CCR Group
CCR Group was made up of six toll road concessions in 1999, when the company was created to make solutions feasible for investments and infrastructure services. Twenty years after shareholders made this innovative and pioneering move, the portfolio is composed by:
CCR Group
CCR Group was made up of six toll road concessions in 1999, when the company was created to make solutions feasible for investments and infrastructure services. Twenty years after shareholders made this innovative and pioneering move, the portfolio is composed by:
Over two decades, the anual net revenue was up 10-fold, totaling R$ 8.1 billion in 2018. The Shared Services Center – made up of CCR Actua, CCR Engelog and CCR EngelogTec – consolidated as a competitive edge, providing more efficiency and productivity to business management in every transportation mode managed. The CCR Institute, which is celebrating its five-year anniversary in 2019, has become CCR Group’s main platform for social investment and has grown its operations abroad.
In 2018, new concessions were acquired by CCR Group. In the urban mobility segment, the company was awarded São Paulo metro's Line 5-Lilac and monorail's Line 17-Gold (under construction), both operated by ViaMobilidade. The toll road portfolio grew with the addition of Rodovia de Integração do Sul (RIS) a 473.4 kilometer stretch in the state of Rio Grande do Sul, managed by CCR ViaSul. In addition, CCR Group took over control of Aeris, which manages the largest airport in Costa Rica, increasing the concessionaire's capital share to 97.15%.
Achievements in 2018
ViaMobilidade
In January 2018, the ViaMobilidade consortium, led by CCR Group with its 83.34% share, won an international call for bids put out by the State Secretariat of Metropolitan Transport to operate São Paulo metro's Line 5-Lilac and monorail's Line 17-Gold. On August 4, ViaMobilidade took over management of the 20-year concession.
Achievements in 2018
ViaMobilidade
In January 2018, the ViaMobilidade consortium, led by CCR Group with its 83.34% share, won an international call for bids put out by the State Secretariat of Metropolitan Transport to operate São Paulo metro's Line 5-Lilac and monorail's Line 17-Gold. On August 4, ViaMobilidade took over management of the 20-year concession.
Line 17-Gold of the monorail is currently under construction and will connect with Line 5-Lilac. One of the main differences of this metro line will be its connection to Congonhas Airport, one of the country's busiest regional airports.
Since the concession began, employees have already received over 32,000 hours of training to deal with topics such as quality in service provided, safety, communication of abnormalities and other aspects important to the operation.
www.viamobilidade.com.br
0800 770 7106
ouvidoria@viamobilidade.com.br
CCR ViaSul
In November 2018, CCR Group won a call for bids put out by the federal government, through the National Land Transportation Agency (ANTT), for concession of a group of toll roads (BR-101/290/386/448) in the state of Rio Grande do Sul. This highway system is called the Integração do Sul Highway (RIS), covering a total of 473.4 kilometers and passing through 32 municipalities. The RIS will be managed by CCR ViaSul.
The proposal submitted won the bid by offering a toll plaza fee of R$ 4.30545 – a discount of 40.5% in relation to the maximum fee established for the bid. The contract was signed on January 11, 2019, when the concession's term will be begin. An approximate total of R$ 7.8 billion will be invested in work to double the roadway, improve access and increase user safety.
Aeris Costa Rica
Aeris is the concessionaire that has been responsible for operating and maintaining Juan Santamaría International Airport, Costa Rica's biggest terminal, since 2009. In June 2018, CCR Group announced the purchase of its partners' shares in the concession, taking a majority stake in the company with 97.15% of its capital. CCR Group also acquired a controlling stake (99.64%) in IBSA (Inversiones Bancnat S.A.), which holds financial assets for Aeris.
With this investment, CCR Group moved forward on its strategy to consolidate its position as one of the biggest international airport operators. With low risk of demand, high connectivity to other airports and opportunities for growth, the airport managed by Aeris is an asset that reinforces the company's qualified growth and position as being internationally recognized for its management model.
Strategy
CCR Group seeks to grow and diversify its business, efficiently and by strengthening synergies between concessions managed, in order to achieve the goal of making solutions feasible for investments and infrastructure services. The General Goals and Guidelines (GGGs), described in the General Business Plan, are what guides the company's operating strategy, setting the direction for how units develop and execute their business plans.
Strategy
CCR Group seeks to grow and diversify its business, efficiently and by strengthening synergies between concessions managed, in order to achieve the goal of making solutions feasible for investments and infrastructure services. The General Goals and Guidelines (GGGs), described in the General Business Plan, are what guides the company's operating strategy, setting the direction for how units develop and execute their business plans.
The implementation of four divisions, concentrating management of concessions, strengthens the axes of strategic operation by making processes more efficient and streamlining identification of opportunities. The performance of the Shared Services Center provides for gains in competitiveness and lower costs in engineering activities, information technology and administrative services.
Portfolio diversification
The strategic focus at CCR Group is on expansion and diversification of concessions managed. With the participation in bids promoted by the federal, state and municipal governments in the area of transportation or by acquiring shares in concessions already held by the group, the company reinforces its investment capacity and diversifies the operational and financial risks related to its business model. Internationalization of CCR Group businesses is also part of the qualified growth strategy.
Innovation
CCR Group has worked on this topic across all units and will strengthen these efforts in 2019, through the work of the Shared Services Center and the CCR Institute. Incorporation of new technologies and tools for data analysis and automation of administrative processes drives efficiency and economies of scale in administrative and operational activities. Interaction with universities and startups, in turn, leverage CCR Group's capacity to identify trends and opportunities to enhance its business.
Efficiency and competitiveness
Centralization of financial, accounting, administrative, legal and managerial activities for the concessions is a competitive edge at CCR Group. The Shared Services Center optimizes management of business units, making it possible to cut costs and streamline implementation of new business.
Preparing people
The ethical action and know-how of CCR Group employees are strategic factors for the growth and diversification of the portfolio. The company's business model has unique characteristics that are different from other productive sectors, requiring specific knowledge to create projects and identify opportunities.
CCR Institute
Promotion of socioeconomic and cultural development in the regions where CCR Group operates is done through strategic articulation by the CCR Institute, created in 2014 as a non-profit public interest civil society organization (OSCIP). The Institute works with everything from direct investments in social projects to supporting partner organizations’ initiatives using tax incentives and promotion of educational campaigns.
