Annual and
Sustainability Report
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Leadership Development Program (PDL)

In 2010, the program jointly designed with the Dom Cabral Foundation and comprising eight modules trained around 200 participants in workshops, classes and lectures, based on the experiences witnessed at the business units. The positive results were confirmed following the IBTTA Administration Prize awarded to the program in the first half of 2011.

The company’s perception is that more than just acquiring raw knowledge, it is important to value good practices and projects designed by the CCR teams – especially for the acquisition of new business and the successful search for funding, like those of the Ring Road and the Yellow Line 4 of the São Paulo subway.

Following the training phase, internal managers share knowledge within their fields of operations, where the focus is on direct application in company projects. The idea is to expand the program and start attending to up to 600 employees of the Analysis and Management Group.

Enhancing Project

The use of the gerund in the name reflects the proposal: to maintain continuous training for employees within CCR. The main public is the customer service team in their daily contact with users of the highways under concession of the group companies. The main objective is to improve the quality of the service to toll gate users, providing a service that is simple, quick and effective.

Besides the technical aspects of the professional routine, employees are informed about the principles and plans of the business units, offering a more modern outlook on providing services to society. In this manner each carriageway employee can act as a legitimate representative of the company’s values.

The program’s methodology involves training attendants from all CCR Group concessionaires, while the objective, among others, is to train instructors who will be in charge of inculcating the practices and values in their other business unit colleagues through workshops, lectures and periodic training. Following an initial phase involving 4,200 employees in 2009, the Enhancing Project closed 2010 with a public of 40,000 participants in 120 meetings, which when added together comes to a workload of 450 hours.