infrastructure C a m a r g o C o r r ê a i s
p a r t o f B r a z i l i a n
c o n s t r u c t i o n f o r
e i g h t d e c a d e s
68,750 MW
installed power
Guri/Bolívar, Venezuela
World’s 4th largest
10,000 MW Power
Tucuruí/Pará, Brazil
World’s 5th largest
8,370 MW Power
Itaipu/Brazil-Paraguay
World's 2nd largest
14,000 MW Power
Belo Monte/Pará, Brazil
World’s 3rd largest
11,233 MW Power
We were
involved in 4 of
5 largest
hydropower
plants in the
world
36 hydropowers
plants
large large
5 port
terminals 4 refineries 3 steel mills
7 ore processing
plants
7 water treatment
plants
11 effluent
treatment
plants
7 airports
1 military base
works f igures
3,000 km of ducts
2,600 km of Highways
1,600 km of railways
112 km of subway
Fleet with more than
1,700 pieces of
equipment 8,000
employees
4 Transmission lines
7 thermal power
plants
equipment
E q u i p m e n t y a r d - G u a r u l h o s
Fleet with more than
1,100 pieces of
equipment + 400 in
consortium
E q u i p m e n t y a r d – A ç a i l â n d i a
manpower
7.800 employees
31,945
19,255 15,738
16,626 11,968
2013 2017 2016 2015 2014
7,000
804
Direct Engineers + University degree2018
7,804
awards
Super Ecology
Award 2003
Neide Castanha
Award 2016
Child Protection
Featured in the Ibero American
Prevencia Congress for OHS
practices - 2016
International
Recognition
ONU 2012 –
Carbon
Management
Época Award
Green Company
2012, 2013, 2014
and 2015
Época Award
Climate Change
2012
Chico Mendes
Award 2011,
2012, 2013 and
2014
Brasil Ambiental
Award (ANCHAM)
2010
Sustainable
Wood
Program 2011
TFT – Sustainable
Wood Program
2013
1st Place in Waste
Management (ISTOÉ)
Best Companies 2011
Instituto
Cidadania Award
2012, 2013
and 2014
Fritz Müller Award
Fundação do Meio
Ambiente FATMA / SC
2008
Ecology Expression
Award 2006
Exame Sustainability Guide
2010, 2011, 2012, 2013,
2014 and 2015
Anglo American
Recognition 2013 –
Minas Rio Ore Pipe
Work
VALE Recognition
2015 – EEFC Work
FGV Recognition
2014 – Publication
PGOI case
Ministry of Social
Development
2012 - Training of
Labor
Award of Work in Height
Training
Ministry of Labor of
Colombia
Bogota - 2015
In tegra ted
Social and Environmental.
Commitment to the social and
economic development of the
regions where we operate.
Wast exchange
Water Plan
Carbon Management Plan
Natural Resources Plan
Social Emergency Response Plan
Social Interference Minimization Plan
ensures increased
quality and
sustainability for
our projects.
management
SIGO (Integrated
Management System)
Processes implemented
across all works in Brazil
and overseas, ensuring
standardization and
dissemination of the
best practices.
Occupational
Health & Safety
Golden Rules: the
principle that guides
all of our rules is to
live!
sy s tem
certification UHE Ituango
• ISO 9001: 2008 | Quality Management System
• ISO 14001: 2004 | Environmental Management System
• OHSAS 18001: 2007 | Occupational Health and Safety Management System
Issued on : 23/05/2014 - Validity date: 22/05/2019
São Lourenço
• ISO 9001: 2008 | Quality Management System
• ISO 14001: 2004 | Environmental Management System
Issued on: 14/08/2015 - Validity date: 13/08/2018
2 2 1
2
4 4 3
4
2
6
3
1 2
4
12
9
5
8
4
ISO 9001 – Quality ISO 14001 – Environmental NBR 16001 – Social Responsability OHSAS 18001 – Health Safety and
Security
ISO 29001 – Quality Oil and Gas PBQP-H – Brazilian Program of Quality
and Productivity
Energy
Oil and Gas
Infrastructure
Total
40 ce r t i f i ca t ions in
the las t 5 year s
2015 2016 2017 Leniency Agreement with the MPF (1)
Agreement with the CADE (2)
BNDES Audits
Complete reformulation of standards and controls
Implementation of Corporate Integrity Program
More than 1200 associates trained (100% of corporate and project management areas)
Creation of Camargo Corrêa Infra
T h e f i r s t m a j o r
c o m p a n y t o
w i t h B r a z i l i a n
a u t h o r i t i e s cooperate
1-MPF (State Prosecution) – Penalty R$ 700 MM (Paid R$ 100 MM + 6 x R$ 100 MM /year – last 2023).
