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Institutional presentation
In action towards the future
of history92 years
Growth strategy:
Expansion, optimizationof assets and acquisitions
The only closed capital company in Latin America to receive and maintain Investment Grade by Standard&Poors, Fitch Ratings and Moody's
2005
2006
2007
Confirmed
BBB
BBB-
Baa3
Obtained
Aug 2009
Sep 2009
May 2009
Investment grade
Recognition
Third best-positioned Brazilian company in the global ranking of the 200 companies with the best reputation2009 - Instituto Reputação
One of the 100 companies from emerging countries which are able to compete with multinationals from rich countries2008 - Boston Consulting Group
Best Family-Owned Company in the World2005 - IMD Business School and Lombard Odier Darier Hentsch Bank
20072008
2009
30.435.0
28.6
Net revenues (R$ billion)
Votorantim GroupConsolidated performance 2009
Capex (R$ billion)
To ensure the growth and sustainability as a large family-owned group, respected and recognized in the community where it operates, focused on the creation of commercial, environmental and social value through:
Ethical values which guide responsible business conduct
Highly competitive businesses
Pursuing creative, innovative solutions for its portfolio
Motivated high-performing people
Votorantim IdentityVision
Solidness Pursuing sustainable
growth and value creation
Always acting responsibly and transparentlyEthics
Respecting people and always being ready to learn
Respect
Entrepreneurship Growing with
audacity, making, innovating, investing
Unit is strenghtUnity
Votorantim Identity Values
Qualities embedded in actions, decisions and relationships with different public groups.
Votorantim Identity Code of Conduct
Guides the organization´s relationship with all public groups
Expresses commitment to ethics in business
Daily tool and reference for commercial partners
Ombudsman analyses and forwards questionson the Code of Conduct
Guarantees the confidentiality of information, preserves the identity of the people involved and ensures that the subject will be treated at the approprate level within the organization
Ombudsman0800 8911729
Votorantim IdentitySustainability principles
To be recognized by society as a socially and environmentally responsible company .
To have sustainability as a strategy, directing governance, management, education, decisions and investments – creating value.
To increase the commercial, social and environmental results consistently, pursuing efficiency and reliability in the operations and bringing them into line with world class standards.
To be recognized as a company which attracts, develops and retains talents to create value and build a fair and inclusive society.
To be committed to the well-being, health and safety of employees, clients and partners.
To make a contribution to the development of the communities in which it operates.
To encourage the cooperation and the participation of employees and interested parties in building partnerships and joint efforts to generate mutual value.
The principles express the Group´s commitment to sustainability. Being sustainable for us means be able to ensure the continuity and growth of the businesses in the long term, motivating the interested parties in advance and incorporating them to the company’s objectives.
Strategic managementOperational excellence
The Votorantim Management System(SGV) performs an important role in integrating the Business Units and the formation of a Unique Group.
Results: Capturing synergies, transferring skills between the companies and the constant pursue of best practices.
Integration: Specialist working teams (themed teams) focused on opportunities which bring benefits to the whole Group.
Unity: Standardizing processes, systems and tools, respecting the specific nature of each business and strengthening the culture of the single Group.
Sustainability: Retaining and sharing knowledge by integrating professionals from the different Business Units.
Integrated actions to promote, sustain and accelerate the development of employees and, at the same time, encourage the desired business culture. These are brought together in the Votorantim Development System (SDV)
Strategic management Developing people
Alert Movement and Golden Rules: initiatives to make workers aware of safety and information to encourage working under nonnegotiable security standards
Academy of Excellence: initiative to develop leadershipand improve technical skills, with 3,600 participations in 2009
Leadership CenterMineral and Metallurgy School Maintenance SchoolSafety School (2010)
Movement: organizes and encourages the mobility of professionals
Cement
One of the 10 largest cement plants in the world
Products: Cement, concrete, aggregates, mortar, lime and agricultural lime
Brands:Votoran, Itaú, Poty, Tocantins, Aratu,Votomassa, Matrix, Engemix, St. Mary’s, Suwannee, CBM, Prairie and Prestige
Market: Basic construction material
Employees: 11,700US / Canada
Brazil
Among the companies with the lowest production cost in the segment
Industrial operations in 9 countries: Brazil, Bolivia, United States, Canada, Chile, Argentina, Uruguay, Paraguay and Portugal
20072008
2009
18.1 20.8 20.7
4.7 4.2 3.5
22.8 25.024.2
Volume (million)
Votorantim Cimentos is a pioneer in burning and destroying waste (tires, contaminated soil etc.) in cement kilns in Brazil and has one of the lowest rate in the world for issue per ton of the product in the sector.
