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2 SUMMARY 1. Message from the Board of Directors Parameters and Engagement The Marcopolo Businesses Corporate Governance Communication Channels Economic Performance Environmental Performance Social Performance GRI Index Expedient 70 2 SUSTAINABILITY REPORT

3 1.MESSAGE FROM THE BOARD OF DIRECTORS Standing from left to right : Gelson Luiz Zardo, Oscar Barbieri, Paulo Gilberto Corso, Fabio Dahlem da Rosa, Paulo Andrade de Jesus, Carlos Alberto Casiraghi, Edson Dalle Molle Mainieri, Nelson Gehrke, Milton Susin, Mateus Ritzel, Alberto Calcagnotto, Lusuir Grochot, José Fernando Bettoni, Ruben Bisi. Seated from left to right: Carlos Zignani, José Rubens de La Rosa (CEO), José Antonio Valiati. Marcopolo presents the third edition of its Sustainability Report as a way to share with the society, a summary of its performance in the economic, environmental and social areas aligned with the corporate governance practices of the Company. Founded in 1949, the company has always had as pillars the respect, appreciation and transparency in relationships with people. The year 2013 was characterized as a period of turmoil and new challenges for the bus industry in Brazil, especially along the second half. In this scenario, Marcopolo net revenue grew 9.1% domestically and 7.5% in the export Market, compared with the previous year. Marcopolo has carried on the expansion and modernization of productive areas in Caxias do Sul and Rio de Janeiro; it has begun the construction of the new Volare factory in São Mateus in Espírito Santo; and the new Logistics Centre, which will concentrate the distribution of material from the Ana Rech unit. In addition to that, significant investments were made to improve working conditions and welfare of the employees, such as new sanitary facilities; adequacy of rest areas and services such as banks, pharmacies and covenants. Marcopolo has also carried on the renovation of the restaurant at the Ana Rech unit, serving more than 5,000 employees / day. Marcopolo Foundation, the corporate arm of the company, has been carrying out actions for social development, especially targeted to children and adolescents in the cities where its manufacturing plants are located. The Foundation also coordinates the allocation of corporate taxes of Marcopolo units in Brazil and its employees, in order to support projects that generate direct benefits to the community. Since 1990, the company maintains the Marcopolo Professional Training School, which has trained more than 1,000 young professionals. Its concern with professional qualification is extended to all employees through training courses, scholarships and language programs. During the year 2013, Sustainability indicators were included and followed up in the Balanced Score Card (BSC) of the company, and in 2014 a target of 5% improvement was established in all areas. Regarding the involvement of interested parties, the company conducted research with different stakeholders. The results formed the basis for the Materiality Matrix that will guide the actions of Marcopolo in relation to sustainability in the future. Moreover, the channels of internal and external ombudsman had undergone a revision in order to facilitate communication with its various audiences. Finally, Marcopolo reaffirms its commitment to management focused on sustainable development and encourages the practice of the values that make it a business of solid economic, environmental and social image. 4 MESSAGE FROM THE BOARD OF DIRECTORS SUSTAINABILITY REPORT MESSAGE FROM THE BOARD OF DIRECTORS 5

4 2.PARAMETERS AND ENGAGEMENT For the third consecutive year, Marcopolo discloses its Sustainability Report, which is based on international guidelines of the Global Reporting Initiative (GRI). Reported information refers to the year 2013, and presents comparative results data of 2011 and GRI 3.5/3.6/3.7/3.9/4.14/4.15/4.16/4.17 The report has been improved every year, seeking transparency with the support of the public of the Company, who were invited to contribute with their opinion, identifying sustainability issues of greatest relevance. To make this query, Marcopolo has identified and elected these priority stakeholders to participate in the Materiality Test, prepared on the basis of GRI indicators. This activity was developed by the Marcopolo Sustainability Committee with the help of related areas. The Sustainability Committee was created in 2008 and consists of representatives from the Financial, Social and Environmental areas. The indicators are being monitored monthly and since 2013, some of them are part of the BSC (Balanced Score Card) of the company with performance goals by area. COMPOSITION OF THE REPORT When reading this publication, it is possible to observe that the company s actions are aligned to the results of the Materiality Matrix. It is noticed that the indicators that were evaluated as less important are precisely the topics that have been worked by the Company over the years; therefore they are no longer perceived as in need of attention. This year, the qualification programs for labor, health and safety and waste disposal for employees, were again scored as very important, but with a subtle shift in priority by the company. As an immediate action, proper disposal of waste and reduction of waste materials were included among the indicators of the Company Profit Sharing Program (EFIMAR Marcopolo Efficacy). In the composition of the social and environmental indicators, the company reports only transactions with operations in Brazil, however, the financial indicators have consolidated data from across the whole Company in accordance with accounting practices adopted in Brazil and IFRS - International Financial Reporting Standards. Marcopolo measuring techniques and base of calculations use the Universal System (Human Resources) and SAP (other areas). 6 PARAMETERS AND ENGAGEMENT SUSTAINABILITY REPORT PARAMETERS AND ENGAGEMENT 7

5 6 Materiality Matrix 7 1 Use of Recyclable Materials 6 Health and Safety Program for Employees BUSINESS MANAGEMENT POLICY Marcopolo (Management) Stakeholders Reduction of Energy Consumption 3 Reduction of Water Consumption 4 Disposal of Waste 5 Environmental Education Programs 7 Labor Qualification Program 8 Actions to Combat Child Labour 9 Social Programs for the Community 10 Hiring Local Suppliers Very Important Important Moderately Important Less Important The Company has mechanisms to ensure that Quality, Environment, Social Responsibility and Health and Safety are implemented, maintained and continuously improved. The company is committed through its Business Management Policy, which provides that: Ensure increasing customer satisfaction through continuous improvement and quality excellence; Consider environmental, occupational, social and quality variables in the development of new products and processes; Ensure the implementation of laws, rules and other regulations to effectively achieve planned objectives; Permanently prevent pollution, accidents at work and occupational diseases; Being an ethical and socially responsible company to all audiences. The Integrated Management Standards (GIN) includes the following certifications: ISO Quality (since 1996), OHSAS Occupational Health and Safety (since 2002), SA Social Responsibility (since 2003) and ISO Environment (since 2005). Every three years the company undergoes a periodic recertification process and the requirements of the standards are checked with higher criticality, which contributes to the refinement of sustainable practices. Certifications ISO 9001 Quality OHSAS Health and Safety ISO Environment SA 8000 Social Responsibility 8 PARAMETERS AND ENGAGEMENT SUSTAINABILITY REPORT PARAMETERS AND ENGAGEMENT 9

6 3.THE MARCOPOLO BUSINESSES Marcopolo SA is a publicly traded joint-stock Brazilian multinational corporation based in Caxias do Sul, RS. The company markets its products in more than 100 countries on five continents. Consecrated in the passenger transport industry, it has over 65 years of tradition in the market. The Company manufactures complete buses, bus bodies and components, offering the market a comprehensive product line with a variety of road models, urban, micro and minis in addition to Volare vehicles commercialized in the market in a complete format including chassis and body. In 2013, Marcopolo has released a new version of Torino, a model that has been in line since 1983 and is one of the best urban buses sold in Brazil. The new Torino offers more comfort and modernity, technology, ergonomics and safety for passengers at lower operation costs. Volare has also introduced a new vehicle in the light segment: the W-L, with greater transport capacity of up to 36 passengers in the light weight segment. GRI 2.1 /2.6 PHILOSOPHY GRI 4.8 Vision Be a relevant corporate group in business and geographies in which it is acting, with a sound socio-environmental and economic image. Mission Develop solutions valued by customers, based on the principles of innovation and sustainability, contributing to the evolution of collective passenger transport and social progress. VALUES GRI 4.8 Respect and People Valuing Marcopolo s relationship with people is one of respect, appreciation and transparency. Its main differential is the joint work carried out by committed and prepared teams constantly motivated by opportunities for growth and professional development. Any person - either of the company or outside it - should be treated with dignity and fairness. 10 THE MARCOPOLO BUSINESSES SUSTAINABILITY REPORT THE MARCOPOLO BUSINESSES 11

7 Ethics Marcopolo adopts an attitude of responsibility and respect towards the people and institutions of its relationships. It is of great importance to the company that conflicts of interest are avoided, and when it happens, they are resolved in a transparent manner in accordance with the guidelines of the Code of Conduct. Environment and Communities Marcopolo and its employees have a major commitment to health, safety, the environment and the communities where they operate. Through programs aimed at environmental and social causes, the company consolidates its management policy focused on sustainable development. Economic and Financial Soundness Marcopolo has as its basic premise that the economic and financial soundness of the business is the key to sustainable growth. The commitment to excellence and value generation must guide the day-to-day of professionals and partners of Marcopolo. Customer Satisfaction Customer satisfaction is the reason of Marcopolo success. Efforts must be made to identify what is the perceived value by customers, establishing any and all actions capable of transforming this principle into mutually generating value realities that are backed up by long-term relationships. Proximity and trust are key requirements for bond creation. Partnerships Partners, mainly characterized by suppliers, manufacturers, sales representatives, financial institutions, distributors and dealers, are fundamental to Marcopolo. The company believes that long-term relationships with clear rules and practices that result in joint success should be built. INVESTMENT STRUCTURE 99,99% MARCOPOLO RIO Brazil 99,99% SYNCROPARTS Brazil 99,90% VOLARE - SP Brazil 99,90% VOLARE - ES Brazil 99,99% TRADING S.A Brazil 100% MONEO investments Brazil 50% FCO Brazil 0,10% VOLARE - SP Brazil 0,10% VOLARE - ES Brazil 10% REI Brazil 0,01% MARCOPOLO RIO Brazil 100% BANCO MONEO Brazil 45% SAN MARINO Brazil 99,99% SAN MARINO Mexico 99,99% ROTAL DO SUL Brazil 100% ILMOT Uruguai 50% SUPERPOLO Colombia 100% LAUREANO Argentina 74% POLOMEX Mexico Marcopolo S.A. 49,87% HANEGAS Colombia 49% TMML India 100% MIC Virgin Islands 100% MAPLA Argentina 100% MASA Africa 30% MPC Portugal 100% MAC China 50% LOMA Argentina 1% METALPAR Argentina 74% POLOMEX Mexico 51% METALSUR Argentina 98% METALPAR Argentina 99% MARSA Argentina 70% MPC Portugal 100% POLOAUTORUS Russia 49% GB POLO Egypt 50% KAMAZ MARCO Russia 100% MARCOPOLO Austrália Australia 75% POLOGREN Australia 100% VOLGREN Australia 40% SPHEROS Brazil 99,99% SPHEROS MÉXICO Mexico 99,99% SPHEROS COLOMBIA Colombia 30% WSUL Brazil 26% MVC Brazil 100% PAINÉIS Brazil 40% MERCOBUS Peru 12 THE MARCOPOLO BUSINESSES SUSTAINABILITY REPORT THE MARCOPOLO BUSINESSES 13

