Inauguration of the 2nd Engine Room of the Tucuruí Hydroelectric Plant

2002

Camargo Corrêa, Gerdau, Gradiente, McKinsey and Promon establish the Razão Social Institute for qualifying and training teachers and developing public school teaching systems.

The Balance Scorecard is launched, an in-house teaching and training program for promoting the cohesion of group strategy.

The managements of the Engineering and Construction companies are merged.

On December 18, the Camargo 2012 Project is launched for reviewing strategic planning targets.

In December, São Paulo Alpargatas becomes the most recent Camargo Corrêa group subsidiary, the group already holding a 38.5% stake in the voting capital of this traditional company. With the purchase of Bradesco’s stake in the company, group participation increases to 61.3% of the voting shares and 31.2% of the total capital stock.

Construções e Comércio Camargo Corrêa and Toyo do Brasil set up Companhia Construtora de Dutos (CCDL) to produce pipelines in the Southeast Region.

The second power house at the Tucuruí Hydroelectric Power House in the state of Pará is unveiled receiving the name of Sebastião Camargo.

At the end of the fiscal year, the group reports gross operating revenue of R$ 6.2 billion, with a net income of R$ 555.4 million and shareholders’ equity of R$ 4.7 billion. The conglomerate has a work force of 32 thousand with 15 operating companies.