Cristiane Kanashiro

interns: Alex Julio da Silva Simão and Carolina Alves

drafted and edited by: P&B Comunicação

Photos: Publicity Files/UWB

Graphic design and Layout: Patricia Benigno Girotto

United Way Brasil

IntroductIon pg.04

Lettertothereaders pg.06

2012actIvItIes pg.08

BenefIcIary,voLunteerandInvestorcomments pg.13

2013actIvItIes pg.14

BenefIcIary,voLunteerandInvestorcomments pg.19

BaLancesheets pg.20

organIzatIonsBenefItedfromuWB’sprograms andprojects-2012-2013 pg.23

partIcIpatIngcompanIes pg.24

contents

Executives dedicate their talent to improving the education of children and young people in Brazil

Dear all,

At the end of 2011, I was invited to join the Board of United Way in Latin America,

where, together with executives of large companies, I formulated the institution’s growth

strategy in Latin America. In 2012, I initiated a partnership between the company I run,

Owens-Illinois, and United Way Brasil (UWB) and, finally, in 2013, I became Chairman

of its Executive Board.

During these years, I engaged with numerous executives who dedicate their experience

to growing and developing United Way in the communities in which their companies

are based, and I realized how simple it is to use my leadership to improve the areas in

which we operate. The guiding principle of United Way, which is to unite business leaders,

their employees, volunteers, and third sector specialists, has the ability to bring about

sustainable changes among the most disadvantaged groups.

My experience allowed me to see how proud the employees of my company are to be a

part of the solution to the problems associated with early childhood and youth in the city

of São Paulo. Together, we all contribute with our time and a proportion of our salaries

to facilitating the improvement of education in the district of Ermelino Matarazzo, on the

eastern edge of the capital. This experience, systematized by United Way, is already being

extended to other municipalities across the country, with the support of other corporations.

My involvement in the Board allowed me to exercise leadership collaboratively,

managing by example and adapting solutions from the corporate environment to the

development of communities, as well as gaining a better understanding of the problems

and solutions to educational issues in Brazil. Close contact with specialists in the

area, nursery teachers, youths from deprived areas, small children and O-I employees

themselves in a situation not directly related to day-to-day work activities exposed me to

new perspectives and opened the way for new solutions.

This report gives a succinct description of the ground covered by UWB in 2012

and 2013. It is a first step towards understanding some of what we do. We still face

significant challenges. We need to find local solutions to issues faced throughout Brazil,

IntroductIon

Annual Report 2012 | 201304

Andres LopezChairman of the Executive Board of United Way Brasil

from Rio Grande do Sul to Manaus.

We encourage increased voluntary

participation and individual donations

from Brazilians, a complex issue in a

country where the reputation of the

non-profit sector is still very delicate.

To face such challenges, we need

to grow in Brazil. I would therefore like to issue an invitation to those interested in joining

this global movement for the search for solutions to social problems in over 43 countries. If

you are prepared to make a difference to the most vulnerable, using some of your talents to

support a cause, UWB is a good place to start.

Annual Report 2012 | 2013 05

Dear all,

The 2012-2013 biennium was a period of significant progress for UWB. We saw the

total number of direct beneficiaries increase from 5,733 in 2012, in 17 municipalities,

to over 10,402 in 2013, in 20 municipalities. We mobilized R$ 1.6 million in resources

through a network of 3,000 private individual social investors and 14 companies in 2012.

In the following year we recorded R$ 1.5 million, with 3,100 investors and 26 companies.

Through our programs, we began to fill an important gap in the country’s early

childhood agenda, qualifying families and teachers to look after and educate small

children, thereby enabling them to achieve their full potential. While scientific research

indicates that the period up to 6 years of age is vitally important, significantly impacting

adult life, the percentage of teachers in Brazil in nurseries and pre-school with university

qualifications is still small.

At the same time, after mentoring hundreds of young people for over a decade, we

clearly see that it is fundamental for the young to have contact with the business world,

as it helps them to better understand the labor market, what awaits them in the future

and the purpose of schooling and the theoretical knowledge to which they have access.