8 ORGANIZATIONAL STRUCTURE The Organizational Structure proposed aims to contribute in the strengthening of Marcopolo s capacity of generating value through innovation, enthusiasm and commitment of all professionals with attitudes that strengthen confidence, entrepreneurship, solidarity and cooperation. The premises for the structure of Marcopolo are: Sustaining the growth strategy of the company; Attending the needs of flexibility, agility and competitiveness; Simple structure with competitive costs; OPERATIONAL STRUCTURE Clear definition of authority and responsibility through results; The bus manufacturing is performed in 16 manufacturing units, four in Brazil (two units in Caxias company SPHEROS (acclimatization and air-conditioning), 30% in WSUL (foams for seats), 26% Overview of processes such as integration, alignment and accountability; do Sul, RS, one in Duque de Caxias, RJ, in addition to the participation of 45.0% in the company Components) and 19.99% in the Canadian com- in MVC -. Componentes Plásticos Ltda. (Plastic San Marino Ônibus e Implementos Ltda.(San pany New Flyer. In addition to the companies Proximity to the Customer, Operational Excellence Marino Bus and Implements), also located in mentioned, Marcopolo has full control of Banco and Quality; Caxias do Sul, RS) and 12 abroad, one unit in Moneo S.A. (Moneo Bank), created to support the Collegiate operation of teams in a cooperative and South Africa, three in Australia; subsidiaries / financing of Marcopolo products. supportive manner. affiliates in Argentina (2), Colombia, Egypt, India (2) and Mexico; there is also a manufacturing Marcopolo is also investing in the installation of To give support to this strategy, the areas of the company unit of parts and components for bus bodies in a new unit of Volare vehicle assembly line in São were arranged in departments that act in an integrated China. Marcopolo also holds 40% stake in the Mateus, ES. manner. GRI 2.3 MARCOPOLO WORLDWIDE AND ITS BRANDS GRI 2.5 In 2013, the total number of professionals who contributed to the business of Marcopolo worldwide, including employees of the affiliated / subsidiaries was 21,002 employees. In Brazil, it totaled 8,066 employees in the controller and 3,495 employees in the subsidiaries. (Read more about the employees in the Social Performance chapter) SHAREHOLDERS FAMILY COUNCIL MANAGEMENT BOARD FISCAL COUNCIL Executive Commitee Audit and Risks Commitee HR and Ethics Commitee Strategy and Innovation Commitee (JV COMERCIAL) UNITED STATES CEO EGYPT BRAZIL International Business Strategy Research & Development HR&DO Controllership, Finance, IT & Legal Acquisition & Logistics Sales & Mkt Industrial Quality & Post-sales Engineering Marcopolo Rio Volare Moneo SOUTH AFRICA MARCOPOLO ANA RECH CONTROLLER SUBSIDIARIES JOINTLY CONTROLLED SUBSIDIARIES AFFILIATES INVESTMENTS 14 THE MARCOPOLO BUSINESSES SUSTAINABILITY REPORT THE MARCOPOLO BUSINESSES 15

9 BUSINESS UNITS COVERED IN THE REPORT GRI 2.2 Marcopolo Ônibus Caxias - Marcopolo Bus Caxias Considered one of the world s largest bus body manufacturers, it is also an active participant in the development and implementation of solutions for the public transport of passengers in some of the major markets worldwide. The Bus Business is concentrated in the Ana Rech unit in the city of Caxias do Sul, with the support of manu- facturing areas located at the Planalto neighborhood. This unit stands out for the production of intercity buses for the Brazilian market and also for export. Constant investments in design and technology make Marcopolo pave new paths, presenting to the world market innovative solutions based on the guidelines for efficiency, comfort and safety for bus users. Industrial unit in Xerém - Duque de Caxias, RJ Industrial unit in Ana Rech - Caxias do Sul, RS Marcopolo Rio Marcopolo Rio is located in Duque de Caxias city, RJ, and it keeps a high speed production and productivity pace. Today, it concentrates 100% of the production of bus bodies destined for urban transportation. The installed capacity is for 8000 vehicles per year and it has about 2500 employees. The company was founded in 1955 and had 50% of its capital acquired by Marcopolo in Five months later, it was launched in the market a new urban product called Turquoise, demonstrating that the investment had been appropriate. Two years later, in 2001, Ciferal became a 100% Marcopolo company, enabling the consolidation of the concepts of safety, cost efficiency and reliability to the urban bus market. Originally called Ciferal, the company was renamed Marcopolo Rio. 16 THE MARCOPOLO BUSINESSES SUSTAINABILITY REPORT THE MARCOPOLO BUSINESSES 17

10 Operations Center Volare - São Paulo, SP Moneo Bank - Caxias do Sul, RS Volare Banco Moneo - Moneo Bank Located in Caxias do Sul, Volare inaugurated in São Paulo, in February 2013, its Operations Center. The complex has a total area of 8 thousand square meters and will include a model dealership, a training center for the entire dealer network and also a distribution center for spare parts. The development of Volare Operations Center is part of the company s investments and it took a year of studies and market research focused on best practices from the automotive sector and best service concepts. The unit was created in 1998 to meet the market demands for a fast, safe, economical and comfortable vehicle in the public passenger s transportation service. The first model was intended for urban transport, but gradually Volare developed into a complete family of vehicles with different models and versions, ranging from alternative transportation and cooperative transportation to special applications such as mobile units. In 2012, Volare proved once again its compliance with the innovative philosophy by launching the four-wheel drive model, a novelty in the market that it operates. Banco Moneo (Moneo Bank) serves the domestic market in a broad and comprehensive manner for the inland passenger transport segment, whether road, urban, charter, school or leisure. The products offered meet the specific needs of each customer through Finame, Leasing, CDC or prepayment of receivables with current market rates offered by or with more competitive interest rates than those offered by other institutions. Moneo began its operations in 2005 and counts on effective distributed in offices located in the cities of Recife, Salvador, Belo Horizonte, São Paulo, Curitiba, Porto Alegre, and Caxias do Sul, where the headquarters and administrative area are located. 18 THE MARCOPOLO BUSINESSES SUSTAINABILITY REPORT THE MARCOPOLO BUSINESSES 19

11 AWARDS RECEIVED GRI 2.10 IDHO Indicator of Human and Organizational Development 2013 Awards Management & HR Editorship. The 150 Best Companies in People Management Practices Awards. The 50 Best Companies for Corporate Citizenship 2013 Awards Management & HR Editorship. AutoData Awards 2013 Best in the Automotive Sector Categories Exports, Bus Body Manufacturer, Bus Vehicle. Brands of Whom Decide 2013 Journal of Commerce. Bigger and Best in Transportation Awards Modern Transportation Magazine and Technibus. Inclusive Stamp Company City Council of Caxias do Sul. Top of Mind Awards 2013 Tomorrow Magazine. RS Export Awards 2013 ADVB / RS. Pioneers of Transportation Trophy Awards Modern Transportation Magazine and Technibus. Medal of Farroupilha Merit - Legislative Assembly of Rio Grande do Sul. MVC JEC Europe 2013 Innovation Awards Categories Innovation in Thermoplastics and Sofia Project - new concept of manufacturing vehicle bodies. Best Company of the Year Award Maiores e Melhores 2014 Special Edition Exame Magazine. Creating Value Awards 2013 Brazilian Association of Listed Companies (ABRASCA). Best Company of the Automotive Industry Sector Award Maiores e Melhores 2014 Special Edition Exame Magazine. 20 THE MARCOPOLO BUSINESSES SUSTAINABILITY REPORT THE MARCOPOLO BUSINESSES 21

12 4.CORPORATE GOVERNANCE By following the principles of transparency, fairness, accountability and corporate responsibility, Marcopolo has adopted the best practices of Corporate Governance. Since 2002, the Company has been listed on Level 2 of Corporate Governance of BM&FBovespa, being bound to arbitration by the Market Arbitration Chamber, as according to Clause registered in its By-Laws. The management of Marcopolo is made formal based on the distinction between the roles and responsibilities of the Administration Board, the Executive Committee and the Board of Directors. The Company also has an Audit Committee composed of three members. The powers of each body are defined in the By-laws of the company. In order to assist, review and support the conduct of the business, the Board of Directors also counts on the following Committees: Audit and Risk; HR and Ethics; and Strategy and Innovation. With the adoption of new By-laws, these three committees had their competencies amended in All members of the Administration Board, Audit Committee, Executive Committee, Board of Directors and advisory committees were elected on March 27, President Emeritus The President Emeritus of Marcopolo, Paulo Bellini, oversees the company s culture, contributing to strengthen ethical values and principles and the ongoing motivation of employees. He mentors executives, follows the political-institutional activities and ensures also the Marcopolo brand and image as well as the fulfillment of its social function. Bellini was named Emeritus President in 2012, a position that has honorary, personal and nontransferable character. Shareholding Structure in 2013 SHAREHOLDERS IN BRAZIL 39,39 % SHAREHOLDERS ABROAD 34,96 % CONTROLLING GROUP 25,65 % 22 CORPORATE GOVERNANCE SUSTAINABILITY REPORT CORPORATE GOVERNANCE 23

13 GOVERNANCE STRUCTURE Administrative Board GRI 4.1/4.3 The Administrative Board consists of seven members, four of whom are independent, one appointed by the minority shareholders, one by the holders of preference shares, and the other two by the controllers. They are all elected in the General Meeting through an unified term of up to two years. The Board also has a Secretary, appointed by the President. The Chairman of the Administration Board is not a member of the Board of Directors. GRI 4.2 The Board of Directors counts on a permanent basis with an advisory statutory technical committee known as the Executive Committee, which helps, supports and advises about conducting business. Besides that, to assist the work of the Council in order to turn it more efficient, improving strategic discussions with based recommendations, and to assist in the performance of legal and statutory duties, there are also the following committees to support and advice: Audit and Risk ; HR and Ethics; and Strategy and Innovation. Each committee is composed of at least three and at most six members for a term of two years. Executive Committee Board of Directors Audit Board Name Position Elected in Mandate of Mauro Gilberto Bellini Sitting Member and Coordinator march 2014 two years Paulo Pedro Bellini Sitting Member march 2014 two years José Rubens de La Rosa Sitting Member march 2014 two years Luciano Moisés Bado Appointed Member march 2014 two years José Antonio Valiati Appointed Member march 2014 two years Carlos Alberto Casiraghi Guest Member march 2014 two years Ruben Antonio Bisi Guest Member march 2014 two years Carlos Zignani Secretary march 2014 two years Name Position Elected in Mandate of José Rubens de La Rosa General Director march 2014 three years Carlos Zignani Director march 2014 three years José Antonio Valiati Director of Accounting and Finance and Investor Relations march 2014 three years The Audit Board consists of three members, one appointed by the minority shareholders, one by the holders of preferred shares and one by the controlling, with an equal number of alternates. Administrative Board Francisco Sergio Quintana da Rosa Name Position Elected in Mandate of President and Advisor appointed by the Controllers march 2014 one year Nome Position Elected in Mandato de Mauro Gilberto Bellini President march 2014 two years Egon Handel Augusto Marcos de Campos Advisor Appointed by Preferred shareholders march 2014 one year Advisor appointed by the Minority shareholders march 2014 one year Oscar de Paula Bernardes Neto Vice-President march 2014 two years Luciano Moisés Bado Advisor march 2014 two years Maria Letícia de Freitas Costa Advisor (independent) march 2014 two years Paulo Cezar da Silva Nunes Advisor (independent) march 2014 two years Odair Lucietto Manuela Cristina Lemos Marçal Advisor(independent) Representative of Minority shareholders march 2014 two years Advisor (independent), Representative of Preferred shareholders march 2014 two years Carlos Zignani Secretary march 2014 two years HR and Ethics Committee The HR and Ethics Committee responsibilities are: Constantly revaluate and recommend improvements to practices and management policies of the Company, including its Code of Conduct (such Policies, Codes and Standards will always be deliberated by the Council); Analyze, recommend and monitor the succession plan of the key executives of the Company; Analyze and monitor the implementation of policies and practices of Human Resources and, when necessary, to elaborate improvement proposals; Analyze and recommend criteria for compensation of the Executive Board, including short and long term incentive plans, and benefits for employees and administrators; Evaluate and recommend guidelines for performance evaluation and the proposed performance plan (individual goals and procedures) of the executives of the Company and subsidiaries as well as coordinate the process of evaluating these executives; Assess the social responsibility practices adopted by the Company and its impact on corporate image; Evaluate and monitor the management of organizational climate and the actions taken to improve it; Coordinate the selection process of the CEO and key executives; 24 CORPORATE GOVERNANCE SUSTAINABILITY REPORT CORPORATE GOVERNANCE 25

