SUSTAINABILITY REPORT SÃO PAULO METRO
The Sustainability Report for the São Paulo Metro 2016 can be accessed through the link: www.metro.sp.gov.br/en/pdf/sustainability-report-2016.pdf
Opinions, information and suggestions on the sustainability report can be submitted at: www.metro.sp.gov.br/fale-conosco/registro-manifestacao.aspx GERALDO ALCKMIN Governor of the State of Sao Paulo
CLODOALDO PELISSIONI Secretary of Metropolitan Transportation
PAULO MENEZES FIGUEIREDO Chief Executive Officer of Companhia do Metropolitano de São Paulo
ALFREDO FALCHI NETO Director of Corporate Affairs
PAULO SÉRGIO AMALFI MECA Director of Engineering and Construction
JOSÉ CARLOS BAPTISTA DO NASCIMENTO Director of Finance
MILTON GIOIA JÚNIOR Director of Operations The Sustainability Report for the ALBERTO EPIFANI São Paulo Metro 2016 presents the Director of Planning and Expansion economic, environmental and social of Metropolitan Transportation results of management in the expansion and operation of the metro network, which are in line with Strategic Planning and the stakeholders’ demands. GRI G4-3 COMPANHIA DO METROPOLITANO This edition followed the DE SÃO PAULO www.metro.sp.gov.br essential guidelines established by the Global Reporting Initiative,
GRI G4-34, G4-38 version 4 (GRI G4). ADMINISTRATIVE COUNCIL The report does not include data from Chairman Line 4-Yellow, operated by ViaQuatro; of Clodoaldo Pelissioni bus transport services integrated to the São Paulo Metro; and third parties and Members suppliers. Contact for suggestions or Alberto Goldman information regarding the sustainability Almino Monteiro Álvares Affonso report can be made by the website Francisco das Chagas Francilino www.metro.sp.gov.br, with the Marcos Antônio de Albuquerque submission of your manifestation in the Paulo Menezes Figueiredo “Fale Conosco” (“Contact Us”) section. Ruy Martins Altenfelder Silva
SUPERVISORY BOARD
Effective Members Amauri Gavião Almeida Marques da Silva Roberto Kazushi Tamura Rogério Ceron de Oliveira Rubens Peruzin
Alternate Members Energita Alves Moreira dos Santos Fabio Alonso Marco Antonio Marques de Oliveira Marildo Manoel do Nascimento www.metro.sp.gov.br/metro/institucional/diretoria.aspx COMPANHIA DO METROPOLITANO DE SÃO PAULO Responsible for the planning of the metropolitan passenger transportation network of the Metropolitan Region of Sao Paulo, for the design of projects for the implementation of metro and monorail lines, for the operation and maintenance of lines 1-Blue, 2-Green, 3-Red, 5-Lilac and 15-Silver.
COMPANHIA PAULISTA DE TRENS METROPOLITANOS Responsible for the implementation, operation and maintenance of lines 7-Ruby, 8-Diamond, 9-Emerald, 10-Turquoise, 11-Coral-East Express and 12-Sapphire of the rail system.
EMPRESA METROPOLITANA DE TRANSPORTES URBANOS DE SÃO PAULO Responsible for planning, inspection and control of the bus system in metropolitan areas.
ESTRADA DE FERRO CAMPOS DO JORDÃO EFCJ Responsible for the operation and maintenance of rail services (Trem da Serra, Bonde Turístico and Maria-Fumaça) and the cable car in Campos do Jordão.
LINE 4-YELLOW CONCESSIONAIRE Responsible for the operation and maintenance of Line 4-Yellow of the metro network.
LINE 6-ORANGE CONCESSIONAIRE Responsible for the operation and maintenance of Line 6-Orange of the metro network. SUMMARY
8 MESSAGE FROM THE CEO
10 ABOUT THE REPORT
11 SCOPE
11 MATERIALITY
12 PUBLICS OF INTEREST
14 CIA. DO METROPOLITANO DE SÃO PAULO
15 PROFILE
15 MISSION
15 VISION
16 VALUES
17 STRATEGIC MAP 18 2017 STRATEGIC BUSINESS PLAN
20 BUSINESS
21 EXPANSION OF THE METRO NETWORK
21 INTEGRATION OF THE INTEGRATED PLAN FOR URBAN TRANSPORT (PITU) WITH THE TRANSPORT PLANNING OF THE METROPOLITAN REGION OF SAO PAULO
23 BIM INNOVATION
23 EXPANDING ENTERPRISES – 2016
27 LINES IN PUBLIC-PRIVATE PARTNERSHIP
28 MAP OF METROPOLITAN TRANSPORT – FUTURE NETWORK OF THE SÃO PAULO METRO
30 OPERATION OF THE METRO NETWORK
32 MAP OF METROPOLITAN TRANSPORT – NETWORK IN OPERATION
38 METRO NETWORK – INDICATORS AND RESULTS 42 ECONOMIC AND FINANCIAL 78 COMMUNITY / SOCIETY
43 FARE POLICY 79 MANAGEMENT OF SOCIAL IMPACTS OF THE NETWORK
44 RESOURCES 82 COMMUNICATION WITH PATRONS AND CITIZENS
45 COST OPTIMIZATION 82 MANIFESTATIONS
45 ECONOMIC AND FINANCIAL RESULT 88 CITIZEN INFORMATION SERVICE (SIC)
47 FINANCIAL RESOURCES 2015/2016 88 RELATIONSHIP WITH THE TECHNICAL COMMUNITY
54 COMMERCIAL EXPLORATION BUSINESS 90 RELATIONSHIP WITH THE PRESS
55 SOCIAL BALANCE 91 SUPPLIERS AND SERVICE PROVIDERS
58 GOVERNANCE 92 EMPLOYEES
60 CORPORATE QUALITY MANAGEMENT 96 STRUCTURE OF POSITIONS AND WAGES
61 RISK MANAGEMENT 98 VOLUNTARY RESIGNATION PROGRAM
62 REVIEW OF THE ORGANIZATIONAL STRUCTURE 99 KNOWLEDGE MANAGEMENT
63 INTEGRATED MANAGEMENT 102 LEADERSHIP DEVELOPMENT SOLUTION – SAP 103 DIVERSITY AND EQUAL OPPORTUNITIES 64 CERTIFIED MANAGEMENT SYSTEMS
65 ENGAGEMENT OF PUBLICS OF INTEREST 108 ENVIRONMENT
109 MANAGEMENT OF ENVIRONMENTAL IMPACTS IN EXPANSION AND OPERATION 66 PATRONS 110 WATER 67 QUALITY OF SERVICE AND PASSENGER TRIP EXPERIENCE 112 WASTE
70 COMMUNICATION WITH PATRONS 114 ENERGY
71 CAMPAIGNS 115 CLIMATE CHANGES
76 CULTURE AND SOCIAL CAMPAIGNS 118 GRI 4 INDEX
THE GRI INDICATORS INCLUDED IN GRI PROFILE PR PRODUCT THE REPORT ARE SHOWN IN DIFFERENT ACRONYMS, ACCORDING TO THE ASPECT EC ECONOMIC LA LABOR TO WHICH THEY REFER: EN ENVIRONMENTAL HR HUMAN RESOURCES
SO SOCIETY MESSAGE FROM THE CEO G4-1 2016 The year 2016 was marked by the commitment For the metropolitan transportation of the Companhia do Metropolitano de São planning, the company completed several Paulo to maintain the company’s economic and steps to initiate the Origin Destination Survey, financial balance and ensure the quality of the in 2017. This survey, which covers more than transportation service and user satisfaction. 100,000 interviews, is the most important input to shape the future network. There will With the budget constraint arising from the be a survey of the daily trips made within the economic crisis in the country, the Company limits of the Sao Paulo Metropolitan Region reviewed management processes aimed at and on highways, airports and terminals optimizing resource usage, reducing expenses, that provide access to the region. revising contracts and improving contracting and bidding processes. The Social Balance, which evaluates the social, environmental and operational The Metro ended the year maintaining the impacts of the Metro network on the mark of more than one billion passengers metropolis of São Paulo, indicated that transported. The average travel demand the existence of the service represented on weekdays was 3.7 million passengers, savings in the order of R$13 billion for 2.4% lower than in 2016, reflecting the society, in 2016, mainly with the time strong impact of the crisis on the reduction per trip. Brazilian economy. This was also an year of achievements. In the expansion of the network, we We were elected for the second year in followed the implementation of new lines a row, the best public transport service in and the development of studies and Sao Paulo, according to a survey conducted by prospections for the planning, projecting, Instituto Datafolha. Undoubtedly, this was the designing and proposal of other branches. result of the dedication and effort from the The processes for the implementation of staff of the São Paulo Metro, without whom, lines/stretches suspended in 2015 were this recognition would not be possible. also reviewed and resumed. Thus, we’re showing that our goal With funds totaling R$2.13 billion from is a continuous work in sync with the the State Treasury and sources of financing, population’s wishes regarding urban we have advanced the extension of the Line mobility and the direction of the Brazilian 15-Silver and the expansion of Line 5-Lilac, in economic scenario. We will carry on with new stations are expected to be delivered by the strategic actions for the expansion the second half of 2017: the first three will be and operation, and make the Metro Alto da Boa Vista, Borba Gato and Brooklin an increasingly sustainable company. stations followed by Eucaliptos, Moema, AACD-Servidor, Hospital São Paulo, Santa Cruz and Chácara Klabin. Completion works of Line 4-Yellow and the monorail of Line 17-Gold, halted in 2015, were resumed.
PAULO MENEZES FIGUEIREDO CEO SUSTAINABILITY REPORT ABOUT THE REPORT SAO PAULO METRO | 2016
ABOUT THE REPORT GRI G4-2, G4-18, G4-19, G4-20, G4-24, G4-25, G4-26, G4-27
SCOPE
MATERIALITY
PUBLICS OF INTEREST
10 SUSTAINABILITY REPORT ABOUT THE REPORT SAO PAULO METRO | 2016
The Sustainability Report for the São Paulo Metro presents the results of the expansion and operation of the metro network obtained in the year 2016, according to the parameters established by the Global Reporting Initiative - GRI, version 4, for reporting on sustainability management.
The report in this issue followed the structure of the themes of the management report of the year 2015, as it is aligned with the current stage of Strategic Planning and the critical issues prioritized by the management to meet stakeholders’ demands.
SCOPE
All the data and information related to the management of the São Paulo Metro range from January 1st to December 31st, 2016. The data refer to the company’s performance in the metropolitan transport sector as responsible for the expansion and operation of the subway network. Third party data as well as suppliers involved in the company’s activities and in the expansion works are not included, neither is the information from Line 4-Yellow, which is operated by the concessionaire company.
MATERIALITY
The relevant and strategic themes for the sustainability report defined in 2015 were kept for the analysis of the results of the company’s management in relation to its stakeholders’ demands.
It was taken under consideration:
. Guidelines for the reporting of sustainability defined by the Global Reporting Initiative, version GRI4;
. Strategic Map and Strategic Planning (2014/2020 horizon);
. Sustainability Context and stakeholder manifestations (registered in the company’s various communication channels and the mainstream media in general).
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PUBLICS OF INTEREST
Ten publics were identified that are impacted and influence the operation and expansion of the metro network. We have also identified the publics for which the company is responsible to meet their demands, those that have proximity or interest by the business and the publics that represent associations, groups or categories associated to the business. They are:
Government (shareholders), funding agencies, citizens, patrons, employees (active, dismissed and retired), community (expropriated, surrounding INFLUENCE community, merchants, schools, hospitals and family of employees), suppliers, concessionaires, other transport operators and the press.
Government (shareholders), Administrative Council, RESPONSIBILITY Government (regulatory bodies), funding agencies, suppliers and concessionaires.
Sectors: constructive, transportation, subway, PROXIMITY advertising, communication and marketing, real estate, commerce and services, technology and public agencies.
Unions, associations, CoMET, Alamys, civil organizations, REPRESENTATIVITY press, certifying bodies.
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Sumaré Station
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COMPANHIA DO METROPOLITANO DE SÃO PAULO GRI G4-2, G4-4, G4-8, G4-9, G4-10, G4-56
PROFILE
MISSION
VISION
VALUES
STRATEGIC MAP
BUSINESS PLAN 2017
14 SUSTAINABILITY REPORT COMPANHIA DO METROPOLITANO DE SAO PAULO SAO PAULO METRO | 2016
PROFILE
The Companhia do Metropolitano de São Paulo is a company incorporated under the form of mixed-capital company and has the Government of the State of São Paulo as its majority shareholder. On December 31st, 2016, the share of the State Treasury was 96.21%, the share of the São Paulo City Hall was 3.80% and the share of other stakeholders (BNDES-PAR, other companies, banks, individuals) was 0.05%. The Subscribed and Paid-Up Capital is R$33,592,881,233.63, split into common, single class shares, registered and without par value. In 2016, no share change was made.
The company is responsible for the operation, expansion of the subway network and the metropolitan passenger transport planning in the Metropolitan Region of São Paulo, according to the government guidelines under the management of the Secretariat of Metropolitan Transport of the State of São Paulo – STM.
The São Paulo Metro counts with 9,254 employees, registered under the Consolidation of Labor Laws – CLT. The activities of services such as cleaning, garden maintenance, surveillance, transportation of materials, transportation of employees to service, as well as those that comprise specialized services in the areas of design and construction, are performed by contractors.
MISSION
Provide quality and cordial public transportation through a network that goes further to bring people closer.
VISION: GO BY METRO
We want to continue being the preferred transport option in the Metropolitan Region of São Paulo, offering quality services and increasingly attentive to the citizens’ needs. It is with promptness; cordiality and respect that we will make the passenger trip an even more pleasant experience.
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VALUES
SPEED INNOVATION Provide patrons with Continuously improve practices, the fastest option to move aiming to increase the satisfaction between different modes. of our relationship public.
RELIABILITY SUSTAINABILITY Provide patrons with passenger trips Operate and expand the network with a high degree of predictability. with respect to the quality of life, the environment and social aspects, maintaining the economic viability SAVINGS of the company. Provide quality public transport at the lowest possible cost to the population. MOBILITY Provide the public with a metro network in the Metropolitan Region of São Paulo, SAFETY with accessibility, availability, utility and Seek to provide patrons with intermodal transfer. services and facilities that ensure adequate physical, occupational and operational safety. TRANSPARENCY Be fair and clear in our actions, communicating and disseminating information that meets the needs of all those who need it.
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In 2014, the São Paulo Metro defined the Strategic Map and the Plan of Action to meet the long-term strategies for the 2014/2020 horizon.
CHART STRATEGIC MAP
BEING THE PREFERRED TRANSPORT OPTION IN
THE METROPOLITAN REGION OF SÃO PAULO
SOCIETY ECONOMICAL AND FINANCIAL
Offering a quality and cordial public transport Ensure the financial autonomy
through a network that goes further to bring of the São Paulo Metro. people closer/that is closing the gap to take people even further. RESULTS GO BY METRO Speed / Reliability / Savings / Non-fare revenue / Safety / Innovation / Sustainability / Fare equilibrium / Mobility / Transparency Cost optimization
To relate Have a medium Have an agile, Have macro Have a to the publics and long-term assertive and processes knowledge of interest in business plan secure decision- integrated and management order to achieve integrated with making process. continuously process that the company other instances improved. permeates ROCESSES
INTERNAL results. of the State. the entire P organization.
Have the skills Keep the Have “good Promote the required by the organization practices” cultural change organization up to date in people, required by the
available. and integrated knowledge strategy and with the new and business promote a healthy information management. organizational and operating climate. technologies. GROWTH LEARNING AND AND LEARNING
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2017 BUSINESS PLAN
The 2017 Business Plan and the long-term strategy were prepared based on the 2017 Budget and the 2017-2025 Multi-Year Plan. In the definition of commitments, it was considered the current scenario of budget constraint due to the economic, political and social situation of the country and sate and possible commitments to compliance with the Plan.
Prioritized strategic commitments and actions will be presented through the course of this report.
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Monorail in Line 15-Silver
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BUSINESS GRI G4-DMA-EC
EXPANSION OF THE METRO NETWORK
INTEGRATION OF THE INTEGRATED PLAN FOR URBAN TRANSPORTATION (PITU) WITH THE TRANSPORT PLANNING OF THE METROPOLITAN REGION OF SÃO PAULO
BIM INNOVATION
EXPANDING ENTERPRISES – 2016
LINES IN PUBLIC-PRIVATE PARTNERSHIP
MAP OF METROPOLITAN TRANSPORT – FUTURE NETWORK OF THE SÃO PAULO METRO
OPERATION OF THE METROWAY NETWORK
MAP OF METROPOLITAN TRANSPORT – NETWORK IN OPERATION
METRO NETWORK – INDICATORS AND RESULTS
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EXPANSION OF THE METRO NETWORK The Companhia do Metropolitano de São Paulo is responsible for the planning of metropolitan passenger transport in the Metropolitan Region of São Paulo (RMSP) and for designing the engineering, architecture and systems projects for the implementation of metro and monorail lines.
The São Paulo Metro elaborates studies and analyzes alternatives of future networks of the system, in time horizons of over a decade and reviews them whenever there is new factual data that requires evaluation of the aforementioned studies.
In 2016, these studies focused on the functions of prospecting the line volume and projection of the metro grid linking them with the economic and financial evaluation, aiming to focus efforts on the production of basic architecture, civil engineering and systems projects. In addition, sustainability management and the environmental viability of ventures were analyzed.
INTEGRATION OF THE INTEGRATED PLAN FOR URBAN TRANSPORTATION (PITU) WITH THE TRANSPORT PLANNING OF THE METROPOLITAN REGION OF SÃO PAULO
STRATEGIC PRIORITIZED RESOURCES ISSUE ACTION
Intermodal . Consolidate the planning of the Resources to carry out transfer of PITU metropolitan transportation the Destination Origin with Transport intermodal network to guide Survey come from the Planning in the the investments of the State Government of the Metropolitan Government of São Paulo in the State of São Paulo and Region of short, medium and long term. from the International São Paulo. . Define scenarios and their Bank for Reconstruction respective line volume simulations and Development for the 2016/2019 Multi-Year Plan. (IBRD). . Finalize and publish the 2017 Destination Origin Survey.
