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\ Message from the Chairman
of the Board of Directors
The year 2020 will remain in the memory of CCR as a period of changes, advances and discoveries. Facing the difficult mission of progressing, yet with determination, we made important changes, combining the agility and depth required for a consistent transformation process. We looked into the purposes which shall guide us, revisited ways of doing things and strived to evolve work philosophies to be applied to improve our everyday reality.
The task was grounded on important actions. We bet on a robust compliance structure, revisiting governance in all areas and competences, addressed also in the short and long-term compensation process review in the light of meritocracy and competitiveness best practices. We combined the hiring of market professionals with executives who developed themselves at CCR, promoting a synergy of profiles synergy of profiles and knowledge for the benefit of the continuous improvement of our operations. Upon arrival of Marco Cauduro, we completed the CEO succession process previously communicated to the market, ratifying our focus on the new growth cycle and consequent return for the shareholder and for society.
These movements reinforce our commitment to better meet sustainability challenges in the broader sense, fully in tune with the necessary and judicious management of a public concession company.
The simplification of management structure, the focus on a modern and accountable governance and the Board’s commitment to the “believe and practice” concept made all the difference. We have management in line with business objectives and with shareholders and encouraged to advance in the fields of sustainability, climate change and diversity, which are fundamental elements of the ESG concept. We believe that implementing clear rules represents a critical success factor for this process, both within the scope of the internal public and with other stakeholders of CCR ecosystem.
Within the context of our governance evolution, there was a review of our purpose as a mobility infrastructure company, starting to adopt customer satisfaction and the quality of life of society as our transformation goals by means of our assets. To make it even more tangible, we started to sign Viva seu Caminho (Live your Journey). It is our clear evidence that safety and sustainable business go together and must be defined, measured, monitored and have an objective link with leadership’s performance.
The emergence of the pandemic, for example, made it clear that the group’s mobilization capacity is able to meet great challenges, including those of an exogenous nature, as is the case of this health crisis. On the social side, we took care of the health of our employees, our customers (with an emphasis, needless to say, on the well-being of truck drivers) and we did not lose sight of society as a whole, working to make it possible, as early as 2021, to provide a relevant support to the vaccine factory at Butantan Institute.
We always believed that transparency and sharing information and challenges are essential essential elements to create a solid culture and to understand objectives and purposes, thus allowing to generate positive impact, legitimized by CCR’s more than 20-year journey and by all the investments on people and materials that made the group to be valued and recognized by the market.
In this sense, we have defined the five priority performance axes, global and individual metrics, and objectives: Shareholder Return, Reputation, ESG, Internal Stakeholders and Customers. I have the conviction - shared by my colleagues in the Board - that CCR has advanced in 2020 towards a way of working more effectively, more to the point and very much in line with sustainable business development and lasting positive transformation where we operate.
Ana Penido
Chairwoman
\ Message from the CEO
I arrived at CCR in July 2020 determined to implement a transformation agenda aspiring the construction of the largest Latin American infrastructure services operator, sustained on innovation and focused on ESG values, diversity, safety and customer enchantment.
Over the past 20 years, we have consolidated a business model that contributes decisively to the modernization of infrastructure, in addition to excellence in providing services on roads, urban mobility systems and airports. I am privileged to lead our employees in the search for new growth, excellence and responsibility standards, and throughout 2020, as described in this Annual Report, we have achieved major advances.
For CCR Group companies that work focused on the mobility of people, the isolation measures and social distance resulting from the Covid-19 pandemic generated a reduction in revenues, especially in the first half of 2020. At the end of the year, we had a good recovery and we worked hard to adjust operations, which allowed us to ensure the maintenance of services, jobs and the safety of employees and customers.
The resulting crisis brought challenges, also revealing the value and maturity of CCR and, especially, of its teams. I could see firsthand the resilience, the technical capacity and everyone´s commitment. It is worth highlighting our financial discipline, which has ensured the necessary soundness to advance the growth strategies.
Aware of our responsibility, in critical moments, when cities and services closed due to the pandemic, we developed initiatives such as the Truck Driver Support Program, which aimed to take care of the health of this public, in addition to ensuring the maintenance of essential and fundamental activities for the well-being of the country’s population. Through innovation, we sought to support the professionals behind the wheel, launching Hackaton CCR, which fostered innovative service ideas.