In order for this to have a greater impact, we will focus in coming years on developing

the Employability Network project, made up of companies that will offer job opportunities

to participants.

We have also confirmed that, in addition to the volunteers, UWB’s power lies in its

admirable network of executives and companies motivated to improve their communities.

That’s way we have increasingly established ourselves as an organizer of volunteers within

corporations, and this is our strength.

We still face the future challenge of maturing and systematizing our program

methodologies, to enable us to carry out impact assessments more expressively and

precisely. We will also need to give greater attention to the views of communities:

listening more closely to their key players gives us a greater understanding of the changes

they actually want to see in their regions. This is what close contact with different groups


Lettertothereaders

in towns in the states of Amazonas, Paraná, Rio de Janeiro, Rio Grande do Sul and

São Paulo has taught us.

In conclusion, we are committed to growing UWB in the coming years, given the

extensive needs of the children and young people of Brazil, and the importance and

respect which United Way commands globally. In light of this scenario, we will double

our efforts to bring more businessmen and executives together in this great benevolent

network that connects people by creating inspiring stories.

Silvia Zanotti MagalhãesDirector of United Way Brasil


2012 Activities


Where UWB Operated

INVESTMENT IN EDUCATION

VOLUNTEERS

Early Childhood 0 to 6 years

Youth15 to 21 years

Grow Up Learning Program

Skills for Life Program

3 AMAZONAS (Manaus)

3 PARANÁ (Curitiba)

3 RIO GRANDE DO SUL (Porto Alegre)

3 RIO DE JANEIRO (Queimados, Itatiaia, Seropédica, Rio de Janeiro)

3 SÃO PAULO (Campinas, Sorocaba, Ribeirão Preto, São José dos Campos,

Jacareí, Barueri, Itapetininga, Louveira, Suzano, Vinhedo)

Where UWB Operated

The Grow Up Learning Program, inspired by Born Learning, was launched in 2011 in Brazil as a mobilization campaign in the media, with an emphasis on child development. Based on the positive results obtained, it became a long-term program in 2012, with more supporters.

Over the course of the year, under UWB’s initiatives in relation to early childhood, the Grow Up Learning Program trained teachers, parents and volunteers on the subject and promoted educational and recreational activities for children as well as physical improvements in CEI (Centros de Educação Infantil [Child Education Centers]) facilities and those of EMEIs (Escolas Municipais de Educação Infantil [Municipal Schools for Child Education]).

At organized meetings, teachers discussed the development of children’s physical and motor skills, formation of cognitive and emotional structures, the role of schools and carers, the importance of play and organizational culture in families. Parents were encouraged to combine care and education on a day-to-day basis in order to enhance children’s psychosocial development. They received an information kit with practical advice and a CD of stories to use at home.

Volunteers built parks, libraries and organic vegetable gardens at the same beneficiary social institutions and participated in recreational and educational activities with children.

Young people on the job In the area of investment in young people, under the Skills for Life Program, which includes the UWB Mentoring project, both young people and volunteers had lessons in financial and professional education, the English language, accounting, citizenship awareness and personnel. The aim is for Brazilians aged 15 to 21 to develop

life skills, allowing them to take advantage of professional opportunities, career development, entrepreneurial and citizenship activities, effectively fulfilling their potential in the labor market and in their domestic environments.

Entrepreneurial skills were also developed in 119 young people. Through the partnership between UWB and Ashoka and their GMM (Programa Geração MudaMundo [World Changing Generation Program]), which encourages a role for young people and leadership in solving domestic problems, 36 volunteers from Bombardier took part. Employees of Hershey's do Brasil used the methodology of the Intel Learning course to promote the digital inclusion of young people.

A new survey on the mentorships, conducted by Move – a consultancy that specializes in assessment, strategy and social development – between April and July 2012, involving 127 young people, showed that 88% of those interviewed were helped by the courses to launch their professional lives and, according to 80%, participation in the project improved their interest in studying. These percentages indicate the importance of UWB’s efforts in stimulating young people’s interest in a relevant professional and academic life.