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The PITU is a reference for the strategic planning of transports and for the definition of investments in the metropolis. Periodically, the databases that constitute the plan are revised, incorporating the social and economical transformations in the metropolis over time and adjusting the projections to current reality.
The elaboration of a new version of the Integrated Urban Transport Plan (PITU), under the responsibility of the State Secretariat of Metropolitan Transports – STM, with the horizon of 2040, involves, among other activities, the accomplishment of the Origin and Destination Survey.
In 2017, a new edition of the Origin and Destination Survey will be held by the São Paulo Metro to bring an updated picture of mobility in the Metropolitan Region of São Paulo (RMSP), a strategic input for defining the future vision of the metropolis. The analysis of socioeconomic conditions and indicators of the dynamics of citizens' activities and the evaluation of sector policy guidelines, such as health and education, will guide the final definition of the transport plan.
In order to guarantee its accomplishment, the Metro carried out and concluded several stages of the research planning and contracting of the services, such as:
. Defining the research area by splitting it in 517 zones to help out mining the collected data (OD Zones);
. Defining the sampling plans regarding the in-home survey which covers more than 100 thousand interviews.
. Contracting suppliers to development the data processing and hosting system for the georeferencing and the field work pilot test.
. Contracting companies for: field survey and tabulation of the results of the Cordon Count (in the metropolitan region) and Home Interview Survey; the communication and control of the research, the survey of the field and the accomplishment of studies of technological innovations for future researches of the same nature.
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BIM INNOVATION
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES Conduct the use of BIM Own (Building Information Modeling) resources. in the São Paulo Metro, in the processes related to the
construction and management of real estate assets.
The purpose of the InovAçãoBIM project is to conduct the use of the BIM (Building Information Modeling) process in the development of functional, basic and executive projects, as well as in the stages of implementation of works, operation and maintenance of metro buildings, besides the administrative support activities to the development of these activities. The project foresees the inclusion of several areas that will be key to adapt the processes of design and implementation of Metro’s projects to the most advanced methodologies adopted worldwide.
EXPANDING ENTERPRISES – 2016
In 2016 we proceeded our studies, surveys,planning prospects, design, proposal of new lines and projects, focusing on the network expansion. The processes for the implementation of lines/stretches suspended in 2015 were reviewed and resumed.
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Expansion Implement the Resources from ventures. expansion works (lines 2, 4, Government of the 5, 15 and 17). State of São Paulo and from funding agencies.
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LINE/STRETCH IN IMPLANTATION:
. Line 4-Yellow, in the section of Luz-Vila Sônia (Phase II), Line 5-Lilac, in the stretch Adolfo Pinheiro-Chácara Klabin, Line 15-Silver, in the stretch Oratório-Iguatemi or in the stretch Oratório-São Mateus and Line 17-Gold, in the stretch Congonhas-Morumbi CPTM.
The works foreseen in Phase II of Line 4-Yellow were resumed with the signing of a new contract, on 07/07/2016, with the Consortium TC Line 4-Yellow. The forecast is to complete the Higienópolis-Mackenzie Station and Oscar Freire Station in 2017, São Paulo- Morumbi Station in 2018, Blocks A, B/m and F of Vila Sônia Yard in 2019 and Vila Sônia Station and its extension in 2020. The works for the execution of public toilets in Butantã, Pinheiros, Faria Lima and Paulista stations were completed; now there are pending issues in República and Luz stations.
Works on the expansion of Line 5-Lilac continued to reach the operational goals of the first stretch (Alto da Boa Vista Station, Borba Gato Station and Brooklin Station), including the partial operation of the Guido Caloi Yard, and the inauguration of the second stretch (Eucaliptos Station, Moema Station, AACD/Servidor Station, Hospital São Paulo Station, Santa Cruz Station and Chácara Klabin Station), including the total operation of the Guido Caloi Yard in 2017. Works at Campo Belo Station were also continued whose operation goal is 2018. LINE/STRETCH WITH AMENDED IMPLANTATION PRIORITIZATION:
. Line 2-Green, Vila Prudente-Dutra stretch: although expansion activities were suspended in September 2015, the expropriation process of 279 real estate properties previously discontinued was resumed, of which 62 were demolished. The resources to continue the implementation have not yet been contemplated; Line 6-Orange, Brasilândia-São Joaquim stretch: Movistar Sao Paulo concessionaire, responsible for the implementation, operation and maintenance of the line, suspended construction work in September 2016 due to difficulties in contracting long-term financing. The consortium has been negotiating deadline with the Government of São Paulo. LINE/STRETCH WITH BASIC PROJECT COMPLETED OR CONTRACTED:
. Electrical, auxiliary and telecommunications systems of Line 4-Yellow, Vila Sônia-Taboão da Serra stretch (Phase III); New tunnel linking the Consolação (Line 2-Green) and Paulista (Line 4-Yellow) stations; Iguatemi Station and primary station, Line 15-Silver; Urban requalification with Line 15-Silver, Oratório-São Mateus and São Mateus-Iguatemi stretch; Emergency Power Plants, which will supply the electric power necessary to drive trains of lines 15-Silver and 17-Gold, in the case of a power blackout; Digital Radio System for mobile communication between trains, stations and other dependencies of Line 15-Silver; Administrative Headquarters of the
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Parque do Carmo and Centro de Educação Ambiental Tabor for the Secretaria Municipal do Verde, meeting the requirements of the Environmental License for the Installation of Line 15-Silver.
Project of Iguatemi Station of Line 15-Silver
Urban Requalification project with bicycle route of Line 15-Silver
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EXECUTIVE PROJECT FINALIZED OR CONTRACTED:
. Main Ventilation System and Electrical and Auxiliary Power Systems, including the Tamanduateí Yard of the Sacomã-Vila Prudente stretch of Line 2-Green; Continuity to the project analysis and laboratorial homologation of the superstructure of the permanent line of Line 5-Lilac, of the Adolfo Pinheiro-Chácara Klabin stretch.
STUDIES/GUIDELINE PROJECT OR FUNCTIONAL PROJECT:
. Preliminary study of minimum extension, after the Vila Prudent Station of Line 2-Green, for train shunting; Feasibility study for integration of Line 2-Green and Line 18-Bronze at the Tamanduateí Station; Study of the new civil and architectural design of the Anália Franco Station, Line 2-Green, independent of the integration with Line 6-Orange; Preliminary study of alternative layout and repositioning of the stations of Line 4-Yellow, Vila Sônia/Taboão da Serra stretch (Phase 3); Design study of the stations Comendador Santana and M’Boi Mirim of Line 5-Lilac, Capão Redondo/Jardim Ângela stretch; Preliminary study for the integration of Line 1-Blue and Line 6-Orange at São Joaquim Station.
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LINES IN PUBLIC-PRIVATE PARTNERSHIP
. Line 4-Yellow, Luz-Vila Sônia stretch; Line 6-Orange, Brasilândia-São Joaquim stretch and Line 18-Bronze, Tamanduateí (São Paulo)-Djalma Dutra (São Bernardo do Campo) stretch.
In the Public-Private Partnerships signed by the Government of the State of São Paulo, the Metro prepares the studies for the layout of the lines and provides technical subsidies for the development of the bidding processes under the responsibility of the Metropolitan Transport Secretariat of the State of São Paulo – STM.
The relationship between the Metro and concessionaire operators is carried out through the Commission for Monitoring Concessions and Permits of Public Services of Passenger Transport Systems – CMCP, which monitors and supervises the concession of the lines. Established by Decree 51.308/2006, the CMCP is linked to the Metropolitan Transport Secretariat of the State of São Paulo.
In October 2016, the Government of São Paulo launched the bidding (Public Hearing) for the concession of Line 5-Lilac from Capão Redondo to Chácara Klabin and Line 17-Gold from Congonhas to Morumbi CPTM.
The concessionaire Move São Paulo, responsible for the implementation, operation and maintenance of Line 6-Orange, suspended construction work in September 2016 due to complications in long-term financing. With deadline scheduled for 2020, the consortium has been negotiating a new date with the Government of São Paulo to find alternatives to rebalancing of the public private partnership.
There is no new date scheduled to begin the monorail works at Line 18-Bronze, which will connect the Tamanduteí Station in São Paulo, and Djalma Dutra Station in the center of São Bernardo do Campo. The deadlock between the State and Federal Governments in relation to resources for the financing of works and expropriations has not yet been resolved. The project will be carried out by the “VemABC – Vidas em Movimento” Consortium, which will build and operate the line.
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MAP OF METROPOLITAN TRANSPORT – FUTURE NETWORK OF THE SÃO PAULO METRO GRI G4-8
SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
OPERATION OF THE METRO NETWORK GRI G4-2, G4-4, G4-PR1
The metropolitan transit system is composed of the metro, metropolitan train, São Paulo municipal bus, intercity bus and interstate bus was responsible for the transportation of 6.5 billion passengers in 2016. Of this total, rail transportation guaranteed the transportation of 2.1 billion passengers, representing a 32% share of total travel by metropolitan transportation.
The metro network, operated by the São Paulo Metro and ViaQuatro, with 77.4 km of lines, 6 lines and 68 stations, was responsible for 20% of the trips in the RMSP. In the network, the São Paulo Metro is responsible for the operation and maintenance of Lines 1-Blue, 2-Green, 3-Red, 5-Lilac and 15-Silver, totalizing 68.5 km in length. ViaQuatro, a private concessionaire company, operates and maintains Line 4-Yellow, which is 8.9 km.
In addition to the connection with Line 4-Yellow, the operation of the São Paulo Metro lines is integrated with the metropolitan trains operated by the Companhia Paulista de Trens Metropolitanos – CPTM, to the urban buses, managed by SPTrans and to the metropolitan buses, managed by EMTU. In addition to the connections with the CPTM railway system in the Luz, Pinheiros, Tamanduateí, Brás, Palmeiras-Barra Funda, Tatuapé, Corinthians-Itaquera and Santo Amaro stations, the network has integrated stations with road terminals at Tietê, Jabaquara and Palmeiras-Barra Funda stations and also with parking lots.
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PASSENGERS TRANSPORTED 1 , 2 PASSENGERS SHARE PASSENGERS SHARE BY THE TRANSPORTATION (MILLIONS) (%) (MILLIONS) (%) SYSTEM IN THE RMSP 2015 2016
RAIL TRANSPORT 2,145.8 32.4 2,127.5 32.5
São Paulo Metro 1,117.6 16.9 1,107.3 16.9
ViaQuatro4 198.4 3.0 200.5 3.1
Metropolitan train – CPTM 829.7 12.5 819.7 12.5
ROAD TRANSPORT 4,481.9 67.6 4,427.6 67.6
City of São Paulo 2,894.9 43.6 2,915.3 44.5
Structural subsystem 1,666.0 25.1 1,671.2 25.5 (common bus)
Local subsystem (neighborhood 1,228.9 18.5 1,244.1 19.0 to neighborhood and jitney)
Intercity bus - EMTU 549.9 8.4 524.2 8.0
Airport and corridor 85.2 1.4 86.1 1.3 (trolley bus and diesel)
Private companies 464.7 7.0 438.2 6.7
Bus – other cities 1,037.1 15.6 988.1 15.1
TOTAL PASSENGERS 6,627.7 100.0 6,555.1 100.0
¹ Includes passenger interchange and free of charge. Does not include school bus and chartering. ² The totals may be slightly different from the sum of the parts due to rounding. ³ Corresponds to the total number of entrance in the network + transfers between lines in Sé, Paraíso, Ana Rosa and Vila Prudente stations.
4 Data reported by CMCP – Commission for the Monitoring of Concessions and Permits.
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DEMAND EVOLUTION FROM PASSENGERS IN THE SÃO PAULO METRO
The travel demand of users of the São Paulo Metro has changed, reflecting the crisis in the Brazilian economy.
In 2016, 1.1 billion passengers were transported, which represents the total number of entrance in the system and the transfers that patrons make between the lines at Sé, Paraíso, Ana Rosa and Vila Prudente stations.
On weekdays, the average daily demand was of 3.7 million passengers transported, 2.4% lower than in 2015. On weekends, this average remained stable at 2.0 million passengers on Saturdays and 1.2 million on Sundays.
PASSENGERS TRANSPORTED¹ 2014 2015 2016
TOTAL ANNUAL (MILLIONS) 1,110 1,118 1,107
Average on weekdays (thousands) 3,809 3,798 3,705
Average on Saturdays (thousands) 2,080 2,088 2,088
Average on Sundays (thousands) 1,215 1,232 1,251
¹ Corresponds to the total number of entrance in the network + transfers between lines at Sé, Paraíso, Ana Rosa and Vila Prudente stations.
PASSENGER ENTRANCE² 2014 2015 2016
TOTAL ANNUAL (MILLIONS) 896 899 888
Average on weekdays (thousands) 3,090 3,073 2,989
Average on Saturdays (thousands) 1,641 1,645 1,642
Average on Sundays (thousands) 945 959 971
² Corresponds to users who have crossed the turnstiles.
The fall in travel demand reached more than 3% in some lines. The largest decrease was in Line 5-Lilac (3.3%), followed by Line 1-Blue and Line 3-Red (3.0% and 2.8%) and the Green Line (1.7%). The only line that showed growth in travel demand was Line 15-Silver, inaugurated in 2015. The increase of 74.7% on business days, as of October 2016, can be explained by the extension of operating hours that went from 6:00 a.m. to 8:00 p.m. to 4:40 a.m. to midnight, the same working hours as the other lines.
33 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
AVERAGE TRAVEL DEMAND 2014 2015 2016 – weekdays
Line 1-Blue (millions) 1,429 1,413 1,371
Line 2-Green (thousands) 665 663 652
Line 3-Red (millions) 1,444 1,449 1,409
Line 5-Lilac (thousands) 272 269 260
Line 15-Silver (thousands) - 8 14
SERVICE QUALITY
The São Paulo Metro transport offer is programmed according to the hourly demand of each line, the vehicle occupancy premises established and the available resources. Operational strategies are also adopted with the objective of enabling a faster travel to users: Platform Operation, Preferred Boarding, Best Boarding Strategy, Boarding Organizer and Empty Trains Strategies.
2016 TRANSPORT OFFER LINE 1 LINE 2- LINE 3 LINE 5 LINE 15 TRAINS AND HEADWAY -BLUE GREEN -RED -LILAC -SILVER
Scheduled (weekdays) Number of trains 40 23 40 7 1 (rush hour) Headway¹ 125 138 113 269 454 (rush hour) Headway¹ 150 211 130 369 454 (voucher time)
Maximum Headway¹ 212 353 266 415 494
Performed (weekdays) Average real headway¹ 133 148 134 278 439 (rush hour – morning) Average real headway¹ 131 155 128 277 439 (rush hour – afternoon)
1 Headway between trains in seconds.
34 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
The availability of trains at peak times, measured by the availability index, reached more than 99% in Line 1-Blue and Line 2-Green, and over 98% in the Line 3-Red in 2016, meeting the target of 98% availability. In Line 5-Lilac, the index was 97.3%.
SPEED INCREASE OF LINE 3-RED IN RAINY CONDITIONS
In rainy conditions, through the uncovered sections of Line 3-Red, there is a decrease in the braking capacity of trains, leading to the need for speed reduction. The line has more than 75% of its extension in uncovered section, thus the operation is considerably impaired in rainy days.
To allow the operation of the trains of Line 3-Red with greater speed during the aforementioned weather, changes in the signaling were developed. At the end of the installation process of these modifications, carried out between October 2015 and February 2016, it was possible to increase the speed of the trains,resulting in the same trip time and the same capacity of transported of passengers under rain as in dry days. PUBLIC SECURITY
The occurrences involving public security in the metro network increased in 2016, reflecting the effects of the economic crisis on the system, especially with the increase of peddlers in the stations and trains.
TYPE 2015 2016 REGISTER OF INDICATOR¹ REGISTER OF INDICATOR¹ OCCURRENCES OCCURRENCES Crimes in the 773 0.86 868 0.98 Network
OCCURRENCES EFFECTIVENESS² OCCURRENCES EFFECTIVENESS²
Occurrences with known authorship 574 74% 553 64%
6.664 12.172 Seizure of goods 2016/2015 = 83%
¹ Number of occurrences per million entries in the system. ² Effectiveness - % of the performance of the Security Corps in the referral of the occurrence to the Police Authority.
35 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
Due to the growth of irregular trade in the stations and trains, approaches by the Security Corps were intensified, increasing seizures by 83% compared to the year 2015.
Crimes in the network (robberies and thefts) also increased by 11%, totaling 868 occurrences, representing 0.98 occurrences per million passenger entries.
In addition to the prioritization of strategies by security teams to curb irregular trade and support the Security Control Center in network monitoring, victims of theft by unknown authors were able to count on the facility to register the occurrence, with the return of DELPOM – Delegacia do Metropolitano to the premises of the Palmeiras-Barra Funda station, 12 months after building renovations.
TRAIN MODERNIZATION
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Train modernization Modernize 98 trains of fleets Resources of the A, C and D of Line 1-Blue Government of the and 3-Red. State of São Paulo. Complete the reform and make the trains available for testing on lines 1, 2, 3.
Continuing the modernization process of the 98 trains of the Lines 1-Blue and 3-Red fleets, 8 revamped trains were delivered to the São Paulo Metro, totaling 82, of which 74 trains were released for service. In addition, 19 of the 26 new trains of the P fleet, acquired to operate in Line 5-Lilac, have been received.
In addition to the gains in quality and comfort of passengers’ trip (air conditioning, better lighting, lower noise levels), as well as system safety (security cameras and firefighting equipment), the changes improved energy efficiency and reduced environmental impact.
From the beginning of the modernization process to the end of 2016, the São Paulo Metro saved approximately 150.0 GW.h and avoided the emission of 16.5 thousand tCO2. Considering only the 74 trains released for service in 2016, the electric energy savings were 7.5 GW.h in the year, equivalent to the emission of 835 tCO2.
36 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Modernization Modernization of the Resources of the of signaling and Communication Based Train Government of the telecommunication Control and Telecommunications, State of São Paulo. system Lines 1-Blue, 2-Green and 3-Red.