2-CADE (adminitrative council for econmic defense) - Penalty R$ 100 MM (Paid R$ 57 MM + 2 x R$ 23 MM / year – last 2019).
change Camargo Corrêa Infra
has emerged to
the Brazilian
construction industry.
It combines Construtora
Camargo Corrêa engineering
expertise, with eight decades
of excellence in highly complex
design, with an integrity and
innovation approach.
Search for efficiency and
competitiveness, ensuring
project quality with contracts
providing prices and
deadlines agreed with
customers
Ethics and transparency in
the relationship with all
stakeholders
Act as an agent of change in
the infrastructure industry
f o r b o t h t h e c o m p a n y
a n d t h e e n t i r e
c o n s t r u c t i o n i n d u s t r y
model new business O u r n e w p a t h i n v o l v e s
t h e b e l i e f i n a
C o r p o r a t e
r e s t r u c t u r i n g
O r g a n i z a t i o n a l
r e s t r u c t u r i n g
a n d I n t e g r i t y
e n h a n c e m e n t
S e l e c t i o n o f
s e c t o r s a n d
l o c a t i o n s f o r
o p e r a t i o n
cornerstones of the change The
Creation of new subsidiary that will take over the contracts awarded from 2017 onwards
Original company maintained, which will be in charge of the current contracts that could not be transferred
Redesign of company organizational structure
Different leadership and offices for each company
Compliance enhancement, with implementation of first-level control processes
Market analysis at different locations and fields of operation
Selection of markets and regions with higher potential for the company
C a m a r g o C o r r ê a S . A .
structure s i m p l i f i e d
p a s t s t r u c t u r e
Corporate
Camargo Corrêa Construções e Participações
100%
Camargo Corrêa Infraestrutura
100%
Camargo
Corrêa Naval
99,9%
Branch Offices
100% Subsidiaries
Miscellaneous
Construções e Comércio
Camargo Corrêa
100%
C a m a r g o C o r r ê a S . A .
structure s i m p l i f i e d
c u r r e n t s t r u c t u r e
Corporate
Camargo Corrêa Construções e Participações
100%
Construções e Comércio
Camargo Corrêa
100%
Camargo Corrêa Infraestrutura
100%
Branch Offices
100% Subsidiaries
Miscellaneous
Branch Colombia
100%
Camargo Corrêa Infra Projetos
100%
Camargo Corrêa Infra Participações
100%
G ov e r n a n ce i n s p i r e d b y c o m p a n i e s t h a t a r e re f e re n ce i n t h e B r a z i l i a n s t o c k e xc h a n g e
Camargo Corrêa Infra System
Board of Directors
Ethics and Conduct
Committee
Governance and Management
Financial Committee
Human Resources Committee
CEO Décio Amaral
Commercial Management
Marcos Dantas
Legal and Integrity
Management Fabio Selhorst
Operations Management
Januário Dolores
Finance and Business
Development Management
Robson Campos Audit and Risk Management Marco Bueno
Organizational Structure
Déc io Amara l
His career includes companies such as Itautec-Philco, Souza Cruz and Vale. He has been working with Camargo Corrêa group since 2011, when he took over the position of CEO of the Naval and Offshore Division.
Chief Executive
Officer
Marco s Dan ta s
More than 30 years of experience in Business Management in the production, business and service areas. Before joining Camargo Corrêa Infra in September 2016, he was in charge of Vale S.A. Manganese business.
Chief
Commercial
Officer
J a nu á r i o Do lo re s
More than 41 years with ABB/ALSTOM/GE, with strong experience in Production, Project and Operations Management. He worked as Principal Director for Latin America with GE Hydro from 2012 to 2017.
Chief
Operations Officer
Robson Campos
He has vast experience as executive in the areas of finance, new business development and energy, oil & gas and naval construction management. He worked as CEO of Wartsila in Brazil from 2010 to 2016.
Chief Finance and
Business Development
Officer
Fab io Se lh o r s t
He has more than 20 years of experience in different areas of Corporate Law, Compliance, Integrity, Corporate and Government Relations, Crisis Management, Risk and Governance in companies such as Metso, Siemens and General Motors.