14 Promote the dissemination of the Code of Conduct and disseminate the appropriate Company s standards of conduct; Providing guidance when queried or if in doubt about the application of the Code of Conduct as well as the determination and decision making when verified cases of violation of the principles laid down, always reporting all cases to the Board of Directors; Audit and Risk Committee The responsibilities of the Audit and Risk Committee are: To recommend to the Administrative Board the selection and recruitment of independent auditors and their fees, as well as their replacement, if necessary, among internationally renowned companies for development of independent external audit or any other service; Supervise the activities of independent auditors to assess their independence, quality of services, and the adequacy of their services to the needs of the Company; Evaluate compliance by the administration of the recommendations made by the independent auditors and internal auditors and recommend to the Board the resolution of any conflicts between the independent auditors and the Board of Directors; Monitor the quality and integrity of the internal control system, the financial statements, quarterly financial information, interim financial statements and annual financial statements, and the information disclosed and measurements based on adjusted accounting data and non-accounting data that add elements not contained in the structure of the usual financial reports and statements; Review the annual audit plans and assess the final reports both submitted by the internal audit; Strategy and Innovation Committee The Innovation and Strategy Committee has the following responsibilities: Assessing the management processes associated with the business plan, financial planning, budgeting and performance monitoring; Assess the general assumptions (macroeconomic and business) for business plan, planning and budgeting; Monitor the Company s performance through the analysis of its results, financial metrics, market developments and permanent internal and external benchmarking; Evaluate and recommend proposals on the process of development and review of the Strategic Plan, including Represent the Administrative Board in the implementation and evaluation of conflicting situations to the Code of Conduct related to the positions of managers and executives, as well as in cases that exceed the powers of the Central Committee. Determine any changes in the scope of internal audit and report to the Administrative Board on areas of high risk, significant deficiencies, significant breakdowns in internal controls and illegal acts to the Council; Periodically assess the most appropriate structure for internal audit, as well as the way their services are run; assess and monitor along with management and internal audit, the adequacy of related party transactions as performed by the Company and their respective evidence; Analyze their content and monitor periodic reviews conducted by the internal audit of complaints, anonymous or not, concerning the accounting, internal control, audit and on risks of any kind, and eventually determine specific actions; Recommend procedures for receiving and processing information about noncompliance with laws and regulations applicable to the Company; Establish appropriate relationships and communication with management and the Audit Board; Assess and monitor the risk exposures of the Company and to monitor progress on the implementation of risk management in the Company and the actions that the upgrade process; Report nonconformities (fraud) directly to the Board of Directors. adherence to market trends, innovation and competitiveness in products and services, suitability of investments for value creation and sustainability; Analyze and monitor opportunities for new products and services, including economic and financial evaluation of projects; Review other matters that the Board of Directors may consider relevant and of interest to the company; Monitor the execution and implementation of the Strategic Plan, recommend contingency plans, suitability and action plans where necessary. Rules for identification and management of conflicts of interest The Administrative Board must approve the execution of agreements between the Company and its management and / or controlling shareholders, or between the Company and parties directly or indirectly controlled or controlling by the controlling shareholder. With regard to the Code of Conduct of the Company, which is also applied to management, there is a Conduct Committee which is in charge of providing guidance to interested parties in case of doubt as to the application of the Code, as well as assessment and decision making when verified cases of violation of principles. When faced with situations that may cause discomfort or embarrassment for judgment, the Committee shall submit the case to the Human Resources and Ethics Committee and if the standoff persists, you can seek support from an impartial and independent outside arbitrator, to issue seem that help in the solution of the case. For an effective action, the Conduct Committee must act in three instances: Management Remuneration The total annual amount of fixed remuneration is set by the General Assembly and distributed among the directors by the Administrative Board. The largest individual fixed annual remuneration of the Executive Committee / Board of Directors amounted to R$ 2,110.8 thousand in 2013, the average pay was R$ thousand and the lowest was R$ 325 thousand. In the statutory board, the highest individual compensation was fixed at R$ 1,568.4 thousand in 2013, the average was R$ 1,030.6 thousand and the lowest was R$ thousand. In the Fiscal Council, the highest individual compensation was fixed at R$ 195 Disclosure and Use of Relevant Information and Trading Policy The Policy on Disclosure of Marcopolo Information aims to maintain consistency, simultaneity and transparency in the disclosure of acts and events involving the Company s businesses. It also establishes the procedures to be adopted for the disclosure of information about Marcopolo, including information involving relevant acts and facts, and maintaining confidentiality of Procedures and Performance Evaluation The Administrative Board assesses bimonthly in face to face meeting, the Company s performance reported by the Board. The results are also examined by the Audit Board and by an independent external audit every quarter. The Executive Board is the governing body responsible for identifying relevant risks and opportunities GRI 4.6/4.8/4.11 Committee of Human Resources and Ethics, representing the Administrative Board - is the highest level of implementation and evaluation of conflicting situations to the Code of Conduct related to the positions of Directors or shareholders, also for cases that exceed the powers of the Central Committee. Central Committee - Its main function is to coordinate the adoption of the Code of Conduct by all who are part of the Marcopolo context, regardless of geographic location or area, reporting directly to the Committee of Human Resources and Ethics. Local Committees - Its main function is to coordinate the adoption of the Code of Conduct in operations whose geographical location is outside the geographical context of the Head office (Caxias do Sul, RS, Brazil). The local committees report directly to the Central Committee. marcopolo.com.br/cc Read the full version of the Code of Conduct on the Company s website. thousand in 2013, the average was R$ 169 thousand and the lowest was R$ 156 thousand. The biggest single variable remuneration of the Executive Committee / Board of Directors was R$ 1,950 thousand in 2013, the average variable remuneration was R$ thousand and the lowest was zero. In the statutory board, the largest single variable compensation in 2013 was de R$ 1,414.3 thousand, the average was R$ 948, 8 thousand and the lowest was R$ 715 thousand. The members of the Administrative Board and the Audit Board do not receive variable compensation, only Directors and Executive Committee members receive it. undisclosed material information. The Director of Investor Relations is responsible for the implementation, monitoring and general administration of the Trading Policy and all communication between the Company and the CVM and the Stock Exchanges, as well as between the Company and the market, investors and analysts. to the Company, proposing, based on Strategic Planning, actions necessary to the Audit and Risk Committee and subsequently to the Administrative Board, also implementing them in case of approval. Indicators of Sustainability are now also incorporated into the agenda of the meetings of the Council. 26 CORPORATE GOVERNANCE SUSTAINABILITY REPORT CORPORATE GOVERNANCE 27

15 5.COMMUNICATION CHANNELS GRI 4.4 EMPLOYEES The ViaPolo Internal Communication Network, launched in March 2012, unified the various communication channels used by the company for the relationship with employees and their families. In 2013, changes in the network were consolidated by facilitating access to information in the units of Caxias do Sul and Duque de Caxias. The ViaPolo network consists of wall newspapers, intranet, posters, magazine and Corporate TV. Its operation is in charge of the Internal Communications department, which is also responsible for the information, engagement and relationship campaigns that can involve both employees and their families. Marcopolo uses the intranet to conduct periodic surveys in order to assess the understanding and effectiveness of information and actions of the company. The remodeling of the Ombudsman was very important to improve the control of actions and responses, including the retraining of all managers. The Ombudsman program is an important channel of communication between employees and Marcopolo, it allows the company to constantly monitor the organizational environment, taking actions to improve people management practices. Marcopolo has two channels of the Ombudsman program for the employees: the Free Channel and the Conduct Committee. The Free Channel is a program that welcomes suggestions, criticisms, complaints or praise from employees; arising issues can be about relationships at work and the management of the company. The Conduct Committee has the responsibility to provide guidance to employees in case of doubt as to the application of the Code of Conduct, as well as assessment and decision making when cases of violation of principles are verified. To address any situation to the Free Channel or the Conduct Committee, employees must use the link on the corporate Intranet page. The system is 100% safe, and the individuals do not need to identify themselves to use the Ombudsman. The manifestations are forwarded to the responsible for the matters, and the answer must be provided in the allotted time. When the employee is not identified, the answers are placed on the intranet and the sender has access through the password received when sending the message. The practice is also foreseen by the regulation SA 8000, which aims to ensure workers rights. Employees and people in general can use the External Ombudsman, through the open channel to make complaints of potential fraud, theft and related topics, which will be segregated and sent for evaluation of Internal Audit, under the management of the Audit and Risks Committee. Employee Satisfaction The company carries Organizational Environment Survey to verify the satisfaction of its employees towards management as well as the services and benefits offered. A sample survey with 30% of the workforce was performed in 2012 and the overall result for Brazil is 69% satisfaction. After the research, improvement actions were defined and they have been implemented since then. By 2014, Marcopolo aims to carry out a new survey of all the employees in Brazil. 28 COMMUNICATION CHANNELS SUSTAINABILITY REPORT COMMUNICATION CHANNELS 29

