Annual & Sustainability Report 2017
MESSAGES
ABOUT THE
REPORT
THE
CCR GROUP
STRATEGY AND
OPPORTUNITIES
BUSINESS
MODEL
SERVICES
TOLL ROADS
URBAN
MOBILITY
AIRPORTS
OUTLOOK
T
Development of human capital
Technical knowledge, the sense of belonging to one of
the largest infrastructure groups in Latin America and the
incessant quest for excellence and user satisfaction are key
elements in the development of the Group's business. With
the support of the Shared Services Center, the units work
to strengthen the development of human capital through
training and upskilling courses, opportunities for professional
growth and recognition.
To ensure the alignment of all professionals with the CCR Group
strategy, one of the main initiatives developed in 2017 was the
Planning Cycle, in which 241 employees participated directly.
Two workshops were held in the first stage - one with the
Board of Directors and another with the Strategy Committee
- to define the strategic goals. The Overarching Goals and
Guidelines (OGGs) were formalized afterwards at a meeting
with the officers of the holding company and units. All the
employees involved in the Planning Cycle were trained to act
as multipliers of these guidelines in the units, between teams
and coworkers.
The Annual Meeting also contributes to the dissemination of
CCR Group's strategy, values and culture of ethics. Last year
about 350 guests attended the event, which featured external
and internal speakers addressing topics such as conditions of
the macroeconomic scenario, competitiveness, professional
development, ethics and challenges of education in Brazil.
The theme of the 13th Annual Meeting, held in 2017, was
"Qualified Growth: Innovation, Creativity and Performance".
This human capital management model, adopted since
CCR Group was founded, has allowed the organizational
restructuring resulting from the Repensar Project to be
carried out almost exclusively with the reallocation of people
who were already working in the business units. Around 40
employees, who had already been pinpointed as potential
leaders, were reallocated to new positions so as to improve
management and seek new business.
Focusing on leadership development, CCR Group began
implementing a new senior executive assessment program
last year, involving about 110 people. This program
progresses alongside a performance appraisal model and
competency review process.
+ 209
thousand
hours of training
for employees
R$ 1 billion
paid in wages
and benefits
Disque CCR SPVias
0800 7035030
RESGATE
241
employees
engaged in the
Strategic Planning
Cycle
PVias
0800 7035030
RESGATE
CCR
SO
R-96
Inclusion
of people with
disabilities
Diversity and respect for
human rights are guiding
premises of employee
management practices,
in line with the principles
of the Global Compact,
a UN initiative of which
CCR Group is a signatory.
At CCR RodoNorte, the
program for training and
qualifying individuals with
special needs is an example
of how this commitment
materializes.
The unit abides by the hiring
quota for this professional
category established since
2015, driven by best
practices in advertising
available jobs, training
leaders with a focus on the
integration of these people
and a closer relationship
with external agents, such
as government job agencies.
Best practices adopted by
the unit include the support
of the occupational health
team in the process of
selecting new employees
with special needs. In
the presence of the
occupational physician, the
unit anticipates the need for
workplace adaptation.
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