Continue the tests to consolidate the system in Line 2-Green (in operation with intermediate version) and to the installation projects in Lines 1-Blue and 3- Red.
In early 2016, Line 2-Green started operating on weekdays using the new communication system, the Communication Based Train Control. CBTC. After a period of project development, preparation and integrated system test, a version was consolidated to meet the required safety and operational conditions. The technology of this new system enables the movement and control of the trains using a communication network in a continuous, fast and bidirectional way along the whole line allowing the precise location of the trains, the control of acceleration and braking and the alignment of routes.
These gains are mainly due to a more precise control of the trains and to the adequate regulation of the travel time to the effective velocity, provided by the CBTC system.
37 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
METRO NETWORK – INDICATORS AND RESULTS GRI G4-EC1, G4-PR1
METRO NETWORK 2014 2015 2016 TOTAL NETWORK (SÃO PAULO METRO AND VIAQUATRO) Extension (km) 75.1 77.4 77.4 Number of stations 66 68 68 Number of lines 5 6 6 METRO NETWORK IN OPERATION (SÃO PAULO METRO) Extension (km) 66.2 68.5 68.5 Number of stations 59 61 61 Number of lines 4 5 5 PASSENGERS TRANSPORTED Entries – average working day (million) 3.09 3.07 2.9 Passengers transported – average working day 3.8 3.8 3.7 (Entries + passenger interchange) (million) Total passengers transported in the year (billion) 1.1 1.1 1.1
ENVIRONMENTAL INDICATORS 2014 2015 2016
GREENHOUSE GAS EMISSIONS - GHG
Total emissions (thousand tCO2e) 85 79 51
Total direct GHG emissions (t.eq.CO2)¹ 1,699 1,462 1,874
Emissions per km (gCO2e) 8 8 5
ENERGY – TOTAL YEARLY CONSUMPTION (GWH) 589 598 568
Energy - consumption traction of trains, with losses (MWh) 413,796 417,023 399,564
WATER – TOTAL YEARLY CONSUMPTION (IN THOUSAND M³) 963 687 587
HAZARDOUS WASTE – TOTAL YEAR (IN THOUSAND T) 148 178 170
¹ Data revised and changed due to new CETESB data.
38 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
ECONOMIC AND FINANCIAL INDICATORS 2014 2015 20161
INVESTMENTS IN NETWORK IN R$3.89 R$3.15 R$2.3 OPERATION AND EXPANSION (BILLION)
NET OPERATING REVENUE (BILLION) R$2.24 R$2.20 R$2.55
NON-FARE REVENUE (MILLION) R$181.45 R$186.40 R$188.7
NET INCOME (LOSS) (MILLION) R$86.80 (R$93.30) (R$231.17)
NET WORTH (BILLION) R$24.10 R$26.68 R$28.36
TOTAL ADDED VALUE (BILLION) R$1.33 R$1.48 R$1.7
Employees R$1.28 R$1.39 R$1.60
Remuneration of third-party capital R$4,391 R$4,987 R$4,130
Taxes, fees, contributions (R$36.20) R$178 R$205
SOCIAL BENEFIT – R$9.28 R$11.36 R$12.86 NETWORK IN OPERATION (BILLIONS)
Reduced travel time (billion) R$5.82 R$7.40 R$8.60
Reduced operating cost R$1.95 R$2.10 R$2.27 (bus, auto, motorcycle) (million)
Reduced fuel consumption (million) R$1.05 R$1.20 R$1.40
Accident reduction (million) R$275 R$296 R$323
Pollutant emission reduction (million) R$118 R$220 R$215
Reduced maintenance cost R$59 R$58 R$62 and operation of roads (million)
1 The Management Report of São Paulo Metro 2016 was republished in July 2017 and the economic-financial data were readjusted.
39 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
CORPORATE SOCIAL INDICATORS¹ 2014 2015 2016
TOTAL NUMBER OF EMPLOYEES 9,612 9,436 9,254
NUMBER OF OPERATION EMPLOYEES 4,624 4,511 4,446
NUMBER OF MAINTENANCE EMPLOYEES 2,879 2,806 2,822
NUMBER OF ADMINISTRATION EMPLOYEES 1,322 1,345 1,228
NUMBER OF EXPANSION EMPLOYEES 787 774 758
NUMBER OF ADMISSIONS² 404 95 416
NUMBER OF DISMISSALS³ - 199 240
NUMBER OF TRAINEES 101 198 109
NUMBER OF APPRENTICES4 - 75 330
AVERAGE COMPANY TIME - 17.6 18.4
NUMBER OF EMPLOYEES OVER 45 YEARS OLD 5,360 5,705 5,775
NUMBER OF WOMEN 1,918 1,882 1,837
% OF LEADERSHIP POSITIONS OCCUPIED BY WOMEN 18% 16% 15%
NUMBER OF BLACKS5 2,430 2,399 2351
% OF LEADERSHIP POSITIONS OCCUPIED BY BLACKS 9% 13% 14%
NUMBER OF PEOPLE WITH DISABILITIES OR SPECIAL NEEDS 273 279 270
NUMBER OF EMPLOYEES WITH POSTGRADUATE DEGREE 488 489 476
NUMBER OF EMPLOYEES WITHIN FIVE YEARS OF COMPANY 2,853 2,278 1,712
¹ The data refers to the employees who work in the São Paulo Metro. Employees of other companies that currently perform some role in the company and those that are assigned to other companies were not considered. ² In 2015, 75 Aprendiz Senai + 1 ad nutum + 4 reintegration. In 2016: 330 Aprendiz + 86 various positions. ³ The dismissals contemplate the beginning of the process of the Voluntary Resignation Plan – PDV, which is expected to occur over two years. 4 In 2016, apprentices, who are contracted for a fixed term, were separated from the total number of employees. 5 Considered employees who declare themselves black and brown.
40 SUSTAINABILITY REPORT BUSINESS SÃO PAULO METRO | 2016
Brooklin Station
41 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
ECONOMIC AND FINANCIAL GRI G4-DMA-EC, G4-2
FARE POLICY
RESOURCES
COST OPTIMIZATION
ECONOMIC AND FINANCIAL RESULT
FINANCIAL RESOURCES 2015/2016
COMMERCIAL EXPLORATION BUSINESS
SOCIAL BALANCE
42 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
FARE POLICY
The metropolitan public transport fares (metro, train and intercity bus) are set by the Government of the State of São Paulo, through the Metropolitan Transport Secretariat. The socio-economic criteria are the standard of service to be provided, prioritizing quality and safety, as well as the economic-financial balance of the commercial operation. This definition is a result of the consensus among the public agents involved, including the São Paulo City Hall, responsible for the municipal bus transportation service.
Fares are defined with reduction of price per trip in various types of tickets, fares integrated with other modes, free integrations and gratuities, with the purpose of providing conditions of access and urban mobility to the population.
Gratuity in metropolitan transportation is granted through legal instruments by the government to students, the elderly, the unemployed, persons with disabilities, bailiffs, military police and metropolitan civil guard; on the EMTU intercity buses, metro and CPTM trains. The amounts resulting from the concession of gratuitous fare are transferred by the government to the company as compensation.
FARE AND TICKETS
In January 2016, the value of the unit fare of the metro, train and municipal buses was repriced by 8.57% and went from R$3.50 to R$3.80. The value of the intermodal transfer between metro/train and buses rose from R$5.45 to R$5.92.
Revenue from the usage of the metro system reached R$1,835 million in 2016, while effective revenue totaled R$1,605 million, a decrease of 12.6%. This result was due to the difference between what is collected from the public fare of the metropolitan railway system and the financial contribution received, in accordance with the rules of apportionment of the Integration Agreement in force between the Companhia do Metro, Companhia Paulista de Trens Metropolitanos – CPTM, the concessionaire company ViaQuatro and São Paulo Transportes – SPTrans.
The Bilhete Único (Time-Based Unified Pass) was used in 59.3% of the total number of tickets in the São Paulo Metro network, 20.5% in exclusive metro trips, 24.9% in integrated metro-bus trips and 13.9% in gratuity trips. The BU’s average usage fell 4.3% on weekdays, reaching an average of 1,774 thousand uses. In 2017, the São Paulo Metro is studying measures to promote the modality of own sale of Ticket credits.
43 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
The implementation of the Bilhete Único for Students (Free Ride), as of March 2015, contributed to the increase of entries with single ticket in the system. The utilization rose from 322 thousand to 415 thousand in 2016.
The Metropolitan Bus Ticket - BOM was used in 149 thousand entries on weekdays, representing 5% of the total network entries being: 2% on exclusive metro trips, 2.1% on integrated metro-bus trips and 0.9% on gratuitous trips (senior citizens).
RESOURCES
The structure and services provided by the São Paulo Metro are maintained with resources resulting from the payment of the fare by patrons for the use of the metro transportation service, added to the reimbursements of the Government of the State of São Paulo due to the gratuities granted by it and the values of non-fare revenue.
These revenues, which do not originate from the payment of the fare, are comprised of the exploration and commercialization of spaces for the purpose of commerce and advertisements, exploration of spaces for commercial purposes and services in the stations and urban terminals, commercialization and management of company land and associated enterprises, such as shopping malls.
In addition to reimbursement of gratuities, the Government transfers resources to the São Paulo Metro in compliance with the agreement entered into on 10/30/2015, aiming at the recomposition of the fare revenue due to the difference between the fare remuneration established to the concessionaire of Line 4-Yellow and the public fare collected by the use of the metropolitan railway system.
In this process, the concessionaire of Line 4-Yellow has priority of withdrawal from the amounts collected for the contractual remuneration established in the concession agreement entered into between the Government of the State of São Paulo (granting authority) and ViaQuatro (concessionaire).
44 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
COST OPTIMIZATION
In 2016, a plan to reduce cost and review the management process was elaborated aiming to increase the efficiency and effectiveness in the use of resources, reduction of expenses and improvements in the contracting and bidding processes (contractual specifications and inspection).
Prioritized actions and results were as follows:
. Review of management processes bringing savings of R$9.2 million in the processes associated with: vehicle fleet (R$ 4.8 million), surveillance system (R$ 2.7 million), infrastructure maintenance stations (R$540 thousand), space leasing (R$ 668 thousand) and contract renegotiations (R$ 480 thousand).
. Training of 80% of the administrative and operational employees of the resources and infrastructure area to review the contracting and bidding processes.
. Review of the premises for the preparation of bids, including the more intensive use of technological resources.
. Intensification of inspections and personnel awareness about the importance of legal, labor and environmental issues in the area of occupational safety and health in the workplaces of companies contracted to avoid liabilities to the Company.
ECONOMIC AND FINANCIAL RESULT
The total net revenue of the São Paulo Metro covered 103.6% of the total costs due to related to services rendered and operating expenses, as well as expenses related to the management of the expansion works of the system.
All the financial statements can be accessed in the Metro de São Paulo Management Report 2016.
45 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
COVERAGE RATE 2014, 2015, 2016
2014 2015¹ 2016
TOTAL REVENUE 2,103.23 2,357.0 2,519.1
Fare + non-fare revenue 1,742.67 1,798.5 1,852.8
Gratuity – GESP reimbursement 283.51 264.4 598.3
Other non-operating revenues 77.05 294.1 68.0
TOTAL EXPENDITURE 1,985.35 2,376.7 2,432.2
Personnel 1,464.17 1,730.9 1,841.7
Material 57.09 55.6 51.4
General expenditure 464.10 590.2 539.1
REVENUE/EXPENDITURE 105.9% 99.2% 103.6%
Source: Administration Report 2016.
¹ Data revised and changed due to criterion reassessment.
46 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
FINANCIAL RESOURCES 2015/2016
In 2016, the São Paulo Metro invested R$ 2,349.5 million in the current network and expansion, of which R$ 1,823.3 came from resources of the State Government of São Paulo. Out of this total transferred by the government, R$ 1,381.5 million came from financing sources, R$ 441.8 million from the State Treasury through a capital increase and R$ 562.2 million from other sources. The São Paulo City Hall did not pay any funds. At the end of the year, it presented a cash balance linked to the funding raised in 2016, in the amount of R$ 99.8 million.
The Government of the State of São Paulo also transferred R$ 598.3 million as compensation for gratuities and subsidies to students and R$ 135.9 million for support to the Public Private Partnership of Line 4-Yellow which added to the amount for investments, totaled R$ 3,083.7 million.
For the year 2017, Law 16,347 of December 29, 2016 was approved, releasing R$ 2,899,099 for investments, R$ 159,700 in support of PPP of Line 4-Yellow and R$ 604,976 as compensation for gratuities, as published in the Official Gazette of the State of São Paulo on December 30, 2016.
DISTRIBUTION OF DIVIDENDS
The Companhia do São Paulo Metro is a joint-stock company and an integral part of the indirect administration of the State of São Paulo, governed by its Bylaws, Federal Law 6,404/1976 and other applicable legal provisions.
According to the Company’s Bylaws, the common shares are entitled to the mandatory minimum dividend, corresponding to 25% of net income for the year, obtained after deductions determined by law and that can be paid in the form of interest on own capital.
In the fiscal year ended on December 31, 2016, the Company presented a loss in its financial statements, therefore there was no distribution of dividends and/or interest on shareholders’ equity.
47 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
COMPARATIVE CHART OF FINANCIAL RESOURCES 2015/2016 (IN R$ MILLION) GRI G4-EC4
2015 2016 VARIATION
1. INVESTMENTS – (CURRENT NETWORK) 3,153.1 2,349.5 -25.5% CURRENT NETWORK 264.1 215.0 -18.6% Recapacitation and modernization 206.6 167.9 - . Line 1-Blue - Tucuruvi-Jabaquara 110.1 93.7 - . Line 2-Green - Vila Madalena-Vila Prudente 18.1 9.2 - . Line 3-Red - Barra Funda-Itaquera 77.1 64.3 - . Line 5-Lilac - Capão Redondo-Adolfo Pinheiro 1.3 0.7 - LINES OPERATION 56.4 45.4 -
ELABORATION OF PROJECTS FOR EXPANSION 1.1 1.7 -
NETWORK EXPANSION 2,889.0 2,134.5 -26.1% . Line 2-Green – Vila Prudente-Dutra 113.7 5.5 - . Line 4-Yellow – Vila Sônia-Luz (Phase II) 84.4 147.2 - . Line 4-Yellow – Vila Sônia-Taboão da Serra (Phase III) 3.6 - - . Line 5-Lilac – Largo Treze-Chácara Klabin 1,487.2 1,225.9 - . Line 5-Lilac – Capão Redondo-Jardim Ângela 1.9 - - . Line 15-Silver – Ipiranga-Cidade Tiradentes 426.6 518.6 - . Line 17-Gold – São Judas-Congonhas-Jabaquara- 272.1 137.5 - Morumbi RELATED INVESTMENTS TO BE MADE 499.5 99.8 - 2. REIMBURSEMENT OF GRATUITIES 264.4 598.3 -126.3% AND SUBSIDIES TO STUDENTS 3. SUPPORT TO PPP OF LINE 4-YELLOW 0.0 135.9
4. TOTAL USE = (1+2+3) 3,417.5 3,083.7 -9.8% 5. GOVERNMENT OF THE STATE OF SAO PAULO 2,994.7 2,557.5 -14.6% 6. SÃO PAULO CITY HALL 74.9 - 7. OTHERS 347.9 526.2 51.3%
8. TOTAL SOURCES = (5+6+7) 3,417.5 3,083.7 -9.8%
Source: Administration Report 2016.
48 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
STATEMENTS OF INCOME FOR THE YEAR – 2015 AND 2016 (IN THOUSANDS OF REAIS)
2015 2016¹
(ADJUSTED)
NET OPERATING REVENUE 2,203,393 2,559,998
( - ) Cost of services provided (1,943,808) (2,133,499)
(=) GROSS PROFIT 259,585 426,499
(+/-) OPERATING EXPENSES/REVENUES
General and Administrative (599,616) (753,675)
Other operational revenues (expenses) 191,027 52,012
TOTAL (408.589) (701.663)
(=) OPERATING INCOME BEFORE (149,004) (275,164) FINANCIAL RESULT Financial expenses (2,454) (6,437)
Financial income 76,069 71,878
(=) Net Financial Result 73,615 65,441
(=) OPERATING INCOME BEFORE (75,389) (209,723) INCOME TAX AND SOCIAL CONTRIBUTION ( - ) Income Tax and Social Contribution (17,956) (3,456)
(=) NET INCOME (LOSS) FOR THE FINANCIAL YEAR (93,345) (231,179)
¹ The São Paulo Metro Management Report 2016 was republished in July 2017. The economic-financial data for 2016 were adjusted due to changes in accounting policy.