16 CLIENTS GRI PR.5 SOCIAL MEDIA A set of communication channels are available in order to approach the customers and the company such as the customer service center s telephone number, s and website. In addition to that, Marcopolo publishes three quarterly magazines: Traveller, Moneo and Volare Club Magazine of news and trivia related to the brand or topics of interest of their audiences. The Network of Representatives and Distributors is a strong ally of the company to help with the operation of actions for the approximation with customers, promotion of relationships and dissemination of information. In 2013, Marcopolo fan page counted on 720,000 followers, from which 27% women and 73% men. In this period, the page presented an average per publication of 25.5 thousand people, 12,100 clicks in publications and 1,100 interactions (like, comment or share). The fan page was created to facilitate access to the company s info as well as market-related topics about urban mobility / public transportation, among others by customers, partners, community and also for those who are passionate about the brand. The Company has been consolidating its project to expand operations on digital platforms such as the website, Twitter, YouTube and Flicker, by doing so it maintains a proactive attitude in order to increase the satisfaction and admiration towards the brand. Monitoring and supply of relevant information contribute to the brand s reputation, besides serving as a source for research and development of products and services. Access to Marcopolo and Volare sites Satisfaction Survey Marcopolo Social Media In 2013, Marcopolo remodeled its way to assess relationship with customers through the use of the Image and Competitive Position Research, by interviewing 88 clients in person. The research has revealed the level of importance of the main attributes related to product and service, and to evaluate the level of customer satisfaction in every attribute (Representative Service; Operational Cost of Bus Bodies, Brand, Delivery time, Bus Body Quality; Support of the factory and Resale Value). This research considers, besides scoring, the degree of influence of each item in decision making. In the 2013 survey, respondents were only clients of the Bus Business (Brazil). YEAR 2013* GRADE 8.1 8, * The Customer Satisfaction Survey 2013 was made in different way from the previous one. Customer Service and Open Channel (Marcopolo) (Volare) Volare Social Media thousand visits 3,3 million page views 584 thousand visits 2,5 million page views 478 thousand visits 2,4 million page views The methodology used by Marcopolo in the years 2011 and 2012, involved quantitative and qualitative research with users of foreign and domestic markets, whereas the research with customers from abroad is only qualitative. s [email protected] [email protected] Facebook Statistics Marcopolo and Volare Fans per countries and cities YouTube Statistics Marcopolo and Volare SUPPLIERS In 2013, the Company counted with 3,523 active suppliers, of which 0.77% belong to the curve A; 4.38% to curve B and 94.40% to curve C. Every two years a Supplier Meeting is held to strengthen strategic alliances. Last year Marcopolo gathered about 150 suppliers, all of them belonging from curves A and B, or regarded as strategic. Marcopolo s relationship with its suppliers is guided by three directives which resulted in the acronym MEC, which means Mature, Ethical and Trusted. Suppliers can count with the online Supplier Portal, where they are invited to learn about the Vision, Values and Code of Conduct of the company, available in the website. Read more about suppliers on page 41. Mexico Costa Rica Venezuela Colombia Equator Peru Brazil Bolivia Chile Paraguay Argentina Uruguay More than 1 million video views 1,390,619 minutes of videos watched (23,177 hours) Contact for new suppliers [email protected] Egipt (52.043), USA (4.830), Guatemala (3.970), Panama (2.838), Angola (2.621), Spain(1.153), India (828), Congo (575), Italy (528), France (375), Indonesia (347), United Kingdom (337), El Salvador (299), Puerto Rico (217), Portugal (175). Font: facebook.com/stats More than 2,700 entries. 30 COMMUNICATION CHANNELS SUSTAINABILITY REPORT COMMUNICATION CHANNELS 31

17 INVESTORS Marcopolo s relationship with its shareholders and potential investors is made through the area of Investor Relations. In 2013, analysts from the country and abroad have been received and numerous telephone contacts were made, in addition to the 7th edition of Marcopolo s Day. This event was held in the Caxias do Sul unit, where analysts and investors could learn more about the company and its strategy as well as its products and production processes. Meetings with the Association of Investment Analysts and Professionals of the Capital Market (APIMEC) in São Paulo, Rio de Janeiro and Porto Alegre were held, as well as non-dealroad shows in Brazil and abroad. COMMUNITY Through the areas of Human Resources, Marketing and the Marcopolo Foundation, the company maintains a relationship of partnership and dialogue with the communities where its industrial plants are located. By identifying community needs, Marcopolo defines its social projects with assertiveness, institutional support, financial resources, or public / private partnerships. The Company provides fair and equal treatment to all minorities, whether of capital or other interested parties (stakeholders). To meet legal requirements and enhance the information provided to the market in general and in particular to foreign shareholders, the financial statements are disclosed under the standards established by IFRS - International Financial Reporting Standard. The website of Marcopolo Investor Relations has updated content to cater to investors as well as providing the GRI - an important communication tool for current and potential investors. Access the request form to require Marcopolo s support for projects via incentive laws: fundacao/pt/contato/lei_de_incentivo Mr.Valter Gomes Pinto leaves a legacy to be followed The director Mr. Valter Gomes Pinto passed away in 2013, with 81 years old, leaving a legacy of innovation and ideas for Marcopolo and being an example to everybody of the company which he helped to build along with Mr. Paulo Bellini. During 49 years he dedicated to the company, revealing to be very much ahead of his time, besides being very gentle, affectionate, elegant and very attached to details. He started in the company in 1964, when it was still called Nicola. By that time, the company depended almost exclusively on the center of the country, due to the receiving of raw material or sales operations. In this way, in 1967 he transferred to São Paulo, where he got the position of general sales supervisor of the national market, assisting in the opening of new markets. Returning to Caxias do Sul, his activity turned to the commercial area, covering national and international markets. Since the very beginning, he had a direct and determinant participation in the planning and definition of strategic actions of communication. He was responsible for changing the name of the company from Nicola to Marcopolo, for the construction of a solid identity that reflected the policy of quality and partnership with the client, besides strongly contributing for the expansion of businesses, due to his visionary guidance through different cultures and countries around the world, in the five continents. Mr. Valter Gomes Pinto left a very important legacy for the company and will be remembered as a great supporter of the improvement of the policy of relations with clients, through the expansion of networking and qualification of the processes of commercialization of products. He was also one of the greatest supporters of the Marcopolo Memory Documentation Center. He believed that the act of preserving the past is a way to honor all who made part of the history, allowing future generations to learn and develop from previous experiences. Marcopolo Memory Documentation Center The Marcopolo Memory Documentation Center created in 1999, highlights the importance of the company for the development of the city as well as the transport for passengers. It provides information related to the Company s performance and subsidies for present and future actions, therefore it counts with specialized professionals in the treatment of the technical acquits and research. It has approximately 122,000 items ranging from photos, magazines, newspapers, audio and video recordings, certificates, reports, newsletters, trophies and other objects that preserve the documentary and informative heritage of Marcopolo. In order to be recognized as a historical space that strengthens the identity of the company with its stakeholders and the general community, the Marcopolo Memory Documentation Center was opened to visitors in It has since received about 800 visitors. In 2013, 225 visitors were received, mostly students and tourists. 32 COMMUNICATION CHANNELS SUSTAINABILITY REPORT COMMUNICATION CHANNELS 33

18 6.ECONOMIC PERFORMANCE MARCOPOLO IN 2013 Bus manufacturing in 16 plants; units produced; 89,6% units produced in Brazil; employees; R$ 3.659,1 million in net revenue, 8,6% above the fiscal year 2012; Leadership in the Brazilian market with a market share of 39,8%; GRI 2.8 In intercity buses the market share was 56%; Marketing products to over 100 countries on five continents. GRI , AN OVERCOMING YEAR GRI 2.9 The year 2013 was characterized as a year of new challenges and turmoil for the bus manufacturing and bus bodies industry in Brazil, especially in the second half. In June, popular demonstrations, which began as a result of the announced increase of bus fares, leaded to claims that demanded tariff reductions and improvements in public transport, which resulted in the freezing of urban bus fares by local governments. Until then, Marcopolo had been operating with a good volume of orders, both for road and urban models. From the fourth quarter onwards the demand for city buses was reduced due to the freezing of bus tariffs. Added to this, is the publication of the invitation to bid on interstate lines by the National Transportation Agency (ANTT), which also brought uncertainty to the market for intercity buses, affecting the entry of new orders. Despite the challenging scenario, Marcopolo s net revenue grew 9.1% domestically and 7.5% in the export market compared with the previous year. Production in Brazil increased 5.0% compared to 2012, and the consolidated global production rose 4.0% in the same period. Although undeniable efforts in all spheres of the government, federal, state and municipal, aimed at providing a more organized public transport system with newer buses providing more speed and comfort for users, especially through BRT systems (Bus Rapid Transit); the short-term impacts reflected in the demand for buses in the end of 2013, bringing uncertainties to the bus sector in Brazil. However, in the medium to long term these actions should converge to acceleration in the renewal of the bus fleet in order to meet the new requirements and regulations, such as the limitation of maximum age and higher frequency of operations benefiting bus body manufacturers. In foreign markets, the revenue from Brazilian exports benefited from the devaluation of the BRL against the USD, and the Special Regime for Reintegration Securities Tax (REINTEGRA), valid until the end of Regarding the subsidiaries of Marcopolo abroad, the highlight was Volgren - Australia, where production rose 21.6% in 2013 compared to Altogether, transactions outside Marcopolo contributed with a volume of 2,154 units in As for financing, FINAME - PSI of BNDES credit line was renewed until the end of 2014 with interest of 6.0% per year, which is still attractive for the acquisition of capital assets in Brazil. At the end of the year, the Federal Government announced a new electronic auction of the project Road to School, for the purchase of up to 8,000 units. On January 23, 2013, Marcopolo has signed a strategic investment contract worth C$ million (Canadian dollars) to subscribe 34 ECONOMIC PERFORMANCE RELATÓRIO SUSTAINABILITY DE SUSTENTABILIDADE REPORT ECONOMIC PERFORMANCE 35

