Socioenvironmental Performance

Social Performance


Embraer carries out its activates focusing on the efficiency of its processes and the quality of its products. Aligned with these guidelines, it deals with the issues of health, safety and quality of life of its employees, as well as the socioeconomic development and well-being of the communities in which it is involved.

In its community relations, Embraer develops programs focusing on education and on projects that provide improved management processes for civil organizations


Management System


In 2010, the Company continued investing in developing and training employees and leaders, which, among other benefits, positively influenced the internal work climate. Directly reflecting this evolution and several movements directed at employee satisfaction, Embraer was ranked as one of the best companies to work for in Brazil, according to the results of the Great Place to Work study, which analyzed the five dimensions of the organizational environment: credibility, respect, fairness, pride and camaraderie.

Another result that showed the Company's commitment to its employees was the result of the Exame/FIA Guia 150 Melhores study, which investigated four overall subjects: identity, satisfaction and motivation, leadership, and learning and development. In the case of the Hewitt/Valor Econômico study, three main axes were studied – engagement, high-performance culture and satisfaction – and the result was no different. All of the studies show a level of satisfaction of around 79%, along with favorability, engagement, improvement and balance.

To complement these results, it is good to note the organizational climate study done every year at Embraer, which in 2010 obtained an overall favorability rate of 78%. This study looks at 17 factors: my satisfaction, motivation and commitment, safety and working conditions, leadership, strategic management, innovation and productivity, survey reliability, external relationship (corporate image and citizenship), performance management, communication, pressure/stress and quality of life, development and career, teamwork, risk/priorities and propensity for change, work planning/decentralization/organization and roles, remuneration and benefits. The same survey, the previous year, showed 70% positive answers.

The work of recognizing the practice of Embraer's values continues to grow throughout the Company, strengthening corporate identity and trust among people. The activities of the cultural front of the P3E program resulted in a participative dynamic of transparency and respect in personal relationships.

In this sense, the Values Program started the second practice cycle, in 2010, which went from individual actions into a collective movement, besides adapting processes, tools and policies in the cell groups that are a part of the P3E program.


Stakeholders Relations

GRI 4.14 | 4.15 | 4.16 | 4.17

Embraer's operations and activities demand frequent or occasional direct interaction with various stakeholders, and it is essential that this relationship be kept responsible, objectively and transparently, and that it contribute to the development of the communities in which the units are located. Since it is a world-class company and one of the country's biggest exporters, there is a need for periodic contact with national, state and municipal governments.

Communication takes place through representatives of like areas who are named to be involved in conversations, dialogues, negotiations or even as a legal representative. This is done through personal attention, telephone contacts, advertising in the media, the use of electronic and computerized media or formal documents, and in all cases giving a smooth flow and outworking of the subjects dealt with.

In pursuit of improved relationships and communication, Embraer promotes several actions during the year to engage stakeholders, such as: periodic face-to-face meetings of customers at their headquarters; various workshops in which best maintenance practices are discussed, such as the MCW (Maintenance Cost Workshop); conferences, meetings and events with customers, shareholders, the community, and the press regarding a broad range of subjects and proposals; Internet forums for exchanging experiences among customers, mediated by Embraer technicians; promotion of regular visits by groups, including heads of state, ministers and other institutional representatives, to the Company's facilities (open doors); practices of investor relations (participation in conferences, road shows etc.); the Embraer Suppliers Conference (ESC) and Supply Chain Alignment (SCA), with the participation of members of the supply chain, and so on.

The institutional website and that of Investor Relations serve as a source of news and information regarding performance, products, governance and other subjects of interest to stakeholders.

Employees and Labor Rights


Embraer believes that people are the basis for its success, and gives incentive to building harmony between professional development, personal satisfaction, social participation and family tranquility. The human resources area is responsible for applying best labor practices that are based on national and international standards, like: Brazil's Consolidated Labor Laws (CLT), the International Labour Organization (ILO) and its fundamental provisions, the Universal Human Rights Declaration and specific labor legislation of the countries in which Embraer has units.

During the integration program for new employees, everyone receives detailed information regarding salaries, benefits, vacation, collective bargaining agreement, rights and duties, and a copy of the Embraer Code of Ethics and Conduct. (see page 07)

In 2010, Embraer hired 1,130 new employees. The return of former employees was given priority and took into account their profile and professional experience; 377 former employees were hired, or 33% of the total. For the first time, the Company used social networks to publicize available job openings:

Thus, Embraer closed out 2010 with 17,149 employees.


