Annual Sustainability and Report

Annual and Sustainability Report Annual and Annual Sustainability and Report Sustainability Report 2013 2013 2013

Table of contents Message from the president Highlights of the year 1. Who we are 1.1 Vision, Values and Vision for Sustainability 1.2 Corporate Governance 1.3 Management Model 1.4 Units 1.5 About Materiality Matrix and Report 2. Excellence in capital management and planning 2.1 Business Transparency and Ethics 2.2 Relations with the Granting Power 2.3 Financial Performance 2.4 Investments 3. Excellence in business operational management 3.1 Operational Management 3.2 Environmental Risk Management 3.3 Social and Economic Impact Management 4. Excellence in people management 4.1 Workplace Health and Safety 4.2 People Development 4.3 Dialogue and Communication 5. GRI index 6. Credits

Mensagem Message from do Presidente the GRI 1.1, 1.2 GRI Pelo For the terceiro third consecutive ano consecutivo year, publicamos we publish o Grupo Relatório Libra s Anual Annual e de and Sustentabilidade Sustainability Report. do More Grupo than Libra. a great Mais satisfaction, do que uma it is grande a great satisfação, accomplishment é uma because grande realização, this report presents porque este important relatório changes apresenta comparing mudanças to previous importantes years. em Changes relação arising aos anos from anteriores. the improvement Mudanças of our geradas governance a partir process, do aprimoramento do nosso processo the consolidation de governança, of Sistema da consolidação Libra de do Gestão Sistema (Libra Libra Management de Gestão System) e da evolução da and gestão the sustainability da sustentabilidade management nosso Grupo. evolution in our Group. Diante dos desafios que se apresentaram em In face 2013, of the nosso challenges foco se manteve shown in nas 2013, our relações focus was de kept longo prazo long-term e no crescimento relations and on em the harmonia growth in com harmony todos with os que all the conosco ones who se relacionam, are related to como us, as declara our Vision firmemente strongly nossa states. Visão. We go Seguimos on followed guiados by life pela valuation, valorização ethics, da respect vida, to pela people, ética, promoting pelo respeito engagement às pessoas, and promovendo dialogue with o our engajamento internal and e external o diálogo public. com nossos públicos internos e externos. It was an intense year which brought us great Foi news, um closing ano intenso, with a que very trouxe positive grandes balance. notícias, terminando We beat the com results um from saldo the muito previous positivo. year Superamos and established os resultados new records do ano for revenue anterior and e profits estabelecemos before interests, novos taxes, recordes depreciation para receita, and lucros amortization antes de (Ebitda). juros, impostos, With results depreciação above the e budget, amortização we took (Ebitda) a fundamental e lucro líquido. step towards Com financial resultados strengthening acima do required orçamento, for the period demos of great um investments passo fundamental we are facing. no fortalecimento By 2019, we financeiro have investments necessário planned para o and período in progress that de may grandes reach BRL investimentos 2 billion in que works, vivemos. equipment, Até systems 2019, and temos real estate planejados in all e of em our curso units. investimentos que podem atingir R$ For 2 our bilhões largest em unit, obras, Libra equipamentos, Terminais, 2013 sistemas was e a year imóveis, of change em todas in the as regulatory nossas unidades. framework, imposing a turbulent first year of the new Law Para of Ports, nossa still maior in process unidade, of regulation Libra Terminais, and that 2013 puts forward foi ano in de new mudança bids with no marco difficulties. regulatório, But it impondo-se was also a year um of turbulento achievements. primeiro Despite ano the da need nova of the Lei sector dos Portos, adaptation ainda to em new processo rules, we de performed regulamentação our role with e que significant avança com and dificuldade constant nas productivity novas licitações. increases Mas in our também Terminals, foi um showing ano de how conquistas. important Mesmo world planning com a necessidade and operations de are adaptação to optimize do investments setor às novas in infrastructure. regras, fizemos nossa parte com aumentos de produtividade significativos The renovation e constantes of Terminal em 33 nossos in Santos Terminais, demonstrando increased operation a importância profitability. do planejamento Therefore, e we de gained operações the return de classe to Santos mundial from para important otimizar customers os investimentos Brazil and abroad, em infraestrutura. as Maersk and Hamburg Sud. And we go on strongly to face A the reforma greatest do challenges Terminal 33, of the em moment Santos, aumentou for Libra a Terminais: rentabilidade the performance da operação. of Assim the ambitious conquistamos 1.1, 1.2 o expansion retorno para program Santos in Rio de importantes de Janeiro, in clientes full no performance, Brasil e no and mundo, in Santos, como Maersk in initial e phase Hamburg and Sud. with new E seguimos steps awaiting firmes para final enfrentar analysis from the os granting maiores power. desafios In Rio, do according momento to para a survey a Libra Terminais: held 2013, a execução there was do a ambicioso significant programa loss in de the expansão satisfaction no index Rio de of Janeiro, our shipper em plena customers, execução, bringing traffic e em jam Santos, the em terminal fase inicial and impact e from com the novas works etapas in progress. aguardando Improvements análise final were do made poder and concedente. the service level No Rio, was pesquisa stabilized, realizada but em we have 2013 still registrou got plenty uma of perda work significativa to do in search no of our índice service de satisfação differentiation de nossos strategy clientes based embarcadores, on the tripod: Consultative refletindo congestionamento Selling, Precise no Performance terminal e and impacto Impeccable das obras. Assistance. Melhorias foram implementadas e o nível de serviço estabilizado, At Libra Logística, mas ainda we could temos celebrate muito a the percorrer em consolidation busca de nossa of integrated estratégia logistic de diferenciação offer with de the serviços revenue baseada growth maintenance no tripé: Venda at levels Consultiva, of Execução 30%, even Precisa arising e from Atendimento a growth Impecável. of 140% in the last two previous years. In full expansion, the Na unit Libra closes Logística, the year pudemos with the implementation comemorar of a the consolidação new model da of customer oferta de logística assistance integrada, and the com beginning a manutenção of operations do crescimento of an updated version receita a of níveis Libra de Hub, 30%, our mesmo portal for vindo communication de um with crescimento key customers. de Consolidating 140% nos dois its anos presence anteriores. in Em Rio de plena Janeiro expansão, and establishing a unidade encerra the bases of a o powerful ano com intermodal a implantação infrastructure do novo modelo in the Santos de area, atendimento overcoming ao the cliente challenges e o início of Cubatão, das which operações was affected de uma by the versão floods atualizada in 2013, are do the Libra greatest Hub, steps nosso to portal be taken para by comunicação Libra Logística. com clientes chave. Consolidar sua presença no In a Rio year de of Janeiro a lot of e estabelecer work and challenges, as bases de uma poderosa such as the infraestrutura cargo movement intermodal reduction, na Baixada Santista, Libra Aeroportos superando gave os us desafios a reason de to Cubatão, celebrate que sofreu upon the com opening enchentes of the em new 2013, cargo são route os grandes to passos Europe, a the serem yard dados expansion pela Libra of the Logística. International Airport of Cabo Frio and the significant growth Em of helicopter um ano de operations. muito trabalho The challenge e desafios, of como the a unit redução for 2014 na movimentação will be to recover de its cargas, participation a Libra Aeroportos in the cargo nos market deu motivo of oil and para gas comemorar, industry, com an abertura important da growth nova rota pillar cargueira in Cabo para Frio. a For Europa, Cia. a de expansão Navegação do da pátio Amazônia do Aeroporto (Amazon Internacional Navigation de Company) Cabo Frio - CNA, e o crescimento 2013 was one significativo more successful das operações year and the de company helicópteros. continues O desafio to lead da unidade the para market 2014 in the será Amazon recuperar region sua with participação a high quality no operation. mercado At de Libra cargas Administrative da indústria Unit de óleo (CAL), e gás, importante in Legal, Financial pilar de and crescimento Human Resources em Cabo Frio. (HR) Para area, a there Cia. were de Navegação many processes da Amazônia and evolutions (CNA), 2013 achieved foi mais last year. um ano In the de Information sucesso, e a Technology empresa segue (IT), we liderando completed o mercado the change na região of our amazônica, servers com to an uma external operação Data de Center grande of high qualidade. availability No overcoming Centro Administrativo the instability, Libra which (CAL), affected nas áreas de service Finanças, quality. Jurídica As for e the de largest Recursos investment Humanos in