Economic performance
Cement
Brazil: 40 production units and 90 concrete centers
Bolivia: 1 plant (Itacamba Crushing)
North America: 6 cement plants, 32 aggregates and 115 concrete centers
Chile: 1 equity stake
Argentina: 1 equity stake
Uruguay: 1 equity stake
Paraguay: 1 equity stake
Portugal: 1 equity stake
Cement: 36 million t/year
Concrete: 12 million m3/year
Aggregate: 29 million t/year
Production units
Production capacity
USA
Expansion projects
Existing plants
Reactivated plants
ConcreteGreenfieldsBlocks
Aggregates
International expansionNew cement crushing (Sepetiba-RJ) New cement plant (Vidal Ramos-SC) – 2010Increase efficiencies to maintain low production costs
In Action for the future
Cement
20072008
2009
0.7
1.3
0.7
20072008
2009
4.1 5.75.8
1.52.0
1.65.6
7.47.7
Net revenues (R$ billion)
US/CanadaBrazil
Capex (R$ billion)
Xambioá - Tocantins
Cement plant – increasing by 750,000 tons of cement by year
95 direct 200 indirect
November 2009
Votorantim Cimentos
InvestmentsMain projects in 2009
Project location
Description and increased capacity
Jobs
Start-up
Kiln Nobres - MT
Pozolana kiln and cement crushing –increased by 300,000 tons of pozolana a year
12 direct 488 indirect
July 2009
Votorantim CimentosProject location
Description and increased capacity
Jobs
Start-up
InvestmentsMain projects in 2009
Kiln pozolana and CrushingPorto Velho - RO
Pozolana kiln and cement crushing – increased by 370,000 tons of cement a year
58 direct 192 indirect
August 2009
Votorantim CimentosProject location
Description and increased capacity
Jobs
Start-up
InvestmentsMain projects in 2009
POTY PAULISTA
XAMBIOÁ
PORTO VELHO
BARCARENA
SEPETIBA
VIDAL RAMOSIMBITUBA
SALTO
BARAÚNA
Unidades de8 New Plants in Brazil up 2013
35 Plants
NOBRES
CORUMBÁ
SOBRADINHO
PINHEIRO MACHADOESTEIO
ITAJAÍ
RIO BRANCO DO SULSALTO DE PIRAPORA
CUBATÃO
VOTORANTIM VOLTA REDONDA
CANTAGALO
ITAÚ DE MINAS
LARANJEIRAS
SOBRAL
RIBEIRÃO GRANDE
MARANHÃO
PARÁ
MATO GROSSO
PARANÁ
GOIÁS
BAHIA
CEARÁ
CUIABÁ
New Projects:
Paraná - 2 million t/yearGoias- 2 million t/yearMato Grosso- 1,2 million t/yearBahia- 1,2 million t/yearCeará- 750 thousand t/yearMaranhão- 750 thousand t/yearPará (2 plants)- 1,950 million t/year
Social performanceInstituto Votorantim
Results
Guides and oversees external social investments and the companies’ relationship with the community
Encourages principles and good sustainability practices
Encourages debate and the practices of Corporate Social Responsibility in the Business Units
Grades and organizes the public groups
Monitors actions and communication
Focus of attention: young people aged 15 to 29
522,000 young beneficiaries
216 municipalities throughout Brazil
148 projects supported
External social investment(R$ million)
20072008
2009
44.8
47.1
49.4
Routes: suggest paths for the future, offering young people opportunities in the fields of Education, Work, Culture and Sport
38 projects and 11,200 children and adolescents served
Creation of 4 business plans and 11 career plans: approval of 14
VIA - Votorantim Infancy and Adolescence: Passes on Income Tax resources to the Funds for the Rights of the Child and Adolescent to strengthen the civil rights and protection network for young people
Generation Attitude: Technical and financial resources to encourage outstanding talents in various projects
Social performanceInstituto Votorantim
Education Route
Raising schooling for the continuous development and combating pupils falling behind in their classes and leaving school
Highlight: Votorantim Partnership for Education: 93 municipalities
Work Route
Access to and qualified insertion in the job market