49 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
STATEMENTS OF ADDED VALUES BALANCE SHEETS – ASSETS (IN THOUSANDS OF REAIS) CRI G4-EC1, G4-EC3 2015 2016
(ADJUSTED) 1 - REVENUES 1.1 – Sales of goods, products and services 2,250,177 2,633,117 1.2 – Provision and Estimated Reversal for Doubtful Credit - PECLD 300,636 (32,342) 1.3 – Other income and expenses (1,770) (363) 2,549,043 2,600,412
2 – INPUTS PURCHASED FROM THIRD PARTIES 2.1 – Materials consumed (55,687) (50,717) 2.2 – Other costs of products and services sold (50,387) (40,206) 2.3 – Energy, third-party services and other operating expenses (922,499) (600,679) 2.4 – Loss on realization of assets (4,482) (4,632) (1,033,055) (696,234)
3 – ADDED GROSS VALUE 1,515,988 1,904,178
4 - DEPRECIATION 4.1 – Depreciation, amortization and depletion (281,110) (287,073) (=) – ADDED NET VALUE 1,234,878 1,617,105
5 – ADDED VALUE RECEIVED ON TRANSFER 5.1 – Interest, profits and dividends on shares 165,465 1,715 5.2 - Financial income 77,776 69,834 243,241 71,549
6 – TOTAL ADDED VALUE TO BE DISTRIBUTED 1,478,119 1,688,654
50 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
2015 2016
(ADJUSTED)
7 – ADDED VALUE DISTRIBUTION
7.1 - EMPLOYEES
7.1.1 – Salaries and charges 1,297,783 1,611,439
7.1.2 – Sales commissions 795 856
7.1.3 – Board of directors’ and boards’ fees 1,779 2,044
7.1.4 – Employee participation in results 51,510 61,203
7.1.5 – Retirement and pension plans 36,074 43,052
1,387,941 1,718,594
7.2 – TAXES, FEES AND CONTRIBUTIONS
7.2.1 – Federal, Municipal and State 178,536 179,108
7.2.2 – Reversal of Provisions - -
178,536 179,108
7.3 - REMUNERATION OF THIRD-PARTY CAPITAL
7.3.1 – Interest and monetary variations 1,951 898
7.3.2 - Rents 3,036 3,233
4.987 4.131
7.4 – PROFIT OR LOSS FOR THE YEAR (93,345) (213,179)
TOTAL ADDED VALUE DISTRIBUTED 1,478,119 1,688,654
51 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
BALANCE SHEETS – ASSETS AS OF DECEMBER 31, 2015 AND 2016 (IN THOUSANDS OF REAIS)
2015 2016 ASSET (ADJUSTED)
CURRENT
Cash and cash equivalents 679,527 373,901
Accounts receivable 185,825 233,103
Stocks 1,614 1,078
Taxes recoverable 18,954 44,352
Advances and other 24,663 27,862
Expenses paid in advance and other 4,836 3,340
915,419 683,636
NON-CURRENT
Judicial and administrative deposits 320,426 383,132
Investments 73,989 98,911
Permanent 27,847,748 29,991,511
Intangible 49,237 81,535
Deferred 37,801 30,378
28,329,201 30,585,467
TOTAL ASSETS 29,244,620 31,269,103
52 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
BALANCE SHEETS – LIABILITIES AS OF DECEMBER 31, 2015 AND 2016 (IN THOUSANDS OF REAIS)
2015 2016 LIABILITIES AND NET WORTH (ADJUSTED)
CURRENT
Suppliers 817,794 827,026
Wages and Vacation Provision 151,118 207,167
Taxes and social contributions 193,553 240,531
Agreements, contracts and other 417,997 516,835
1,580,462 1,791,559
NON-CURRENT
Provision for contingencies 520,246 571,344
Taxes and social contributions in litigation 2,871 -
Benefit plan 57,793 127,087
Deferred taxes 9,064 17,537
Agreements, contracts and other 390,238 490,443
Deferred revenue 2,250 1,607
982,462 1,208,018
NET WORTH
Capital stock 31,769,613 33,592,881
Adjustment of equity valuation 27,218 4,960
Accumulated losses (5,115,135) (5,328,315)
26,681,696 28,269,526
TOTAL LIABILITIES AND NET WORTH 29,244,620 31,269,103
53 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
COMMERCIAL EXPLORATION BUSINESS
The Company has created business opportunities based on models adopted in other metros around the world to obtain non-fare revenues through the sale of spaces, associated enterprises, advertising and services.
STRATEGIC PRIORITIZED ACTION RESOURCES ISSUE
Increase of Increase non-fare revenues from the Own non-fare exploration of advertising through the resources revenue concession to private initiative;
Improve the use of spaces to commercial activity in the stations and remaining areas owned by the Metro, including the corresponding airspace and the operation of services related to technologic innovation; Structuring commercial projects to expand the Metro lines;
Goal: Adopt measures so that the revenues correspond between 10% and 12% of the fare revenues.
In 2016, the non-fare revenue generated by the commercial exploration business represented 10% of the total obtained with fare revenues, the same level reached in 2015. With the commercial exploitation of the real estate, advertising, retail, telephony and area segments incorporated into the equity resulting from the expansion, the amount of R$188.7 million was reached, an increase of 1.2% over the previous year.
The real estate segment accounted for 49% of this total, generating R$ 92.9 million in revenue for the Company with the Metro Tatuapé, Boulevard Tatuapé, Santa Cruz, Itaquera, Tucuruvi, Marechal Deodoro, Vila Madalena and Vila Mariana shopping centers, in addition to the Tietê and Jabaquara bus terminals and real estate.
54 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
Revenues from advertising (media, TV Minuto, photo & video shooting, etc.) and retail segments (promotional actions, stores and spaces) accounted for 17% and 19% of the total, and telephony and embedded areas (Bilhete Único, incorporation of net worth and mobile telephony cabling), 9% and 6%, respectively.
SOCIAL BALANCE GRI G4-DMA-SO, G4-EC8, G4-PR1
The Social Balance represents the impact of the network operated by the São Paulo Metro on the life quality in São Paulo’s metropolis, considering its operational and environmental characteristics.
The results of this analysis indicated that the network in operation provided savings of R$ 12.9 billion for the Metropolitan Region of São Paulo in 2016. The reduction in passenger trip to be the most important benefit, accounting for 66.77% of the total monetized benefits. This economy is estimated and valued considering the impacts that would occur if the trips by means of the metro, today made by the patrons of transportation, were made by buses and cars.
In this scenario without the metro, the physical and monetary losses that would exist in the use of these means of transportation are calculated considering the increase of the passenger trip time, the increase of fuel consumption and pollutant emission. In addition to these losses, the costs of traffic accident growth, operating costs of transportation services and maintenance of roads in the city of São Paulo are calculated.
55 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
CHART 1 SOCIAL BENEFITS 2016 - R$ 12.9 BILLION (AVERAGE 2016 PRICES)
10.000 8.592 66,77%
8.000
6.000
4.000 2.270 17,64% 1.405 10,92% 2.000 62 216 323 0,48% 1,68% 2,51% 0 Reduced Reduced Reduced Reduced fuel Reduced Reduced maintenance pollutant traffic consumption operational passenger and operation emission accidents cost. Bus, car trip time. costs and motorcycle
The Social Benefit of 2016 increased 13.3% in comparison to 2015 due to the influence of external factors considered in the calculation methodology:
. Inflation of 7.18% in the analyzed period;
. Increase in fuel prices by 10.9% of gasoline and 18.3% of ethanol;
. Increase in the collective transport fare and consequent increase in the hour rate.
. The monetized rate associated with the passenger trip time increased due to the increase in the hour rate, although there was a decrease in the number of hours saved, with a 4.5% increase in bus speed and a drop of 1.2% of trips made by metro.
. The only monetized rate that fell was associated to avoided pollutant emissions. Although there was a total increase in avoided emissions, the indicator is monetized in US dollars and the conversion into Brazilian reais was impacted by the change in purchasing power parity (PPP) between the Dollar (USD) and the Real (BRL), although the exchange rate has remained virtually the same.
56 SUSTAINABILITY REPORT ECONOMIC AND FINANCIAL SÃO PAULO METRO | 2016
SOCIAL BENEFITS - 2015 and 2016
2015 2016 DISCRIMINATION UNIT QUANTITY AMOUNT (R$) QUANTITY AMOUNT (R$) (X THOUSAND) (X MILLION) (X THOUSAND) (X MILLION)
REDUCED MAINTENANCE AND OPERATION COSTS - - 58.45 - 62.08
REDUCED POLLUTANT EMISSIONS TONS 911 220.13 949 215.65
REDUCED TRAFFIC NUMBER OF ACCIDENTS ACCIDENTS 19 296.32 19 323.19
REDUCED FUEL CONSUMPTION LITERS 448,336 1,208.94 471,323 1,405.26
REDUCED OPERATIONAL COST KILOMETERS 2,210,178 2,123.89 2,187,653 2,270.36
REDUCED PASSENGER TRIP TIME HOURS 1,007,527 7,452.90 983,105 8,591.58
TOTAL - 11,360.64 - 12,868.12
¹ Bus, car and motorcycle.
STATEMENT OF SOCIAL BENEFIT (IN R$ MILLION)
DISCRIMINATION 2015 2016
Accounting profit (93.3) (213.1)¹ or loss for the year
Total social benefits 11,360.6 12,868.1
Net social 11,267.3 12,655.0 benefit result
¹ Result adjusted after publication of the Management Report 2016.
57 SUSTAINABILITY REPORT GOVERNANCE SÃO PAULO METRO | 2016
GOVERNANCE
GRI G4-2, G4-14, G4-34, G4-35, G4-37, G4-38 GRI G4-DMA-PR
CORPORATE QUALITY MANAGEMENT
RISK MANAGEMENT
REVIEW OF THE ORGANIZATIONAL STRUCTURE
INTEGRATED MANAGEMENT SOLUTION – SAP
CERTIFIED MANAGEMENT SYSTEMS
ENGAGEMENT OF PUBLICS OF INTEREST
58 SUSTAINABILITY REPORT GOVERNANCE SÃO PAULO METRO | 2016
The governance of the São Paulo Metro is governed by an executive board, by the Board of Directors and by the Audit Committee. The management follows the guidelines of the metropolitan transport policy of the Government of the State of São Paulo and other government policies, as well as the State Court of Accounts, the General Office of the State – CGE, the Treasury Department – SEFAZ and the State Ombudsman’s Office.
In addition to following these guidelines, the board’s performance is governed by the Bylaws, current legislation, Code of Ethics and Conduct, independent and internal audits, and by the analysis and approval of its results by the Board of Directors. The Audit Committee, which is in permanent operation, manifests itself in relation to the opinions of independent auditors, preliminarily to the Board of Directors, and monitors the work carried out.
In 2016, the company’s governance structure was maintained in five boards: finance, corporate affairs, planning and expansion of metropolitan transport, engineering and construction, operations. The Board of Directors was composed of five members and the Audit Committee, in permanent operation, by five effective members and four alternates elected by the annual general meeting.
The conduct of the board of directors, employees and the various publics of interest in its practices is monitored by the Ethics and Conduct Committee, which acts in a preventive manner and analyzes the cases submitted by employees through the Complaints Channel.
With the objective of improving internal controls, acting in accordance with the compliance of the São Paulo Metro and attending to the State Audit Court, an Internal Control and Compliance System was established in April 2016.
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CORPORATE QUALITY MANAGEMENT
STRATEGIC PRIORITIZED ACTION RESOURCES ISSUE
Corporate Ensure that the São Paulo Metro Own resources Quality network is designed, projected, Management built, operated and maintained within service standards that guarantee patron satisfaction.
The 2014/2020 strategic planning included the Corporate Quality Management project with the objective of ensuring that the future metro network is designed, projected, built, operated and maintained within service standards that guarantee patron satisfaction.
This project aims to facilitate the interfaces and integration of processes between the areas involved in the design of enterprises, reduce rework and ensure an adequate level for the quality of future network services.
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RISK MANAGEMENT GRI G4 DMA-EC
During the planning, design, implementation and maintenance of the São Paulo Metro, concepts are incorporated for analysis and definition of risk matrix for the operation. In the management of enterprises, especially in the construction phase, advanced methods and tools for risk analysis were incorporated, which are monitored by the Corporate Enterprise Office – PMO. For the other areas, the implementation of the risk management methodology to improve internal controls and obtain full corporate governance is underway.
Regarding financial risks, there is a management program that focuses on the unpredictability of financial markets and seeks to minimize potential adverse effects on the financial performance of the São Paulo Metro. Risk management (market risk – including currency risk, fair value interest rate risk, cash flow interest rate risk – price risk, credit risk and liquidity risk) is performed by senior management according to the policies approved by the shareholders.
INSURANCE
The São Paulo Metro has insurance policies contracted in the main insurers of the country that take into account the nature and degree of risk involved. As of December 31, 2016, the Company had insurance coverage against fire, civil liability and miscellaneous risks for property, plant and equipment, users and buildings, at amounts considered sufficient by management to cover possible losses. The risk assumptions adopted, given their nature, are not part of the scope of an audit of the financial statements, and therefore were not analyzed by our independent auditors.
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REVIEW OF THE ORGANIZATIONAL STRUCTURE
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Review of the Optimize existing resources and Own resources Organizational streamline internal processes. Structure
At the end of 2016, a process of organizational restructuring began in the Company. The Engineering and Construction Board has adopted a matrix structure that provides management of projects and talents, considering different stages of the works being executed simultaneously and the different levels of complexity.
Within the scope of the Metropolitan Transport Planning and Expansion Board, the functions of line volume prospecting and projection of the metro network were reinforced with the incorporation of the economic and financial evaluation of the interventions to focus the efforts of the production of basic architecture, civil engineering and systems, as well as socio-environmental viability. In addition to improve the monitoring and control of the implementation of the projects, these actions will provide subsidies for planning cycle assessment.
The Voluntary Termination Program – PDV, a measure approved in June 2016 by the Salary Policy Committee of the Government of the State of São Paulo, is part of the measures for the revision of the structure and the financial balance. With the confirmation of the adhesion of 513 employees, the PDV will enable the reduction of the administrative areas, as well as the renewal of the work teams in the operational and legal positions (mandatory by labor legislation).
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INTEGRATED MANAGEMENT SOLUTION – SAP GRI G4-DMA-PR
STRATEGIC PRIORITIZED ACTION RESOURCES ISSUE ERP Keep the Integrated Management System up to date Own Technology in technological and functional terms. resources
Ensure that the system features developed by the supplier are continuously adapted to the needs of the business areas and that allow adequate technical support to the Metro.
The SAP Integrated Management System continued to be implemented to improve process management and facilitate decision making and control of activities/processes. The areas of procurement, finance, controlling and inventory, non-fare revenue, budget planning, asset maintenance, project management and management reporting were prioritized for this phase.
INFOVIA – CORPORATE DATA NETWORK
STRATEGIC PRIORITIZED ACTION RESOURCES ISSUE Infovia Implement the new Metronet Data Own resources Network to promote better performance from the Corporate of computerized systems and to conduct International Bank Data Network new business in order to obtain non-fare for Reconstruction revenues. and Development – IBRD. Goal: Deploy 50% of planned sites by 2018.
In 2016, the contracting to modernize the Corporate Data Network, Infovia, was approved to contemplate the technological evolution of computerized services, mainly in the aspects of speed, geographic coverage, security and availability, and for the realization of new businesses aiming at the collection of non-fare revenues.
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CERTIFIED MANAGEMENT SYSTEMS CRI G4-DMA-EN, G4-DMA-PR
The quality of the services provided, the environmental impacts of the network in operation and the risks to employee safety and health are managed with the support of certified management systems. All systems are subject to a single policy – Integrated Quality, Environment, Occupational Health and Safety Policy – and have unified procedures for various requirements that are common to reference standards. The Standing Committee on Management Systems, composed of a matrix structure, guarantees the compatibility and integration between the management systems.
During 2016, a comprehensive review of the Environmental Management System and Quality Management Systems was carried out in order to adapt them to the new versions of NBR ISO 9001 and NBR ISO 14001. The management systems are operating in compliance with the 2015 version of the reference standards and are prepared for the evaluation of the Accredited Certification Body in 2017.
SYSTEM SCOPE
Quality (ISO 9001: 2008) Processes of operation, maintenance, supply logistics, procurement and contracting, administrative, legal services, management of the implementation of Line 4-Yellow and Line 17-Gold¹.
Environment (ISO 14001:2004) Environmental impacts associated with the processes of the implanted network².
Occupational Health and Safety Hazards and risks associated with the work (OHSAS 18001:2007) activity of all employees.
¹ Processes are aligned through formal service level agreements. They cover more than 80% of employees. ² The impacts associated with the expansion of the network are managed by the control and compensation programs resulting from the licensing process.
64 SUSTAINABILITY REPORT GOVERNANCE SÃO PAULO METRO | 2016
ENGAGEMENT OF
PUBLICS OF INTEREST
GRI G4-DMA-SO, G4-DMA-PR, G4-24, G4-25, G4-26, G4-27
Users, citizens, employees and other publics are at the heart of the company’s actions to offer its services.
To bring voice to these publics and improve communication, the company maintains structured and organized relationship channels to inform, listen and respond to demands, register manifestations, receive complaints, report on management and company plans related to operation and expansion of the metro network.
65 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
USERS GRI G4-DMA-PR,G4-2, G4-26
QUALITY OF SERVICE AND PASSENGER TRIP EXPERIENCE
COMMUNICATION WITH PATRONS
CAMPAIGNS
CULTURE AND SOCIAL CAMPAIGNS
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QUALITY OF SERVICE AND PASSENGER TRIP EXPERIENCE GRI G4-PR5
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Improved Implement actions to meet Own resources passenger trip the expectations of patrons, experience providing a service with quality and cordiality.
With the growth of access to new communication technologies, priority was given to actions that aim to meet expectations regarding the essential service attributes (speed, reliability, comfort, attendance, communication and security).
The Information Center – CIN carried out 113 thousand calls in 2016 to answer questions about tickets and fares, operation of the service, intermodal transfer between transport modes, location of streets, and objects and documents lost and found in the metro system.
The Information Desk located in nine stations of the network registered 813 thousand users, guiding and providing clarification on the metropolitan transport system, integrated bus lines, points of interest near the station and other services provided by the Metro.
The SMS – Reporting, a system for sending messages directed to the Public Security Control Center of the São Paulo Metro, recorded 51 thousand occurrences in the stations and trains, mainly related to sexual harassment, peddlers, presence of beggars and some transgressive behavior of users (littering, smoking in trains and stations, hooligans, sitting on the floor, laying feet on seats, etc.).
SERVICE FOR PERSONS WITH DISABILITIES OR REDUCED MOBILITY – MONITORING SERVICE
In addition to the stations being accessible disabled people or with reduced mobility, a follow-up service is offered to people who do not feel safe to roam autonomously in the system, especially visually impaired people.
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On a daily basis, 2,000 accompaniments are carried out on average of people under these conditions. Users are led by employees throughout the system until alighting and accompanied to the exit of the station, ensuring their safety during the course of the escalators, platforms and trains. Considering only the boarding accompaniment, 240 thousand were performed in 2016, 90% of which to people with visual impairment.
Since 2008, the service for the visually impaired is carried out on working days by Jovens Cidadãos (a government program to aid individuals from 16 to 21 years old to find their first job) from the Education for Work Program – PET. Implemented in partnership with the Secretariat of Employment and Labor Relations – SERT, the program includes the training of these youngsters, to approach, conduct, board and alight people with visual impairment. In order to expand the Jovens Cidadãos’ staff, the Metro selected 216 students from the SEST SENAT (Social Transportation Service – National Transportation Learning Service) course, who were also trained to attend to the public and conduct the visually impaired in stations.