Seguimos We continue guiados to be guided pela valorização by valueing life, da vida, by ethics pela ética, pelo and by respeito the respect às pessoas for people (RH), muitos foram os processos e evoluções technology in our history, we mobilized more conquistados no último ano. Em Tecnologia da than 100 employees in two great transforming Informação (TI) concluímos a mudança de nossos projects, new ERP Enterprise Resource servidores para um Data Center externo de alta Planning and TOS Terminal Operating disponibilidade, superando a instabilidade System, which will bring us a world platform que impactou a qualidade dos serviços. No que to support the growth of our operations. é o maior investimento em tecnologia de nossa história, mobilizamos mais de 100 colaboradores The image of Grupo Libra remains strong: em dois grandes projetos transformadores, for the eighth year we were awarded by novos ERP Enterprise Resource Planning the Top of Mind in Santos and, for the first e TOS Terminal Operating System, que nos time, we were recognized among the best trarão uma plataforma de classe mundial para companies in the country by the magazine sustentar o crescimento de nossas operações. Guia Exame de Sustentabilidade. Keeping our public commitment of sustainability, we A imagem do Grupo Libra segue fortalecida: have a decisive acting to reduce greenhouse pelo oitavo ano conquistamos o prêmio Top gas emissions, to manage waste and mitigate of Mind em Santos, e pela primeira vez fomos operation impacts on the area surrounding the reconhecidos entre as melhores empresas facilities, investing in professional background do país pelo Guia Exame de Sustentabilidade. for young people from local community Mantendo nossos compromissos públicos and in the mitigation of impacts related to de sustentabilidade, temos uma atuação traffic and noise. And once again, Grupo decisiva para reduzir as emissões de gases Libra reaffirms its support to Global Compact de efeito estufa, gerenciar resíduos e mitigar principles through its acting in the Brazilian os impactos das operações no entorno das Committee (Global Compact Network Brazil). instalações, investindo em formação profissional para jovens da comunidade local e na mitigação A balance sheet as of 2013 could not fail to de impactos relacionados ao trânsito e ruídos. stand out two important achievements of Grupo E mais uma vez o Grupo Libra reitera Libra for life valuation and work environment seu apoio aos princípios do Pacto Global, improvement. One of them was the outstanding através da sua atuação no Comitê Brasileiro. results concerning labor safety last year, with a reduction of 72% work-related accident leave. Um balanço de 2013 não poderia deixar The other was the growth of more than ten de destacar duas importantes conquistas percentage points achieved by Libra Terminais do Grupo para a valorização da vida e a melhoria Rio, Libra Aeroportos Cabo Frio and IT area in do ambiente de trabalho. Uma delas foram climate survey - the impressive recovery is a os excepcionais resultados de segurança result of efforts undertaken from a consistent do trabalho no último ano, com uma redução action plan. Despite very positive figures, we de 72% nos acidentes com afastamento. have the commitment to reduce the high level Outra foi o crescimento de mais de dez pontos of turnover which has been affecting Brazilian percentuais alcançados pela Libra Terminais companies in general and that in 2013 was Rio, Libra Aeroportos Cabo Frio e área de TI na 18.8% at Grupo Libra. We want to be more pesquisa de clima a impressionante recuperação and more effective, however always preserving é resultado dos esforços empreendidos a partir what is the most important to us: our people. de um consistente plano de ação. Mesmo com números muito positivos, temos o compromisso We know the year 2014 will also be intense and de reduzir o elevado índice de turnover full of challenges. But we are off to a great start. que vem afetando as empresas brasileiras In the beginning of 2014, Libra Terminais Santos em geral e que em 2013 foi de 18,8% reached the historical mark of 177 movements no Grupo Libra. Queremos ser cada vez mais per hour in its vessel productivity. In the end eficientes, porém sempre preservando o que of 2013 we have already broken the vessel é o mais importante para nós: nossas pessoas. productivity record of Libra Terminais Rio when we reached 92 movements per hour, keeping Sabemos que o ano de 2014 também será both terminals with the best productivity of intenso e recheado de desafios. Mas começamos presence in port in its regions. For us, it shows bem. No início de 2014 a Libra Terminais Santos that we are on the right track, defining our chegou à marca histórica de 177 movimentos priorities and keeping the focus on the tireless por hora em sua produtividade por navio. quest for excellence in everything we do. Ao final de 2013 já havíamos quebrado o recorde de produtividade em navio da Libra The good results of one more year of financial Terminais Rio quando atingimos 92 movimentos and operational records fill us with satisfaction por hora, mantendo-se ambos terminais and energy to redouble our commitment to com a melhor produtividade de permanência continue working and improving every step. em porto em suas regiões. Para nós, isso aponta In 2014, we will keep on pursuing result que estamos no caminho certo, definindo overcoming, better engagement of our employees nossas prioridades e mantendo o foco na busca and preference of our customers. We know our incansável da excelência em tudo o que fazemos. strength and we will not fail to pursue in search of our destiny: The Good Growth. Os bons resultados de mais um ano de recordes operacionais e financeiros nos enchem Marcelo Araujo de satisfação e energia para redobrar President of Grupo Libra o compromisso de continuar trabalhando e melhorando a cada etapa. Em 2014, seguiremos perseguindo a superação de resultados, o maior engajamento de nossos colaboradores e a preferência de nossos clientes. Conhecemos nossa força e não deixaremos de seguir em busca de nosso destino: O Bom Crescimento. Marcelo Araujo Presidente executivo do Grupo Libra

6 Highlights Grupo Libra Highlights of the Year Net Revenue (BRL million) EBITDA (BRL million) CAGR 12% EBITDA margin EBITDA (BRL million) CAGR 14% 31.3% 31.5% 32.4% 881 1053 1106 276 332 358 2011 2012 2013 2011 2012 2013 Business Unit Sharing in Net Revenue Libra Participações 7.7% Libra Aeroportos 4.4% Libra Logística 15.9% Libra Participações 5.9% Libra Aeroportos 3.5% Libra Logística 19.4% Libra Terminais 72.1% Libra Terminais 71.2% 2012 2013

Highlights 7 Libra Terminais Net Revenues 662 million In 2011 754 million In 2012 787 million In 2013 Cargo handled (thousand containers) 2011 2012 2013 % 2013/2012 Libra Terminais Santos 498 470 401-15% Libra Terminais Rio 151 143 151 5% Libra Terminais 649 613 552-10% Productivity Movements Per Hour (MPH) 82% 50% 34 52 62 38 44 57 2011 2012 2013 2011 2012 2013 LIBRA TERMINAIS SANTOS LIBRA TERMINAIS RIO

8 Highlights Libra Logística Net Revenues 119 million In 2011 166 million In 2012 215 million In 2013 Cargo handled (thousand m³) 2011 2012 2013 % 2013/2012 Libra Logística Campinas 582 510 484-5% Libra Logística Cubatão 924 1284 866-33% Libra Logística Valongo 2009 2649 3017 14% Libra Logística Uberlândia 0 115 286 147% Libra Logística 3515 4558 4653 2%

Highlights 9 Libra Aeroportos Net Revenues 9 million In 2011 46 million In 2012 39 million In 2013 Passengers Embarked/Disembarked (thousand) 2011 2012 2013 % 2013/2012 International Airport of Cabo Frio 140 217 214-1%

10 Highlights Emissão Greenhouse de gases de Gas efeito Emissions estufa Emissões Direct Emissions Diretas (Scope (Escopo 1 1 - tco2e) Work-related Acidentes com afastamento accident leave (número (# of accidents) acidentes) -4% -6% -8% -72% 44.519 42.529 40.159 36.762 45 49 14 2010 2011 2012 2013 2011 2012 2013 Aproveitamento Internal Recruitment interno (% de of vacancies vagas anunciadas advertised e preenchidas) and filled) 31% 46% 2012 2013 Pesquisa Climate Survey de clima (índice (satisfaction de satisfação index favorable - respostas answers) favoráveis) 2012 2013 21% 35% 27% 53 64 49 66 52 66 Libra Terminais Rio Tecnologia Information da Technology Informação Libra Aeroportos Reaplicação Survey reapplied da pesquisa in units which nas unidades had a result que apresentaram resultado below the abaixo expectation da expectativa in 2012. em 2012.