From 2012, UWB began to hire young people from the mentorships as “focal points”. They are chosen based on their commitment to the course, and their duties involve monitoring the classes and undertaking administrative activities, such as keeping attendance lists, overseeing food and transport subsidies and submitting a monthly activity report. They also produce content for the UWB website.


In 2012, 4,312 children aged 0 to 6, 800 parents and 554 teachers and

coordinators in 21 teaching institutions benefited. The 230 volunteers came from the companies Avery Dennison, P&G and Ecolab. The technical partnership was the

responsibility of the Fundação Abrinq [Abrinq Foundation] - Save the Children.

In 2012, 353 employees of the

companies 3M, Hershey's, Intel, Monsanto,

Morgan Stanley, P&G and PwC acted as

mentors, benefiting 502 young people connected with around 15

partner NGOs. Other 119 youths

took part in entrepreneurship projects. All of

them received certificates of participation.


How the Funds are ManagedFunding from the various companies investing in UWB, grants from foundations

and foreign companies and the amounts donated by employees of participating

companies make up the Common Fund. This covers the cost of all child or youth

programs and, during the course of each year, UWB undertakes its projects in

the regions close to where the investing companies are based. This funding

logic results in one grand total made up of the various investments, applied to

the same cause, that of the education of children and young people, enhancing

the impact of the various activities and simultaneously involving investors in

initiatives in their own communities. This allows investors to closely monitor

how their money is being used, both by the company and by its own volunteers.

Grants and Social Investor Campaign In 2012, UWB received, through United Way Worldwide, grants from foundations and companies based abroad, and the amounts were used to implement programs in Brazil, above all pilot projects, testing social methodologies or technologies which could then be replicated. Contributions were made by the head offices of Avery Dennison, Bombardier, GE, Halliburton and Metlife.

Through the Social Investor Campaign, dozens of company employees from the offices of DuPont, Ecolab, Morgan Stanley, Owens-Illinois, Pinheiro Neto Advogados, PwC and P&G were invited by UWB in 2012 to become social investors. The purpose of this campaign is to awaken employees to the idea that they can individually make a difference, as investors and volunteers, and that by working together, they will succeed in changing their communities.

For every R$ 10 (around US$ 4.25) donated by employees, the company contributes an extra

R$ 10, and the amounts are discounted from the salaries or current accounts of donators. Funds from grants and from private individual investors, together with the amounts from companies, make up the Common Fund. This finances the various projects, which are carried out in the vicinities of the investor company offices.

In 2012, volunteers from the companies also undertook activities on special dates, such as Live United Day (Ecolab, Morgan Stanley and PwC) and Children’s Month (Owens-Illinois and P&G). The program included gift-giving, performances by clowns and theatre performances for children, and workshops on potential professions for young people held at state schools or social organizations in partnership with UWB.

Also in 2012, UWB became part of the RNPI (Rede Nacional Primeira Infância [National Network for Early Childhood]), comprising 147 governmental and non-governmental institutions that promote and defend the rights of Brazilians aged 0 to 6. The RNPI created the National Early Childhood Plan, used by UWB as a reference for its initiatives in this area.


Lifelong connectionsIn a child’s early years, a large number of neural connections are made every second.

They occur through the interaction of genes, the environment and experiences resulting

from close contact with adults. These connections form the “structure” of the brain

and, according to scientists, have an effect on health, learning and behavior in an

individual’s adult life.

Children who face adversity in their first three years, such as poverty, abuse and mothers

with low educational levels, experience delayed linguistic, cognitive and emotional

development. To address this issue, the initiatives of United Way Worldwide in various

countries are already in line with such scientific discoveries regarding the early stages

of life, which are fundamental to later development. This form of social investment

therefore has the highest return as it supports beneficiaries for the rest of their lives.