In 2020, the group won the concession auction for the southern stretch of BR-101, in Santa Catarina, and started to manage the highway with the formation of the group’s newest concessionaire, CCR ViaCosteira. CCR has also repositioned its brand with the launch of its purpose and culture, whose signature is Viva Seu Caminho (Live your Journey), a behavior driver for the group and its employees, reaffirming the commitment to offer the best experiences to our customers and stakeholders.
We will continue to offer infrastructure services with ethics, integrity and, above all, we will not neglect aspects related to safety so that customers can better enjoy the journey that connects us, whether through roads, urban mobility or airports.
Marco Antonio Souza Cauduro
CEO
\ 2020
numbers
and facts
\ Actions
against covid-19
See more numbers
51 THOUSAND
HEALTHCARE ASSITANCE PROVIDED, INCLUDING NURSING AND PHYSICIAN FOLLOW-UP BY TELEMEDICINE, BY TELEMEDICINE, AND NUTRITIONAL, PSYCHOLOGICAL AND FINANCIAL GUIDANCE SESSIONS.
OVER
R$ 5 MILLION
INVESTED IN PROTOCOLS, PROCEDURES, COMMUNICATION, PPE AND SYSTEMS TO IMPROVE THE SAFETY AND PROTECTION OF EMPLOYEES AND THEIR FAMILIES.
IMPLEMENTATION OF THE COMMITTEE FOR CONTROL AND PREVENTION OF CORONAVIRUS WITH THE PARTICIPATION OF ALL BUSINESS UNITS, WITH OVER
150 PROFESSIONALS ENGAGED IN GUIDANCE, TRAINING AND LOGISTICS ROUTINES IN THIS NEW SCENARIO.
966 THOUSAND
ITEMS DISTRIBUTED TO 54
NEIGHBORING MUNICIPALITIES.
DONATION OF 557 THOUSAND FOOD AND HYGIENE ITEMS FOR TRUCK DRIVERS AND 59.5 THOUSAND TRUCK CABIN CLEANING SERVICES.
DONATION OF
R$ 8 MILLION
TO FUNDAÇÃO BUTANTAN AND ITS NEW VACCINE LABORATORY (2021).
OVER
R$ 9 MILLION
ALLOCATED TO COVID-19 PREVENTIVE MEASURES FOR CUSTOMERS AND THE COMMUNITY.
A 0.82% RATE OF HOSPITALIZATIONS AND COMPLICATIONS OF THE TOTAL OF EMPLOYEES AND THEIR DEPENDENTS, AS A RESULT OF THE DAILY FOLLOW-UP OF ALL CASES OF COVID-19 THROUGH THE CRISIS ROOM, UNDER MULTIPROFESSIONAL MONITORING.
OVER
R$ 9 MILLION
INVESTMENTS IN CUSTOMER ASSISTANCE AND SAFETY.
\ ECONOMIC FINANCIAL
(FINANCIAL CAPITAL / MANUFACTURED CAPITAL)
See more numbers
R$ 1.5 BILLION
IN INVESTMENTS.
R$ 1.3 BILLION
PAID IN SALARIES AND BENEFITS.
R$ 1.4 BILLION
PAID IN TAXES.
R$ 1.8 BILLION
IN DIVIDENDS PAID TO SHAREHOLDERS.
CONCESSION EARNED OF
220.4 KM
OF BR-101 IN SANTA CATARINA BY CCR VIACOSTEIRA.
a 25-YEAR
CONCESSION OF VIA DUTRA, MANAGED BY CCR NOVADUTRA.
OPERATION START
OF THE COUNTRY’S FIRST INDUSTRIAL AIRPORT AT BH AIRPORT.
\ ENVIRONMENTAL
(NATURAL CAPITAL)
See more numbers
19,250 GJ
OF ENERGY SAVED WITH ECO-EFFICIENCY PROJECTS.
UTILIZATION OF
100 THOUSAND
TONS OF RAP * ON ROAD WORK SITES.
*reclaimed asphalt pavement
IMPLEMENTATION OF
6 PHOTOVOLTAIC
PLANTS WITH 343 MWH GENERATION / YEAR.
REPLACEMENTS OF
6,339
SODIUM VAPOR LAMPS FOR LEDS ON CCR VIASUL, PREVENTING THE EMISSION OF 2,425 TONS OF CO2 EQUIVALENT.
\ SOCIAL
(HUMAN CAPITAL / INTELLECTUAL CAPITAL / SOCIAL AND RELATIONSHIP CAPITAL)
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9%
REDUCTION IN THE TOTAL NUMBER OF INJURIES.