Destaques Investment de Highlights Investimentos in 2013 em 2013 Conclusão Work completion das obras in Terminal no Terminal 33, 33, part parte of the do Plano de Expansion Expansão Plan da of Libra Libra Terminais Santos (PLTS) 16 milhões million Iniciadas Beginning obras of works de expansão for mooring do cais dock expansion e and novo new armazém, warehouse, como as parte of do the Plano Expansion de Plan Expansão of Libra da Terminais Libra Terminais Rio (PLTR) Rio (PLTR) 151 milhões million Término Completion do novo of the armazém new warehouse da Libra of Libra Logística Campinas 17 milhões million Projetos IT Projects de TI 33 milhões million O Grupo Libra Libra still ainda has an investment tem forecast previsão of more de mais than 2 bilhões billion de by 2019 investimentos expansion até 2019 plans em of obras units, de IT and expansão new businesses. das unidades, TI e novos negócios. Relatório Anual e de Sustentabilidade 2013

12 Highlights

Profile 13 Profile 1. Who We Are GRI 2.1,2.3,2.4,2.5,2.6,2.7,2.8,2.9 Grupo Libra, one of the largest port operators and foreign trade logistics in Brazil, is a business conglomerate of 100% national capital, with majority shareholding control by the Borges Torrealba family. Head offices located in the City of São Paulo and employing 3,000 people, it has been the first company in the sector to operate all transportation modals in Latin America in an integrated way since 2011. Acting from strategically located units to offer logistics solutions which add value and make difference in land, sea and air, Grupo Libra provides an integrated logistics network composed of port terminals, Special Export Customs Clearance Area (REDEX), Logistics and Industrial Customs Center (CLIA), airports and road-rail terminals, distributed by the cities of Santos, Cubatão, Campinas, Uberlândia, Cabo Frio and Rio de Janeiro. Libra Infrastructure, a platform of investments, gathers the three businesses of the company in an synergistic and integrated way: Libra Terminais, Libra Logística and Libra Aeroportos. On the other hand, Libra Participações gathers investments in other companies which act in diversified sectors, such as CNA, in the segment of inland waterway transportation; Olivares de Quepu, with the production of high quality extra-virgin olive oil; Companhia Providência, globally acting in the production and marketing of non-tissue materials; and Libra Imobiliária, responsible for management of real estate belonging to Grupo Libra. Grupo Libra has been acting in infrastructure sectors for more than 70 years and today assists the main segments of Brazilian economy, such as electroelectronics, pharmaceutical, food, automotive and gas & oil. It is a history of a strong company which is proud of its long contribution for the country development.

14 Highlights 1.1 Vision, Values and Vision for Sustainability Vision GRI 4.8 We are passionate for the idea of growing at the same time we promote the growth of all the ones who relate to us. We believe in the growth in harmony with the environment, which values life, people and improves society. That is the way we want to create, innovate and make difference in all sectors where we act. Values Acting ethically Acting ethically is to put our values in all actions and decisions into practice, to be real in our relationships and responsible for our choices. Enterprising spirit We are pro-active and we value the initiative and the sense of opportunity of our employees and partners. Excellence In search of excelence, we add intelligence to everyhting we do. Innovating We nurture innovation which permeates all organization levels. We look for new ways of managing businesses, treating people and offering customers products and solutions better and better. Diversity We encourage diversity of visions and cultures for believing that it brings strength for Grupo Libra and enriches our reflections, choices and decisions in the daily life. Passion We are passionate for what we do. We believe this way we feel complete, spread the idea and motivate all the ones who are related to us.

Profile 15 Vision for Sustainability Since the first years of Grupo Libra foundation, we have been facing many challenges, and the best answers to overcome them we always find in our roots. We are a family group with ethcal principles and respect to people who have helped us build our business. We are proud of this work and love for Brazil. At this moment, when new challenges are imposed on the mankind, our roots and commitments will guide us once again towards future. For this reason, it is our duty and choice to embrace the cause of valuing life in all its dimensions to guide our actions in the daily businesses. The aspirations which we present here definitely insert the concept of sustainable development in our management model. They are covenants we undertake as a renewal of commitment with values of Grupo Libra and with life and that should be reflected in decisions and attitudes of everyone and each employee. There are 4 pillars which support our Vision for Sustainability: Acting in an ethical and transparent manner: Ensuring relations based on ethics, transparency and legality, and spreading these concepts as Grupo Libra s values. Improving the use of natural resources: Investing for the effective consumption of fossil fuels, water and energy; making the suitable management of waste; monitoring and mitigating greenhouse gas emissions; and acting in a pro-active manner to prevent spill of contaminants. Being a partner in the development of surrounding communities: Supporting communities close to installations, according to their needs and reducing impacts on noise, traffic and pollution caused by operations. Evolving consistently in management of employees: Offering the best conditions related to work, health and safety; providing everyone opportunities of professional and personal growth in an environment which brings proud of being part of it; implementing a program of education and sustainability for employees and family members. To reach such objectives, besides the effort of each of us, efforts added to our partners are nedded motivating the whole productive chain to act and to influence the strategic agenda of sustaianble development in the sectors where we operate. We consist of a business group with bold goals of growth and profitability. We are also citizens and hence our purpose is to search for our development, ensuring the balance between natural resources, social matters and economic growth. Reinforcing the principles of life valuation is reinforcing our historical vocation. The daily acomplishment of each of thes aspirations is the Grupo Libra s contribution for the planet sustainability following our heritage of entrepreneurship and engagement to the great matters of our time.

16 Profile 1.2 Corporate Governance GR1 4.1, 4.2, 4.3,4.4,4.5,4.6,4.7,4.9,4.10 Board of Directors The Board of Directors of Grupo Libra is a council which defines strategies, monitors the company performance and its executives, takes decisions which imply high impact actions or plans, identifies, detects the level and intensity of business risks and establishes policies for the suitable management of Grupo Libra. Comprised of nine members, of mixed gender, the Board of Directors includes four independent members, including the chairman who does not carry out the position of executive officer at Grupo Libra. The directors elected are senior professionals with vast experience in executive titles of large national and international groups, coming from several sectors of the economy. For further information about the Board of Directors of Grupo Libra, please refer to our website: www.grupolibra.com.br/quem-somos/ conselhoscomites Chairman: Ibrahim Eris Directors: Álvaro Antonio Cardoso de Souza Ana Carolina Borges Torrealba Affonso Celina Borges Torrealba Carpi Gonçalo Borges Torrealba John Andrew de Oliveira Harris Miguel João Jorge Filho Omar Carneiro da Cunha Sobrinho Rodrigo Borges Torrealba Board of Shareholders Made up of controlling members of Grupo Libra, the Board of Shareholders has, as main attributions, to define the beliefs, values and ways of performance of the company as well as the relation between shareholders and these people with Grupo Libra. In addition, its task is to elect representatives for the Board of Directors. Audit Committee Its main attributions are to coordinate and to monitor the work of independent and internal auditors, besides analyzing financial statements. It is headed by an independent director and composed of a shareholder director and an external specialist member. Institutional Relations Committee It develops the relationship strategy with the three levels of government of Executive, Legislative and Judiciary Branches and defines the positioning of Grupo Libra concerning strategic regulatory themes. Coordinated by one independent director, composed of two other shareholder directors, one external specialist member and the executive president of Grupo Libra. Personnel / Remuneration Committee It is responsible for advisoring the Board of Directors in analyzing matters related to remuneration of executives. It is coordinated by an independent director and also composed of one shareholder director and the executive president of Grupo Libra. In 2014, the committee performance was expanded to cover other thermes of human resources, as succession and development of careers of executives and was redefined as Personnel Committee. Investment Committee It advises the Board of Directors in matters which involve the position of financial investment risks. It is coordinated by one shareholder director and composed of another director and the chairman of the board of directors. Ombudsman Committee This is a committee composed by the chairman of the board of directors and the executive president of Grupo Libra, executive officers and general officers of businesses. It works to ensure the applicability and adherence of Libra Relationship Principles, to analyze critical demonstrations and to follow the action plans.