In Latin America, UW focuses on infancy and education, and Early Childhood has

become a major regional platform. Here, under the Grow Up Learning Program, UWB

accepted the challenge of creating new educational solutions for this age group, with

the direct involvement of parents, teachers or carers and other employees of nurseries

and state schools. This improved quality of care increases a child’s chances of learning

and developing at a healthy rate, with future benefits.


The two-year results exceeded expectations. We noticed a great improvement in the self-esteem of the teachers. And the advice given in relation to care, education and loving affection were essential to the young mothers. We still continue to educate families using materials from the Grow Up Learning Program. The involvement of volunteers from Intel and P&G gave the study areas a new lease of life and provided the children with memorable experiences. UWB connected with the soul of our school, highlighting what we already did well and reinforcing our practices with joint activities.

I had a very productive two years as a UWB volunteer, as I had the opportunity to translate, adapt and implement two projects: the Student United Way and Earn Your Future. I was involved in organizing and mobilizing other volunteers, creating budgets, partnering with schools and selecting young people. Most importantly, we confirmed that it is always possible to do something different to help our young and that when we truly believe in a project and take it forward, without focusing on the difficulties, the chances of success are high.

Beneficiary, volunteer and investor comments


‘‘

‘‘”

”

Maria Clarice do Amaral Salari, Director of the CEI Jardim São Joaquim [Jardim São Joaquim Child Education Center], in São Paulo (SP)

Rafael Volpe, PwC Auditor

and Volunteer

The 3M-United Way partnership, which focuses on young people, is totally in line with the mission of the Instituto 3M [3M Institute]. I have viewed it positively since 2012, as I can see the quality and consistency of the projects, such as in Riberão Preto (SP), where the involvement of our employees in the proposed volunteer initiatives and the benefits to the community are evident. So much so that we expanded the partnership in 2013 and 2014, adding more activities.

‘‘

”

José Varela, CEO of

3M do Brasil

2013 Activities

Under the UWB Early Childhood initiatives,

the Grow Up Learning Program continued to

train teachers, parents and volunteers and to

promote activities with children and physical

improvements to the facilities of CEIs (Centros de Educação Infantil [Child Education Centers])

and EMEIs (Escolas Municipais de Educação Infantil [Municipal Schools for Child Education])

Directors, pedagogical coordinators and

primary school teachers participated in training

on educational practices which incorporated a

positive connection within the CEIs between

the emotional, physical and cognitive needs

of children aged 0 to 3 and the cultural and

social activities possible for these to be

learned. Volunteers took part in child theatre,

the painting of learning spaces, assembly of

free play areas, libraries and organic vegetable

gardens, among other activities.

In terms of investing in youth, the Skills

for Life Program, through the UWB Mentoring

Project, continued to bring knowledge to

volunteers and the young, with subjects

including financial and professional education,

the English language, accounting and

citizenship awareness.

In ten years of implementation in Brazil,

the mentorships have served to counteract a

serious issue: very high school dropout rates

across the country, with pupils who abandon

their studies mostly from low income families,

benefiting from fewer formal employment and

social advancement opportunities.


Where UWB Operated3 AMAZONAS (Manaus)

3 PARANÁ (Curitiba)

3 RIO DE JANEIRO (Queimados, Itatiaia, Seropédica, Rio de Janeiro)

3 RIO GRANDE DO SUL (Caxias do Sul)

3 SÃO PAULO (Campinas, Sorocaba, Ribeirão Preto, São José dos Campos, Jacareí,

Barueri, Itapetininga, Louveira, Suzano, Vinhedo, Sumaré, Mairinque, Hortolândia)

Where UWB Operated


At the same time, through the Digital Media Project, UWB benefited 90 young people from the following Brazilian NGOs – Associação Cultural Comunitária Pró-Morato, Associação Programa Educar e Cepac – Associação para Proteção das Crianças e Adolescentes. As a result, five of them were hired by communications agencies or foundations in the area of online content analysis.

In 2013, the Student United Way mentorship, which originated in the United States, had its two-year anniversary in Brazil, benefiting 177 young people and 200 volunteers during this period. Its main difference in comparison to the others is that the young people, under the supervision and guidance of volunteers, are required to create and implement a useful and practical project for the benefit of their community.