Chief Legal and
Integrity Officer
Organizational Structure Camargo Corrêa Infra System
C a m a r g o C o r r ê a I n f r a
f i e l d o f o p e r a t i o n :
Brazil and Colombia
a s w e l l a s o t h e r
c o u n t r i e s i n a n
o p p o r t u n i s t i c m a n n e r
En 2015e, la deuda neta incluye multa.
6307
4342
2683 2109
564 411
114
369 386
-469 -591
199
1046
929 726 436
773 819
894
Penalty
1,9
7,2
2,4 0,6 0,4
2,8
-1,9
0,5
9,6
2,3
722 772
409
1123
ne t r e v e nu e ( R $ M M )
e b i t d a ( R $ M M )
ne t l o s s / p r o f i t ( R $ M M )
g r o s s d e b t ( R $ M M )
ne t d e b t / e b i t d a
c a s h ( R $ M M )
2014 2015 2016 2017 2014 2015 2016 2017 2014
2015 2016
2017
2014 2015 2016 2017 2014 2015 2016
2017
2014 2015 2016 2017
1702 1546 1330
M a n a g e m e n t C o n s o l i d a t e d I n d i c a t o r s 1
1 The indicators figures are management data, that is. They take into account: the percentage stakes in engineering and construction companies and revenue from invoices directly issued to our Clients by our main suppliers (relevant materials/assets which are part of the EPCs contracts).
Margin
EBITDA
9% 9% 4% 17%
E n g i n e e r i n g & C o n s t r u c t i o n
En 2015e, la deuda neta incluye multa.
4574
3028
1867 1073
51
141
183
139
CC Infra CCCC
340
290 127 86
773
819 894
Penalty
Bank Debt
-0,2
-10,9
12,2
Penalty
Bank Debt
ne t r e v e nu e ( R $ M M )
e b i t d a ( R $ M M )
ne t l o s s / p r o f i t ( R $ M M )
g r o s s d e b t - C C C C ( R $ M M )
ne t d e b t / e b i t d a - C C C C
c a s h ( R $ M M )
2014 2015 2016 2017 2014 2015 2016 2017
2014 2015 2016 2017
2014 2015 2016
2017
2014 2015 2016 2017
1063 946 980
S t a t u t o r y F i n a n c i a l I n d i c a t o r s 1
1 Audited by independent auditors (Ernst & Young, Deloitte)
4625
3169
2050
1211
250
-536 -542
73
8
27 23 -28
CC Infra CCCC258
-509 -520
46
40
-404 -626
316 19
27 20 -18
CC Infra CCCC
59 -376 -607
298
398 411
224
886 100 100
21
81
CC Infra CCCC
1,28
N/A N/A
498 511
245
967
6% -16% -25% 4% 2014 2015 2016 2017
Margin
EBITDA
E n g i n e e r i n g & C o n s t r u c t i o n
0,6
2,9
2,8
Backlog dec/16
Backlog Increase
Backlog Consuption
Backlog dec/17
CCInfra CCCC
+25% 3,5
b a c k l o g
83%
0,6
2,9
2,8
Backlog dec/16
Backlog Increase
Backlog Consuption
Backlog dec/17
CCInfra CCCC Contracts
amendments/
adjustments
3,5
b a c k l o g
Private sector Transmission Lines
R$ 2,0 billion
R$ 0,5 billion Public sector Urban Mobility / Sanitation
2,2 2,5
0,4
2,9
PM Salvador – BRT Salvador Metrô SP - Morumbi Station SABESP –Billings Program EMTU – Bus Corridor
0,6
2,9
2,8
Backlog dec/16
Backlog Increase
Backlog Consuption
Backlog dec/17
CCInfra CCCC Contracts
amendments/
adjustments
3,5
b a c k l o g
2,2 2,5
0,4
66%
23%
11%
Type of Customer (%)
2,9
International
Public
Domestic
Public
Domestic
Private
i n d u s t r y c h a l l e n g e s C a m a r g o C o r r ê a I n f r a , a n e w c o m p a n y f o r t h e
Agent of changes with focus on the future and fostering competitiveness and excellence along the industry value chain
A new management with proven track record in leading business in our target markets
Technical expertise fully retained
Extensive equipment inventory
Environmental and social responsibility in the surroundings of its projects
Solid financial condition, a key success factor to enable large projects