Sustainability r e p o r t - Sabesp

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Tobacco-Free Environment Gold SealWe were the first state-owned company and the second company in general to receiveto receive this seal. To help those interested quit smoking, we paid, through theEmployee Recovery and Care Program (PARE), the result of which are very positive, forthe treatment of 559 employees, of whom 177 actually quit smoking.Transparent communicationhelped increasing thenumber of shareholdersInvestor RelationsDespite the global crisis that engulfed the markets in 2008 and 2009, wecontinued to attract market analysts (sell side) and, as a result, investors,resulting in a number of coverages that jumped from 11 in 2008 to 17 in 2009.In order to keep our shareholders and investors always informed on ouroperations, strategies, and results, we adopted a consistent, clear and reliablecommunication policy with our shareholders, market analysts, financialinstitutions, rating agencies, and regulators. In addition to the public meeting andthe traditional results conference calls, we held a meeting between the analystsand the Chairman of the São Paulo State Sanitation and Power Regulatory Agency(ARSESP).For purposes of ensuring more transparency and facilitatingthe access to information about SABESP, we have expandedinformation availability on the investor relations website and usedmailing lists as a communication tool. Because of the increased transparence,there was a 34 percent increase in the number of individual shareholders in 2009as compared to 2008.Supplier RelationsThe regulatory framework of the basic sanitation industry (Law 11445/07) placesus in an environment in which business practices should take into considerationthe provisions set forth in the competition protection legislation, in particularLaw 8884/1994. Sabesp widely disclosed its procurement plan to the market inorder to encourage competition among suppliers. We designed our “CompetitionGuidelines for Public Procurement Processes”, which establishes the generalguidelines to expand the portfolio of suppliers and encourage competition.Furthermore, it covers the authorizations in public biddings and the potentialimposition of barriers to the entry of competitors in the market. Another initiativeadopted by Sabesp was the execution of the technical cooperation agreementwith the competition defense agencies: Department of Economic Monitoring(SEAE) and Department of Economic Law (SDE), which provides for theexchanged of information, technical assistance, and preparation of analyses andstudies in the competition and economic regulation areas, related to the waterand water industry. Note also that in 2009 we conducted 870 e-procurementprocesses, totaling R$1.15 billion, representing savings of R$116 million. One ofthe obligations prescribed to maintain the Abrinq Seal is the adopting contractualclauses with suppliers in favor of children’s rights protection. HR6 and HR7Relationship with EmployeesIn 2009, the scenario which we faced required continuous adaptations andadjustments to our corporate processes, and it was necessary to adopt peoplemanagement practice that would favor the overcoming of the many challengesfaced by us. In view of this countless challenges, Sabesp’s people managementis aligned with our business strategy, and is based on organizational values andprinciples.Human Capital IndicatorsOur headcount consists of 15,103 employees with employment contractsgoverned by the Labor Code (CLT), 931 interns, and 468 young apprentices,and as regards the latter, we contribute to their development as citizens, theirprofessional qualification, and insertion in the formal labor market, by creatingjob training opportunities. Note that we do not subcontract outside services andcontract services as needed. We also count on a workforce of approximately7,106 service providers included in these agreements. Our personnel is comprisedof 81 percent male and 19 percent female employees, with an average period of17.6 years working at Sabesp, and 69.9% of our employees are over 40 yearsold. Note that 18.1 percent of our employees completed elementary school, 47.4percent graduated from high school, and 34.5 percent