Facebook, at:
www.facebook.com/pages/Embraer/305961729456?v=wall


Twitter, at:
twitter.com/embraer


Linkedin at:
www.linkedin.com/company/embraer


Employees [By Functional Category – Includes Subsidiaries]


2010 2009 2008
Category Brazil Foreign Total Brazil Foreign Total Brazil Foreign Total
Operational (Hourly) 7,479 7 7,486 7,640 43 7,683 11,020 63 11,083
Administrative 619 221 840 615 155 770 927 158 1,085
Technicians (Mid-Level) 2,130 385 2,515 2,160 280 2,440 2,564 317 2,881
Engineers 1 2 3 3, 579 73 3,652 3,367 79 3,446 3,645 73 3,718
Other Professionals (University Level) 1,431 213 1,644 1,315 221 1,536 1,443 165 1,608
Leadership 895 117 1,012 855 123 978 1,009 166 1,175
Total 16,133 1,016 17,149 15,952 901 16,853 20,608 942 21,550
1. For 2008, 616 engineers were considered to be in leadership positions; the engineers total 4,334.
2. For 2009, 510 engineers were considered to be in leadership positions; the engineers total 3,956.
3. For 2010, 513 engineers were considered to be in leadership positions; the engineers total 4,165.

Its partially owned subsidiaries, OGMA and HEAI, closed out the year with 1,735 employees.

Women were 13.4% of the total Embraer employees. As for diversity, there are 786 employees with handicaps or special needs. Furthermore, Embraer's culture is based on respect for differences in religion, sexual preference, race, gender or any other condition covered by appreciation for minorities, cultural differences or the like.


Empresas Controladas e Coligadas



Distribution of Employees by Gender [Brazil and Foreign Units]

  2010 2009 2008
Age Level Male Female Total Male Female Total Male Female Total
Up to 30 5,277 977 6,254 5,911 1,031 6,942 8,872 1,550 10,422
30 – 50 8,294 1,225 9,519 7,619 1,089 8,708 8,507 1,205 9,712
Over 50 1,283 93 1,376 1,116 87 1,203 1,327 89 1,416
Total 14,854 2,295 17,149 14,646 2,207 16,853 18,706 2,844 21,550
GRI LA13


Educational Level – Embraer and Subsidiaries


Embraer depends on a highly qualified labor force, and of the total number of employees in Brazil, 38% have at least a university degree, which is three times more than the national average of 12%. The minimum educational level required for employees is a high school diploma.

Educational Level [Embraer and Subsidiaries]

 


Turnover


Turnover at Embraer, in 2010, was 5.5%, as shown in the following table.
The benchmark for the sector is 4%. The formal job market in Brazil had a turnover rate of 36% in 2009.
GRI LA2

In 2010, 1,130 employees were hired and 834 were dismissed, so that we closed the year with a growth of 296 employees.

Company Initiative Employee Initiative Overall Turnover
3.8% 1.6% 5.5%



Remuneration


Embraer operates in the aerospace industry, where qualified and motivated professionals are the basis for effective performance in operations carried out at several units and locations. We seek to develop competencies and to give incentive to professional improvement through educational means and remuneration that is in line with the complexity of the job and the performance of the employee, and according to the job market.

The remuneration policy is exclusively based on technical criteria, and no form of discrimination is allowed of the person holding the position. The individual salary is based on qualifications, competencies and skills needed to perform the activities – that is, it is related to the position held by the employee. The lowest salary at Embraer is twice the national minimum wage (R$510 in December 2010.
GRI EC5

Employee Remuneration by Salary Range


    Regional Minimum Wage (SP): R$560.00 Regional Minimum Wage (SP): R$505.00
    2010 2009
Range
(No. Wage)		 Male Female Geral Male Female Geral
From To Effective Ratio % Effective Ratio % Effective Ratio % Effective Ratio % Effective Ratio % Effective Ratio %
- 2 129 0.92 48 2.29 177 3.21 78 0.56 54 2.66 132 3.22
2 5 2,841 20.24 375 17.91 3,216 25.70 4,680 33.61 579 28.55 5,259 42.60
5 10 6,190 44.09 889 42.45 7,079 56.58 4,914 35.29 747 36.83 5,661 45.85
More than 10 4,849 34.75 782 37.34 5,661 45.24 4,252 30.54 648 31.95 4,900 39.69
Total 14,039   2,094   16,133   13,924   2,028   15,952  
GRI EC5