4%
DECLINE IN THE NUMBER OF FATALITIES IN ROADWAY INJURIES.
154 THOUSAND
TRAINING HOURS FOR EMPLOYEES.
R$ 29.7 MILLION
INVESTED IN SOCIAL PROJECTS.
APPROXIMATELLY
2.5 MILLION
PEOPLE IMPACTED BY THE 39 PROJECTS AND ACTIONS OF CCR INSTITUTE.
\ GOVERNANCE
(HUMAN CAPITAL / INTELLECTUAL CAPITAL / SOCIAL AND RELATIONSHIP CAPITAL)
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CONSOLIDATION
OF THE NEW GOVERNANCE MODEL, WITH THE UPDATE OF:
• BOARD AND COMMITTEE REGULATIONS;
• DELEGATION OF AUTHORITY POLICY;
• RELATED PARTY TRANSACTION POLICY;
• MANAGEMENT SUCCESSION POLICY;
• LONG-TERM REMUNERATION AND INCENTIVES POLICY;
• CODE OF ETHICAL CONDUCT;
• CREATION OF THE PEOPLE AND MANAGEMENT EXECUTIVE MANAGEMENT.
10 CONSECUTIVE YEARS IN B3 ESG PORTFOLIO (CSI – CORPORATE SUSTAINABILITY INDEX).
3,006 ANALYSIS OF SUPPLIERS AND PARTNERS (THIRD PARTY DUE DILIGENCES).
9,650 TRAINED EMPLOYEES ON ANTICORRUPTION GUIDELINES.
\ 2020
MATERIAL
TOPICS AND
PERFORMANCE
\ ABOUT THIS
REPORT
This 15th edition of the CCR Group Annual Report, approved by the Board of Directors in accordance with the Bylaws, is aligned with the Integrated Reporting framework, proposed by the International Integrated Reporting Council (IIRC), which the group, as a pioneer, has been adopting since 2013. To present its performance indicators in ESG practices (environmental, social and governance), the company uses the Sustainability Reporting Guidelines of the Global Reporting Initiative - GRI Standards: Core option.
Reported data is verified by KPMG, an external audit group (for more information, see the Assurance on page 79). For each data, when applicable, it is highlighted the republished information that differs from those reported in previous years. In 2020, there was no change in the scope and limit of material topics. Regarding the GRI, only an update has been made to the latest standards of GRI 303 (2018), GRI 306 (2020) and GRI 403 (2018) indicators; with respect to the Integrated Reporting framework, there was no data or information omissions.
Information related to GRI disclosure items cover operations in Brazil with operational Group control: CCR NovaDutra, CCR ViaLagos, CCR RodoNorte, CCR AutoBAn, CCR ViaOeste, CCR RodoAnel, CCR SPVias, CCR MSVia, CCR ViaSul, BH Airport, ViaQuatro, ViaMobilidade, CCR Barcas, CCR Metrô Bahia, CCR S.A., CCR Actua, CPC (CCR Engelog and CCR EngelogTec), offices in Rio de Janeiro and Brasília, and Samm. Disclosure items related to the workforce (102-8, 102-38, 102-41, 205-2, 403-2, 403-3, 404-1, 404-2, 404-3, 405-1, and 405-2) also comprehend CCR NovaDutra’s third parties and the entities SPCP, ATP, FiveTrilhos and Toronto. Financial disclosure items only (102- 7, 201-1 and 203-1) have the same scope of the consolidated financial statements of the CCR Group, contemplating, in addition to the entities listed above, the legal entities CCR España, MTH, CIIS, CCR Infra SP, CCR LAM Vias, CCR Mobility, CCR Ponte, Inovap 5, CCR España Emprendimientos, Alba Concessions, Alba Participations, Aeris Holding, Aeropuertos, Desarrollos, Terminal, CCR Costa Rica, IBSA Finance, IBSA, Green Airports, CCR Costa Rica, SJO Holding, CAP, CARE, CAI, CPA, SPAC, CIP, CCR USA and TAS.
The Annual Report is published once a year by the CCR Group. This edition covers the period from January 1st to December 31, 2020. The most recent prior edition, referring to 2019, was published in March 2020.
To enable synergy with other corporate transparency mechanisms and access to information for all stakeholders of the CCR Group, this report is complemented by an online version and an executive summary in PDF, which contributes to a quicker reading about the major achievements, learnings and perspectives of the group.