Profile 17 1.3 Management Model GRI 4.10 In recent years, Grupo Libra has had a significant evolution in the structuring of its processes and in the search of synergy among the units. In light of the new and lively competitive environment in its segments of performance, Grupo Libra gets ready to enter a new time with great challenges in which, above all, priority and focus will be required. Focus on project performance, on quality improvement, costs, on meeting regulatory demands and on relations with customers and government. Focus on the search of excellence in everthing that is done. Then, a new management model was developed in 2013 and implemented in 2014 in order to ensure more autonomy and integration to business units of Grupo Libra. It searches for more proximity between the executive president and officers of crosscutting areas in the daily life of units, besides more commitment of everyone with operation and performance. Organizational Model Executive President Participações and Investment Libra Terminais Rio Libra Terminais Santos Commercial and Marketing Libra Logística Libra Aeroportos Organizational Development Finance, Planning and IT Libra Terminais Libra Imobiliária Engex - Operational Excellence and Engineering Human Resources Libra Participações Corporate Legal Corporate Communication Sustainability and Safety IR Institutional Relations Finance and Planning Business Development IT - Information Technology CAL - Libra Administrative Center

18 Profile Management Rituals Libra Infrastructure Management Committee Focus on strategic planning coordination of Grupo Libra, definition of corporate policies and integrated people management. Composition: Executive President, financial, planning and IT executive officer, executive officer of organizational development, executive officer of Libra Participações and investments, general officers of units and officer of operational excellence and engineering. Business Unit Management Committees (ComGes) Libra Terminais Santos, Libra Terminaris Rio, Libra Logística and Libra Aeroportos They have, as main attributions, the follow-up of indicators, decisions related to performance of actions and follow-up and decision of strategic projects of business units. Composition: Executive President, financial, planning and IT executive officer, executive officer of organizational development, executive officer of Libra Participações and investments, general officers of units or commercial/ operations general managers of each unit. Reunião Commercial de Integração Integration Comercial Meeting (RIC) Acompanhar Follow the main os principais enablers for habilitadores para our goal nossa of retention meta de retenção and preference e preferência dos of customers clientes, por through meio consultative da venda consultiva selling and e impeccable atendimento assistance; impecável; Definir Define strategic o posicionamento positioning estratégico e and as commercial políticas comerciais; policies; Reunião Operational de Integração Integration Operacional Meeting (RIO) (RIO) Acompanhar Follow and define e definir an action um plano about deviations ação sobre of critical os desvios process dos indicators. indicadores dos processos críticos. Follow strategic projects including the Acompanhar ones related to os commercial projetos estratégicos, area (RIC). incluindo os que se relacionam à área Comercial (RIC). Direcionar Direct integrated os projetos projects; integrados; Avaliar Evaluate a commercial performance performance comercial das of business unidades units. de negócio.

Profile 19 Cultura Libra Management Libra de Gestão Culture A It is Cultura a set of Libra principles de Gestão which é o aims conjunto reconcile de princípios business que visa conciliar objectives os to objetivos corporate dos identity negócios and à ensure identidade consistency corporativa e of garantir Grupo Libra s a consistência presence da in presença several markets do Grupo where Libra it nos acts diversos and is composed mercados by que Grupo atua Libra s e é composta Vision and pela values, visão e besides valores the do mision Grupo, and além attributes da missão of each atributos business de cada unit. unidade de negócio. Libra Management System Sistema Libra de Gestão Excelence Planning and Capital Management Operational Management People Management Sustainability and Safety

20 Profile 1.4 Units GRI 2.2, 2.3 Cia. de Navegação da Amazônia (CNA) (Amazon Navigation Company) CNA Libra Logística Uberlândia Libra Logística Cubatão Libra Logística Valongo Libra Logística Intermodal Aerop. International Intern. Airport de Cabo of Cabo Frio Frio Libra Logística Campinas Libra Terminais Rio Libra Logística Rio Aerop. Angra dos de Angra Reis Airport dos Reis Libra Terminais Santos Libra Terminais Imbituba

Profile 21 Libra Terminais Mission Provide port operation services with excellence, reliability, informationrelated transparency and cost-related competitiveness. Promote a long-term relationship and planning culture to synchronize demands and investments, ensure continuous service rendering and achieve Good Growth. Libra Terminais is the largest unit of Grupo Libra. It offers services of cargo operation, movement and storage and is among the largest container operators in Brazil acting in the busiest ports in the country, such as Santos and Rio de Janeiro. Libra Terminais operates for the purpose of providing services with the concept of highest productivity (Port Stay) to its ship-owner customers and differentiated support services to its importing and exporting customers. Libra Terminais Santos Strategically located, Libra Terminais Santos operates one of the largest and most effective terminals of cargo movement and storage in the Port of Santos. The unit is also a world operator with productivity records of vessels and port area. Infrastructure 155,000 m² of total bonded area; +46,000 m² of external support area; Draft of 13.4m; Mooring dock extension of 1,085m with three berths; 1,200 plugs for refrigerated containers; Static capacity of 13,800 TEU; Exclusive warehouse for deconsolidated cargoes with storage capacity for 5,000 pallets; Segregation area for chemical cargoes. Libra Terminais Rio It has one of the largest bonded areas in the port of Rio de Janeiro. Besides storing containers and loose cargoes for import and export, the unit has a segregation area for hazardous cargoes and an exclusive area for products under surveillance of Anvisa. The operation provides drug storage services in a climate-controlled chamber and project cargoes. Infrastructure Area of 136,000 m², 100% bonded; Draft of 13m; Mooring dock extension of 545m with two berths; 270 plugs for refrigerated containers; Static capacity of 10,800 TEU; Temperature/Climate-controlled chamber containing 500 pallet positions; * Warehouse with 6,000m² for loose cargo storage; * Exclusive warehouse for flammable and chemical products containing 800 pallet positions. Libra Logística Mission Provide integrated, personalized, efficient and sustainable intermodal logistics solutions for foreign trade flows. Cultivate trustworthy relationships with customers and partners and become familiar with their business activities in order to develop solutions with logistics intelligence that result in Good Growth. Libra Logística is one of the largest logistic operators of foreign trade in the country and is composed of five operational units which contemplate CLIA, REDEX, road-rail terminals and Libra Logística Intermodal, responsible for the management of all logistic process steps of its customers. Its main differential is to offer effective and customized solutions of foreign trade through consultative selling, adding value to customers businesses. The unit works with indicators and performance which provides more visibility and enable a better management of companies supply chain. Aligning strategic assets and a team with a deep market knowledge, Libra Logística can propose effective solutions to optimize the total logistic cost of its customers.

22 Profile Libra Logística Campinas It is a CLIA (Logistics and Industrial Customs Center) with full facilities handling and storing bonded storage of foreign trade, strategic location and solutions for segments of high added value, such as pharmaceutical, chemical, electronics, food and consumption goods, and further has a Logistic Center next to it. The unit is strategically located 32km away from the Viracopos International Airport and lies 170 km away from the Port of Santos (SP). The unit also has a railway that directly interconnects the city of Campinas (SP) and both banks in the Port of Santos. CLIA Total area: 90,000 m²; Covered area: 28,000 m²; 25,000 pallet positions for bonded storage. Logistic Center Total area: 15,000 m²; Capacity for 3,700 pallet positions. Infrastructure Infrastructure and services addressed to cargoes under ANVISA consent; Customs services and special systems; Libra Logística Valongo Located in the entrance of the Port of Santos, Libra Logística Valongo is its most modern and complete multimodal terminal in Santos prepared to support all kinds of cargo, especially the project ones. Infrastructure Total area: 145,000 m²; Covered area: 6,000 m²; Yard: 115,000 m²; 144 plugs for refrigerated containers; 800m railway system. Libra Logística Cubatão Strategically located at the same distance from both banks of the Port of Santos, Libra Logística Cubatão is a large multimodal center which facilitates operations of general cargo export and is provided with complete infrastructure for project cargo. Infrastructure Total area: 75,000 m²; Covered area: 5,000 m²; Yard: 30,000 m²; 300 plugs for refrigerated containers. Libra Logística Uberlândia This CLIA is strategically located in the gateway of Brazilian cerrado (tropical savanna eco-region) to handle the foreign trade flow of the State of Minas Gerais, especially of the region of Triângulo Mineiro and in the Midwestern states of Brazil. Libra Logística Uberlândia is connected to a railroad branch that connects the facility directly to Libra Logística Campinas and Valongo. Infrastructure Total area: 52,000 m²; Covered area: 11,000 m²; Yard: 30,000 m²; Area forecast for expansion: 10,000 m². Libra Logística Rio Support terminal for foreign trade operations, it acts under REDEX system and Logistic Center and is a great facilitator of dry cargo export operations besides enabling services of handling and storage of project cargoes. It makes storage and consolidation of general cargo, pre-piling of containers and transport with system integration to Libra Terminais Rio besides enabling priority access to port terminal due to its strategic location close to the Port of Rio de Janeiro. Infrastructure Total area: 29,000 m²; Covered area: 5,000 m²; Yard: 15,000 m². Libra Logística Intermodal Always in search of quality and excellence, Libra Logística Intermodal is responsible for the management of all steps of customers supply chain. It works with performance indicators which provide more visibility to the chain. Differentials Management and optimization of customers total logistic cost; Performance indicators agreed with the customers (SLA); Total visibility of the chain through web platform; Safe cargo transportation through satellite tracking technologies; Travel management focused on using equipment and modals which ensure lower greenhouse gas emission.