In 2016, 957 operating employees receive training to provide service and assistance in guiding people in wheelchairs. Furthermore, mobile ramps to aid boarding and disembarking from the trains in the main stations were implemented. The continuity of the program of visits, directed to the disabled public to explain the correct and safe use of the system, enabled the attendance of 58 visually impaired people, their companions and teachers.
CIN SERVICE 2014 2015 2016
INFORMATION (THOUSAND) 153 120 113
SMS RECEIVED 57 51 51
PCD SERVICE¹
PHYSICAL PCD 28 28 23
VISUAL PCD 267 262 217
TOTAL ACCOMPANIMENTS 295 290 240 (THOUSAND)
¹ PCD – Person with a disability.
68 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
SERVICE FOR THE ELDERLY: EXPERIENCED CITIZEN
Of the total number of passengers transported daily, 9% of the trips are made by the elderly over 60. As a result, the development of employees is constant, in order to provide service in blocking lines and in boarding at peak times in the stations with great travel demand.
Special visits of this public are carried out in the system, aiming at presenting the train circulation and providing guidance on the operation, boarding and disembarking, usage of equipment and urban terminals. In 2016, five visits were made, with the participation of 129 people.
Specific actions were also carried out at stations with a large influx of elderly people to support the Elderly Accident Prevention Week, in July.
CELEBRATIONS OF THE INTERNATIONAL DAY OF OLDER PERSONS – OCTOBER 2016
69 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
COMMUNICATION WITH USERS
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Communicate Improve and humanize the Own resources. with users communication with users.
Develop educational campaigns towards the users; Review contents of the communication of abnormalities in the system; Develop new online communication applications and expand existing media and resources.
Campaigns have become important to the user interface because they address specific issues that require greater attention and information coverage.
70 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
CAMPAIGNS
METRO AND YOU. TOGETHER, WE GO FURTHER.
The campaign “Metro and you. Together, we go further.”, launched in 2015, has been expanded to address a number of issues encouraging a more civilized and safever behavior from users.
In the first phase of the campaign, subjects related to the transportation and handling of bags and backpacks were taken into account when boarding the trains.
71 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
In the second phase, topics related to boarding and alighting were addressed, with guidelines for users to wait before the yellow line and to let other people exit before entering the train. Part of the campaign was a piece to clarify to users about reducing the number of turnstiles available to control the influx of people inside the stations, aiming at a better control accordingly with the diverse strategies needed.
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In the third phase, topics related to accessibility and preferential service were addressed, highlighting information on preferential boarding, awareness of boarding and alighting of disabled people and information about accessibility in the stations.
73 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
CAMPAIGN AGAINST ILLEGAL TRADE
The in-train video system, TV Minuto, aired a video about the illegal trade in trains and stations, the risks of acquiring products of unknown origins and also the annoyance to users, encouraging the reporting of the presence of peddlers through the SMS Reporting service.
74 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
CAMPAIGN FOR OPERATING EMPLOYEES ON THE ISSUE OF SOUND MESSAGES (PA)
In cases of abnormality, the information to the users is essential so they remain calm and cooperate with the Metro’s directions. The campaign was designed to encourage the train operator to issue PA (Public Address) or sound messages during such events.
75 SUSTAINABILITY REPORT USERS SÃO PAULO METRO | 2016
CULTURAL AND SOCIAL CAMPAIGNS
The areas in the stations are transformed to receive artistic and cultural attractions of diverse languages and become zones of leisure, coexistence and knowledge.
Activities carried out in 2016:
CULTURE LINE: a monthly program of exhibitions with a great diversity of subjects, and artistic techniques and points of view. Seventeen exhibitions/month, on average.
PROJECT ART IN METRO:
Permanent collection of works of art: composed of murals, installations, paintings and sculptures. Currently, there are 91 works of art.
Fixed exhibitions: Alto do Ipiranga Station: Ipiranga: O Bairro do Grito!; Largo Treze Station: O Metrô e Seus Bairros: Santo Amaro; Adolfo Pinheiro Station: O Bonde em Santo Amaro; Corinthians-Itaquera Station: Memorial do Corinthians; Liberdade Station: Ikebana Showcase – partnership of São Paulo Metro with the Brazilian Ikebana Association.
Partnerships and covenants with museums: Lasar Segall Showcase at Santa Cruz Station. New exhibitions every three months; Masp (São Paulo Art Museum) at Trianon-Masp Station; Museum of Sacred Art at Tiradentes Station; Opera Costume Showcase and “10 Minutes of Opera” at Marechal Dedoro Station. The result of the partnership signed in 2015 with Theatro São Pedro and Instituto Pensarte; Museum of Sexual Diversity in the República Station. First cultural space in Latin America related to the theme, created by means of State Decree 58,075, of May 25, 2012.
Piano in Metro: the project was shut down in the beginning of 2016. The four pianos were donated to the Secretariat of State Culture, according to the donation term published in the Official State Gazette on 02/26/2016.
Poetry in Metro: the Poesia no Metro project is a Portuguese-language reading program that began in 2009, at Line 2-Green (Vila Madalena/ Alto do Ipiranga) and extends to present day. Works by poets, both Brazilian and Portuguese, such as Augusto dos Anjos, Camões, Cruz e Sousa, Florebela Espanca and Olavo Bilac are exposed and presented to users. Twelve other poems are located in Ana Rosa, Chácara Klabin, Paraíso and Vila Madalena stations.
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Metro’s Security Guards Band: formed from casual meetings in the company, the Security Guards Band exceeds the limits of its facilities, trains and stations and reveals the talent of the employees to the users. The band has performed 14 times in different stations of the São Paulo Metro.
Music, drama, dance and workshop: musical, theatrical performances, dances and workshops in the stations. There were 160 artistic performances.
ENVIRONMENTAL LINE: a program created to promote the culture for sustainability, held the Sustainability + Rails event, with the presence of experts in innovation and design thinking workshops, as well as 5 exhibitions of socio-environmental projects plus artistic manifestations in the stations.
SPECIAL PROJECTS: stations receive events from other organizations.
Arte na Rua: Rede Globo project, with the purpose of valuing street artists.
Virada Sustentável: three exhibitions of the program of the event took place Metro premises.
Virada Inclusiva: eleven musical performances and five dance performances took place with various groups.
Social marketing actions: 22 actions were developed in partnership with other institutions, bodies or companies, most of which adresses health issues.
77 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
COMMUNITY /SOCIETY GRI G4-2, G4-15, G4-26, G4-37, G4-EC8
MANAGEMENT OF SOCIAL IMPACTS OF THE NETWORK
COMMUNICATION WITH PATRONS AND CITIZENS
MANIFESTATIONS
CITIZEN INFORMATION SERVICE - SIC
RELATIONSHIP WITH THE TECHNICAL COMMUNITY
RELATIONSHIP WITH THE PRESS
SUPPLIERS AND SERVICE PROVIDERS
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MANAGEMENT OF SOCIAL IMPACTS OF THE NETWORK GRI G4-DMA-SO, G4-SO1, G4-PR2
SOCIAL COMMUNICATION AND IMPACT OF WORKS
In 2016, the Metro restructured its actions in the context of crisis and budget constraints, revising and improving the processes of social assistance to the population and communities directly affected by the projects.
With the stoppage of the expansion of metro lines and the crisis also affecting construction consortiums, the relationship with the community was strengthened, expanding access to information and clarification on the projects that had works decreased or suspended.
The communication and the relationship were intensified with the community of Line 2- Green, which demonstrated against the situation of expropriated and unoccupied properties for expansion and the risks associated with public health and safety with the “desertification” of these areas.
Regarding the Line 4-Yellow, the Metro also worked on implementing a strategic relationship while the work was halted and after signing of the contract to resume civil works execution in July 2016, as well as with Line 17-Gold, which also suffered from the transition from construction consortiums to the resumption of the work schedule.
In the other halted sections, the Metro continued to act in the preservation of expropriated properties.
In Line 5-Lilac, which is in advanced stage of the works reaching early stages of construction finishing, technical visits and meetings with real estate owners were promoted. Also, a Work Visitation Program was started, with groups of residents, merchants and engineering students interested in learning about the activities of the new stations.
In Line 15-Silver, which had no change in the pace of works, social communication was maintained with the surrounding population.
79 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
During the year 2016, the work of social communication with the community comprised the following actions:
ACTIONS IN 2016
Holding of 74 specific meetings to provide information and clarification on the beginning of the works, layout and stages of implementation, social and MEETINGS environmental impacts (noise, temporary vacancy of residential properties, and repairs in impacted properties).
136 issued notices to the community regarding the demolition of expropriated properties, traffic diversions, nightly work, well excavation, COMMUNICATION concreting and hoisting of precast beams. Issuance of 517 letters referring to preliminary inspection and instrumentation of real estate in the area affected by the works.
VISITS TO 8 biweekly visits at future Brooklin, Alto da Boa Vista and THE WORKS AACD – Servidor. A total of 166 people took part.
TECHNICAL 216 technical visits with a multidisciplinary team to monitor VISITS the treatment of impacts arising from works in real estate.
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DISAPPROPRIATION AND RESETTLEMENT OF COMMUNITIES
METRO MITIGATING HISTORY OF SERVICE TO THE PEOPLE LINE MEASURES
48 vulnerable families The Regulation was applied for the first time resettled until 2016. to serve expropriated vulnerable families. LILAC - Three families served by Signed an agreement with the CDHU to serve means of an agreement those opting for housing units. with CDHU. LINE 5 LINE
Signed resettlement agreement for vulnerable families with CDHU. 460 vulnerable families served. 423 irregular buildings were identified by December 2016. 497 vulnerable families/individuals accepted -335 received indemnification the service, of which 355 opted for compensation for the right to housing. for the right of housing and 125 opted for inclusion
-125 opted for inclusion in the housing program of the CDHU. in the housing program of the CDHU, with receipt
GOLD There is also a group of 27 buildings whose - occupants were served directly by the Metro of a Housing Unit. 17 because these were cases that were not contemplated in the Agreement, such as LINE commerce and associative entities. They received All the necessary buildings indemnification for the improvement, according to have been demolished and the civil legislation. services are closed in the area related to section 1 of Line 17- There were also 3 cases that refused service and 1 Gold. The resettlement was case of impediment, since it depends on the judicial completed. interdiction of the resident, which has limitations. JABAQUARA/SÃO PAULO MORUMBI STATION
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COMMUNICATION WITH USERS AND CITIZENS
The citizen participation in monitoring the service provided by the Metro is ensured by the company’s various communication channels. All manifestations are cleared and answered.
The establishment of this dialogue between the company and the public in daily practice results in opportunities for improvement of the company’s actions, as well as ensuring transparency in management.
In addition to direct contact with employees at the stations, users and citizens can register their manifestations through the Contact Us by the company’s website, official social networks, SMS Reporting and channels such as CIN Information Center.
The Contact Us is managed through a Unified User Relationship System, called Sugar CRM, which redirects the manifestations automatically to the areas, according to the subject being targeted.
Citizens also have the Ombudsman’s Office which answers all complaints, denunciations, compliments and replies on all matters sent to the company, not resolved through channels of first instance.
Complaints about inadequate employee care, employee harassment, corruption or theft are referred for verification. Those that constitute serious deviations are reported to the Ethics Committee of the company and, when necessary, the Internal Audit support is requested.
MANIFESTATIONS GRI G4-PR5
In 2016, 15,006 citizen manifestations were registered in the CRM Sugar Corporate Customer Service System. Out of the total, 8,278 were complaints; 5,292 requests for information; 788 suggestions; 297 compliments,291 complaints and 60 acknowledgements, representing an increase of 18% in total compared to the year 2015.
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MANIFESTATIONS BY THE CRM SUGAR
TYPES OF 2014 VARIATION 2015 VARIATION 2016 MANIFESTATIONS
COMPLAINT 8,028 -22% 6,266 32% 8,278
INFORMATION 7,047 -32% 4,803 10% 5,292
SUGGESTION 1,138 -22% 889 -11% 788
COMPLIMENT 545 -28% 391 -24% 297
DENUNCIATION 437 -26% 323 -10% 291
ACKNOWLEDGEMENT 42 33% 56 7% 60
TOTAL 17,237 -26% 12,728 18% 15,006
The line volume increase in 2016 is related to cyclical occurrences such as the end of the contract of the Bilhete Único recharging machines and the greater presence of street vendors in the system due to the worsening of unemployment. In connection with this, too, many requests for information about the unemployed person’s ticket were received.
Requests for information about the system represent a significant number of demands. Most of the manifestations of the users, in this sense, refers to the declaration of operational occurrence differentiated, requested when there are occurrences that generate delays in train circulation.
As for manifestations not resolved by the CRM SUGAR system, they are analyzed and treated by the Ombudsman, especially those that refer to denunciations and complaints. They are cleared and answered, and when considered serious, are also evaluated by the Company’s Ethics and Conduct Committee.
The themes recurring at the manifestations in 2016 also highlighted issues related to the service provided by operational employees, public security, reliability and comfort, changing the order of relevance recorded in 2015, in which aspects related to reliability, comfort and public security were prioritized.
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RELEVANT REASONS FOR MANIFESTATIONS - 2016
. Service:
− Preferential boarding accessibility : Most manifestations referred to the need to intensify the supervision of this service to guarantee, according to users, the access of those who really need;
− Attendance of station employees and security: the employees’ posture in the service provided and the lack of them in the stations were themes that gained prominence in the manifestations. The majority of compliments referred to courteous service received from employees.
. Public Security: the irregular commerce of peddlers and the presence of beggars in trains and stations was a theme that gained prominence in public security manifestations. Another recurrent theme was theft/robbery, mainly of mobile devices. These issues have been prioritized in the definition of strategic actions of the company, with specific measures for each type of problem;
. Reliability: the manifestations referred to the circulation of trains (abnormalities/delays), the functioning of the Bilhete Único pass system, as well as the provision of services to the customer regarding the declarations of different operational occurrences;
. Comfort: The manifestations referred to issues related to train comfort, air conditioning (either it’s too warm or cold) and traffic, hampered by abrupt braking and vehicle occupancy.
84 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
MAIN MANIFESTATIONS BY ATTRIBUTE - 2016
MANIFESTATION ATTRIBUTE DEMANDS
Accessibility: preferential boarding Service Station Employees: service/ posture/ lack of employees Security Employees: lack of employees/ posture
Public Security Security: street vendors and beggars/ theft/ robbery Train circulation: abnormality/ delays COMPLAINTS Bilhete Único: system operation Reliability Customer service: differentiated operational occurrence declaration Train equipment: air conditioning Stations and surroundings: ventilation pylon Comfort and surrounding areas Train circulation: rough braking/ vehicle occupancy Customer service: differentiated operational Reliability occurrence declaration Relationship to community: property damage Service INFORMATION Customer service: declaration of first aid Free tickets: unemployed/ right Information Customer service: general information/ routes Communication with the patron: educational campaign/ Information lack of/ excessive sound and visual communication on the train and station SUGGESTIONS Comfort Train equipment: air conditioning
Service Accessibility and preferential service: preferential boarding
Station employees: service/ posture/ fulfilled PO COMPLIMENTS Service Security employees: service/ fulfilled PO
Security: theft/ robbery/ fault/ failure of employees DENUNCIATIONS Public Security to provide public security
ACKNOWLEDGEMENT Service Station employees and security: fulfilled PO/ service
85 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
MANIFESTATIONS BY SOCIAL NETWORKS
Attendance to demands made on social networks grew significantly in 2016, confirming the trend of migration of traditional channels (toll-free calls, e-mail, Ombudsman, etc.) to digital channels. Last year 16,613 appointments were made, representing a growth of 27% over the year 2015.
The official profiles of the São Paulo Metro, in the main digital social networks (Twitter, Facebook, Instagram and Youtube) surpassed historical marks of followers. On Twitter, the year closed with more than 1.4 million followers, a 78% growth in the period. On Facebook, Metro ended the year with more than 187 thousand likes on the page, which was also higher than the previous year (147 thousand).
On Instagram (@metrospoficial), a profile created in August 2016, Metro ended the year with 836 followers and 181 publications, mostly sent by employees themselves. YouTube profiles (2.6 thousand subscribers and more than 1.4 million views) and the Flickr social network (342 followers and 1.2 thousand photos published) also registered a significant number of subscribers and views.
Compared to other companies and municipalities of the Government of the State of São Paulo, Metro ended the year leading the ranking on Twitter. On Facebook, the Metro remains in eighth place:
TWITTER Followers FACEBOOK Likes
1º Metrô 1,416,074 1º Polícia Militar 824,195
2º Tv Cultura 746,358 2º Tv Cultura 756,105
3º CPTM 620,094 3º Polícia Civil 610,641
4º Governo SP 299,980 4º S. Segurança Pública 406,280
5º Polícia Militar 291,860 5º Governo SP 342,022
6º Secretaria da Cultura 176,184 6º Secretaria da Educação 263,312 Secretaria da 7º Educação 62,052 7º Poupatempo 212,322 8º S. Segurança Pública 48,190 8º Metrô 187,805
9º Biblioteca Virtual 26,941 9º CPTM 144,292
10º Imprensa Oficial 26,313 10º Sabesp 108,941
86 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
In comparison with Brazilian companies in the transportation and traffic sector, Metro also leads on Twitter and is second in Facebook.
TWITTER Followers FACEBOOK Likes
1º Metrô 1,416,074 1º Metrô Rio 188,883
2º CET-SP 960,094 2º Metrô 187,805
3º CPTM 620,094 3º CPTM 144,292
4º SPTrans 607,754 4º TrensUrb - Porto Alegre 71,074
5º Metrô Rio 163,094 5º SPTrans 44,798 TrensUrb - 6º 56,692 6º CET 15,643 Porto Alegre
In order to increase the number of followers and the interactions with netizens, several contents were produced, prioritizing the provision of services, citizenship and culture. In 2016, Twitter posts generated 31.2 million impressions (sum of the number of times each post appeared in the users’ feed). On Facebook, impressions totaled 21.5 million.
The most prominent content was the ones that took advantage of the social media buzz to convey important messages, such as “Don’t Hold the Door” in reference to the series Games of Thrones, on May 25.