19 11,087,834 in two installments new common shares of New Flyer Industries Inc. (NFI), representing 19.99% of the share capital of this Company. The first installment was used by NFI to acquire the branch of the replacement parts (aftermarket) of Orion Company, and the second part was used to finance the acquisition of NABI (North American Bus Industries). On August 5, the Company announced the increase of the social capital, which went from R$ million to R$ 1.2 billion. The approved increase happened with 448,450,042 bonus shares. Thus, the total number of ON shares increased to 341,625,744 shares and 555,274,340 PNs shares, totaling 896,900,084 shares. This capital increase was due to the need of incorporating the Company s share of profit reserves, whose limit had been exceeded. On 25 November, the Administrative Board approved the repurchase of up to twenty million preferred shares corresponding to 3.6% of the total preferred shares issued by the Company in the market, with closing date on 25 March Still in 2013, Marcopolo has launched the new generation of the urban model called Torino. The new model employs modern and lighter materials to increase the efficiency and functionality of the vehicle. CONSOLIDATED NET INCOME Consolidated net revenues totaled R$ 3,659.3 million in 2013, 8.6% above the R$ 3,369.9 million in fiscal year Sales to the domestic market generated revenues of R$ 2,509.1 million or 68.6 % of total net revenue (68.2% in 2012). Exports added to overseas business revenue have reached R$ 1,150.2 million or 31.4% of the total, compared to R$ 1,070.0 million in the previous year, an increase of 7.5%. Revenue by product and target market is presented in the table below. BY PRODUCTS AND MARKETS (R$ MILLIONS) PRODUCTS TOTAL DM FM DM FM CONSOLIDATED FINANCIAL STATEMENTS GRI 3.10/3.11 In 2013, Marcopolo complied with the new regulation for the consolidation of financial results (IFRS 10/CPC 36), by changing the method of accounting used until then. The results of the companies relating to 2012 have been adjusted and are presented in this report in the new format. Interstate 863,7 418,3 789,2 350, ,3 Urban 570,1 495, , , ,5 Micro 75,9 42,4 60, ,3 100,2 Mini LCV Subtotal bodies 1.509, ,4 856, , Volare (1) 794,3 38,3 693,1 67,9 832,6 761 Body 103, , ,5 130,6 Moneo Bank, Parts, Others 101,6 103,9 92,8 102,5 205,5 195,3 GRAND TOTAL 2.509, , , , ,9 (1) Volare s income includes bus bodies. Origin of consolidated revenue by product line (in %): GRI 2.2 Intercity 35% Intercity 33,8% Urban29,1% 2013 Micros 3,2% Bus Bodies4,3% Urban 31% Micros 2,9% 2012 Bus Bodies 3,9% Volare 22,8 % Moneo Bank, Parts, Others 5,6% Moneo Bank, Parts, Others 5,8% Volare 22,6 % 36 ECONOMIC PERFORMANCE SUSTAINABILITY REPORT ECONOMIC PERFORMANCE 37

20 Direct Economic Value Generated and Distributed GRI EC.1 The economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and government added in December 2013, the amount of R$ 1,392.3 million, a growth of 7.86% compared with the previous year. Of this amount: (i) R$ million or 56.12% were used for compensation of employees; (ii) R$ million or 16.48% were intended for return capital of third parties; (iii) R$ million or 16.06% were related to retained earnings in the year; (iv) R$ 89.5 million or 6.42% were allocated to the Government in the form of contributions, taxes and fees; and (v) R$ 68.7 million or 4.92% was allocated to shareholders for dividends and interest payments. MARKET SHARE In 2013, Marcopolo s consolidated production totaled 20,643 units, 4.0% higher than the 19,853 units manufactured in the year Of this total, 89.6% correspond to production in Brazil and 10.4% abroad. AREA Total added value to distribute (in thousand R$) R$ R$ Participation in the Brazilian Market (%) PRODUCTS (1) Distribution of Added Value 6,42% 56,12% 4,92% 16,48% 16,06% Government Employees Shareholders Third parties Withheld 8,36% 52,81% 11,09% 15,4% 12,34% Government Employees Shareholders Third parties Withheld Intercity 56 58,9 Urban 34,7 34,6 Micros 24,9 22,8 CAPITAL MARKET Performance of the Shares on BM & FBovespa The company has a registered capital of R$ 1.2 billion, divided into 896,900,048 shares, of which 341,625,744 are common shares (38.1%) and 555,274,340 are preferred shares (61.9%), all nominative, with no par value. Preferred shares of Marcopolo depreciated 20.1% in 2013, against 15.5% devaluation of the Bovespa index. In 2013, million transactions were held, an increase of 59.8% over the 328,200 thousand performed in 2012 and traded million shares. Negotiations with shares of Marcopolo moved R$ 4.0 billion in the year, a volume 16.9% higher than in The participation of foreign investors in the capital of Marcopolo totaled 51.7% of preferred shares in , and 34.4% of the total share capital. In October 2013, Marcopolo received the Abrasca Value Creation Award in São Paulo, standing out as the best case of value creation from 2010 to During the period, Marcopolo has created 62.17% of shareholder value. In addition to the economic and financial highlights, Marcopolo has received an excellent appraisal in the categories of corporate governance, risk control, transparency and performance of the area of investor relations in qualitative research conducted among specialized analysts in the Company. The following table shows the evolution of the main indicators related to the capital market: Minis (2) - - TOTAL 39,8 39,5 Source: FABUS and SIMEFRE (1) Includes 100,0% of Marcopolo Rio. (2) Volare does not count for purposes of market share. Marcopolo Consolidated Worldwide Production By Model PRODUCTS/ MARKET (1) (units) DM FM (2) TOTAL DM FM (2) TOTAL Intercity , Urban INDICATORS Number of transactions (thousands) 1.106,4 692,5 396,8 Traded shares (millions) 455,8 328,2 298,2 Transacted value (R$ million) 3.971, , ,2 Market Value (R$ million) (1) (2) (*) 4.553, , ,8 Equity value per share (R$) (*) 1,69 1,45 1,30 Quotation POMO4 (Last working day) (*) 5,10 6,38 3,55 Interest on capital and dividends per share (R$/share) (*) 0,145 0,160 0,186 (1) Price of the last transaction of the period of preferred shares (PE), multiplied by the total shares (OE + PE) in the same period. (2) Of this total, 4,134,874 preferred shares were held in treasury in (*) The data are adjusted to reflect the bonus of 100.0% granted as according to the Administrative Board in Micros Minis (LCV) SUBTOTAL Volare (3) TOTAL (1) DM = Domestic Market; FM = Foreign Market. (2) In the total production of FM are included the exported units in KD (partially or completely knocked down bus bodies). (3) The production of Volare Buses is not part of the data of SIMEFRE and FABUS or the production sector. 38 ECONOMIC PERFORMANCE SUSTAINABILITY REPORT ECONOMIC PERFORMANCE 39

21 THE YEAR 2014 SUPPLIERS GRI EC.6 The uncertain scenario for the Brazilian bus market, which began in the second half of last year, still persists in However, the World Cup, which is driving the demand for buses in the tourism sector and intercity transport, allied to the BRT orders in backlog, are compensating the decrease in the other segments. Regarding the bidding of interstate lines, the schedule is still undefined and it remains with no forecast for the date of the auctions. In foreign markets, the devaluation of the real against the dollar has boosted Marcopolo exports, especially from the fourth quarter of last year. In addition to the traditional import markets, Marcopolo envisions important export business to countries in Central America and Africa, mostly focused on the implementation of new BRT projects and urban mobility in those regions. Regarding the program Road to School of the Federal Government, Marcopolo announced on February 4, through a notice to the Market that will produce and deliver up to 4,100 school buses, whose deliveries will extend through this year and that are now going through the document preparation step. Additionally, still in 2013, Marcopolo was contemplated with the supply of up to 1,540 school buses for the state of São Paulo, whose deliveries shall mostly happen during the first half of The new Volare plant located in the state of Espírito Santo, is expected to start operating in the second half of this year with an initial capacity of 3,000 units per year. In the first stage, the Planalto unit in Caxias do Sul city, will send kits for assembly in the new factory, and on the following step, the plant will be able to produce the Volare buses locally. Regarding Marcopolo subsidiaries abroad, it is important to highlight the launch of the 7th Generation model of intercity buses in Mexico, nationally produced, they have an excellent receptiveness by local customers. In South Africa, MASA was successful in two major lots for the renewal of BRT systems in Johannesburg and Pretoria, whose deliveries began in 2013 and will continue until According to statement issued by the Company on December 16, 2013, the performance expectations for 2014, at the current market conditions and economic performance of the countries where the Company operates are: Investments programmed in the total amount of R$ million; Achieve consolidated net revenues of R$ 3.8 billion; Produce 20,850 units of buses in Brazil and abroad. Purchasing Process The Company maintains a policy of working with suppliers located nearby its units. In the year 2013, Caxias do Sul reached an average of 67% of its suppliers in the state of Rio Grande do Sul. At Marcopolo Rio, however, the reality is different due to the lack of qualified suppliers near the company, so that local purchases represented only 30%. In all units, the percent difference is acquired in other states. In 2013, R$ 2.8 billion was invested in the purchase of products and services by Marcopolo units in Caxias do Sul, and Marcopolo Rio, RJ. In comparison with the previous year, the growth was 12%. If compared with 2011,the value outperformed in 20%. Proportion of local suppliers Year 2013 The lack of domestic suppliers or much higher costs than the international prices lead to importation. Even so, in 2013, the share of purchases from abroad represented less than 4% of the products used in bus bodies. The suppliers must align their procedures to the international standard regulations related to quality, environment and human rights, taking part in audit processes carried out by Marcopolo. Audited Marcopolo Marcopolo Rio RS 67% RJ 29,4% Outside the state 29,4% Outside the state 69,8% Abroad 3,6% Abroad 0,8% Year 2012 Marcopolo Marcopolo Rio RS 70% RJ 30,75% Outside the state 27,40% Outside the state 67,77% Abroad 2,6% Abroad 1,48% Year 2011 Marcopolo Marcopolo Rio RS 70,46% RJ 31,06% Outside the state 26,55% Outside the state 68,5% Abroad 2,99% Abroad 0,44% Read more about suppliers on page ECONOMIC PERFORMANCE SUSTAINABILITY REPORT ECONOMIC PERFORMANCE 41

22 7.ENVIRONMENTAL PERFORMANCE NEW LANDFILL CONSOLIDATES THE MANAGEMENT OF INDUSTRIAL WASTE With the objective of continuously improving its environmental management practice, Marcopolo promotes improvements to minimize and control the impact of its activities. In 2013, the company has acquired a new landfill located in Apanhador, on the border between the municipalities of Caxias do Sul and São Francisco de Paula. With this operation, Marcopolo reaches the goal announced in the previous report of maintaining absolute control over environmental liabilities of the company. The process of licensing the Industrial Solid Waste Landfill Class II demanded five years involving environmental impact studies, public hearings, Preview and Installation and Operation licenses. The landfill, which is built from careful environmental control standards, covers a total area of 16 hectares and has a projection of 25 years of life. The manufacturing of bus bodies implies the use of 8,500 items, involving different types of raw material from metal alloys to very sophisticated engineering plastic, with all types of coating in fabric, plastic, formic and fiber glass laminate, wood, etc. The selective waste collection implies the internal separation of more than 60 items that are stred temporarily in the Waste Center. The Hazardous wastes are destined for the technologies that do not generate environmental liabilities for the company such as co-processing, decontamination and / or recycling. Scrap metals, for example, are sent directly to recycling. All other materials are sent to the Waste Processing Unit - UPR, which undergo a new screening. The aim of the UPR is to add value to materials with recycling potential and recover also those that were mixed. What is not amenable to recycling is compressed to the maximum in order to minimize the grounded volume. In 2013, the company promoted tours of employees in the Waste Processing Unit; from the engineering department only, there were more than 300 people participating. Thus, the responsibility of employees in reducing the waste of materials has increased. The visiting program continues in SUSTAINABILITY REPORT ENVIRONMENTAL PERFORMANCE 43