Profile 23 Libra Aeroportos Mission Provide airport services for cargo and passengers with excellence and efficiency and offer integrated solutions to meet the needs of the oil & gas industry. Libra Aeroportos acts in the helicopter base operation to support oil & gas industry and assist passenger and cargo aircrafts. The International Airport of Cabo Frio is the first public airport with private management in the country licensed to operate national and international cargo and passenger fights. A logistic bonded complex with sea or air cargo storage, it has the fourth largest runway in Brazil and the second largest in Rio de Janeiro, with capacity to receive the largest cargo aircrafts in the country and to provide a high level of support services to passengers. Infrastructure Total bonded area of 80,000 m², being 18,000 m² covered with 24h security; Runway of 2,560m x 45m; Yard: 30,400 m²; Passenger terminal: up to 350,000 passengers/year; Fire Brigade level 9; Installations of IRS, Federal Police, ANVISA and Ministry of Agriculture. Grupo Libra Certifications Business Unit Libra Terminais Santos Libra Terminais Rio Libra Logística Campinas CNA Certification ISO 9001 (2008), ISO 14001 (2004), ISPS CODE, CARGOLOG OHSAS 18001 (2007) ISO 9001 (2008), ISO 14001 (2004), ISPS CODE, PONTA DO CAJU OHSAS 18001 (2007) ISO 9001 (2008), ISO 14001 (2004) ISO 9001 (2008), ISO 14001 (2004), OHSAS 18001 (2009)

24 Highlights LIBRA PARTICIPAÇÕES It is the unit of Grupo Libra responsible for the management of its investments which do not compose Libra Infrastructure. Companhia de Navegação da Amazônia (Amazon Navigation Company) - CNA CNA has contributed towards the development of the Amazon Region for 72 years. It is the leader in the segment of oil river transportation, its derivatives and biofuel and meets some exponents of the sector, such as Petrobrás, Petrobrás Distribuidora and Raízen. The company s river fleet has 41barges and 17pusher tugs. The unit transports approximately 1.3 million m3 (a fleet reduction in 2013 should have affected the volume carried) of liquid bulk cargo a year from its facilities located in Manaus (AM), Belém and Oriximiná (PA) and Porto Velho (RO). Olivares de Quepu In 2005, Grupo Libra joined the Chilean company Olivares de Quepu. Located in Talca, Chile, Olivares produces high-quality mono-varietal olive oil, having achieved international recognition, such as the Prestige Gold and the Gold awards, in the world s best extra virgin olive oil competition. In 2010, Grupo Libra already held 100% of the company upon the strategic integration of investment in the agribusiness to its business. The vertical integration of production chain, from seedlings to olive oil bottling, enables Olivares to obtain of exclusive products of worldwide recognition, and to bring Libra Group the proud of continuous learning and significant results already achieved. Companhia Providência Grupo Libra holds 9.8% shares at Companhia Providência, leading company in the manufacturing and sales of non-woven fabrics in Brazil, as well as disposable products for personal, hospital, and medical care. The company has global acting and significant presence in the Americas. In January 2014, Companhia Previdência released the celebration of an agreement of purchase and selling of shares between PGI Polímeros do Brasil S/A and Polymer Group Inc., considering Grupo Libra s shareholding control in this company. The closing of this operation is part of the strategy of focusing on Libra Infrastructure and will be made after checking and compliance with usual conditions precedent in similar operations, including the prior consent from competition defense authorities in Brazil and in the United States. Libra imobiliária With its activities started in 2011, Libra Imobiliária looks for good real estate investments opportunities for Grupo Libra, focused on assets related to its operations. The unit provides operational support to territorial growth of units of Libra Group and is responsible for the management of its real estate, besides assisting in its administration and maintenance.

Profile 25 Libra Holding Located in the city of São Paulo, Libra Holding responsible for coordinating the performance of all Grupo Libra and defining its strategic directives and policies. It is guided by Grupo Libra s Vision and Values, fostering people and business integration. To provide support to integrated management of units of Libra Terminais, Libra Logística and Libra Aeroportos, Libra Holding counts on the following crosscutting areas: Organizational Development (HR, Corporate Communication, Sustainability and Labor Safety) Finance, Planning and IT Operational Excellence and Engineering Legal Dept., Business Develoment and Institutional Relations CENTRO ADMINISTRATIVO LIBRA (LIBRA ADMINISTRATIVE CENTER) - CAL CAL has the mission of operating all Grupo Libra s financial and administrative processes, with the promotion and support of institution of Libra Management Culture. Therefore, it helps formalize controls, standardize systems and simplify processes. Through its two units, one in Santos (SP) and the other in Rio de Janeiro (RJ), the center provides services in transactional processes of different scopes, as legal, supply, accounting, tax, revenue and finance depts. GRI 2.10 RECOGNITIONS TO GRUPO LIBRA Grupo Libra is proud of all recognition received, as an award for its management always in search of excellence. 2013 Top of Mind Award by A Tribuna Newspaper. For the eighth consecutive year, Grupo Libra receives the recognition from the press of the City of Santos, where lies one of its largest operations. Magazine 2013 Guia Exame de Sustentabildade. Recognized as one of the 61 most sustainable companies in Brazil. Magazine Isto é Dinheiro 2013 Empresas do Bem Award. Grupo Libra awarded among the 50 Empresas do Bem (Best Companies) in the Community category, with the projects Libra Cidadania and Arte no Dique.

26 Profile 1.5 About the Report GR1 3.1,3.2,3.3,3.5,3.6,3.7,3.8,3.9,3.10,3.11,3.13,4.14,4.15,4.16,4.17 For the third consecutive year, Grupo Libra is publishing its Annual Sustainability Report based on Global Reporting Initiative (GRI) guidelines. This year, the document also presents Grupo Libra s management report, increasing its consistency to publication thanks to the inclusion of the company s social, environmental and economic performance. This report also approaches processes, progress and challenges of Grupo Libra in 2013 and the information comprises the main units of Libra Terminais, Libra Logística and Libra Aeroportos, with CNA being approached concerning its environmental performance. In 2012, following GRI methodology, for the first time the company published its materiality matrix, from an engagement process to identify opinions of its public of interest about matters related to sustainability. Four panels were elaborated (two in São Paulo and two in Rio de Janeiro) with representatives of its main public of interest: employees, academy, customers, suppliers, press and civil society. Grupo Libra s opinion was represented in this work

Profile 27 by the Executive Officer. The materiality questionnaire showed a total of none questions divided into three groups which represent the pillars of Grupo Libra s management system: 1 Planning and Capital Management; 2 Operational Management; 3 People Management. Each pillar had three questions aligned with the company s acting themes and each of them had three alternatives/ matters to be related by order of importance: being 1 most important and 3 less important. Then, altogether, opinions related to 27 different matters were analyzed. The results were validated and compared to opinions of Grupo Libra s management and, from that, we elaborated the materiality matrix. Based on such matrix, the themes of this report, as follows: Materiality matrix Have a strategy of approximation and relationship with the granting power Provide conduct code training to all the ones involved in the business Make management of impacts related to air gases emission Have shared management Invest in Technology and Innovation Have career plan and performance analysis Make management of social and economic impacts Invest in training, awareness and education of employees and third parties in health and safety Have internal processes which foster proximity with leadership Stakeholders Make a sectorial investment plan Invest to foster and develop local economy Make management of waste-related impacts Invest in equipment and improvement of work environment which assure health and safety Have internal channels of claims and complaints Have suitable benefits and remuneration Have compliance practices Have accountability and make account rendering Make customer s satisfaction survey and service level Have anti-corruption mechanisms Make management of biodiversity impacts Have actions focused on lost-time incident reduction Ensure freedom of Union matters and association Have investment policy by the granting power Have segregation and control of delegation and authorities defined Make standardization of systems and simplification of processes Make qualification for formation of young people from surrounding community related to operations for the first job Have retention plan and rotation control Grupo Libra Under analysis Low importance Medium importance High importance

28 Management

Management 29 2. Excelência Excellence no in Capital Planejamento Management e and Gestão Planning do Capital GRI 4.1,4.2,4.3,4.4,4.12,4.13,4.14,4.15,4.16,4.17,SO2,SO3,SO4,SO9 2.1 Ética Business transparência Transparency nos negócios and Ethics O Grupo Libra Libra continuously incorpora continuamente incorporates de as best melhores corporate práticas de governance governança practices. corporativa. In the Nos last últimos years, it anos, has implemented ele implementou mecanismos mechanisms para to ensure assegurar precise níveis levels precisos of delegations delegações and e authorities. alçadas. Em In 2013, there houve was uma a evolução significant significativa evolution in the nos control mecanismos mechanisms de controle, from the a development partir do desenvolvimento of a set of internal de tools um and conjunto improvement de ferramentas of taking internas decision e structures, do aprimoramento with das reinforcement estruturas of de the tomada corporate de decisão, responsibility com reforço principles. dos princípios da responsabilidade corporativa. The Internal Authority Regulation (RIA) was improved and O widely Regimento released Interno in the de units. Alçadas Structured (RIA) foi presentations aprimorado e were amplamente provided to divulgado certain groups nas unidades. of employees Foram in realizadas order to apresentações offer the correct estruturadas understanding a determinados of this control grupos mechanism; de colaboradores, a fim de proporcionar o correto entendimento The Legal Management desse mecanismo (Projeto de Legal) controle; project qualified the managers in the main labor themes, enabling O projeto better Gestão prepare Legal capacitou them hire os gestores employees nos and principais temas companies, trabalhistas, besides o reducing que permitiu possible prepará-los legal conflicts. melhor para 1,500 a labor contratação suits of de the colaboradores company were e empresas, analyzed to além understand minimizar the possíveis main claims conflitos related legais.foram to them and analisados then os 1.500 implement processos changes trabalhistas which reduce da companhia dispute situations. para compreender as principais reivindicações a eles relacionadas, e assim implementar mudanças que reduzam situações de litígio. Agir Acting com ethically Ética é is colocar to put into em prática practice os our nossos values valores in all actions em todas and as decisions, ações e be decisões, true ser in our verdadeiro relationships em and nossos be responsible relacionamentos for our choices. e responsável por nossas escolhas.