Collective Bargaining and Unionization


Embraer respects and understands the importance of the role played by the unions with which it relates and maintains a relationship with them that conforms to the legislation in effect. In the Brazilian units, 8.5% of the employees are union members; however, all of them, whether union members or not, are covered by the salary adjustments and by the social clauses negotiated in the collective bargaining agreements signed by the union representative of the employees and the association that represents the Company. The Company also negotiates collective agreements directly with the unions representing the employees, covering 100% of the employees represented. In the collective labor agreements, there are social clauses that ensure the right of the unions to hold membership campaigns on the Company's premises. The individual condition and freedom of employees to associate is respected by Embraer.
GRI LA4 | HR5

The Company recognizes and fully applies all of the clauses of the collective agreements signed by its union representative, in which there are specific clauses regarding job safety, such as improved working conditions around presses and similar equipment, plastic injectors and surface galvanization, in all of the metalworking industries in the State of São Paulo.
GRI LA9

Child Labor and Forced Labor or Analogous to Slavery


Career Planning and Internal Recruiting


The "Flight Plan – Career at Embraer" program, which provides an integrated vision of their careers to employees, from hiring to retirement, has been consolidated. In it, the leadership personnel are capacitated to discuss and guide people in the process of building their careers.

In July 2010, a career planning program was created, called Career Paths, which proposes to make information available so that people can autonomously understand what is required for developing their careers in the Company.
GRI LA12

Also, nine groups concluded the Post-Career Program, with the participation of 289 employees. This program supports employees in their retirement planning with subjects related to that change, such as how to prepare a new life project, knowledge transfer, and preparing leadership to guide and support people.
GRI EC3 | LA11

As a means of giving incentive to the career development of its employees, Embraer makes available, internally, all of the job openings in the selection process, before going to the market to fill them. For leadership levels, this process occurs in the same way, but the priority is on natural selection within the area itself. If it is necessary to go outside to recruit, we benefit local candidates. Since the Company is geographically located in several countries, we understand "local" to mean the country in which the job opening appeared.

In 2010, 841 openings were available (112 leadership positions), and 10,487 people participated in the selection process. We had an internal usage rate of 94% for the leadership positions and 55% for the other positions.
GRI EC7

  2010 2009 2008
Job Openings 841 348 30
Participating Employees 10,487 11,481 1,091
Usage (%) 94% (leadership) 55%
(remaining positions)		 47% 83%


Leadership Development

In 2010, the actions for developing leadership continued by launching the Embraer Leadership Laboratory with the purpose of helping the managers find answers by exercising leadership and inspiring others. The laboratory will promote the connection between Embraer leaders and the companies that can accrue solid knowledge and experience; it will also allow Company leaders to share their knowledge and build joint solutions for exercising an increasingly effective and innovative leadership, by discussing such subjects as people management, innovation, high-performance teams, sustainability, business sense, transforming leadership, culture management, strategy, global involvement and career guidance.

Professional Qualification and Development

GRI LA10

In 2010, the Engineering Specialization Program (ESP) graduated 84 engineers specialized in aeronautics. Since the first class, in 2001, ESP has trained 1,116 engineers with a total investment of R$67 million.

As a means of strengthening competencies and knowledge, the "Internal Instructors" program has the participation of 526 employees who are capable of being instructors for internal courses, and 10,737 hours of instruction have been given in 722 courses held.

The behavioral preparation program, based on values and focusing on Embraer competencies, called "Future Business Leaders", drew the participation of 211 employees in 2010.

Another outstanding program is the Study Scholarship, where Embraer gives scholarships to partially cover the cost of courses connected with the essential functions of the Company's business, at the technical or university educational levels. In 2010, 347 employees benefited, with a total investment of R$246,000.

The total investment in professional qualification programs and specific programs for the business, corporate, industrial and engineering areas was in the order of R$5.3 million in 2010.