23 GRI EN.30 Total Water Withdrawal by Source (m³) GRI EN.8 In 2013, Marcopolo invested R$ ,00 and Marcopolo Rio invested R$ ,33 in environmental protection, especially in transportation and waste disposal, wastewater treatment, air emissions monitoring, laboratory analysis, audits and fees in addition to fixed costs of environmental areas and training. In 2012, Marcopolo invested R$ 5,438, and Marcopolo Rio R$ 252,960.64*. From 2009 to 2012, Marcopolo invested R$ ,83. in Caxias do Sul. Marcopolo Year Public System Water Sources Significantly Affected by Water Withdrawal GRI EN.9 Marcopolo Rio Own Well Third Party Well Year Public System In Caxias do Sul, the Company uses groundwater for industrial processes through its own wells in addition to the use of third parties water wells. The biggest quantity of water used comes from the public system (Faxinal). The water systems of Caxias do Sul are located in the river basin of Taquari-Antas and river basin of Caí. Marcopolo Rio receives water from the public supply system of the State Company for Water and Sewage (CEDAE). The system of Rio de Janeiro captures water from the river basin of Baía da Guanabara. *The previous report by Marcopolo Rio did not include spending on waste disposal, it only included fixed costs with the Environment Team staff, fees and tuition, audit and laboratory analyzes. Materials used by Weight or Volume GRI EN.1 The Company works with a wide variety of materials and units of measurement, so this report only presents the annual consumption of steel, aluminum and fiberglass (a sum of the consumption of all components of the manufacturing process of fiber parts in kg). Marcopolo reports the last three years and Marcopolo Rio reports the year Total Water Disposal, by Quality and Destination The treatment of water discharged in Caxias do Sul comprises the sum of effluent from the spray booth, soundproof, water testing, network air dryer, sanding booths, gel and laminating booth, among others. TOTAL WATER DISPOSAL - MARCOPOLO GRI EN.21 In Rio de Janeiro, the Company treats the sanitary sewage and other effluents intended for external treatment, performed by an approved company to conduct this type of specialized service. QUALITY (mg/l) Marcopolo Marcopolo Rio YEAR VOLUME (m³) DQO TOTAL SUSPENDED SOLIDS CHROME ,98 29,63 0,049 0,015 ZINC MATERIAL MATERIAL ,41 20,8 0,008 0,105 Steel (t) Steel (t) % loss % loss ,51 37,6 0,0095 0,185 Legal limit ,4 2 Aluminum (t) Aluminum (t) % loss % loss 13 Glass fiber (t) Glass fiber (t) TOTAL WATER DISPOSAL - MARCOPOLO RIO YEAR VOLUME (m³) * , ,20 % loss % loss ,73 * External treatment. 44 ENVIRONMENTAL PERFORMANCE SUSTAINABILITY REPORT ENVIRONMENTAL PERFORMANCE 45

24 Total Weight of Waste by Type and Disposal Method EN.22 INITIATIVES TO MITIGATE ENVIRONMENTAL IMPACTS (EN.26) (PR.1) 2013 TYPE DESTINATION The Marcopolo Engineering Development has a major commitment to the aspects related to product liability. the projects and processes of products, as well as the Engineering Development of Marcopolo. Tons ,5 DANGEROUS NOT DANGEROUS RECYCLED CO-PROCESSED GROUNDED EXTERNAL TREATMENT 1.442, ,1 456, ,9 505,6 Marcopolo The Company invests and innovates continuously in the research of new materials and processes. For this, it counts on the Corporate Director of Engineering and Manufacturing, who holds technical responsibility for In 2013, the development of the New Torino Bus followed the strategic premises, derived from market research with customers, users, drivers, maintenance and operation staff, and also stakeholders , , ,66 354, ,67 115,88 Marcopolo Rio The new product has reached the following objectives: % reduction in weight (which also reduces fuel consumption and emissions of greenhouse gases); TYPE DESTINATION 20% time reduction in the bus body manufacturing; 10% reduction of the waste generated during vehicle production; DANGEROUS NOT DANGEROUS RECYCLED CO-PROCESSED GROUNDED EXTERNAL TREATMENT Improved ventilation in the driver post. Tons , , ,9 580, , ,8 Marcopolo 1.650, , , , ,61 0,125 Marcopolo Rio 2011 TYPE DESTINATION Tons ,4 DANGEROUS NOT DANGEROUS RECYCLED CO-PROCESSED GROUNDED EXTERNAL TREATMENT 7.293, , ,8 717,8 3,035, ,4 Marcopolo 1.503, , ,24 852, ,63 107,8 Marcopolo Rio GRI EN.24 The priority handling of hazardous waste is co-processing, recycling and external treatment. Eliminated these possibilities, it is taken to the industrial landfill. In the table below the volumes of transported hazardous waste are described in tons: Marcopolo 1.442, ,1 Marcopolo Rio 1.732, , ,32 46 ENVIRONMENTAL PERFORMANCE SUSTAINABILITY REPORT ENVIRONMENTAL PERFORMANCE 47

25 8.SOCIAL PERFORMANCE Marcopolo and its affiliates altogether have more than 21,000 employees in Brazil and abroad. Investments in training, benefits package and health and safety programs govern the actions taken by the company, adapting them to the culture of each place. GRI LA.1 Total number of employees of subsidiaries / affiliates in the proportion of shareholding Controller Subsidiaries Brazil Subsidiaries Abroad TOTAL (1) GRAND TOTAL (2) (1) Includes employees of subsidiaries / affiliates in the proportion of shareholding; (2) Refers to the total participation in the subsidiaries / affiliates. SUSTAINABILITY REPORT SOCIAL PERFORMANCE 49

26 Employees by Functional Category in Brazil All employees of Marcopolo units located in Brazil are covered by collective bargaining agreements with unions. The information of Caxias do Sul includes employees of Marcopolo, Moneo Bank (Banco Moneo) and Marcopolo Foundation. As part of the restructuring process of the company by business units started in 2012, and the career and succession planning, several functions have been revised to reconstruct the distribution of the professional staff. Marcopolo POSITION Management programs contemplated 450 employees from the board, management, coordination and supervision positions. The programs focused on leadership skills and the development of individuals and teams. The company also offers scholarships to high school levels, technical courses, undergraduate, postgraduate studies and language programs. New employees participate in the Integration Program, where career programs, benefits, guidelines of conduct and other relevant issues about the company are presented to them. The operational workforce also participates in the Introductory Training, with number of hours and specific content for each function. Besides these, the company also conducts trainings focused on customers, with 2,133 participants in the domestic market and 596 participants in the foreign market for road buses, urban buses and Volares. The activities are performed at the Marcopolo Training Center (Caxias do Sul), in workshops of representatives and clients, according to demands, also providing e-learning courses. Board / Management Coordination The goal for 2014 is 100% participation of employees in at least one training session. Marcopolo Rio Supervision Technicians Administrative Operational TOTAL Training Investments in Brazil 2013 R $ , R $ , R$ ,49 Investments in Education Incentives 2013 R $ , R $ , R$ ,71 POSITION Coordination Supervision Technicians Administrative Operational TOTAL Type of Employment and Work Contract in Brazil All employees of Marcopolo in Brazil are employed full-time for an indefinite term in accordance with the law Marcopolo Marcopolo Rio TOTAL Education and Training Marcopolo believes that the training and education of its employees are fundamental to sustainable development. In 2013, 292,988 hours of training were held in Brazil, focusing on developing skills for the activities of the various operational, technical, administrative and management functions. On average, there were 66 hours of training per employee of Caxias do Sul and 24 hours per employee in Rio, which resulted in 80% of the staff participation in at least one activity during the year. In addition to the formal training, the Company guides, tests and monitors employees in operational areas and their jobs in order to supplement and tailor the training to perform tasks. 50 SOCIAL PERFORMANCE SUSTAINABILITY REPORT SOCIAL PERFORMANCE 51

27 Average Hours of Training per Position Marcopolo* DIRECTORS/ MANAGERS COORDINATORS AND EQUIVALENT GRI LA.10 SUPERVISORS AND EQUIVALENT TECHNICIANS ADMINISTRATIVE AND ASSISTANTS OPERATIONAL TOTAL AVERAGE MARCOPOLO PROFESSIONAL TRAINING SCHOOL ,08 69,56 72,14 23,16 34,92 24,44 66, , * Numbers in this table are from the following subsidiaries: Marcopolo Caxias, Marcopolo Foundation and Moneo Bank. Marcopolo Rio COORDINATORS AND EQUIVALENT SUPERVISORS AND EQUIVALENT TECHNICIANS ADMINISTRATIVE AND ASSISTANTS OPERATIONAL TOTAL AVERAGE ,5 72,94 42,01 40,59 21,47 23, , ,80 2,5 2,51 The Company maintains the Marcopolo Professional Training School (EFPM); it has three units in Brazil and one in South Africa. The EFPM was founded in 1990 and offers courses in industrial training for young people, including those in situations of social vulnerability, offering benefits, first paid employment and access to the career planning scheme of the company. In 2013, 140 young apprentices studied in the school, through an agreement with SENAI Rio Grande do Sul, SENAI Rio de Janeiro, University of Caxias do Sul (UCS) and the Social Assistance Foundation (FAS) of Caxias do Sul. The 1st Exhibition of works by students of EFPM held in 2013, allowed the application of the knowledge gained throughout the course in order to improve production processes in the units of Ana Rech and Planalto. The 27 groups, with 84 participating students conducted projects with innovative technology that prioritize sustainable development. The EFPM has also a unit on the outskirts of Caxias do Sul district, to facilitate access for young people of that community. Marcopolo affiliates abroad maintain Youth Learning courses in accordance with prevailing regulations, promoting their inclusion as effective employees whenever possible. Code of Conduct Training GRI HR.3/4.8 An important objective of the company is that all employees receive training regarding the Marcopolo Code of Conduct. To join the company and during the Integration Program, they will learn about the values, policies and procedures related to human rights and they are also advised of conduct guidelines. In 2013, the Code of Conduct was revised and it has started an extensive process of dissemination of it in order to cover the entire workforce of the company. Marcopolo Total No. of Hours of the Code of Conduct training % Of employees trained in the Code of Conduct (new and recycling) 88% 11% 20% Marcopolo Rio Total No. of Hours of the Code of Conduct training % Of employees trained in the Code of Conduct (new) 92% 7% 44% Hours of Integration Course Marcopolo Total No. of Hours of the Integration Course % Of employees trained in the Integration Course (new) 16% 11% 20% Marcopolo Rio Total No. of Hours of the Integration Course % Of employees trained in the Integration Course (new) 19% 7% 44% 52 SOCIAL PERFORMANCE SUSTAINABILITY REPORT SOCIAL PERFORMANCE 53