30 Management Libra Relationship Principles They are directives, guidelines and rules to guide decisions in businesses and rule relationships with all employees in any level, with the Board of Directors, suppliers, public agents, community and customers. They reflect who Grupo Libra is and what it believes to be correct and ethical in the daily life of its businesses. All employees are responsible for ensuring decisions only based on Grupo Libra s interest and never in personal gains, besides being attentive to conflict situations of interests, fraud and corruption. In the beginning of 2013, Grupo Libra s top management structured the Project of Public-Private Relationship Directives in phase of implementation. The program design sets forth the Business Anti-corruption Act (Law # 12.846/2013) and also inspired in the North American anticorruption legislation (Foreign Corrupt Practices Act FCPA). The project was structured with the support of PriceWaterhouseCoopers (PwC) and included initiatives such as the review and expansion of Libra Relationship Principles; progressive expansion of Ombudsman Service; creation of specific procedures to treat themes as donations, events and entertainments; elaboration of a communication plan; institution of specific and periodical training programs; and creation of monitoring mechanisms. Due to the importance of global actions to combat corruption and expand business ethics and transparency, in 2013 Grupo Libra: Adhered to the Business Pact for Integrity and Against Corruption of Ethos Institute, which aims to develop strategies to support signatory companies in the area of ethics and systems of compliance; Participated in the debate about this theme in the World Sustainability Forum of Lille, in France; Remained as a signatory and an active participant of Global Compact, with the vice coordinating office of Task Force on the Tenth Principle (Anticorruption); Also actively participated in the Leader Summit 2013 Architects of a Better World, event of the United Nations (UN) that treated of Sustainable Development Goals (SDGs) and the business contribution for the advance of development agenda after 2015, addressing to the compliance of the Millennium Development Goals (MDGs). Anticorruption Mechanisms In its commitment with ethics, Grupo Libra does not agree with corruption in any level. Then, the company keeps a system of internal ombudsman service to monitor deviations in Libra Relationship Principles. GRI SO4 measure taken described in the GRI index.

Management 31 2.2 Relação Relation com with o the poder Granting concedente Power GRI SO5 Como As a public concessionário service operator, de serviço Grupo público, Libra o is Grupo directly Libra related relaciona-se to several de spheres forma of direta com public diversas power. esferas The dialogue do poder in several público. levels O is fundamental diálogo em diversos for understanding níveis é fundamental and para resolution entendimento of demands e resolução related to das granting. demandas relacionadas à concessão. The area of Grupo Libra s Institutional A Relations área de is Relações responsible Institucionais for its interaction do Grupo and é representation responsável por before sua Executive, interação e Legislative representação perante and Judiciary os poderes branches Executivo, and defines Legislativo its e positioning Judiciário, e related define to seu strategic posicionamento regulatory no themes, que tange coordinating a temas and regulatórios supporting estratégicos, the acting coordenando of executives e of apoiando all Grupo a Libra s atuação operations. dos executivos de todas as operações do Grupo. Grupo Libra keeps proximity and direct O relationship Grupo Libra with mantém the National proximidade Agency e of Water relacionamento Transportation (Antaq), direto com Special a Agência Port Department Nacional de (SEP), Transportes National Aquaviários Land Transportation (Antaq), Secretaria Agency Especial (ANTT), Ministry dos Portos of Transportation, (SEP), Agência Civil Nacional de Aviation Transportes Department Terrestres (SAC), (ANTT), National Ministério Civil dos Aviation Transportes, Agency (ANAC), Secretaria ANVISA, de Aviação Companhia Civil (SAC), Docas, Agência besides Nacional other governmental de Aviação bodies. Civil (Anac), Anvisa, Companhia Docas, além de outros organismos governamentais.

32 Management 2.3 Financial Performance GRI EC1 2.8 Consolidated Net Revenue In 2013, Grupo Libra s net revenue reached BRL 1.1 billion, showing a 5% increase in comparison to 2012. There was an outstanding for Libra Logística which achieved 30% growth in relation to 2012, increasing its participation from 16% to 19% per cent in Grupo Libra s revenue. Libra Terminais showed a 4% growth in sales revenue, due to the growth in the import storage revenue partially balanced by the reduction in the port operation revenue arising from the highest competition in the Port of Santos, due to the entrance of new competitors. Libra Aeroportos reduced its participation in the revenue due to the revenue reduction of regular cargo storage, and Libra Participações, which consolidates the companies (CNA, Olivares de Quepu, Cia. Providência and Libra Imobiliária), had a reduction of 18% in the Revenue due to the change of ODQ consolidation criterion at Grupo Libra in 2013. CAGR 12% 881 1053 1106 (Million BRL) 2011 2012 2013

Management 33 Ebitda - Profits before interests, taxes, depreciation and amortization The operational generation of flow measured by EBITDA reached BRL 358 million, which represented 8% growth in relation to 012 and the margin EBITDA of the group reached 32.4%, a growth of 1.p.p. CAGR 14% 31.3% 31.5% 32.4% EBITDA margin EBITDA 276 332 358 (Million BRL) 2011* 2012** 2013 *Financial statements adjusted according to the Committee of Accounting Pronouncements (CPC) in convergence for IFRS and excluding non-recurrent effect. **The EBITDA amount in 2012 was updated from BRL 329MM to BRL332MM, due to the inclusion of the equity equivalence result in EBITDA. Financial Result In 2013, Grupo Libra s net financial result was related to net expenses in the amount of BRL 99 million, a result of financial expense effects and exchange rate variations that affected financing agreements. Financial revenue variation arises from flow reduction of Grupo Libra s companies, especially for its use as a source of resources for investments in the expansion of terminals in progress. The exchange rate devaluation of 15% of Brazilian currency (BRL) against American dollar (US$) in 2013 was the main reason to increase the amount estimated of net exchange rate variations a year, due to exposure of this currency in debts incurred by Libra Terminais. Financial Result (Million BRL) 2011 2012 2013 2013/2012 Financial Expenses -46-94 -98-4% Financial Revenues 31 105 59-44% Net Financial Expenses -15 11-39 -451% Net Exchange Rate Variations -39-38 -60-59% Net Financial Result -54-27 -99-266%

34 Management Net profit The net profit in 2013 had a reduction of BRL 29 million in relation to 2012, reaching BRL149 million. The main impacts are related to the increase of net financial expenses arising from the lowest financial revenue in 2013 and from the increase of exchange rate variation, in the debt stock valuation in dollar and reduction of financial revenue which was minimized by the highest operational cash generation (EBITDA) shown in relation to 2012. CAGR 11% 121 177 149 (Million BRL) 2011 2012 2013

Management 35 Indebtedness Grupo Libra s gross debt on December 31, 2013 came to BRL 909 million, in comparison to BRL 671 million in 2012. Short-term debts in 2013 accounted for 14% of the total gross debt, which represents an increase of 5 percentage points (BRL47 million) in comparison to the short term indebtedness in 2012, arising from the contract mature date of financing made in previous years. The extension of debt average term which changed from 5.29 years in 2012 for 5.45 years in 2013 should be highlighted. On the other hand, the net indebtedness position of Grupo Libra on December 31st of 2013 amounts to BRL 688 million. The estimated financial leverage of the company in 2013, measured by the relation net indebtedness/ebitda, is of 1.88x. The increase of indebtedness and the financial leverage level of Grupo Libra is related to the cycle of investments in business expansion projects highlighting the Expansion Plan of Libra Terminais Rio (PLTR), all financed by long-term credit lines. The main financial operations made in the fiscal year of 2013 were long-term financing through issuance of Export Credit Notes (NCE) in the total amount of BRL 170 million, with a term of final due date of 7 years and direct financing with the National Bank for Social and Economic Development (BNDES/ Finem) in the total amount of 120.8 million with final maturity of 9.5 years. Indebtedness (Million BRL) 1,9 1,1 1,1 Gross Debt Net Debt EBITDA/Net Debt 549 296 671 356 909 688 2011 2012 2013 Opening of Gross Indebtedness per Index Others 2.8% TJLP 13.6% Dollar 38.6% CDI 45.0%