Training and Development Programs [Brazil Units 2010]


Category Number of Trained Employees Training Hours Average Training Hours per capita
Leadership 759 32.768 43
Engineers 3.102 240.439 78
Technicians 1.908 134.498 70
Operational 7.279 197.324 27
Professionals 1.530 86.299 56
Administrative 606 27.622 46
Trainees 225 7.425 33
Total 15.409 736.375 47

Number of Employees Trained
[Brazil Units]

Number of Training Hours
[Brazil Units]

Average Training Hours per Employee [Brazil Units]











Health and Safety Committees

GRI LA6

Embraer has installed and put into operation an Internal Accident Prevention Committee (IAPC) at all of its Brazil units. At the Faria Lima plant, the IAPC has been in existence since 1971. The number of members of the IAPC is set by Regulatory Norm NR-05 of Administrative Statement No. 2,314/78 of the Ministry of Labor, and at the present time at all of the units there are 40 full members and 30 substitutes representing the employees, which are elected every year by secret ballot. Also on the IAPC are 40 full members and 30 substitutes named by the Company. The IAPC, besides holding the annual SIPAT (Internal Accident Prevention Week), also has its own action program prepared by its participants and reviewed by every new mandate.

Initiatives for Promoting Health and Quality of Life

GRI LA8

Embraer develops several corporate programs with a focus on the occupational health and the quality of life of its employees and their families.

Initiatives Description
Well-Being The Company has a program for reducing/eliminating smoking. This program offers smoking employees treatment and psychological follow-up, and has been working to eliminate smoking on its premises by 2011
Well-Being Without Smoking The Company has a program for reducing/eliminating smoking. This program offers smoking employees treatment and psychological follow-up, and has been working to eliminate smoking on its premises by 2011
Well-Being Without Drugs The program supports employees and families with treatment for drug dependency
Well-Being with the Scales A partnership with Weight Watchers that offers employees several methods for healthy weight loss. In all, 453 employees participated in the initiative and lost, collectively, 1,540 kg
Well-Being with Your Heart Reintegration of employees with heart problems to their habitual activities with physical activity and actions for improving their life style
Well-Being with Maternity Creation of the "Breastfeeding Area", which is a pleasant place for mothers to breastfeed their children in comfort and privacy
Lecture Series Promotes an ideal environment for exchanging information and also for reflecting on how to have a better quality of life, by adopting healthy attitudes in daily living
Embraer Vaccination Program In 2010, Embraer invested R$1 million to vaccinate over 29,000 employees and family members. The program seeks to prevent endemic diseases, by offering the annual vaccination of employees and their families, by picking up almost the entire cost

Distribution of Benefits 2010


GRI LA3

Distribution of Benefits 2009


GRI LA3

Benefits


Embraer offers a broad range of benefits to its employees and their families, which represents an important distinctive difference in attracting and retaining talent. This is proven by the organizational climate study performed in 2010, in which 88% of the employees said they were satisfied with the benefits offered. Around R$200 million were invested in benefits, as the chart above

Value Added Distribution (VAD) – Consolidated

GRI EC1

The purpose of the VAD is to show the wealth generated by Embraer, and its distribution to the segments of society represented by its shareholders, employees, financial institutions and the government (municipal, state and federal). The added value to be distributed totaled R$2,707 million and represents 28% of net revenues in 2010.

Consolidated [R$ million] 2010 2009
Revenues 11,324.3 9,751.5
Supplies Acquired from Third Parties (8,208.3) (6,907.7)
Gross Added Value 3,116.0 2,843.8
Depreciation and Amortization (452.1) (383.6)
Net Added Value Produced by Entity 2,663.9 2,460.2
Added Value Received by Transfer 302.7 246.8
Total Added Value to be Distributed 2,966.6 2,707.0
Distribution of Added Value 2,966.6 2,707.0
Personnel 1,467.6 1,359.2
Government (taxes, fees and contributions) 119.3 503.7
Interest and Rent 442.4 244.0
Interest on Own Capital and Dividends 228.9 155.7
Profits Withheld / Losses for the Year 683.2 417.8
Participation of Non-controlling Shareholders 25.2 26.6

Value Added Statement – VAS 2010

Value Added Statement – VAS 2009

Society and Human Rights


The Embraer Code of Ethics and Conduct formalizes the corporate commitment to maintain a work environment that is free of any form of discrimination, harassment or forced labor, whether child or slave. It is strictly prohibited, at all plants, and in any relationship with stakeholders, to have publicity, advertising or any other material released, to make any mention or have any illustration or manifestation of discrimination of race, ethnic group, gender, creed, religion, age, handicap or sexual preference. It also prohibits and punishes within the measures established by the law, to have any type of harassment, which includes any act or attitude, verbal or physical, that implies humiliation, embarrassment or threat to employees.