Highlight : Future in Our Hands
Culture Route
Expanding access to artistic experiences in all areas and supporting local projects
Highlight : Votorantim Cultural Democratization Program
Sport Route
Activities with an educational focus and improving infrastructure
Highlight : Volleyball Friends(FD)
16 projects13,000 young people
45 projects 491,000 beneficiaries
4 projects3,400 young people
40 projects 2,700 young people
Social performanceInstituto Votorantim
Environmental performanceCommitment to reducing impacts
Operations directed by the conceptsof Clean Production and Ecoefficiency:
Lower use of natural resources
Greater recycling in the production chain
Protecting biodiversity
Investment of R$ 237 million in 2009, 53% of which on encouraging environmental preservation initiatives
Cleaning up pollution
Environmental education
Managing resources
Managing waste
Preservation
Reforestation
23%
1%
14%
6%53%
3%
Environmental investment (R$ million)
Distribution of investments
20072008
2009
192.4
302.0
236.8
Founder member of GHG Protocol which has been measuring emissions since 2005
Sale of 61,500 tCO2eq carbon referring to projects based on the Clean Development Mechanism (MDL)
Fibria was the first Brazilian company from the pulp and paper segment to receive Carbon Footprint certification in all the production stages in Jacareí (SP)
Votorantim Cimentos has one of the lowest rate in the world for issue per ton of the product in the sector.
Energy Efficiency Program led to savings of 5,800 TJoules in 3 years, equivalent to 3.8% of consumption in 2009.
Biomass has replaced non-renewable sources which have a high potential for emissions
Atmospheric emissions
Production capacity
Environmental performanceManagement of impacts
Fibria is the world reference in terms of low consumption (30.9 m3 per dry ton of pulp)
Water
Environmental performanceResponsible growth
Cimentos: the company is a pioneer in burning and destroying waste (tires, contaminated soil etc.) in cement kilns in Brazil.
Co-processing
Environmental education programs for internal and external public groups
The Environmental Nursery Center and Environmental Educations Centers
Environmental educationtal
Creation of a green belt in the Resende Steel Plant(RJ), with the planting of 250,000 seedlings of native species
Restoration of the river bank forests in the Barra Mansa (RJ) plant, with the planting of 18,000 seedlings of more than 70 native species.
Biodiversity
Our CO2 emission reduction strategy includes :
Investment in research and development in order to be able to increase cimenticious (reducing use of clinker) without changing and even improving the performance of our product.
Invest in technologies that improve thermal efficiency and prioritize use of more energy efficient kilns.
Optimize our energy matrix, using more biomass and industrial waste with lower emission factors (kg CO2/Kcal).
Optimize the efficiency of the existent small hydroelectric plants
New small hydroelectric plants
VC CO2 Policy and Reduction targets
History of Technical Evolution in Votorantim Cimentos
1970 – Installation of the first 4 stage kiln in Brazil (2000 ton/day Santa Helena)
1975 – Installation of the biggest kiln in Brazil (3500 ton/day Santa Helena)
One of the first Brazilian companies to ban wet kilns and now does not have any wet kilns in its operations (Brazil, USA and Canada).
Significant CO2 Reduction Data from Porto Velho plant:
Production: 750.000 tons of cement
Start up: 1st half of august - 2009
800657 627 597
400
CASE PORTO VELHOkg CO2 / ton cement
Case Porto Velho
Reduction of50% of CO2 emissions!!