To this end, they attend 12 weekly meetings that start off with a brainstorming session. They then participate in risk management, budgeting, service development, communication and project implementation. The methodology was brought to Brazil by the head volunteer, Rafael Volpe, and adapted by volunteers from PwC in Sorocaba city, where it was initially tested.

Following the pilot, several companies in various municipalities put the proposal into practice, such as 3M, Bombardier, DuPont, Monsanto, PwC and Votorantim. The young proposed initiatives for improving reading areas and repairing walls, lectures on the environment, activities associated with recycling and donation of materials and food to the poor, among others.

In 2013, 6,417 children aged 0 to 6,

2,500 parents and 620 teachers and coordinators, in 49 teaching

establishments and 7 health centers benefited.

The 392 volunteers came from Ecolab,

GE, Hershey's, Intel, Mapfre, Morgan Stanley,

Owens-Illinois and P&G. The technical partnership

was the responsibility of the teams from Fundação

Abrinq [Abrinq Foundation] - Save the Children and

the Instituto Avisa Lá [Avisa Lá Institute].

As part of the mentorships, 612 employees

from 3M, Bombardier, Dupont, Monsanto,

Morgan Stanley, P&G and PwC gave classes that

benefited 688 young people

connected to around 15 partner NGOs. Other 177 youths took part in digital media,

entrepreneurship and school tutoring projects.


Grants and Social Investor Campaign UWB also received, via United Way Worldwide, grants from companies and foundations outside the country. The amounts were used to implement programs in Brazil, mainly involving experiments with new methods or techniques that could potentially be widely applied in the future. Head Offices that remitted funds were Bombardier, Caterpillar and Hershey's.

Through the Social Investor Campaign, dozens of employees from Dupont, Ecolab, Morgan Stanley, Owens-Illinois, Pinheiro Neto Advogados, PwC and P&G were encouraged by UWB in 2013 to begin investing in the development of children and young people from low income families with limited opportunities.

These efforts resulted in increased funding – the amounts generated by donations from private individuals at these companies doubled. The value of grants and funding from private individuals, together with resources from the companies, make up the Common Fund, which bears the cost of the various UWB projects.

Throughout the year, volunteers from the companies continued to make efforts to benefit children and young people on special dates, such as the United Way Day of Action (Morgan Stanley), Children’s Month (Owens-Illinois, P&G and Timken) and Volunteer Day (Ecolab). Recreational activities, theatre, story-telling, renovation of physical spaces and donation of toys constituted the main activities in public schools or social organizations in partnership with UWB.

LIVE UNITED MovementUWB believes that voluntary initiatives are essential if the social scenario in Brazil is to

be transformed. It therefore encourages collective activities through the LIVE UNITED

Movement, which connects people who wish to contribute to the education of children

and young people through knowledge, time and financial resources. In 2012 and 2013,

UWB brought together dozens of people through volunteer work and social investment

– which was supported by the regular injection of funds from those involved. Gradually,

the professionals involved have opted to both volunteer and invest, thereby enhancing

their personal investments and the positive results of UWB’s programs. To complement

employee donations, the companies partnering with UWB match the amounts, thereby

doubling the cash investment of their teams.



I highlight the first structured evaluation of young people trained by the mentorships, Student United Way and Citizenship Awareness, which were supported by our volunteers in designing and adapting content, increasing support for mentors and improving control of indicators. The range of exchanges with company executives, young people and NGO managers, all focusing their efforts on common goals, has been always relevant and enriching.

‘‘

” Mark Vogt, PwC Partner, Board Member and UWB

Social Investor

A close association with the companies and their employees, one of UWB’s strengths, is the great learning opportunity of this partnership, above all for the mentored young people, who experience the employment world for the first time. Through a relationship established since 2007, we were the pilot institution for the digital media project in 2012. It was so successful that it was adopted by us as another permanent work method and young people have been hired by large corporations to work on social networks and blogs.