36 Management 2.4 Investments Grupo Libra s main strategic guideline reflects the Good Growth concept, a business Vision that focuses on expanding activities together with promoting the growth of all those who have a relationship with the company. Forecast of more than BRL 2 billion investments by 2019 The Integration of the units under Libra Infraestrutura has also contributed for the consolidation of extensive investment plans involving all of the Grupo Libra s operations: expansion of the Santos (SP) and Rio de Janeiro (RJ) terminals, construction work to modernize Libra Logística s warehouses and improvements and expansions of the International Airport of Cabo Frio (RJ). This confirms the commitment to continue investing in the infrastructure of the country, where BRL 290 million have already been invested in 2013 and we will follow with investment plans in the amount of BRL2 billion in the next years. Investments (Million BRL) Realizado 2013 2014-2019 Libra Terminais Santos 28 610 Expansion Project - Libra Terminais Santos (PLTS*) 16 542 Other works/equipment 12 68 Libra Terminais Rio 183 335 Expansion Project - Libra Terminais Rio (PLTR) 151 274 Other works/equipment 32 61 Libra Logística 17 67 Libra Aeroportos 2 62 Information Technology (IT) Projects 33 172 Libra Imobiliária 27 New Businesses (projects) 754 Total 290 2000 * The PLTS will extend beyond 2019.

Management 37 Opening of Terminal 33 Libra Terminais Santos The investment of BRL16 million in the first step of Expansion Project Plan of Libra Terminais Santos (PLTS), made in Terminal 33, enabled a profitability increase, with storage area expansion. With continuous expansion investments of nearly BRL 610 million expected for the next years, including the purchase of 15 new electrified rubber tired gantry cranes (RTG), besides two new container cranes (PT) and scanner infrastructure, Libra Terminais Santos aims to reach the movement capacity of 1.7 million TEU. Expansion of Libra Terminais Rio Libra Terminais Rio Grupo Libra has already started the expansion of Libra Terminais Rio with an investment of nearly BRL 183 million in 2013. For the next years, there is a forecast of investments amounting to BRL 335 million. When the PLTR is completed, the terminal area will change from 136,000 to 190,000 m²; the mooring dock, from 545 to 715 meters; and its movement capacity will change from 315,000 to 550,000 TEU/year. Upon the expansion and modernization of industrial park of Libra Terminais Rio, the unit will have an increase of 65% of its annual capacity of container movement. The expansion works of retro-area and the mooring dock are 25% already completed. The warehouse area will double, changing from 6,000 to 12,000 m² by April 2014, also expanding the cargo exclusive area under ANVISA regulation (chemical cargoes and climate-controlled environments), all this with designs of installations and simulations of areas based on demand studies in order to provide more effectiveness to services provided. This expansion follows and makes the growth of new vessels feasible.

38 Management New bonded warehouse at Campinas Libra Logística The expansion plans of Libra Logística include acquisition of real estate and works of expansion of the current units with investment of nearly BRL 67 million. In order to support the growth forecast for the next years, Grupo Libra continuously invests in expansion projects, among them there is the completion of works of a new bonded warehouse of 10,000 m² at CLIA of Libra Logística Campinas. In 2013, BRL 17 million were invested in this new warehouse which meets the demand for having more space, reducing logistic bottlenecks and improving the service level for the customers of the region. Near Viracopos, the main cargo airport in the country, CLIA mainly receives cargoes of high added value and in 2013 operated 485,000 m³ cargoes. In addition, included in the investments made in 2013 is the pavement of the whole yard of Libra Logística Valongo, the multimodal terminal REDEX of Grupo Libra strategically located in the Port of Santos, that is under development. Expansion of commercial aircraft yards Libra Aeroportos Libra Aeroportos has important expansion plans for its installations, with a forecast investment of nearly BRL 62 million in the next years. An initiative of the greatest importance in the unit in 2013 was the beginning of the expansion of helicopter positions which will be 45, and the expansion of commercial aircraft yards in the International Airport of Cabo Frio to 60,000 m². Upon this expansion, it is possible to operate two large-sized cargo aircrafts at the same time. And by 2016, the forecast is to increase the yard to 105,000 m². The strategic location of the International Airport of Cabo Frio brings opportunities not in the passenger and cargo segments only, but it makes it an important support for several national and international companies related to activities of gas &oil exploration and production in the state basin of Santos (SP) and in the state basin of Campos (RJ), as a base for helicopters which serve offshore platforms.

Quem Management Somos 39 Information Technology (IT) Investment To reach its value proposal, Grupo Libra strongly invests in technology. This investment enables that one of the Libra Management Principles is put into practice, as management excellence is a fruit of ambitious IT projects and of top, modern and effective equipment employment. In 2013, Grupo Libra invested BRL 33 million in IT improvement with the new external Data Center and further intends additional investments of nearly BRL 172 million in the next years, with the implementation of Programa Equilibra, which sets forth the replacement of Business Management Integrated System (ERP) and Terminal Operation System (TOS) in its units. For that, two new systems of internationally accredited specialized companies were hired. The implementation project, started in the second semester of 2013, considers the review of all processes of business and support, a profile of access and control. The beginning of administrative system operation is forecast for the second semester of 2014, and of operation system, for the beginning of 2015. New World Class IT platform New Businesses In its mission of Good Growth, Grupo Libra constantly analyses expansion opportunities and acquisition of new businesses whether in port, airport or logistic assets in Brazil. The company forecast is to invest the amount of BRL 754 million in the next years in new projects and in its acting areas. Partnership with BNDES GRI EC4 Grupo Libra contracted BRL 188 million from BNDES the most important instrument of the government to finance, at long-term, investments in all sectors in a policy which contemplates all social, regional and environmental dimensions, being that BRL 121 million were already released in 2013 in order to carry out the main expansion projects of capacity of Libra Terminais and Libra Logística.

40 Management

Management 41 3. Excellence in Business Operation Management GRI, PR5 3.1 Operational Management Libra Terminais Libra Terminais is responsible for 9% containers embarked and disembarked in Brazil. In 2013, the demand for this kind of service grew nearly 6% in the country, with the movement of nearly 5.9 million containers. In line with the operational plan, the movement of containers dropped 10% in the unit and became around 552,000 units; however, the net revenue increased 4% and reached BRL 787 million. In 2013, Libra Terminais Santos reached new operation levels with consistency and regularity. There was a performance peak of 114mph (movements per hour) of vessel productivity 5% better than the record achieved in the previous year. The volume operated in the unit dropped 15% in relation to the previous year, a reduction 30% lower than the one forecast in the operational plan. At Libra Terminais Rio, the movement of containers increased 5% in relation to 2012, despite 1% movement reduction in the port. The year of 2013 had challenges in the operation with high rates of occupation, larger vessels and problems in the IT infrastructure. Even though, the average productivity in the year was 24% higher than the average in 2012. In the last quarter, it broke its historical record and became even to Libra Terminais Santos in the same period. Historical productivity record at Libra Terminais Rio

42 Management Terminal Productivity (movements per hour mph) 2012 2013 Variation %2013/2012 Units LT Santos LT Rio LT Santos LT Rio LT Santos LT Rio Last month (LTS Nov and LTR Dec) 52 44 62 57 18% 31% Average in the Year 50 39 53 48 6% 24% Peak/Record (vessel) 108 74 114 89 5% 20% Port Stay (LTS Nov and LTR Dec) 38 21 41 24 10% 17% In the beginning of 2014, Libra Terminais broke productivity records in Santos and in Rio de Janeiro, whose terminals respectively reached 177 and 92 movements per hour, besides keeping the best productivity of stay in port in their regions. The investments in new equipment, systems and infrastructure, added to review of processes and qualified people took to visible results obtained by Libra Terminais, with breaks of constant productivity records. It stimulates the team to overcome more and more with the creation of a virtuous circle which benefits customers. Libra Terminais breaks South American productivity record Net and Gross Revenue (Million BRL) 2011 2012 2013 % 2013/2012 Gross Revenue 731 843 886 5% Net Revenue 662 754 787 4% Cargo Handled (Thousand Containers) 2011 2012 2013 % 2013/2012 Libra Terminais Santos 498 470 401-15% Libra Terminais Rio 151 143 151 5% Libra Terminais 649 613 552-10% Libra Logística Through its infrastructure of storage, movement and transportation of import and export cargoes, Libra Logística consolidated its offer of integrated logistics by entering new commercial agreements along 2013. As an evidence of its successful business model is the increaseof representativeness of integrated logistics customers at Grupo Libra s portfolio: in 2012 they answered for 41% of total revenue but achieved 61% in 2013. In this same year, the net revenue of the unit grew 30% in relation to 2012 and reached BRL 215 million in function of the new operation of one of the main customers of cellulose and paper segment in the unit of Libra Logística Valongo, besides the improvement in the cargo mix of Libra Logística Campinas. 30% revenue growth