28 ENGAGE The Engage Program focus on the inclusion of people with disabilities in the work environment. It had, until the end of 2013, 393 employees with some kind of disability in the unit of Caxias do Sul and another 100 at Marcopolo Rio. With the Engage Program, Marcopolo qualifies these professionals and adjusts the manufacturing environment to enable their reception, care and respect in order to facilitate their inclusion. The Engage Program was created in Private Pension Plan GRI EC.3 Company employees have the Closed Pension Plan - Marcoprev Private Pension Scheme grants additional benefits and Social Security to all employees. The actuarial determination of the cost and contributions is the capitalization method. It s a mixed up of defined benefit, so that the contributions are the sole responsibility of Marcopolo, and defined contribution liability of sponsor and participant. Other Benefits: Restaurants in the industrial units; Transportation; Group Life Insurance; Loan Policy for emergencies such as health, construction and other; Banking services, pharmacy, clearance agent and other facilities are available in the company; Childcare assistance and help care for employees; Relationship programs. MARCOPOLO ACTIVITIES FOR ITS EMPLOYEES: Marcopolo conducts programs that bring families together. The highlights are the Green Life Day, with entertainment, health and quality of life activities; Having a Baby Project, aims at pregnant women that work at Marcopolo as well as the wives of employees. Through this program, they receive guidance from a multidisciplinary team, in addition to the incentive for prenatal appointments recommended by healthcare. The company also promotes: Employee s Day: Celebrated on August 6, this day honors all professionals of the company. Live music and special meals at restaurants, gifts and other activities that promote interaction between employees are held to celebrate the date. Merit of Honor Award: The award values the participation of employees in the company development by promoting a sense of integration and belonging to the Marcopolo team. On completion time in the company of 5 to 20 years, employees receive a certificate, have a cocktail party at the restaurant and a money bonus; when they complete 25 years of Marcopolo they receive a gold pin, money bonus, festive dinner and a 15-day trip to the Northeast of Brazil with a companion; with 30 or more years within the company, employees receive plaques and medals along with the money bonus. Visit of President Emeritus Paulo Bellini: At the end of each year, Mr. Bellini visits the units to take his traditional end of the year message and souvenir. BENEFITS FOR EMPLOYEES AND THEIR FAMILIES GRI LA.3 Health Plan The company offers health plans aligned with the needs of the regions where its employees live, also extending the benefits to family members. Since 2012, employees of Caxias do Sul units have the MarcoSaúde Health Plan, a self -management model of plan with unique care. The Reference Center MarcoSaúde provides Emergency Care, Women s Clinic, Clinical Specialties Care and Ambulatory, including physiotherapy, nutrition and psychology, as well as contemplated care and hospitalization at hospitals in Caxias do Sul and Porto Alegre. There are 19 thousand lives of employees and their families covered by the health the plan. Green Life Day 54 SOCIAL PERFORMANCE SUSTAINABILITY REPORT SOCIAL PERFORMANCE 55

29 HEALTH AND SAFETY GRI LA.7 Employee Turnover GRI LA.2 Turnover rates of the Company are equivalent to the market and remain at acceptable levels. It was observed a higher turnover among younger men below 30 years old. In order to attract and retain professionals, Marcopolo promotes several actions, already listed in this report. Health and Safety is a very important issue to Marcopolo, which values the wellbeing of the employee as according to the current legislation in each plant. In order to do so, the company develops actions to benefit employees adopting preventive measures aimed at reducing accidents and occupational diseases. In 2013, a target of 5% reduction in indicators of health and safety was established, which was partially reached. For 2014, the company has defined continuity with a 5% reduction on the figures achieved in To accomplish this, the areas of health and safety will enhance performance in partnership with production, engineering, processes, CIPA, the improvement groups and company management correction of occupational hazards. Turnover Rates by Gender Male Female Marcopolo Marcopolo Marcopolo Rio Marcopolo Rio Turnover Rates by Gender (%) Male Female Marcopolo 1,55 1,45 1,55 Marcopolo 0,33 0,29 0,23 Marcopolo Rio 2,13 2,55 2,10 Marcopolo Rio 0,2 0,23 0,09 Turnover Rates by Age Marcopolo Marcopolo Rio < 30 from 30 a 50 > 50 < 30 from 30 a 50 > GOAL The company is targeting a 5% reduction in indicators of job security. Marcopolo Health absences 2,1% 2,13% 2,3% Salary Policy Salary surveys are conducted periodically in order to assess the amounts paid to employees and adequate them to regional standards. The remuneration consists of a fixed amount linked to skills and abilities, and a variable amount, resulting from the fulfillment of the goals of the Profit Sharing Program. The Company also has a Buying Shares Option Plan whose participants are executives of Marcopolo and its subsidiaries (excluding the controlling directors), its main objectives are to align participants interests with those of shareholders; commit the participants to the short, medium and long term results of the company; encourage and stimulate a sense of ownership; and to attract and retain talent. The Plan is monitored by the Ethics and Human Resources Committee and approved by the Administrative Board. Marcopolo Rio Frequency Rate (FR) 2,31 2,53 2,9 Occupational Diseases Rate (ODR) 0,09 0,06 0,07 Days Lost Rate (DLR) 67,25 86,65 100,44 Number of Deaths Health absences 2,46% 3,15% 3,05% Frequency Rate (FR) 1,10 2,63 3,08 Occupational Diseases Rate (ODR) 0 0,04 0,01 Days Lost Rate (DLR) 393,37 344,84 46,25 Number of Deaths Employee Evaluation GRI LA.12 Employees are formally evaluated by their managers, receiving guidance in order to develop their skills and abilities as part of their Career Plan. The program was implemented at Marcopolo Rio in the second half of All areas aim to evaluate 100% of its employees at least once a year. This is a goal present on the Balanced Score Card and will be continued in 2014, including the evaluation of positions at management level Marcopolo Marcopolo Rio % Marcopolo evaluation 89,82% 82,52% 80,98% % Marcopolo Rio evaluation 88,51% 62,68% 27,83% 56 SOCIAL PERFORMANCE SUSTAINABILITY REPORT SOCIAL PERFORMANCE 57

30 MARCOPOLO FOUNDATION ACTIONS Shared Knowledge In 2013, at the celebration of the 25th anniversary of Marcopolo Foundation, it was held a talk with the philosopher Mario Sergio Cortella, bringing together employees and the general community, which gathered around 4,500 people. Volunteering The Volunteers of Joy (Voluntários da Alegria) group formed by employees of the Company operates in educational and charity centers. The members participate in educational activities, restoration of physical facilities and campaigns to collect food for children. One of the highlights of the volunteering program is the event called A Happy Day held in October, which brought an average of 1800 children and adolescents of different charities together. The Marcopolo Foundation coordinates about 230 volunteers and benefits about 5,420 people. PROGRAMS FOR THE COMMUNITY Social activities are coordinated by the Marcopolo Foundation since 2005, following the main goals of the millennium. The programs serve the areas of Education, Culture, Sports and Recreation, in order to engage and encourage the community and employees. Schools Project The Schools Project stands out among the projects for the community; it aims to contribute to the development of the educational environment, school community relations and citizenship training. In 2013, projects with Sustainability theme were developed in three different schools. The activities developed in the schools focused on the environment, social relations and economic / financial development. The program consisted of workshops that took place after school hours. One of the highlights of the project was the production of reusable bags with the involvement of students in the production, financial control, marketing and preservation of the environment among others. Students could count with the help of volunteers from Marcopolo. This action allowed a small production of bags with the support of the families, all of which were bought by Marcopolo Foundation, generating improvements to the school (chosen by the students themselves) and food baskets for the families involved. 58 SOCIAL PERFORMANCE SUSTAINABILITY REPORT SOCIAL PERFORMANCE 59

31 Allocation of Taxes Marcopolo Foundation contributes monthly with community institutions in health and education, with the service of Neonatal Pediatrics of the General Hospital in Caxias do Sul, which attends patients of the Unified Health System (SUS). Marcopolo, Banco Moneo and Marcopolo Rio give 1.0% of Due Income Tax to the Municipal Fund for the Rights of Children and Adolescents of the cities of Caxias do Sul, RS, and Duque de Caxias, RJ. Marcopolo Foundation stimulates in Caxias do Sul the increase and facilitates the allocation of 6.0% of the Due Income Tax - Individuals, of employees of the sponsored companies for Municipal Funds, generating resources for the development of social projects aimed at children and adolescents. In 2013, employees allocated around R$ 350 thousand from their Due Income Tax, assisting approximately 1,000 children at social risk through projects of professionalization. Marcopolo Foundation led the campaign Destine You Too, seeking an internal and external increase of the money destined to the Municipal Fund for Children and Adolescents (COMDICA). The campaign resulted in a raise of 11% from Individual tax payers and 49% from Legal Entities. The units outside Brazil also develop specific actions according to the needs of local community, especially towards demands on health and education. This data is not reported in this document. Besides the allocation of money to the Municipal Fund for Children and Adolescents in 2013, the Company also donated R$ to the Municipal Fund for the Elderly of Caxias do Sul in the same year. COMDICA *In 2012, COMDICA assisted 53 projects. 2013* Assisted entities 78 Projects 42 Direct visits / month Direct visits / month Through the Law for the Promotion of Culture (LIC) of Caxias do Sul, the Company invested R$ 78, for the project Reading Passport and Community Libraries; and by the Federal Law for the Incentive of Culture - Rouanet the company has spent R$ , 00 for other 11 projects, especially for the Recreate Making Art and Education (Recria Fazendo Arte e Educação), Where Am I? (Onde Estou?) - More Music: Youth Orchestra (Mais Musica - Orquestra Jovem), involving children and adolescents. Project Where am I? (Projeto Onde Estou?) The project Where am I? (Onde Estou?), coordinated by the Institute Bruno Segalla promotes interfaces between the school, the museum and the city. Fosters dialogue with children and young people about the cultural heritage and the sense of belonging to their city. Project More Music BRUNO SEGALLA INSTITUTE Attended schools Attended students Employees Participating teachers The pilot project More Music: Youth Orchestra (Mais Música - Orquestra Jovem), counted on 60 adolescents and children of employees of the Caxias do Sul community. Youngsters received practical and theoretical music lessons, and took home the instrument of their choice to continue the study. With the positive results of this project in 2013, the goal for 2014 is to increase the number of participants to 120 students. Marcopolo also invested R$ 250,000.00, through the Sports Incentive Law, to volleyball, handball and canoeing activities and has also implemented CAE Project - Children and Adolescents at Sports (Projeto CAE Crianças e Adolescentes no Esporte), which assists more than 150 children in situations of extreme social vulnerability. In 2013, through the Law for Promotion of Health, Marcopolo supported for the first time, the project of the Pediatric Cancer Center Little Prince of Curitiba (Centro Oncológico Pediátrico Pequeno Príncipe de Curitiba), with the amount of R$ 200 thousand. The project was chosen because it is a national reference center for the treatment of children cancer. In Rio de Janeiro, the support goes to projects that stimulate the cognitive development of children and adolescents. The Puppet Theater Workshop (Oficina de Teatro de Bonecos), for example, encompasses much more than only the technical side, assembly of dolls and the creation of a spectacle; it also works with and develops many other aspects that clearly influence the human development of students. The Project Recreate Making Art Education, which since 2004 is sponsored by Marcopolo this year has attended 3,600 youngsters in the community with of 31 workshops in 26 institutions. The sponsorship enables workshops after school hours, in addition to maintaining the Reolon Center for Popular Culture (Centro de Cultura Popular Reolon), offering music lessons to over 100 children and adolescents. Youth Orchestra 60 SOCIAL PERFORMANCE SUSTAINABILITY REPORT SOCIAL PERFORMANCE 61