Estimative ofconventional
plant
Emission of CSI companies
Emission of VC Global
Emission of VC Brazil
Emission ofPorto Velho
plant
Examples from Votorantim Cimentos- Hot disc
Capacity: 1.500 t/month
Capacity: 3.400 t/month
Capacity: 7.500 t/month
Capacity 3.000 t/month
Use of waste fuel in Rio Branco
Capacity: 2.880 t/month
Capacity: 3.500 t/month
Solids (SPL and iron waste)
Capacity: 7.000 t/month
Shreded Tires
Whole Tires
Petroleum Sludgesand other Sludge
SPL
CSS 10 _ Prepared solidSubstituion Fuel
Liquids andSolvents
Capacity: 3.500 t/month
Capacity: 2.880 t/month
Capacity: 3.000 t/monthCapacity: 100 t/month
Capacity: 1.000 t/month
Capacity: 1.000 t/month
Petroleum Sludge andother Sludge s
CSS 40
Alternative Raw Material
Rubber Bags
Tires
SPL
Use of waste fuels in Itaú de Minas
Alternative Fuels – Conolidated VC Brazil
Use of alternative fuels in all plants.
Go from current 350,000 t/year to 1,000,000 in 3 years.
Some figures from Brazil 2009:
950,000 t/year (withoutbiomass)- VC aprox. 40%
Alternative raw material: 29%
Alternative fuel: 52%
Tyres: 19%- VC aprox. 80%
1,6%3,6%
15,5%17,1%
20,1%
15,9%
0%
5%
10%
15%
20%
25%
1990 2000 2005 2006 2007 2008
% T
herm
al s
ubst
itutio
n
Rate of thermal energy substitution for waste and biomass (VC Global- Brazil, USA and Canada)
Increase of 88% in substitution for alternative fuels!!
82,0%
76,3%
68,5%
70,7%
73,6%72,1%
60%
65%
70%
75%
80%
85%
1990 2000 2005 2006 2007 2008
% o
f clin
ker i
n ce
men
t
Clinker/ Cement Factor (%) (VC Global- Brazil, USA and Canada)
Reduction of11% in clinker/cementfactor
4.448
3.4173.757 3.806
3.467 3.520
0
1.000
2.000
3.000
4.000
5.000
1990 2000 2005 2006 2007 2008
MJ/
ton
clin
ker
Specific heat consumption in clinker production(VC Global- Brazil, USA and Canada)
Reduction of21% in thermalconsumption!!!
736
653
602
624 625 622
736
649
584601 597 603
-25
-20
-15
-10
-5
0
500
550
600
650
700
750
1990 2000 2005 2006 2007 2008
kg o
f CO
2/ to
n ce
men
titio
usSpecific CO2 Emission
Gross Net Reduction
Red
uctio
n (%
)
VC CO2 Emissions Inventory(VC Global- Brazil, USA and Canada)
Reduction of18% of CO2 emissions
CDM Project - Cubatão
Registration date: December 28th 2006
Summary: The project consists in replacing fuel oil with natural gas in the blast furnace slag drier at Votorantim Cimentos, in the plant of Cubatão - SP, contributing to mitigation emission of greenhouse gases.
Approved methodology: AMS.III-B – Substitution of Fossil Fuels
Volume of CO2 equivalent reduced: 14,518 ton
Crediting period: 2004 to 2010
CDM Project – Pedra do Cavalo
Registration date: December 31st 2006
Summary: The project consists in building electrical substations and in manufacturing and installing turbines and generators for a hydroelectric generation center built on a reservoir, whose main objective was supplying water to the city of Salvador.
Approved Methodology: ACM0002 - “Consolidated baseline methodology for generation of electricity from renewable sources linked to the main grid” – Version 6 of May 19th 2006
Volume of CO2 equivalent reduced: 416.395 ton
Crediting period: 2005 to 2011
In 2005, Votorantim Cimentos was awarded the CNI Prize in the
Environmental category.
Project: Co-processing of tires in Rio Branco
In 2008 Votorantim Cimentos was awarded the“Best Carbon Management” by Época magazine
Climate Change Prize
In 2009 Votorantim Cimentos was awardedas a “Leader Company in Climate Policy" by
Época magazine
Project: Porto Velho
Company Contact Data
Patrícia Monteiro Montenegro
Manager for Environment and Co-processing
E-mail: [email protected]
Site Votorantim Cimentos:
www.votorantimcimentos.com.br
Towards a Sustainable Cement Industry !