Content was also produced emphasizing a good behaviour (“Annoying Types”, “Two Types of People”, “Citizen Carnival,” among others). Institutional campaigns (“Buy Using Coins”, “You, The Metro and the Illegal Commerce”), service provision (information on the threat of union strike, civil service examinations, Lost and Found, video about guide dogs), specific commemorative dates (GLBT Pride Day, Christmas, New Year’s, etc.).
87 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
CITIZEN INFORMATION SERVICE - SIC
The Citizen Information Service – SIC, a channel created to comply with the Federal Access to Information Law, No. 12527/2011 and State Decree 58,052/2012, establishes the citizen’s right of access to public administration information. Information on the management and activities of the São Paulo Metro is available on the company’s website, and those who wish to request more information can do so through the SIC channel online, in person or through the phone.
In the case of plan revision for the expansion and works of new lines, the interest of the population for information, reflected in this channel of relationship, resulting in a 34% increase in demands for information on works, expropriations and civil projects (43% of the visits), as well as requests about routes, station location, among other topics. 1383 appointments were made through the year.
RELATIONSHIP WITH THE TECHNICAL COMMUNITY CRI G4-16
The São Paulo Metro takes part of a benchmarking program between metros, a group called the Community of Metros – CoMET. In 2016, the group formed by high-demand passenger metro systems operating in 16 cities – Beijing, Berlin, Delhi, Guangzhou, Hong Kong, London, Mexico City, Madrid, Moscow, New York, Paris, Santiago, Shanghai, Singapore, Taipei City and São Paulo, held two meetings, one in Singapore and one in New York. Other than the daily communication through a virtual environment, experts from the Imperial College of London analyzed the key performance indicators (KPIs) of each system and compared them to the results obtained in the group.
With the Latin American community, the São Paulo Metro performs an exchange with the Asociación Latinoamericana de Metros y Subterráneos – Alamys, an international civil association focused on exchanging experiences in planning, construction, operation, maintenance, financing and installation of equipment for transportation systems for users on rails. In 2016, the Metro took part in the annual Congress, which was held in Santiago de Chile, and had a special participation in the seminar on the social management of Metros of Latin America in Lima, Peru.
88 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
At the national level, the São Paulo Metro supports the work of various organizations in the transportation and engineering sector. The company supports sectorial, technical and academic forums, especially those organized by the Association of Engineers and Architects of Metro – Aeamesp and by the National Association of Public Transport – ANTP, founded by professionals of the São Paulo Metro.
In 2016, the São Paulo Metro was formally affiliated to the following associations:
Aasp - Associação dos Advogados de São Paulo ABA - Associação Brasileira de Anunciantes Abas - Associação Brasileira de Águas Subterrâneas ABCP - Associação Brasileira de Cimento Portland Abec - Associação Brasileira de Educação Corporativa Abed- Associação Brasileira de Educação a Distância ABGE - Associação Brasileira de Geologia e Engenharia ABMS - Associação Brasileira de Mecânica de Solos e Engenharia Geotécnica ABNT - Associação Brasileira de Normas Técnicas ABPV - Associação Brasileira de Pavimentação ABO - Associação Brasileira dos Ouvidores Abraco - Associação Brasileira de Corrosão Abraman - Associação Brasileira de Manutenção Abrasce - Associação Brasileira de Shopping Centers ABRH - Associação Brasileira de Recursos Humanos ABTD - Associação Brasileira de Treinamento e Desenvolvimento Alamys - Asociación Latinoamericana de Metros y Subterráneos Alshop - Associação Brasileira de Lojistas de Shopping ANPTrilhos - Associação Nacional dos Transportadores de Passageiros Sobre Trilhos Anpet - Associação Nacional de Pesquisa e Ensino em Transportes ANTP - Associação Nacional de Transportes Públicos Aparh - Associação Paulista de Administração de Recursos Humanos APM - Associação Paulista de Municípios CB - Comitê Brasileiro Metroferroviário CBT - Comitê Brasileiro de Túneis CRBio - Conselho Regional de Biologia Crea - Conselho Regional de Engenharia e Agronomia Ibape - Instituto Brasileiro de Avaliações e Perícias de Engenharia Ibracon - Instituto Brasileiro do Concreto Icon - IC Consultants Ltd. (Grupo CoMET) Inmetro - Instituto de Metrologia, Qualidade e Tecnologia SBGC - Sociedade Brasileira de Gestão de Conhecimento UITP - Union Internationale des Transports Publics
89 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
PRESS RELATIONSHIP
The Metro performs an intense work to Public campaigns: Combating Aedes keep its users and the population of São aegypti at the Metro facilities (several Paulo well informed. This mission involves vehicles, especially in the Jornal Nacional, a great effort of communication and from TV Globo). relationship with the most diverse vehicles, including the traditional ones (newspapers, Expansion: The boring machines have TVs, radios, websites, etc.), new digital finished the excavaions related to the social media (Twitter, Facebook, Instagram) tunnels of the Line 5-Lilac (Estado de São for content production (clipping, news and Paulo); use of bicycles by employees of wall newspapers). Line 5 to transit between stations (Folha de São Paulo). In 2016, the Metro published 222 releases, texts of a journalistic nature, as Institutional: Metro is the best option for suggestions of guidelines and materials those who need public transportation in for use by the various communication the City of Sao Paulo (Folha de São Paulo). vehicles. Those releases covered a wide Employees: Metro employees that have variety of topics, with emphasis on the already competed in the Olympic Games; operation, stories involving users and Paraolympic medal winner employee from employees, and progress of expansion Metro in the; International Women’s Day: works. women working in the metro in functions More than 4 thousand requests that used to be exclusive to men; surprise were made to the demands of the party to celebrate an employee’s silver communication vehicles on the conditions wedding (TV Record). of the lines, occurrences in the system, Operation and Maintenance: Campaign authorizations for recording and to encourage the use of coins; information for specific guidelines. maintenance at late night (guidelines in Main themes and articles published in many communication vehicles). the pivotal communication channels: The work aimed at the internal public of Culture: Culture Line schedules; the company included 418 publications, concerts by the Metro’s Security Guards including bulletin boards, notes and Band; presentations at the stations on notices, as well as the co-production of the City Anniversary, partnerships with bulletins and newspapers “Lina de Frente” Veja São Paulo magazine, Budget Book (printed and electronic) during the Biennal; marriage proposal in the campaign period. (May and June 2016). Metro (TV Record).
90 SUSTAINABILITY REPORT COMMUNITY/SOCIETY SÃO PAULO METRO | 2016
SUPPLIERS AND SERVICE PROVIDERS
GRI G4-26, G4-DMA-EN, G4-DMA-HR, G4-DMA-SO
All processes of the São Paulo Metro to purchase goods and services, including specialized services such as engineering and architecture, are subject to the legislation that defines rules for public practice, such as Federal Law 8666/93. According to the provisions of said law, compliance with the constitutional principle of isonomy is required, which implies offering the same conditions of participation and competition to suppliers, regardless of where they are installed, and the principle of economicity for selecting the proposal that best meets the public interest (best price) and sustainability criteria.
In addition to Federal Law 8666/93, the acquisition processes are adequate to the laws of bidding and acquisition of materials through electronic trading and the Electronic Purchasing Exchange of the Government of the State of São Paulo (BEC). In 2016, with the approval of Federal Law 13303/2016, the necessary adaptations are being processed to implement new guidelines.
Considering what is governed by legal instruments, contracts and management of service processes include requirements to ensure that suppliers comply with current legislation, normative instruments related to the activity carried out, and labor and human rights issues. Appropriate practices are also required for company policies in terms of quality, environment, health and safety, as well as ethical and anti-corruption principles.
In the process of supplier management, the control, supervision and awareness of outsourced employees is carried out. In the control of environmental compliance, the submission of Environmental Aspects Management Plan (PGAA) is required, when applicable. In 2016, control over the delivery of these plans was expanded and environmental inspections were continued in the companies.
91 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
EMPLOYEES GRI G4-26, G4-DMA-LA, G4-LA2
STRUCTURE OF POSITIONS AND WAGES
VOLUNTARY RESIGNATION PROGRAM
KNOWLEDGE MANAGEMENT
LEADERSHIP DEVELOPMENT
DIVERSITY AND EQUAL OPPORTUNITIES
92 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
In order for employees to offer a high quality service and be aware to the needs of the citizens in a cordial way, the company is developing several initiatives based on organizational values, aiming to dissiminate an organizational culture aligned with the strategies approved in the Strategic Planning 2014/2020.
In 2016, the São Paulo Metro closed the year with a team of 9,254 professionals and no significant changes.
CORPORATE SOCIAL 2014 2015 2016 INDICATORS
Total number of employees¹ 9,612 9,436 9,254
4,511 Number of operation employees 4,624 4,446
Number of maintenance employees 2,879 2,806 2,822 Number of administration 1,322 1,295 1,228 employees Number of expansion employees 787 774 758 RI LA1, LA13 C Number of employees admitted² 404 95² 416²
Number of dismissals³ - 199 240
Number of trainees 101 198 109
Number of apprentices - 50 325
Average company time - 17.6 18.4
¹ In 2016, apprentices, who are contracted for a fixed term, were separated from the total number of employees. ² In 2015, 75 Aprendiz Senai + 1 ad nutum + 4 reintegration. In 2016: 330 Aprendiz + 86 various positions. ³ The dismissals contemplate the beginning of the process of the Voluntary Resignation Plan – PDV, which is expected to occur over two years.
93 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
EMPLOYEES – BY 2014 2015 2016¹ GEOGRAPHICAL HOUSING AREA
Center 472 455 452
North 1,127 1,111 1,094
South 1,684 1,633 1,617 LA12 - East 3,024 2,947 2,894 West 679 668 662 10, G4 - Other (municipalities) 2,626 2,622 2,535
RI G4 TOTAL 9,612 9,436 9,254 C
¹ In 2016, there are no apprentices with a fixed-term contract.
The employees are registered under the Consolidation of Labor Laws (CLT) and work 36 and 40 hours a week, except the physicians and apprentices of SENAI, who have a daily workload of four hours. The contract of apprentices is a temporary one.
In 2016, 529 students were contracted in partnership with specific institutions. Trainees: Centro de Integração Empresa Escola – CIEE, Apprentices: SENAI – Serviço Nacional de Aprendizagem Industrial and SENAT – Serviço Nacional de Aprendizagem do Transporte; Young Citizens: Programa Educação Para o Trabalho (Social Program – Secretaria de Emprego e Relações do Trabalho – SERT). The hiring of apprentices was carried out through public selection processes.
NUMBER OF STUDENTS POSITION 2015 2016
Apprentice 75 330
Young Citizens 498 185
Trainees 149 14
TOTAL 722 529
94 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
Due to the budgetary control of the Government of the State of São Paulo, there was no automatic replacement of vacancies in the workforce. Pursuant to State Decree No. 61,466, dated 9/2/15, which provides for exceptional and timely authorization for hiring under justification, the Company contracted 86 new employees, mostly in operational positions. In 2016, a public tender was opened for the positions of Junior Lawyer, Labor Safety Engineer, Labor Physician, Work Nursing Assistant, Work Safety Technician, Metro System Technician I, Corrective Resettlement Technician I, Metro Transport Operator I, Facility Maintenance Officer I, Industrial Maintenance Officer and Toolmaker.
CONTRACTS (COMPETITION AND PUBLIC SELECTIVE PROCESS)
2014 2015 2016
388 75 416
E-SOCIAL
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
e-Social Deploy e-Social in the Metro, Own resources. a federal government project that aims to unify the sending of information by the employer in relation to its employees.
Since 2015, the federal government has made available a tool that allows the unified collection of taxes on employers. At the Metro, processes, current practices and information technology and connectivity solutions are being remodeled to comply with the law.
95 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
STRUCTURE OF POSITIONS AND WAGES
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Structure of To continue the implementation of Own positions and wages new structure of positions, salaries resources. and recognition contemplating aspects of internal/external balance, besides alternatives for the professional development of the employees and succession program.
In 2016, the phase of diagnosis of the structure of positions and salaries began with the evaluation of approximately 400 positions, among operational, administrative and executive positions. This study based the analysis of remuneration practices and the identification of distortions and imbalances between the current and proposed remuneration regime, taking into account the internal balance, the different deliveries, attributions and responsibilities of each position, and also the external balance, comparing the current remuneration regime with market practices. Implementation depends on the approval of external agencies and the scenario of budget constraints.
REMUNERATION AND BENEFITS GRI G4-EC5, G4-LA2
Employees of the São Paulo Metro are remunerated equitably according to their responsibilities and in accordance with a Compensation and Career Plan. The lowest salary paid by the company in 2016 was R$2,081.00 for a 40-hour workweek, 136% above the federal minimum wage of R$880.00 (base December 2016).
The company grants its employees a set of benefits compatible with best market practices. Part of these benefits is part of the Collective Agreement with the Metro and Engineers’ Unions, and other benefits are offered by the company to ensure competitiveness and business attractiveness.
96 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
The São Paulo Metro also has a Results Sharing Program (PPR), with the distribution of program-related values based on operational and corporate indicators and goals that directly or indirectly involve all company areas. The program follows the guidelines of the Government of the State of São Paulo, regulated by State Decree No. 59,598, October 16, 2013, by the Federal Constitution, article 7 and Federal Law 10.101, of December 19, 2000. The company offers all employees a Service Pass, which allows free access to the entire São Paulo Metro and CPTM network. In 2016, the transportation voucher (a right guaranteed by law) was provided to 440 employees and transportation assistance to 232 employees (who reside outside the Metropolitan Region of São Paulo).
PERFORMANCE MANAGEMENT
The São Paulo Metro adopts the performance management, continuous process of orientation, monitoring and evaluation of the employee by the manager. All active employees of the company are evaluated for their performance in a process that includes self-assessment by the employee and manager assessment. The competencies defined by the organization are classified by families of position – leadership, advisory, university, technical, administrative and operational.
COMPETENCY EVALUATION – TOTAL OF ASSESSED EMPLOYEES
2014 2015 2016
9,328 9,246 9,050
They are also evaluate during the period of experience, in order to subsidize the decision making, the movement of the area or the dismissal of newly contracted employees, in order to adapt them to the role in the first three months at the company.
EXPERIENCE PERIOD EVALUATION
2014 2015 2016
185 37 102
The results of these evaluations generate subsidies for policies and strategies in people management allow the identification of development needs, the definition of objectives and goals and the evaluation of their results.
97 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
TRAINING COURSES GRI G4-LA9 TRANING H-H AVERAGE BY EMPLOYEE 2016 2016
WOMEN MEN WOMEN MEN
Legal training 13,026 100,662 7,43 8,60
External supplier training 5,201 21,676 6.66 9.08
Internal educator training 14,324 47,004 6.56 6.84
Contractual training 78 7,570 26.00 17.40
TOTAL 32,629 176,912 6.91 8.26
VOLUNTARY RESIGNATION PROGRAM
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
PDV implementation To continue the Voluntary Resignation Amount provisioned Program (PDV) to promote the renewal (with accesses until of the Company’s staff. 12/31/2016).
The Voluntary Resignation Program, implemented in 2016, aimed at reducing the number of administrative staff and renewing work teams in the operational and legal positions (mandatory by labor legislation), had the participation of 513 employees: 97 from the administrative, 104 from maintenance, 266 from operation and 46 from expansion area.
98 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
KNOWLEDGE MANAGEMENT G4-DMA-LA
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Knowledge Ensure critical knowledge Own resources. Management retention (Knowledge Management) and expand the conditions of movement in the career at all levels (Succession Program).
CRITICAL KNOWLEDGE MAPPING
The structuring of the Knowledge Management process resulted initially in the Mapping of Knowledge, performed by area/department, in line with the methodology and application adopted corporately. The critical knowledge mapping was processed through workshops, in three stages:
. INVENTORY OF CRITICAL KNOWLEDGE OF COORDINATION
In this stage, the knowledge of coordination according to relevance and availability was listed and prioritized. The professional proficiency was then evaluated, as well as the challenges, opportunities and possible actions of the managers to encourage the sharing of knowledge. In this stage there were 339 participations.
. CONSOLIDATION OF CRITICAL KNOWLEDGE OF MANAGEMENT
After the grouping of the information about the critical knowledge of the coordination and departments, information about the knowledge and proficiency of the technical advisors and specialists of the managements was included, as well as the systematized knowledge was identified.
. CRITICAL KNOWLEDGE REGISTRY AND DEFAULT ESTIMATION FOR THE DISMISSAL OF PROFESSIONALS THAT ADHERED TO THE VOLUNTARY RESIGNATION PLAN - PDV
In this stage, the critical knowledge of the professionals who joined the PDV was registered, aiming at subsidizing the elaboration of a plan to transfer and share this knowledge and estimate the deadline for termination.
99 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
TECHNICAL KNOWLEDGE MANAGEMENT - OPERATIONAL
In 2016, courses were organized in several areas, especially in the areas of operation, maintenance and projects, in the Distance Learning modality, allowing greater flexibility in the programming and participation of the employees to carry out the activity in their learning place.
In the operational area, the focus was on reviewing and training of operational positions and refresher training, aiming at integrating the contents, homogeneous and shared vision of each of the trainings, and expected performance for each position.
The trainings of OTM1 and OTM4 (basic and trains module), involving 26 educators, were prioritized. The refresher training, carried out in partnership with SENAI, achieved the first results with the pilot application of the “Manual Route Alignment” training in December. The other trainings reviewed, all in the EaD system, are expected to be delivered in 2017: Attendance Guidelines; Identification and Withdrawal of Impediments for Train Handling; Standard of Communication – standardization of language and procedures in radio communication.
For the employees responsible for the rolling stock, the courses in EaD were made available in Moodle, totaling 427 participants.
For those who work in the management of expansion projects, the following courses were given: Introduction to Project Management – for managers and project teams, addressing basic knowledge and its applications; Entrepreneurship Management Methodology – for managers and project teams, promoting the application and dissemination of concepts. The courses were elaborated and applied by PMI Certified professionals (PMP-Project Management Professional), with instructional support from the Corporate University of Metro – Unimetro.
