Sustainability r e p o r t - Sabesp

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The target employee are professionals with the profile and potential to assumemanagerial positions in the future, who must undergo all the development stepsset out in the plan. In addition to a corporate MBA, selected employees will allundergo professional coaching, and attend language and specific training in theareas of interest of each professional. The second step of the program is a jobrotation initiative, and another qualification stage, including post-grad programs.First, we will select 40 employees and in another 80 in the future.One of the greatest challenges for 2010, the new Jobs and Salaries Plan approvedby the São Paulo State Government Salary Policy Committee (CPS), will allow usto resume career advances. Its positive features include:i. Job grouping, which creates more career advance prospects;ii. Promotion according to the progress of individual skill set and performance;iii. Increase in the staff salary ceiling, which creates better salary progressconditions for those who invest in improving their skill set;iv. Equalization of managerial positions that permits managers in the samehierarchical level to receive the same overall compensation.Strategic PlanningWe have a strong culture in the definitions of corporate goals, disclosed duringthe Strategic Planning seminars periodically organized by Sabesp. During theseevents, managers discuss Sabesp’s course for the coming year based on theguidelines of our controlling shareholder. In 2008, strategic planning horizon wasexpanded to 10 years, allowing that the Future Vision defines 2018 as the yearuniversal water and sewage services will be ensured in our area of operation. Weuse the Balanced ScoreCard (BSC) concepts to translate this corporate strategyinto operating goals and follow up their progress. Based on this information, thegoals are revised annually to incorporate prior-year accomplishments and possiblechanges in the domestic and foreign scenarios. Integrated and challenging goalsprovide a focus for our employees’ work to accelerate progress toward universalwater and sewage services and make us stronger and more efficient.Clean Wave STPs diffusers and floating spillways. Aerial view of the Guaraú STP.58 Relatório de Sustentabilidade 2009 59
Profit Sharing Program (PPR)By tying the PPR to BSC indicators we make sure Sabesp and our employees arealigned with the objectives and goals set at levels that will produce significantgains and results.In 2009, the set of PPR goals was extracted from our strategic planning, using theBSC, tying the Profit Sharing Program to Sabesp’s corporate steering.The 2010 profit share program goal set is divided into three groups:i. corporate goals, which depend on the entire company’s performance, such asEBITDA margin, net income, and number of ISO 14001 certified units;ii. goals set for core areas, which are tied to the activities of the operatingdepartments, such as customer satisfaction rate, maximum number ofoccupational accidents with leave of absence, number of sewage connections,wastewater treatment rate, and electricity consumption;iii. back office goals, used for the second consecutive year. These goals refer tothe corporative back office functions, such as IT, sourcing and legal affairs.Setting specific goals for the back office allows these employees to have adirect involvement in the effort to meet our strategic goals and support thework of the operating functions.Value Added Management (VAM)In 2009, we continued the implementation of the Value Added Managementmodel. We trained 485 employees in this methodology, totaling 692 employeessince the process started. Additionally, we completed the implementation ofthe Alto do Paranapanema Business Unit, an up-state pilot unit, and the SouthBusiness Unit, and we are completing the implementation of the Center BusinessUnit.The Value Added Management (VAM) model is crucial to steer actions relatedto the optimization our asset base and improve the quality of investments, tostrengthen Sabesp and its long-term sustainability. The challenge for 2010 isto complete the implementation of the VAM in all business units, as part of thepreparation of variable compensation proposal, pegged to value generation. Theobjective is to encourage and reward asset, expense and revenue managementimprovement efforts.Tenure for employee hired in 1988-89The decision of the Supreme Federal Court (STF) on the jobs of the employees whojoined Sabesp without passing a competitive recruitment process but based on a publicselection process. Most of these employees work in operating functions (about 1,000).With STF’s decision, which annuls the previous labor courts’ decision, it was possible toreassure these employees and, in particular, avoid an sudden, unplanned termination,not based on performance criteria, which might impair service continuity.Incentive to competition in Sabesp’s tender biddingsAs a semi-public corporation, we must use selective procurement procedures—constitutional requirement regulated by Law 8666/93—which entails offering thesame competition and participation conditions to all suppliers, regardless of theirlocation. We comply with this guarantee through the broad disclosure made by theelectronic tender bidding portal, on our website (www.sabesp.com.br).We were the first state-owned company and the second company in general toimplement an electronic procurement procedure. In addition to cutting costs, itprovides our suppliers and the population in general more transparency, efficiency,and agility. With a focus on the increase in competitions in auctions, we prepared aPublic Procurement Competition Guidelines manual.EC6 On the other hand, we also promote the participation and engagement oflocal suppliers, in the regions where we operate, from a decentralized structure,divided into business units, where each unit has its own budget and independenceto contract on a decentralized basis. In 2009, the participation of local suppliers inprocurements with waiver of tenders based on amount and invitation was 55 percent.As part of the compliance with broad subsidiary legislation on procurement, wegrant a differentiated treatment to micro or small businesses, and cooperatives, thusencouraging the participation and engagement of local suppliers.60 Relatório de Sustentabilidade 2009 61
Page 1 and 2: Sustainabilityr e p o r t2009
Page 3 and 4: Table of ContentsTablesMessage from
Page 5 and 6: A water and sewagecompany focused o
Page 7 and 8: Sabesp is for the third consecutive
Page 9 and 10: About SabespGRI 2.1 / 2.2 / 2.3 / 2
Page 11 and 12: In addition to providing basic sani
Page 13 and 14: 2009 and2010 goalsSetting goals hel
Page 15 and 16: Corporate ManagementTo be recognize
Page 17 and 18: Investmentacceleration towarduniver
Page 19 and 20: Structuring programsInvestment acce
Page 21 and 22: Metropolitan Water ProgramThis prog
Page 23 and 24: Taubaté and Tremembé have the bes
Page 25 and 26: Market consolidationand contractual
Page 27 and 28: Asset Base OptimizationThe optimiza
Page 29: ManagementmodernizationWe are under
Page 33 and 34: Some of 2009 highlights are as foll
Page 35 and 36: develop technologies and knowledge
Page 37 and 38: Some of the proposals included:•
Page 39 and 40: Alberto GoldmanMember of the Board
Page 41 and 42: Management Compensation GRI 4.5Acco
Page 43 and 44: Economic andfinancial performanceIn
Page 45 and 46: International Reconstruction and De
Page 47 and 48: Environmentit is Sabesp’sraison-d
Page 49 and 50: One of the topicsdiscussed in commi
Page 51 and 52: EN 18 Pioneering use of solar energ
Page 53 and 54: Good environmentalpracticesThrougho
Page 55 and 56: Green ITIn August 2009, we issued a
Page 57 and 58: Abraço Verde (Green Hug)The purpos
Page 59 and 60: Survey to point out priority areas
Page 61 and 62: Sabesp’s contribution to the eigh
Page 63 and 64: Ombudsman OfficeThe Ombudsman Offic
Page 65 and 66: Table 23: LA1 Number of employees b
Page 67 and 68: Sabesp Corporate University (UES)Sa
Page 69 and 70: discusses the emergency conditions
Page 71 and 72: SocialprogramsCommunity RelationsSO
Page 73 and 74: Sabesp MemoryThe former building of
Page 75 and 76: Victory of the life, health, and en
Page 77 and 78: ReportbenchmarksPeriod and limitsTh
Page 79 and 80: GRI 3.6 This report gathers the mai
Page 81 and 82:
GRI G3 IndicatorPageGRI G3 Indicato
Page 83:
CorporateinformationWebpage:http://
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