‘‘

”

Edvaldo Gomes Magalhães, Director of the Associação Programa

Educar [Educational Program Association], in São Paulo (SP)

We launched the O-I Volunteer Program with 41 participants in late 2012 and by the end of 2013, we had 238 volunteers contributing financially and participating in recreational or restructuring activities. I was actively involved in appointing the O-I leaders, to ensure that they motivated their teams, and in giving presents to children during the Christmas Campaign. The experience showed me that being a volunteer requires a willingness to offer what you do best to others. The most impactful activity, with long term results for beneficiaries, was the IVP (Investir Vale a Pena [Investing Pays Off®) course, which trained 24 young people in personal, professional and financial development, with the participation of 30 employees.

‘‘

”

Miguel Alvarez, President of Owens-Illinois Brasil,

volunteer and Vice-Chairman of

the Board of UWB


2012-2013Investmentreport

BALANCE SHEETS AS AT 31ST DECEMBER 2012 AND 2013(In Brazilian Reais – R$, cents omitted)

ASSETS

CURRENT

Cash and cash equivalents

Stocks and shares

Recoverable taxes

Advances

Total current assets

NON-CURRENT

Fixed assets

Total non-current assets

TOTAL ASSETS

LIABILITIES AND SHAREHOLDERS' EQUITY

CURRENT

Accounts payable

Provision for holiday charges

Social law contributions

Taxes payable

Advances on donations

Total current liabilities

NON-CURRENT

Total non-current liabilities

SHAREHOLDERS' EQUITY

TOTAL OF LIABILITIES AND SHAREHOLDERS' EQUITY

12/31/2012

136,265

548,165

3,034

2,368

689,832

5,611

5,611

695,443

12/31/2013

63,564

796,795

-

3,692

864,051

7,396

7,396

871,447

12/31/2013

3,613

15,096

11,698

1,530

254,901

286,838

187,097

397,512

871,447

12/31/2012

3,550

13,393

6,334

1,318

55,060

79,655

144,500

471,288

695,443

United Way Brasil's financial statements have been audited since 2001 by Deloitte, a market leader in Brazil.


STATEMENT OF (DEFICIT) SURPLUSFOR FINANCIAL YEARS ENDING 31ST DECEMBER 2012 AND 2013

(In Brazilian Reais – R$, cents omitted)

INCOME

Donations for volunteer and mentorship programs

United Way Worldwide donations

Donations for specific use

Financial income

Total income

EXPENSES

Mentorship and volunteer programs

United Way Worldwide

Specific use

General expenses

Total expenses

(DEFICIT) SURPLUS FOR THE PERIOD

12/31/2013

801,143

276,731

245,196

54,361

1,377,431

(698,525)

(276,731)

(245,196)

(230,755)

(1,451,207)

(73,776)

12/31/2012

846,933

567,373

130,004

54,563

1,598,873

(252,088)

(567,373)

(130,004)

(242,600)

(1,192,065)

(406,808)


CASH FLOW STATEMENTSFOR FINANCIAL YEARS ENDING 31ST DECEMBER 2012 AND 2013

(In Brazilian Reais – R$, cents omitted)

CASH FLOW FOR OPERATING ACTIVITIES

(Deficit) or surplus for the period

Adjustments for:

Depreciations

Financial income from stocks and shares

Allocation to the account balance of donation advances

Provision for risks

Recoverable taxes

Advances

Variations in operating liabilities:

Accounts payable

Provision for holiday charges

Social law contributions

Taxes payable

Advances for projects

Net cash generated by (invested in) operating activities

CASH FLOW FOR INVESTMENT ACTIVITIES

Stocks and Shares

Acquisition of fixed assets

Net cash (invested in) generated by investment activities

(REDUCTION) INCREASE IN CASH AND CASH EQUIVALENTS

Cash and cash equivalents at the beginning of the period

Cash and cash equivalents at the end of the period

NET INCREASE (REDUCTION) IN CASH AND CASH EQUIVALENTS

Net cash (invested in) generated by investment activities

(REDUCTION) INCREASE IN CASH AND CASH EQUIVALENTS

Cash and cash equivalents at the beginning of the period

Cash and cash equivalents at the end of the period

NET INCREASE (REDUCTION) IN CASH AND CASH EQUIVALENTS

12/31/2012

(73,776)