Another course developed and taught by metro experts was the Tunnel Engineering Course, developed for engineers, architects, geologists and technologists from the project and construction teams. In the first group there were 42 participants.
100 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
EDUCATOR DEVELOPMENT PROGRAM
The elaboration and application of internal courses is one of the strategies adopted in the Metro to promote the management of metro knowledge and perpetuity of the company. Educators are employees who play the roles of trainers or training instructors whose role is key to the development of learning paths. Therefore, the development of educators is intrinsically related to the production, documentation, systematization and dissemination of metro knowledge.
Of the 42 new educators nominated by their managers in 2016, more than 70% were trained on the educators’ learning path, as a trainer and instructor. In this way, new courses have been designed or are in preparation for internal application.
101 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
LEADERSHIP DEVELOPMENT GRI G4-DMA-LA
STRATEGIC ISSUE PRIORITIZED ACTION RESOURCES
Leadership Maintain the Leadership Own resources development Development Program
that includes: . Development Policy; . Development paths for all positions in the Executive Plan; . Succession Plan.
The Leadership Development Project aims to develop new skills of those who deal daily with people management, ensuring the improvement of their performance as a manager, strengthening sustainability and business growth within a healthy organizational climate.
SUCCESSION PROGRAM
In 2016, 122 evaluations were carried out for positions of Supervisor, Coordinator and Head of Department. In the actions of the program of development of the Top Management there were 319 participants, totaling 1,442H.h. In the actions of the program of development of the Middle Management there were 278 participants, totaling 2,465H.h.
102 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
DIVERSITY AND EQUAL OPPORTUNITIES GRI G4-DMA-SO, G4-DMA-PR, G4-LA6, G4-LA8, G4-LA10, G4-LA12
The Metro is concerned to prepare its employees and contractors for the defense and protection of human rights, company principles stated in the Code of Ethics and Conduct and its personnel management policy.
The observation of values and commitments strengthens the way the organization acts in its daily life, in the relationship between internal and external audiences. In 2016, the theme of diversity in work was addressed in the paths of leadership development. In the operational area, it was also the subject of discussions with security agents and coordinators. In relation to harassment, a workshop was held with employees with the support of the Municipal Department of Policies for women to address issues of urban violence and form a group of multipliers in the area of operation.
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INDICATORS OF DIVERSITY 2014 2015 2016 AND EQUAL OPPORTUNITIES
Number of employees over 45 years old 5,360 5,705 5,775
Number of women 1,918 1,882 1,837
% of leadership positions occupied 18% 16% 15% LA12
- by women
Number of blacks 2,430 2,399 2351 LA1, G4 - % of leadership positions occupied 9% 13% 14% by blacks CRI G4 CRI Number of people with disabilities 273 279 270 or special needs
Number of employees with 488 489 476 postgraduate degree
Number of employees within 2,853 2,278 1,712 five years of company
¹ Considered employees who declare themselves black and brown.
104 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
QUALITY OF LIFE PROGRAMS PARTICIPANTS IN 2016 Prevention and treatment of chemical dependency 3,596 and other compulsions Tempo Amigo (For a Better Quality Life in Your Senior Years) 287
Home Office 7
Professional rehabilitation 6
Social service 1,610
SOCIAL BENEFITS
Funeral assistance 11
Emergency loan 3
Special medicine 33
Inclusion aid for children with disabilities 107
ENGAGEMENT PROGRAMS
Welcome program 615
Homage to employees with 10, 20, 30, 40 800 or more years of service
Visit of relatives to the São Paulo Metro 314
Valuing employees working 1,130 at Christmas and New Years DIVERSITY 18
Diversity Module – Leadership Development 29
GOP Multipliers – Discussion of gender issues 18 and harassment against women
Meetings with the Metro Union for 3 discussion of Affirmative Actions
PIC –“Citizenship exercises: combating racial 46 discrimination and religious intolerance”
105 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
OCCUPATIONAL HEALTH
The index of occupational diseases (registrations/ number of contracted employees), in 2016, closed at 0.052% (registrations/ number of contracted employees).
OCCUPATIONAL DISEASE¹ - SÃO PAULO METRO
2014 2015 2016
Number of cases 4 2 5 Indicator 0.040 0.021 0.052%
¹ For the calculation, employees with differentiated contracting – PET trainees and researchers are expurgated.
PREVENTION AND WORK ACCIDENTS
In 2016, 624 work accidents were registered, and the goal of reducing corporate work accidents foreseen for 2016, of 2.5%, was not reached, since the occurrences of “typical falls” increased 28% in relation to the previous year.
TYPE OF ACCIDENT 2014 2015 2016
Work-Related Osteomuscular Disorder 4 2 2 Robberies 0 0 1 Trainings (TAF/TTI) 0 1 2 Route 106 99 116 Route falls¹ 55 55 64 Typical falls 50 71 91 Other² 391 416 412 Total accidents 561 591 624
¹ Considered in the route. ² Trampling, aggression, crashes, hit by blood contact, motorcycle crash, excessive stress, pressing between, body reaction to its movements, contact with chemicals, contact with extreme temperatures, contact with electricity.
106 SUSTAINABILITY REPORT EMPLOYEES SÃO PAULO METRO | 2016
WORK ACCIDENTS 2014 2015 2016
Severity rate¹ 140 203 168
Frequency rate² 27.81 30.70 32.63
¹ Number of days lost per million man-hours of exposure to risk. Reflects the extent of the injuries. ² Number of accidents per million man-hours of exposure to risk.
OCCUPATIONAL HEALTH CARE CONTROL PROGRAM
In order to know the health/illness profile of metro stations and to plan actions for health promotion and preservation, 9,895 occupational exams were carried out in 2016, in compliance with Regulatory Standard NR 7.
107 SUSTAINABILITY REPORT ENVIRONMENT SÃO PAULO METRO | 2016
ENVIRONMENT GRI G4-DMA-EN, G4-2, G4-15
MANAGEMENT OF ENVIRONMENTAL IMPACTS IN EXPANSION AND OPERATION
WATER
WASTE
ENERGY
CLIMATE CHANGES
108 SUSTAINABILITY REPORT ENVIRONMENT SÃO PAULO METRO | 2016
MANAGEMENT OF ENVIRONMENTAL IMPACTS
IN EXPANSION AND OPERATION
In all phases of metro projects, environmental aspects are studied and addressed.
In 2016, 77 studies and technical reports were prepared by the area responsible for the environmental licensing of the Metro, in compliance with current legislation. These studies covered the following topics: tree management, contaminated areas, archeology, historical heritage, license application reports, grants, certificates and statements from various agencies, as well as licensing monitoring reports.
STUDIES/REPORTS ON EVNRIONMENTAL LICENSE
STAGE OF THE PHASE OF QUANTITY OF ENTERPRISE LICENSING STUDIES/REPORTS
Conception and Design Prior License 5
Works Installation License 55
Operation Operation License 17
Two Installation Licenses (Iguatemi Substation of Line 15-Silver and Bandeirantes Substation of Line 17-Gold), an Operating License (Bandeirantes Substation of Line 5-Lilac) and the extension of four licenses that authorize the execution of the works, being one of Line 5-Lilac, one of Line 15-Silver and two of Line 17-Gold were issued.
The management of the environmental impacts resulting from the administration, operation and maintenance of the implanted network is carried out in a systematized manner, through an Environmental Management System (SGA), in accordance with the NBR ISO 14001. The environmental objectives defined for the management of aspects related to the processes and services of the network implemented in 2016, aimed at reducing consumption of drinking water and electricity in buildings and stations, management of environmental aspects in contracting services and solid waste management.
In the external audit of 2016, performed by a Certifying Body accredited by INMETRO, the SGA was evaluated as fully adherent to ISO 14001, without registering any non- conformity. This result allowed and encouraged investments during 2016 to focus on improving its effectiveness, expanding its preventive approach and adapting to the 2015 version of ISO 14001.
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Thus, new processes have been incorporated such as the systematization of the stakeholder identification, context analysis and risk management, increasing the resilience of the EMS itself, and consequently making it more apt to deal with the environmental variables of business in which the company operates.
The improvement objectives aimed at reducing the consumption of natural resources also had relevant results. In particular, with regard to water management, permits and authorizations were granted for the use of infiltration water, allowing the use of approximately 9,000 m³ of recharge and reuse water during the year, which corresponds to 18% of the total drinking water consumption of the Company and a reduction of expenses of around R$180,000.00 per month (from January to November 2016).
During 2016, a Solid Waste Management Plan of the Metro was also issued, in compliance with the National Policy on Solid Waste.
ENVIRONMENTAL TRAINING 2014 2015 2016
Number of employees 566 109 402
Total hours 3,243 1,430 1,345
WATER G4-EN8
After the actions and investments in infrastructure made to reduce the consumption of drinking water in 2015 and 2016, a significant result was obtained in the total consumption reduction, considering the two years. In 2015, the reduction was 30% compared to 2014, and 13% in 2016, when compared to 2015.
Despite the scenario of decreasing investments in infrastructure in the operational areas, the actions for reduction represented a financial gain of R$100,000.00 per month in 2016.
Another positive result was the progress in the use of non-potable water from groundwater retraction, infiltration and effluent treatment of the train washing machine. These waters were used in the processes of washing, flushing in toilets, and other processes that do not require drinking water.
In May 2016, the Sacomã station began the use of infiltration water (underground) mainly in the flushing of urinals. With this action, the monthly consumption of drinking water of the station was reduced from 500 m³ to below 200 m³.
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SUMMARY OF MAIN MEASURES FOR REDUCING WATER CONSUMPTION
PLACES OF CONSUMPTION - REDUCTION MEASURES WATER
. Replacement of old urinals, which consumed 30 LPF (liters per flow), for new urinals, which consume 6 LPF. . Leakage repair in some stations. . Flow restrictors installed in the taps. STATIONS . Change of periodicity of the irrigation of the gardens and the cleaning of the stations. . Completion of works to improve stations in 2014. . Daily monitoring of water consumption in stations with the reading of water meters. . Replacement of old iron network (high rupture rate) by new network in HDPE (high density polyethylene). . Change of periodicity of the irrigation of the gardens and the washing MAINTENANCE of the external area. YARDS AND BEDS . Replacement of old urinals, which consumed 36 LPF (liters per flow), for new urinals, which consume 6 LPF. . Repair of leaks in the taps of the reservoir buoys and the reservoir warning piping.
. Intensification of maintenance programs. ADMINISTRATIVE . Replacement of discharge valves with 3/6 liter coupled boxes BUILDINGS AND (saving of about 50% per flushing). FLOWERBEDS . Replacement of conventional taps by temporized taps.
. Environmental education campaigns. . Daily Safety Dialogues (DDS) addressing the issue. . Replacement of drinking water use by Sabesp reuse water in activities were potability is not necessary. . Wheel washers in closed circuit (water recirculation). CONSTRUCTION . Placing of water flow regulators in showers and taps. SITE . Installation of urinals instead of common toilets, which consume more water during flushing. . Reuse of water from technological control trials. . Recirculation of water to wash concrete mixer spout. . Use of infiltration water and/or from the water table meant for non-potable purposes.
. Campaigns to encourage conscious consumption to reduce drinking ALL water consumption.
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WASTE GRI G4-EN1
In 2016, 170 metric tons of Class I Waste, classified as hazardous, were generated and had a proper destination, representing 3% of the total generated by the activities of the São Paulo Metro. Of the total Class I Waste, 26% was destined for recycling, 71% for coprocessing and 3% for Class I Landfill.
The company has made progress in incorporating into its contracts the mandatory environmental disposal of the solid waste generated. Measures were also implemented to reduce the generation of hazardous waste, such as: replacement of the lubrication system of the escalator chains and replacement of fluorescent lamps with LED.
It also carried out incentive programs with its internal stakeholders, such as the 5S Program in the area of maintenance and the 3R Program, aimed at reducing, reusing, recycling and rational use of resources. It accompanied the process of selective garbage collection implemented that allows the proper disposal of waste discarded by employees, third parties and users of the system.
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CLASS I WASTE
GENERATION AMOUNTS TYPE OF WASTE PROCESS AND ROUTING PLACES 2016
Packaging of chemical Maintenance Coprocessing 120.5 tons of products, personal yards and bases Class I Waste. protective equipment (PPE), rags and dirty rags with oil, with great dirt, liquids that cannot be sent to the sewage collection network
Fluorescent Stations, Decontamination and recycling. 57,021 whole lamps trains, yards, Exchanges in preventive maintenance, tubular lamps and administrative observing the life cycle of the lamps. 583 kg of compact buildings Each train contains, on average, lamps and steam and beds 200 lamps. lamps, each lamp having 0.2164 kg, totaling 12.922 kg.
Batteries Trains, stations Battery maintenance. When their 16.5 tons of and yards useful life ceases, they are stored batteries. and then sold at auction.
Lubricant oil Trains and Forwarded to the Solidarity Social 20,200 liters of oil, vehicles Fund of São Paulo, in compliance totaling 18,560 kg. used for with State Law 1,721, of July 7, 1978. maintenance activities
Oil used in Yard 1,500 meals are served daily. The food 1.440 liters of oil, food preparation restaurants supply companies are responsible for totaling 1.152 kg. packaging and transporting this solid waste for recycling.
Asbestos Various Since 2008, the São Paulo Metro has 4.4 tons of not used asbestos materials in the new asbestos facilities. Installed materials containing waste. asbestos are replaced, and the waste is sent to Class I licensed landfill.
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ENERGY GRI G4-EN3, G4-EN5
The total energy consumption for the expansion and operation of the system registers annual increases at an average rate of 1.29% per year. In 2016, the annual consumption of electricity for the operation of the system represented more than 95% of the total energy consumed by the company – approximately 570 MWh.
620 7.100 600 7.000 6.900 580 6.800 560 6.700 540 6.600 (em milhões) Elétrica (Gwh) 520 6.500 Consumo de Energia 500 6.400 Passageiro.quilômetro 2008 2009 2010 2011 2012 2013 2014 2015 2016
Consumo Operação (GWh) Consumo Total (GWh) pkm (milhões)
Figure 1: Consumption of electric energy and passengers per kilometer – 2008 to 2016. Source: Inventory of Greenhouse Gas Emissions – São Paulo Metro, 2016.
After a series of annual increases, there was a 5% drop in total energy consumption due mainly to the end of the tunneling works at the expansion works at Line 5-Lilac.
ENERGY 2014 2015 2016
TOTAL CONSUMPTION PER YEAR¹ (GWH) 589 598 568
ENERGY CONSUMPTION BY LOCATION (MWH)
ADMINISTRATIVE BUILDINGS 5,507 5,944 5,677
YARDS AND CCO 14,461 14,932 16,666
CONSTRUCTION SITE 28,817 30,334 17,075
STATIONS (INCLUDING AUXILIARY APPARATUS) 126,365 129,782 128,862
TRAIN TRACTION (WITH LOSSES) 413,796 417,023 399,564
¹ Total consumption: includes supply of transport and activities in construction sites.
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OPERATING COSTS - ELECTRICITY
With the adhesion of the Metro to the regime of Free Contracting Environment, the costs of acquiring energy vary because they are tied to the system that regulates energy supply and distribution. In 2016, energy supply costs increased 92% with the new purchase agreement entered into with BTG Pactual, going from R$116.96 to R$225.00, the MWh cost. On the other hand, the cost of energy distribution by AES Eletropaulo was 14% lower in July 2016, during which the distributor rebalanced the rates. The average total cost of energy was around R$380.00/MWh, representing a 60% increase in the price of electricity, compared to the year 2015. Energy expenditures for service operation reached R$207 million in 2016, against R$134 million in 2015.
CLIMATE CHANGES GRI G4-EN15, G4-EN16, G4-EN17, G4-EN18, G4-EN19
In the context of urban transport, the metro is the option that presents the best carbon balance. The net avoided emission balance, which relativizes the benefits obtained from the existence of the grid and the impacts generated by the operation, shows that, in replacing other modes powered by fossil fuels, the network operated by the São Paulo Metro provides a reduction of greenhouse gas emissions, as well as the reduction of atmospheric pollutants, fuel consumption, among other environmental benefits.
In 2016, this balance was 893.4 thousand tCO2e of emissions avoided. This is the result obtained when considering that 937.8 thousand tons in CO2e of greenhouse gas emissions – GHG were avoided with the existence of the network of the São Paulo
Metro and emitted 44 thousand tons of CO2e due to the consumption of electric energy for operation. The metro, compared to other modes, has a lower GHG emission per passenger- kilometer. For each ton of CO2 emitted by the operation of the São Paulo Metro trains, the emission of approximately 21 tCO2e – a benefit of 2,100% - is avoided. In the period from 2012 to 2016, to transport each passenger for the distance of one kilometer, the metro operation generated the indirect emission of 6 grams in CO2 equivalent (gCO2e). In the period from 2008 to 2011 – when more hydroelectric dams were used in the country’s energy consumption – the average carbon emission to transport the passengers of the São Paulo Metro was 3 3 gCO2e/p.km.
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120 108 110
100 83 80 76 80
60 50
40
20 6 3 0 Subway - SP Subway - SP Bus - SP Bus - SP Gas Vehicles Subway Bus (Global Cars 2008-2011 2012-2016 2008-2011 2012-2016 in SP (Global mean) (Global (2011-2015)* mean) mean)
Figure 2: Greenhouse gas emissions per passenger-kilometer – metro, bus and car (gCO2e por p.km). *Emission of gasoline vehicles was calculated based on available autonomy data and fleet of vehicles in the Metropolitan Area of São Paulo. Source: São Paulo Data – Inventory of Greenhouse Gas Emissions – São Paulo Metro,
2016. World reference values: Energy Costs, Renewable Sources and CO2e Emissions. NOVA, 2008.
GREENHOUSE GAS EMISSIONS – 2016 TOTALS
In 2016, emissions from the operation and maintenance of Line 1-Blue, Line 2-Green, Line 3-Red and Line 5-Lilac and those related to the company’s administrative activities continue to fall sharply as verified in 2015.
Of the total 51 thousand tCO2e issued by the São Paulo Metro, the consumption of electric energy for system operation (train traction, stations and maintenance yards) accounted for almost 90%, or 44.4 thousand tons.