are college graduates. Thedistribution of the employees by ethnic group is 12,822 Whites, 1,998 Multiracial/Blacks, 260 Asians, 2 Amerindians, and 23 undeclared. We comply with Decree3298 of 1999, which requires the allocation of 5 percent of the positions offeredthrough public selection processes to physically disabled individuals. LA1Table 22: LA13 Headcount distribution by position, gender and raceManagers College students Adm./Technical OperationalMale Female Male Female Male Female Male FemaleAno 2008 2009 2008 2009 2008 2009 2008 2009 2008 2009 2008 2009 2008 2009 2008 2009White 429 415 115 117 1,620 1,522 873 873 4,264 3,945 1,583 1,464 5,145 4,463 82 58Black andMultiracial20 17 6 4 132 130 88 88 667 609 203 188 1,105 944 29 21Asians 14 16 1 1 86 83 52 52 46 48 52 46 13 12 0 -Amerindians 0 - 0 - 0 - 0 - 1 2 0 - 0 - 0 -Undeclared 0 - 0 - 3 3 0 - 5 5 2 2 13 11 0 -Total 463 448 122 122 1,841 1,738 1,013 1,013 4,983 4,609 1,840 1,700 6,276 5,430 111 79126 Relatório de Sustentabilidade 2009 127
Table 23: LA1 Number of employees by regionRegion 2008 20091 (RMSP, S.J. Campos, Santos) 11,830 10,3972 (Regional Systems - except S.J. Campos and Santos) 4,819 4,706Total 16,649 15,103Table 26: LA14 Standard salary comparison (in Brazilian reais)2008 2009Entry level salary 727.65 718.24Minimum wage 415 465Ratio 75% 54%Table 24: LA13 Headcount distribution by gender and raceMale Female TotalDec 08 Dec 09%change Dec 08 Dec 09%change Dec 08 Dec 09%changeWhite 11,458 10,345 -9.7 2,653 2,477 -6.6 14,111 12,822 -9.1Black andMultiracial1,924 1,700 -11.6 326 298 -8.6 2,250 1,998 -11.2Asians 159 159 0 105 101 -3.8 264 260 -1.5Amerindians 1 2 100 - - - 1 2 -Undeclared 21 19 -9.5 2 2 0 23 21 -8.7Total 13,563 12,225 -9.9 3,086 2,878 -6.7 16,649 15,103 -9.3Table 27: LA2 Total number and rate of employee turnover by age group, gender,and regionTurnover 2008 2009Gender % %Female 1 9.8Male 1.3 13Age % %4-10 y/o 1.5 3.741-55 y/o 0.9 7.6Table 25: LA13 Employee profiles by age, length of service, education, workinghours, management, and genderAge Male Female Total18-30 y/o 504 199 70331-40 y/o 3,049 800 3,84941-50 y/o 4,521 1,185 5,706Over 50 y/o 4,151 694 4,845Average age 45.8 43.8 45.4Length of serviceUp to 3 years 402 113 5154-10 years 1,941 460 2,40111-20 years 5,271 1,308 6,579Over 20 years 4,611 997 5,608Average length 17.7 16.9 17.6EducationElementary 2,673 62 2,735High school 6,099 1,059 7,158College 3,453 1,757 5,210WorkdayPart-time 1,232 243 1,475Full-time 10,993 2,635 13,628ManagerNon-commissioned 0 0 0Commissioned 448 122 570Total 448 122 570Over 55 years 2.1 47.4Region % %RMSP 1.3 12.8Inland and coast 1.1 11.2Total 1.3 12.3Table 28: EC5 Percentage of local lower salary compared to minimum wageRegion1RMSPRegion 2Inland and coastEntry level salary 861.87 718.24Minimum wage Dec 2009 465 465Ratio 85% 54%LA3 Sabesp believes that a good work environment reflects in the quality of services provided.Thus, we structured a benefit package that goes way beyond those required by law, to providethe employees and their dependents security and comfort that will meet their basic needs.The benefits granted are granted to all employees, regardless of their working hours, level orcategory, except for underage apprentices, whose benefits are governed by specific regulations.The main benefits granted are as follows: regular and special (for employees with physicallyand or mentally disabled children) childcare allowance, electronic benefits and meal card,childcare center, basket of food staples, salary premium (for employees on sick or accident leavepaid by social security), drugstore, meals/snacks (in case of extraordinary service), supermarket,meal ticket, and transportation ticket. We also subsidize healthcare and pension fund benefits,through Sabesprev.128 Relatório de Sustentabilidade 2009 129
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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 and 30: ManagementmodernizationWe are under
Page 31 and 32: Profit Sharing Program (PPR)By tyin
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: Ombudsman OfficeThe Ombudsman Offic
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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