3,344

(53,412)

(521,927)

(42,597)

3,034

(1,324)

63

1,703

5,364

212

721,768

127,646

(195,218)

(5,129)

(200,347)

(72,701)

136,265

63,564

(72,701)

(72,701)

(72,701)

136,265

63,564

(72,701)

12/31/2013

406,808

4,977

(54,473)

(697,377)

(30,646)

(1,077)

38,085

3,550

(11,209)

(3,053)

(3,454)

189,051

(97,526)

157,497

-

157,497

59,971

76,294

136,265

59,971

59,971

59,971

76,294

136,265

59,971


Early ChildhoodAbrigo Anália Franco

Abrigo Infantil Monte Salém

CCA Palmares

CECI Pica-Pau Amarelo

CEI Casa da Criança

CEI Iracema Garcia

CEI Jardim Bryan Biguinati

CEI Jardim Catanduva

CEI Jardim Dionísio

CEI Jardim Dom José

CEI Jardim Rebouças

CEI Jardim São Bento Velho

CEI Jardim São Joaquim

CEI Jardim São Luiz I

CEI Jardim São Luiz II

CEI Jardim Souza

CEI Jardim Umarizal

CEI José Bonifácio

CEI José Lourenço de Lima

CEI Mina

CEI Parque Figueira Grande

CEI Parque Santo Antônio

CEI Paulinoeva

CEI Paulo e Admar

CEI Profª Albertina Rodrigues Simon

CEI Profª Leontina Lourenço

CEI São Norberto

CEI Ver. Cid Franco

CEI Ver. Gumercindo de Padua Fleury

CEI Verbo Divino

CEI Vila Silvia

Centro Pastoral Santa Clara

CEU CEI Profª Yolanda de Souza Santalucia

Clubinho Capela

CMEI Alice de Souza Bruno

Creche Municipal Sandra Maria Ferreira Cotrim

Creche N. Sra. das Graças

Creche Sagrada Família

Creche Santa Terezinha

EDI Sra. Perciliana Pereira de Alvarenga

EMEIF José Francisco Alves

EMEIF Maria Aparecida

Fraternidade Irmã Clara

Fundação Abrinq - Save the Children

Grupo Primavera

Grupo Raios de Sol

Instituto Avisa Lá

Lar Batista Janell Doyle

Lar Escola Cairbar Schutel

YouthAshoka Brasil

Associação Cultural Comunitária Pró-Morato

Associação Luta pela Paz

Associação Obra do Berço

Associação para Proteção das Crianças e

Adolescentes - CEPAC

Associação Programa Educar

Casa Anjos Voluntários

CIEE Campinas

Corassol

CPA (Centro de Profissionalização de

Adolescentes) Pe. Bello

EE Profª Maria de Oliveira Lellis Ito

EMEF Maria Aparecida de Oliveira Ribeiro

Formare

Fundação Educar DPaschoal

Instituto Dom Bosco

JAM - Jacareí Ampara Menores

Obra Social Santa Luzia

Projeto Nova Vida

Organizations benefited from UWB’s programs and projects - 2012-2013

Associated Companies

Partner Companies and Institutions

partIcIpatIngcompanIes


Mission

to mobilize human, financial and material resources of companies,

individuals and public authorities, through voluntary work, education and income generation.

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Av. Maria Coelho Aguiar, 215, Bloco E - 1º andar

Centro Empresarial de SP - São Paulo - SP

[email protected]

Tel.: +55 11 3748-9000United Way Brasil

CONTRIBUTE. JOIN US. BE A VOLUNTEER.

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bi-annual reports 2012-2013 - united way brasil | english

Documents

board of united way

united way brasilunited

united way brasil uwb

latin america

brexecutive board andres

executives of large

p john julio jansen

alex julio