32 MARCOPOLO FOUNDATION PROGRAMS FOR EMPLOYEES AND FAMILY In addition to coordinating actions for the community, Marcopolo Foundation also develops programs of quality of life for employees and their families in Brazil. In the overseas subsidiaries or affiliated units, the programs are adapted to the reality of each country. The mission of the organization is to promote social development, engaging employees in education, culture, sport and leisure activities, inside and outside the company in order to encourage the exercise of social responsibility from the perspective of sustainability. Culture Marcopolo Foundation encourages employees and their families to participate in cultural activities through development of different promotions such as the Group Theatre, exclusively for collaborators, gathering an average audience of 580 people per show. The company supports the CTG Marco da Tradição and the Piquete de Laçadores that gather about 500 employees in the activities of the gaucho tradition. Moreover, Marcopolo also celebrates the Day of the Gaucho organizing an event called Entrevero Farroupilha. The Foundation coordinates all activities that also include the Opening Ride with about 500 horsemen of the community. Marcopolo Rio also promotes culture through guitar, choir and drama lessons for about 100 employees. The units of Caxias do Sul and Duque de Caxias both have recreational venues. In 2012, about 106,180 people were present at the recreation venues and, in 2013 that number increased to 126,850. In 2013, about 40 thousand people attended the activities held by Marcopolo Foundation. Leisure Marcopolo Foundation believes that leisure activities are essential to strengthen the bond between the community and the company. Culturally traditional parties such as the June and July Festivals (Festa Junina and Julina) are celebrated. The highlights of the year are the End of the Year Parties, with the distribution of Christmas baskets and toys for the children of employees. Since 2012, a Bike Ride organized by the company brings together about 220 cyclists between employees and the community in general, in addition to holding other events such as balls and tours. In all activities, Marcopolo Foundation encourages its employees and the community to make donations of food as a form of registration or entry. The donations are delivered to the Bank of Food of Caxias do Su (Banco de Alimentos de Caxias do Sul), which has registered 97 entities that receive the food donations. Opening Ride Theatre Group - Pinocchio Play Sports Playing sports is encouraged by the company in different modalities, such as athletics, court sports, bowling, field sports, table sports, field sports, table tennis, tennis and chess. Sports activities move directly 4,200 people. End of the Year Pary June Festival Activities for the Children of Employees Activities for the employees children are a priority for the Marcopolo Foundation. The Children and Youth Choir and the Flutes Orchestra count on about 60 children and adolescents altogether. The children of employees of the company can also take futsal classes and soccer. The children of the community can also play basketball and participate of recreation activities before or after school, at the recreational venues of Marcopolo Foundation. The project Everyone at School (Todos na Escola) encourages participation in the child s school life. 27,000 notebooks are distributed to employees children enrolled in elementary and secondary education, aged between five and 18. The company also encourages reading by making available in the factory units a collection of 6,200 copies for employees and their families. Children and Youth Choir Volleyball Soccer 62 SOCIAL PERFORMANCE SUSTAINABILITY REPORT SOCIAL PERFORMANCE 63

33 9.GRI INDEX INDICATORS DESCRIPTION PAGE STRATEGY AND ANALYSIS 1.1 Statement of President 04 and 05 ORGANIZATIONAL PROFILE 2.1 Name of organization Major brands products and/or services 16 to 19, Operational Structure Location of headquarters Number of countries where the organization operates Type and legal nature Markets serviced Size of organization Major changes in the period covered by the report Awards received 20 to 21 REPORT PARAMETERS 3.1 Period covered by the report Date of most recent report Emission Reporting Cycle Anual 3.4 Contact information in case of questions Process for defining report content 06 a Limit of the report 06 a Limitations on the scope or boundary of the report 06 a GRI INDEX RELATÓRIO SUSTAINABILITY DE SUSTENTABILIDADE REPORT GRI INDEX 65

34 INDICATORS DESCRIPTION PAGE INDICATORS DESCRIPTION PAGE 3.8 Joint ventures, subsidiaries, leased facilities, outsourced operations and other entities 07 and Basis for identification and selection of stakeholders with whom to engage 06 a Data measurement techniques and the bases of calculations 06 to Consequences of restatements of information provided in earlier reports Significant changes in the scope, boundary or measurement method, compared to previous years Table identifying the location of information in the report 65 to Approaches to stakeholder engagement 06 a Key topics and concerns that have been raised through stakeholder engagement 06 a 09 ECONOMIC PERFORMANCE INDICATORS EC.1 Direct economic value generated and distributed 38 GOVERNANCE, COMMITMENTS AND ENGAGEMENT 4.1 Governance Structure 24 a 26 EC.3 Coverage of the obligations of the pension benefit plan 55 EC.6 Policies, practices and proportion of spending on locally-based suppliers Identification if the Chair of the highest governance body is also an executive director 24 ENVIRONMENTAL PERFORMANCE INDICATORS 4.3 Number of independent or non-executive members of the highest governance body 24 EN.1 Materials used by weight or volume Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body 29 a 32 EN.2 Percentage of materials used from recycling Info not available Relationship between remuneration for members of the highest governance body and organization s performance (including social and environmental performance) Process in place for the highest governance body to ensure conflicts of interest are avoided Process for determining the qualifications and expertise of members of the highest governance body to define the organization s strategy on issues related to economic, environmental and social issues There is none structured program for the qualification in sustainability to the highest organ of governance EN.8 Total water withdrawal by source 45 EN.9 Water sources significantly affected by withdrawal of water 45 EN.10 Percentage and total volume of water recycled and reused Info not available 4.8 Statements of mission or values, codes of conduct and internal principles 11, 27 e 52 EN.21 Total water discharge by quality and destination Procedures of the highest governance body to supervise the identification and management of economic, environmental and social performance 27 EN.22 Total weight of waste by type and disposal method Self-assessment of performance of the highest governance body 27 EN.23 Total number and volume of significant spillages There was none spillage of substances that might impair soil or water in the company COMMITMENTS TO EXTERNAL INITIATIVES EN.24 Weight of transported, imported, exported, or treated waste deemed hazardous under the Basel Convention Explanation of how the organization applies the precautionary principle 27 EN.26 Initiatives to mitigate environmental impacts of products and services and the extent of impact mitigation 47 ENGAGEMENT WITH STAKEHOLDERS EN.28 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations Marcopolo has not received any fines resulting from non-compliance with environmental laws or regulations 4.14 List of stakeholder groups engaged by the organization 06 a 09 EN.30 Total investments and expenditures on environmental protection by type GRI INDEX SUSTAINABILITY REPORT GRI INDEX 67

35 INDICATORS DESCRIPTION PAGE INDICATORS DESCRIPTION PAGE SOCIAL INDICATORS RELATING TO LABOR PRACTICES AND DECENT WORK LA.1 Total number of workers by employment type, employment contract and region 49 e 50 LA.2 Total number and rate of employee turnover by age group, gender and region LA.3 Benefits provided to full-time employees SOCIAL INDICATORS RELATED TO SOCIETY S.01 Programs and practices that assess and manage the impacts of operations on communities S.04 Actions taken in response to incidents of corruption S.06 Policies of financial contributions to political parties, politicians and institutions Info not available No case of corruption was identified in the period There is no policy defined for this type of contribution LA.4 Percentage of employees covered by collective bargaining agreements 100% of employees are covered by collective bargaining agreements with unions S.07 Number of legal actions taken for unfair competition There was none S.08 Description of significant fines and total number of non-monetary sanctions There was none LA.7 Rates of injury, occupational diseases, lost days, absenteeism and work-related fatalities by region 56 LA.9 LA.10 LA.12 Issues relating to health and safety covered by formal agreements with trade unions Average hours of training per year per employee by functional category Percentage of employees receiving regular performance and career development analisys Agreements with trade unions have not generated demands related to safety and health, beyond what is provided in the legislation 51 e PERFORMANCE INDICATORS RELATING TO THE PRODUCT LIABILITY PR.1 Policy to preserve the health and safety during use of the product 47 PR.2 Nonconformities related to the impacts caused by products and services No case was reported PR.4 Nonconformities related to the labeling of products and services No case was reported PR.5 Practices related to client satisfaction including results of surveys HR.2 SOCIAL INDICATORS RELATED TO HUMAN RIGHTS Contractors and critical suppliers that have undergone review on human rights and actions taken 30 e 41 PR.7 Cases of non-compliance related to the communication of products and services No case was reported PR.8 Proven complaints regarding breaches of customer privacy No case was reported HR.3 Total hours of employee training on policies and procedures concerning aspects of human rights relevant to operations, including the percentage of employees who received training 52 PR.9 Fines for noncompliance related to the provision and use of products and services There were no fines during the period HR.4 Number of incidents of discrimination and actions taken There was no record in 2013 HR.5 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights There was no record in 2013 HR.6 HR.7 HR.8 HR.9 Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor Operations identified as having significant risk of forced labor or slave labor, and measures taken to contribute to the eradication of work forced or compulsory Percentage of security personnel trained in policies and procedures concerning aspects of human rights relevant to operations Total number of incidents of violations involving rights of indigenous people and actions taken There was no record in 2013 There was no record in % There are no indigenous areas surrounding the company 68 GRI INDEX SUSTAINABILITY REPORT GRI INDEX 69

36 10.EXPEDIENT EDITORIAL Contact Address Marcopolo - Unidade de Ana Rech 2.4 Av. Rio Branco, Bairro Ana Rech Caxias do Sul - RS - Brasil Telephone Open Channel - Marcopolo Sustainability Report 2013 Development Department of Internal Communications Department of Corporate Marketing Marcopolo Foundation Publication July 2014 CEO José Rubens de La Rosa Sustainability Committee Eliana Zanol de Oliveira Irina Eberhardt Thiago Arrue Deiro - Environmental Engineering - Human Resources - Investor Relations Production and Editing Ana Maria Cemin - MTB 6574 Communication Bureau Graphic Project Panda Branding Publicidade Ltda. Print Cromo Gráfica e Editora Photography Denise Boff Luiz Chaves Paquito Masiá Roberto Stuckert Filho Arquivo Comunicação Interna Júlio Soares Maryo Franzen Photo Traço Arquivo Marketing Marcopolo ACCJ Aerial Photographs Contact 3.4 [email protected] [email protected] Free Distribution We thank all Marcopolo Business professionals who have contributed to this report. This publication is the responsibility of Marcopolo SA. 70 EXPEDIENT SUSTAINABILITY REPORT EXPEDIENT 71

37 PandaBranding.com.br OnibusMarcopolo