In 2010, Embraer recorded no cases of discrimination of any type, and there was no record of forced or compulsory labor at the units in Brazil or abroad. Complaints of moral harassment were checked by internal processes, and five occurrences were assessed to be real. Disciplinary measures were applied in each case, from orientation with a formal warning to the dismissal of those involved.
GRI LA4 | HR4

Embraer's actions against discrimination and forced labor are extended to the entire network of national and foreign suppliers. The Environmental, Occupational Health, Safety and Quality Integrated Management System (SIG-MASSQ) establishes a process for qualifying suppliers, which covers environmental, human rights, and occupational health and safety criteria. In effect since 2005, by 2009 it included 359 suppliers (143 national and 216 foreign). In 2010, 120 suppliers were qualified (39 national and 81 foreign). Once irregularities are identified, the suppliers are guided and given a deadline for correcting the problem, under the condition that the purchase or service contract could be canceled.
GRI HR1 | HR2

Social Action

GRI SO1 | EC8 | EC9 | SO5'

The Embraer Institute for Education and Research (IEEP) has actions and projects directed towards initiatives that contribute to the social inclusion process through the education. IEEP is fully supported by Embraer and develops its own projects, in order to create models of excellence that can be transferred to other realities, as well as actions in support of third-party projects.

Besides technical criteria, the initiatives of the Embraer Institute also reflect three areas of concern: quality, innovation and cost. The quality of the projects for social investment is derived, in part, from the Company policy to demand standards from IEEP that are similar to those required of its product line. In the aeronautics industry, quality is an absolute value, and the conviction is that there is the very real possibility for improving Brazil's public education based on improving management, without a significant increase in cost.

Innovation is another banner of the institute. Since it is fully sustained by a high-tech company that competes on a global scale, and the subjects of education and management are present in Embraer's daily life, there is total commitment to debating these subjects, supporting the improved quality of education, and increasing the degree of social inclusion of low-income young people.

One of the highlights of this commitment to developing young people through education is Embraer Juarez Wanderley High School. It is fully maintained by Embraer, and provides quality instruction to young people coming from the public schools. Over the past three years, it has obtained notable results on the National High School Exam (ENEM):