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90 85 0,18 79 80 0,16 e)
2 70 0,14
60 /MWh) 2 60 0,12
50 42 51 0,1 40 32 0,08 29 30 21 0,06 18 20 0,04 Emission Factor (tCO Total Emissions (mil tCO 10 0,02 0 0 2008 2009 2010 2011 2012 2013 2014 2015 2016
Total Emissions (tCO2e) Emission Factors for Electric Power Generation (tCO2/MWh)
Figure 3: GHG emissions from the São Paulo Metro and emission factors for electric power generation. Source: Inventory of Greenhouse Gas Emissions – São Paulo Metro, 2016.
INDICATORS OF GREENHOUSE 2014 2015 2016 GAS EMISSIONS - GHG
Total emissions 85 78 51 (thousand tCO2e)
Emissions per km 8 8 5 (gCO2e)
Total direct GHG emissions 1,738 1,462 1,875 (t.eq.CO2)
Direct GHG emissions from stationary sources 1,410 1,114 1,549 (t.eq.CO2)
Direct GHG emissions from mobile sources 328 348 326 (t.eq.CO2)
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GRI 4 INDEX
G R I PROFILE
E C ECONOMIC
E N ENVIRONMENTAL
S O SOCIETY
P R PRODUCT
L A LABOR
H R HUMAN RESOURCES
GRI INDICATORS
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INDICATORS PAGES / INFORMATION
STRATEGY AND ANALYSIS
G4-1 Message from the chairman. Page 8. Page 10, 14, 30, 42, 58, Description of main impacts, G4-2 66, 78, 108. risks and opportunities.
ORGANIZATIONAL PROFILE G4-3 Organizational name. Companhia do Metropolitano de São Paulo. G4-4 Brands, products and/or services. Page 14, 30. Rua Augusta, 1626. G4-5 Location of the organization’s headquarters. São Paulo – Brazil. G4-6 Countries in which it operates. Brazil.
G4-7 Legal nature. Joint capital company.
G4-8 Markets served. Page 14, 28.
G4-9 Size of organization. Page 14. Total number of workers by type of Page 14, 94. G4-10 employment, employment contract and region broken down by gender. G4-11 Percentage of employees covered by 100%. collective bargaining agreements. The company has a vast supply chain subdivided into three major groups: supplies, G4-12 Description of the organization’s energy and services. The Metro supply chain. manages its direct suppliers, and also, whenever justifiable, supervises indirect suppliers.
G4-13 Changes related to size, structure No changes were or shareholding. made in 2016. G4-14 Explanation of the treatment of Page 58. the precautionary principle. G4-15 Adoption of letters, principles Page 78,108. or other initiatives developed. G4-16 Page 88. Participation in associations and/or organizations.
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INDICATORS PAGES / INFORMATION
IDENTIFIED MATERIAL ASPECTS AND LIMITS G4-17 Report whether entities included in the consolidated The statements presented financial statements or equivalents documents were refer only to the company’s not covered by the report. balance sheet. G4-18 Process adopted to define the content of the report, Page 10. the limits of the aspects and the implementation of the principles for this definition. G4-19 Material aspects identified in the process Page 10. of defining the content of the report. G4-20 Report of the boundary within the organization Page 10. for each material aspect. G4-21 Report of the boundary outside the organization The reports are restricted to for each material aspect. the company’s corporate management. G4-22 Effect of any rephrasing of information provided There was not, as it is the in previous reports and the reasons for such second year in which the rephrasing. G4 guidelines are adopted. G4-23 Significant changes compared to periods covered by With the adoption of the GRI- previous reports in scope and aspect boundaries. G4 guidelines, the São Paulo Metro is classified “in agreement” – essential. STAKEHOLDER ENGAGEMENT G4-24 Stakeholder relation. Page 10, 65. G4-25 Stakeholder identification. Page 10, 65. G4-26 Stakeholder engagement. Page 10, 65, 66, 78, 91, 92. G4-27 Main themes and concerns of stakeholders Page 10, 65. and measures adopted to address these issues. REPORT PROFILE G4-28 Period covered by the report. January – December 2016.
G4-29 Previous report. 2015.
G4-30 Periodicity. Annual. G4-31 Contact information. www.metro.sp.gov.br /fale-conosco
G4-32 Reporting of the “agreed” option. This report has been prepared in accordance with the “agreed” option, which is essential in the G4 guidelines. G4-33 Policy and practice adopted by the organization The report was not submitted to submit the report to external verification. to external verification.
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INDICATORS PAGES / INFORMATION
GOVERNANCE G4-34 Governance structure. Page 4, 58.
G4-35 Process for delegating competence to economic, Page 58. environmental and social issues of the highest governance body to senior executives and other employees. G4-36 Report whether the organization has designated The boards report directly to executive-level positions or functions as responsible the presidency on Economic, for economic, environmental and social affairs and Environmental and Social whether those responsible report directly to the matters. highest governance body. G4-37 Consultation processes used between stakeholders Page 58, 78. and the highest governance body in relation to economic, environmental and social topics. G4-38 Composition of the highest governance body Page 4, 58. and its committees. G4-39 Report whether the chairman of the highest The company chairman governance body is also an executive director. is the CEO. G4-40 Selection processes for the highest governance The Board of Directors body and its committees, as well as the criteria and the board are formed adopted to select members of the highest by appointment. governance body. G4-41 Procedures used by the highest governance The company’s Code of Ethics body to prevent conflicts of interest. and Conduct and the legal definitions on the subject are used in joint-stock companies. G4-44 Self-evaluation process of the economic, Councils and audits. environmental and social performance of the highest governance body. GOVERNANCE G4-48 Body or position that formally reviews The preparation of the and approves the sustainability report sustainability report is and ensures that all material aspects the responsibility of the are addressed. Metropolitan Transportation Planning and Expansion Board, with the coordination of the Environment and Sustainability Management. Content is defined by a work group made up of representatives from all directorates and areas of the company.
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INDICATORS PAGES / INFORMATION
ETHICS AND INTEGRITY G4-56 Values, principles, standards and norms of Page 14. behavior of the organization, such as codes of conduct and ethics.
ECONOMIC – EC
G4-DMA-EC Information on the form of management: Management forms for economic economic material aspects are described in “Business” dimensions, page 20; "Economic and financial,” page 42; and “Corporate Risk Management,” page 61. ASPECT: ECONOMIC PERFORMANCE G4-EC1 Direct economic value generated and Page 38, 50. distributed. G4-EC3 Coverage of obligations under the benefit Page 50. pension plan. G4-EC4 Financial assistance received from the Page 48. government. ASPECT: PRESENCE ON THE MARKET G4-EC5 Variation of the proportion of the lowest wage Page 96. by gender, compared to the local minimum wage in major operating units. ASPECT: INDIRECT ECONOMIC IMPACTS G4-EC8 Significant indirect economic impacts, Page 55, 78. including the extent of impacts. ASPECT: PRACTICES OF PURCHASE G4-EC9 Proportion of spending on local suppliers With the approval of Federal Law in important operational units. 13.303/16, the necessary adaptations are being processed to implement new guidelines in accordance with the provisions of the law. Until June 2018, purchasing practices will continue to be subject to the rules required by Federal Law 8.666/93 and its amendments, which establish compliance with the constitutional principle of isonomy in the participation and competition of suppliers, regardless of where they are installed.
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INDICATORS PAGES / INFORMATION
ENVIRONMENTAL - EN
G4-DMA-EN Information on the form of management: In relation to the various environmental environmental aspects, such as water, energy, emissions and waste, the forms of management are presented in “Certified management systems,” page 64; “Suppliers and service providers,” page 91; and in the “Environment” dimension, page 108. ASPECT: MATERIALS G4-EN1 Materials used, broken down Page 112. by weight or volume.
ASPECT: ENERGY G4-EN3 Energy consumption Page 114. within the organization. G4-EN5 Energy intensity. Page 114.
ASPECT: WATER G4-EN8 Total water withdrawal by source. Page 110. G4-EN9 Water sources significantly The water consumed is provided by affected by water withdrawal. the Basic Sanitation Company of the State of São Paulo – Sabesp. ASPECT: EMISSIONS, EFFLUENTS AND WASTE G4-EN15 Direct greenhouse gas emissions Page 115. (GHG) (Scope 1). G4-EN16 Indirect greenhouse gas emissions Page 115. (GHG) from energy acquisition (Scope 2). G4-EN17 Other indirect greenhouse gas emissions Page 115. (GHG) (Scope 3). G4-EN18 Intensity of greenhouse gas emissions Page 115. (GHG). G4-EN19 Reduction of greenhouse gas emissions Page 115. (GHG).
ASPECT: COMPLIANCE G4-EN29 Monetary value of significant fines No significant fines and total number of non-monetary were received in 2016. sanctions applied as a result of non- compliance with environmental laws and regulations.
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INDICATORS PAGES / INFORMATION
ASPECT: TRANSPORT G4-EN30 Significant environmental impacts resulting from No significant the transport of products and other goods and impact. materials used in the operations of the organization, as well as the transport of its employees. ASPECT: MECHANISMS OF COMPLAINTS CONCERNING ENVIRONMENTAL IMPACTS G4-EN34 Number of complaints related to environmental All complaints received are impacts recorded, processed and resolved recorded, processed and through a formal mechanism. resolved through formal mechanisms, but are not available separately for environmental impacts. LABOR PRACTICES - LA G4-DMA-LA Information on the form of management: Information on management labor practices. practices related to labor practices can be found under “Employees,” page 92; “Knowledge management,” page 99; “Leadership development,” page 102; and “Diversity and equal opportunities,” page 103.
ASPECT: EMPLOYMENT G4-LA1 Total number and rates of new hiring of Page 104. employees and employee turnover by age group, gender and region. G4-LA2 Benefits granted to full-time employees that Page 92, 96. are not offered to temporary or part-time employees, broken down by major operating units of the organization.
ASPECT: LABOR RELATIONS G4-LA4 Minimum notice period for operational There is no deadline. changes and whether they are specified It varies according to in collective bargaining agreements. impact change/level. ASPECT: OCCUPATIONAL HEALTH AND SAFETY G4-LA5 Percentage of the workforce represented in 100% of employees. formal health and safety committees, composed of employees of different hierarchical levels, who help to monitor and guide occupational health and safety programs.
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INDICATORS PAGES / INFORMATION G4-LA6 Types and rates of injuries, occupational diseases, Page 103. days lost, absenteeism and number of work-related deaths, brown down by region and gender. G4-LA8 Health and safety topics covered by formal Page 103. agreements with trade unions. ASPECT: TRAINING AND EDUCATION G4-LA9 Average number of hours of training Page 98. per year per employee, broken down by gender and functional category. G4-LA10 Programs of competence management and Page 103. continuous learning that contribute to the continuity of employability of employees in preparation for retirement. G4-LA11 Percentage of employees who regularly receive 100% of employees. performance and career development analyzes, broken down by gender and functional category. ASPECT: DIVERSITY AND EQUAL OPPORTUNITIES G4-LA12 Composition of groups responsible for governance Page 94, 103, 104. and discrimination of employees by functional category, according to gender, age group, minorities and other diversity indicators. ASPECT: EUQAL REMUNERATION FOR WOMEN AND MEN G4-LA13 Mathematical ratio for salary and remuneration There is no salary distinction. between women and men, broken down by functional category and relevant operational units. ASPECT: MECHANISMS OF COMPLAINTS RELATED TO LABOR PRACTICES G4-LA16 Number of complaints related to labor practices All complaints received are recorded, processed and resolved through a recorded, processed and formal mechanism. resolved through formal mechanisms, but are not available separately for labor practices.
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INDICATORS PAGES / INFORMATION
HUMAN RIGHTS - HR G4-DMA-HR Information on the form of management: Management forms for human rights. material aspects of human rights are presented under “Suppliers and service providers,” page 91; and “Diversity and equal opportunities,” page 103. ASPECT: SECURITY PRACTICES G4-HR7 Percentage of security staff who receive 100% of the training on the organization’s policies or Operational Security procedures on human rights that are Staff received training. relevant to operations. ASPECT: MECHANISMS OF COMPLAINTS RELATED TO HUMAN RIGHTS G4-HR12 Number of complaints related to human All complaints received are rights recorded, processed and resolved recorded, processed and through a formal mechanism. resolved through formal mechanisms, but are not available separately for human rights. SOCIETY - SO G4-DMA-SO Information on the form of management: society. The management of material aspects of the Company are dealt with in “Social Balance Sheet,” page 55; “Engagement of Publics of Interest,” page 65; “Management of social impacts on the network,” page 79; and “Suppliers and service providers,” page 91. ASPECT: LOCAL COMMUNITIES G4-SO1 Percentage of operations with implemented Page 79. programs of local community engagement, impact assessment and local development. G4-SO2 Operations with actual and potential significant Page 79. negative impacts in local communities.
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INDICATORS PAGES / INFORMATION
ASPECT: ANTI-CORRUPTION G4-SO3 Total number and percentage of operations Internal and external audits subject to risk assessments relate to are carried out periodically, corruption and risks. which, although not specific, can identify cases of corruption. G4-SO4 Communication and training in The conduct of the board of anti-corruption policies and procedures. directors, employees and the various publics of interest in its practices is governed by a Code of Ethics and Conduct. Its practices are monitored by the Ethics and Conduct Committee, made up of representatives of each board under the coordination of the audit area, which analyzes the cases and acts permanently with the mission of guiding, clarifying, recommending and educating about these practices defined in the Code of Ethics and Conduct. The company did not perform specific training. The Metro of São Paulo also follows the current legislation (Federal Constitution and article 35 of the Paulista Constitution) ASPECT: COMPLIANCE SO8 Monetary value of significant fines and total No significant fines were number of non-monetary sanctions applied received by the Metro of as a result of non-compliance with laws and São Paulo in 2016. regulations. ASPECT: MECHANISMS OF COMPLAINTS RELATED TO IMPACTS ON SOCIETY G4-SO11 Number of complaints related to impacts on All complaints received are society recorded, processed and resolved recorded, processed and through a formal mechanism. resolved through formal mechanisms, but are not available separately for impacts on society.
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INDICATORS PAGES / INFORMATION
PRODUCT RESPONSIBILITY - PR
G4-DMA-PR
Information on the form of management: Management methods product responsibility. for the material aspects of products and services can be found in the items: “Project Management,” page 58; “Integrated Corporate Management Solution – SAP,” page 63; “Certified Management Systems,” page 64; “Engagement of Publics of Interest,” page 65; and “Patrons,” page 66.
ASPECT: CUSTOMER HEALTH AND SAFETY
G4-PR1 Percentage of categories of significant products Page 30, 38, 55. and services for which health and safety impacts are assessed for improvements.
G4-PR2 Total number of cases of non-compliance with There was not. regulations and voluntary codes related to the impacts caused by products and services on health and safety during their life cycle, broken down by type of result.
ASPECT: LABELING OF PRODUCTS AND SERVICES
G4-PR4 Total number of cases of non-compliance with There was not. regulations and voluntary codes concerning information and labeling of products and services, broken down by type of results.
G4-PR5 Customer satisfaction survey results. The company periodically conducts satisfaction surveys as a subsidy to improve the travel experience of its patrons.
ASPECT: MARKETING COMMUNICATION
G4-PR6 Sale of prohibited or contested products. The São Paulo Metro respects the guidelines of the Council for Self-regulatory Advertising – Conar.
G4-PR7 Total number of cases of non-compliance with There was not. regulations and voluntary codes related to marketing communications, including advertising, promotion and sponsorship, broken down by type of results.
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INDICATORS PAGES / INFORMATION
ASPECT: CUSTOMER PRIVACY
G4-PR8 Total number of proven complaints There was not. regarding breach of privacy and loss of customer data.
ASPECT: COMPLIANCE
G4-PR9 Monetary value of significant fines imposed No significant fines were due to non-compliance with laws and received by the Metro of regulations regarding the provision São Paulo in 2016. and use of products and services.
129 EDITION OF THE SUSTAINABILITY REPORT SAO PAULO METRO 2016
DIRECTOR OF PLANNING AND GRI CONTENT AND EXPANSION OF METROPOLITAN INDICATORS TEAM TRANSPORTATION Alberto Epifani Environment and Project Management Sustainability Management of Line 5-Lilac ENVIRONMENT AND Cacilda Bastos Pereira da Silva Kátia Harue Kamimura SUSTAINABILITY MANAGEMENT Ieda Maria Bottura Areias Luis Sérgio de Campos Vilarinho Marcello Glycério de Freitas Logistics Management Ramón Carollo Sarábia Neto Renata Rizzo DEPARTMENT OF MANAGEMENT Ricardo Ferro Barbieri SYSTEMS AND SUSTAINABILITY Rodolfo Chiaparin Business Management João Batista de Moraes Ribeiro Neto Sérgio Luis Fernandes Karen Monesi Song Yng Ling Shimba COORDINATION Walter Aparecido Aragão Operations Management Cacilda Bastos Pereira da Silva Chairman Advisor Elaine Doro Labate Aluizio Xavier Gibson Neto Financial Planning Management Planning and Expansion of Metropolitan Eraldo Rubens Rett Transportation Advisor Metropolitan Transportation Luiz Carlos Bergamasco Planning, Integration and Feasibility Management Press Department Epaminondas Duarte Junior Adele Claudia Nabhan Camila Bomfim de Sousa Human Resources Management Reginaldo Nogueira Seixas Fernanda Farias dos Santos Filomena Gallucci Corporate Marketing Department Resources and Infrastructure Fernanda Boeck Noer Management Marcelo Ferraz Cunha Maria Toshiko Yamawaki
Basic Metropolitan Transport Project Management Community Service Coordination Maria Olivia Martin Santana Maria Cecília Martino Mônica Pereira da Silva Financial Control Management
Julio Andrade de Jesus Filho Ombudsman Milza Helena Bonutti Project Management of Line 2-Green Zenaide Lehdermann Doris Lemos de Vasconcelos
Project Management of Line 4-Yellow Miriam Marcatto de Abreu GRAPHIC DESIGN
Sérgio José da Cunha Albuquerque Rafael Barreto Gatti Valmir Alves de Aquino
Pictures Metro Collection
EDITED IN SEPTEMBER 2017.
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