Social Development Actions and Projects in Brazil


Project Description
Embraer Juarez Wanderley High School (CEJW) Main project of the Embraer Institute for Education and Research (IEEP) and fully supported by the Company since 2002 Serves 600 students per year in the region of São José dos Campos, Taubaté, Caçapava, and Jacareí Quality, free education with a pedagogical focus on giving incentive to autonomy Full-time High School instruction for students from the public school system According to the Ministry of Education, it is the 8th best high school in the State of São Paulo, the 21st in the Southeast Region, and the 35th in the nation (ENEM-2009)
University Preparation Program (UPP) Began in 2006 Prepares its curriculum in association with the USA Occupational Research and Development Center, Rede Pitágoras de Ensino, and the Instruction and Research Institute of the Sírio-Libanês Hospital Prepares for academic and professional challenges, bringing the reality of the workplace into the school 800 classroom hours in four semesters: exact sciences (pre-engineering), humanities (pre-humanities and administration) and biomedicine (pre-biomedicine) 400 students benefited per year
Scholarship Fund Began in 2005 Embraer is the biggest contributor to the fund, with up to 25% of the amount paid monthly to each scholarship recipient
Helps cover the general expenses of former students of Embraer Juarez Wanderley High School who are studying in universities outside of the region of São José dos Campos The scholarships are granted only to students with excellent academic performance, accepted by public or private universities, with a government (PROUNI) study scholarship and facing financial limitations that hinder them from pursuing their studies
Former students of Embraer Juarez Wanderley High School who benefited from the program become contributors to the fund after graduating from the university, thus returning the value of the scholarship, with monetary correction In 2010, 313 students benefited
Embraer Mini-Glider Competition Began in 2009, with the 2nd edition of the competition held in 2010 Held in a partnership with IEEP and Embraer employee volunteers Challenge for students from the 7th to 9th grades that involves preparing a project report, with drawings, diagrams and explanations regarding the solutions used to develop the mini-glider, down to the construction and testing, in order to evaluate its performance during the competition flight
In 2010, 260 students participated in the program
Action in School Program (ASP) Participative management program for the school community, created in 2006 Since its creation, 41,848 students have benefited. In 2010, there were another 8,768 students Stimulates reflection on the quality of school management and proposes improvements in the educational model of public primary and high schools Projects are evaluated by IEEP Methodology developed under the coordination of UNICEF's Educational Action, of the UN Development Program, and Inep-MEC
Social Partnership Program (SPP) Created in 2004, to assist NGOs in preparing and developing projects Foments social culture for mobilizing society to identify and solve problems
Active participation of Embraer employees who voluntarily prepare and carry out projects developed by social organizations Since 2004, SPP has supported 61 projects, 14 in 2010 alone
Digital Inclusion Course lasts eight months for students from the state school system QuQualifies participants with information technology knowledge, techniques and citizenship Offers professionalization alternatives for the job market Since it was created in 2003, 240 students have benefited, 40 in 2010 Embraer volunteer employees participate as instructors
Mini-Company Created in 2002, in partnership with Municipal Departments of Education and Junior Achievement of the State of São Paulo
Embraer employees participate in the program as volunteer guides to students Objective is to stimulate an entrepreneurial spirit in young people Program lasts for 15 weeks with weekly periods of 3 ½ hours. Participants create a company, choose their product, manufacture and sell it. In this way, they learn the main processes that are experienced in a day-to-day business 8th grade and High School students from public schools participate in the program The resources needed for creating the mini-company are raised by the students, themselves, by selling shares
At the end of the program, the mini-companies are liquidated, and the results are distributed among the shareholders
Robotics Project Created in 2009, in a partnership with GAMT, an NGO from Caçapava/SP, that trained the educators of Gavião Peixoto
Offers, through educational robotic, a learning environment capable of awakening new interest in subjects already experienced by the students in the classroom 20 students from the public schools of Gavião Peixoto, ages 14 to 17, participated in the project
Program for the Handicapped Professional development and training program for handicapped people, created in 2002
Already benefited around 78 handicapped young people, 35 in 2010

In 2010, Embraer invested some R$ 12 million in educational and cultural, programs that benefited local communities. Furthermore, the Company promoted and participated in several social actions that strengthened its relationship with society.

In 2010, Embraer invested around R$12 million in educational and cultural programs that benefit local communities.

Besides these programs, Embraer promoted or participated in several social action and isolated awareness programs


Program for the Handicapped


In February 2010, the Embraer Institute invested R$60,000 and benefited 35 students with special needs from the Elza Regina Ferreira Bevilacqua Municipal School, of São José dos Campos, who received two ergonomic computer stations that adjust to their needs, providing comfortable access to tools for pedagogical support in the school's information technology room. The municipal pilot program was supported by the Department of Education of São José dos Campos.


Pink Jet


In October 2010, Embraer, Azul Linhas Aéreas Brasileiras and the Brazilian Federation of Philanthropic Institutions Supporting Breast Health (Federação Brasileira de Instituições Filantrópicas de Apoio à Saúde da Mama – FEMAMA) came together in a campaign for breast cancer prevention, with the objective of increasing the awareness of the importance of early diagnosis, in order to increase the chances of curing the disease. To symbolize the initiative, an EMBRAER 195 jet belonging to Azul was painted pink, which is the worldwide symbol of the fight against breast cancer. The jet is operated by an exclusively female crew, who wear pink uniforms. The launch of the campaign coincided with Pink October, which is the worldwide movement against breast cancer.


Awards and Recognition

GRI 2.10

Embraer was recognized and awarded in several evaluation areas, which take into consideration high standards of governance, sustainability, management practices, occupational health and safety, crisis management and the quality of its products, among others. Some of the recognition and awards received are:

In 2010, Embraer won a number of awards, in recognition of the results it obtained throughout the year.

We are grateful to these institutions and to our stakeholders, and we are committed to continuing to make every effort in defending our fundamental values: motivating our people, internal and external transparency, healthy and ethical relations with our customers, excellence in industrial and technological capacity, promoting economic-financial health, zeal for the assets of shareholders and, finally, the perpetuity of the enterprise.


top

Developed by:  TheMediaGroup