Management 43 And Libra Logística can further celebrate a better perception of its customers in the excellence of services, as it is evidenced in the result of satisfaction survey carried out. At Libra Logística Cubatão, there was a movement reduction in 2013 comparing to the previous year, as a result of its storage operational capacity. On the other hand Libra Logística Intermodal had an increase in its customers portfolio and, as a consequence, an increase in the number of travels made with the capture of new businesses through the integrated logistic concept. Libra Logística Uberlândia could consolidate its operational management with the increase of cargoes operated that doubled in 2013, comparing to the previous year. Logística as a part of the growth strategy of the unit of Libra Logística in Rio de Janeiro. The new bonded warehouse located at CLIA of Campinas is one more achievement of this unit which operated 485,000 m³ cargoes in 2013. Besides offering more option and agility to the customer of the region, whose import demand has exponentially increased, the new warehouse, with 10,000 m² area, 12,500 pallet positions and 20 docks, meets the requirements of the most modern sustainable buildings. An example of that is the use of prismatic tiles which enable to turn off 80% artificial light with30% economy of electric power or the thermal coverage isolation which inhibits the heat entrance in the warehouse, and the reuse of rainwater which feeds two cisterns and supplies the toilets. In addition, the disabled people s access to the installations is highlighted. In the end of 2013, the REDEX operation of Libra Terminais Rio was transferred to Libra Gross and Net Revenue (Million BRL) 2011 2012 2013 %2013/2012 Gross Revenue 139 192 249 30% Net Revenue 119 166 215 30% Cargo Handled (Thousand m³) 2011 2012 2013 % 2013/2012 Libra Logística Campinas 582 510 484-5% Libra Logística Cubatão 924 1284 866-33% Libra Logística Valongo 2009 2649 3017 14% Libra Logística Uberlândia 0 115 286 147 Libra Logística 3515 4558 4653 2% Travels Made Libra Logística Intermodal 2011 2012 2013 %2013/2012 19.080 26.312 59.138 125%

44 Management Libra Aeroportos The revenue reduction in 2013 is related to the drop in the regular cargo volume in the International Airport of Cabo Frio. However, there were some outstanding projects and initiatives in the operation of Libra Aeroportos, such as the increase in the sea and airport modal integration through the Port of Forno and the mapping and capture of special project cargoes of oil and gas. In addition, the unit opened a new weekly cargo route with Europe (Amsterdam Cabo Frio). With this unit, which brings gains of logistic and collection effectiveness, the Airport of Viracopos, in São Paulo, is no longer the single option of the importer from Rio de Janeiro to receive cargoes from Europe. Another reason to celebrate in this same year was the publication of Public Utility Decree for the purposes of expropriating areas addressed to Condomínio Logístico (Conlog). A project to be developed by the Government of the State of Rio de Janeiro in an area adjacent to the International Airport of Cabo Frio that has an active participation of Libra Aeroportos and Libra Logística in order to offer complete solutions of integrated logistics.m 2012, o Grupo Libra assumiu quatro compromissos Gross and Net Revenue (Million BRL) 2011* 2012 2013 % 2013/2012 Gross Revenue 10 50 46-8% Net Revenue 9 46 39-15% *Consolidation as of October 2011 Passengers Embarked/Disembarked (Thousand) 2011 2012 2013 % 2013/2012 International Airport of Cabo Frio 140 217 214-1%

Management 45 Customer Satisfaction and Service Level Surveys A great initiative of Libra Logística in 2013 was the expansion of Libra Hub, an exclusive platform developed by the unit which enables all members of the logistic chain to access information in real time, with total visibility of operational flows and cargo movement. In addition, the unit closed the year with a new model of customer s service which monitors all steps of its flow, involves trained employees, well defined processes and systems of control and follow-up, in order to offer a differentiated service to customers. Another way of Grupo Libra to listen to its customers is to carry out an annual satisfaction survey to evaluate its perception about the company and the services provided. In 2013, the results showed an important satisfaction growth of ship owners, whether in relation to Libra Terminais Santos or Libra Terminais Rio, that achieved a respective growth of 30 and 14 percentage points, being among the best in their regions. However the satisfaction of Importers and Exporters respectively dropped 3 and 8 points the main elements to be improved are in Rio de Janeiro, with 53% dissatisfied public, showing operational problems faced along the year. Several actions were implemented in 2013 with significant evolution in the last months of the year. Libra Logística shows an excellent result in its customers satisfaction. The general index of satisfaction has been 79% since 2011, even with the unit growth. What customers of Libra Terminais and Libra Logística showed in common as a point of attention was the billing process. On the other hand, at Libra Aeroportos, the main aspects to be observed are related to process improvement and goods clearance. The results obtained by the annual customer s satisfaction survey of Grupo Libra will be used a subsidy for the development of an action plan adjusted to the relationship strategies of each unit. As a part of this action plan, in 2013 Grupo Libra consolidated the Customer s Assistance (SAC) of Libra Terminais that supports, through the line 0300-11LIBRA (54272), customers from the terminals of Santos and Rio de Janeiro.

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Management 47 Sustainability Commitments In 2012, Grupo Libra undertook four commitments which guide its main actions and investments: a) reduction of greenhouse gas emissions (especially diesel consumption); b) suitable waste reduction, treatment and disposal; c) training of youngsters from the community surrounding the operations for their first job; d) labor safety improvement and sustainability qualification of employees. LIBRA INNOVATION AND SUSTAINABILITY AWARD The award created 6 years ago recognizes projects and ideas which can contribute for spreading culture and sustainability and to make the innovation a daily practice. The category projects awards implemented practices with proven results. The category idea provides competition of conceptions which can add new elements or a significant change in any process or way of management. The award focuses on projects and ideas related to the four sustainability commitments. In 2013, Libra Innovation and Sustainability Award had 168 applicants -110 ideas and 58 projects, and had four great winners.

48 Management 3.2 Environmental Risk Management GRI EN3, EN4, EN5, EN6, EN7, EN8, EN12, EN16, EN17, EN18, EN20, EN22, EN26, EN28, EN29,EN30 Impact Generation Related to Greenhouse Gas Emission Grupo Libra manages its consumption of fossil fuel consumption and established public goals of emission reduction. Since its base year inventory developed in 2010, the company has systemically reduced its direct emissions (Scope 1) with investments in new technologies, especially in terminals, and a closer management in relation to runaway emissions of cooling gases. The profile of Grupo Libra s direct emissions is marked by diesel oil consumption in movable equipment, of cargo and container movement. The port operations also make use of large electric power equipment. Furthermore, in relation to direct emissions, in 2013 Libra Logística Campinas and CNA were highlighted with expressive reductions in their emissions. Libra Logística Campinas changed its refrigerating gas to another of lower impact in the ozone layer, and then Grupo Libra advances to the mandatory elimination set forth by the Montreal Protocol for 2040. On the other hand, CNA showed a 27% reduction of its total emissions, a result which is mainly explained by the best programming, which optimizes logistics and enables transportation in convoys with higher volumes carried per travel. This also explains why Grupo Libra remained below its goal of diesel consumption and greenhouse gas emissions for 2013. Indirect emissions for power consumption (Scope2) of Grupo Libra suffer with the increase of carbon percentage present in the Brazilian energy matrix due to a higher use of thermoelectric plants. The company decided to provide more transparency to third party emissions in its establishments with the report of its indirect emissions by other sources (Scope 3) in order to stimulate its value chain (customers, suppliers and third parties) instead of provide visibility to impacts of its operations. These impacts are mainly related to supplies made by third parties in airline company aircrafts which use the International Airport of Cabo Frio. Emission per scope between years 2010 and 2013 (tco2e) -18% Direct Emission Reduction for 4 Years 44.519 42.529 40.159 36.762 161% 39.602 67% 15.162 13.536 23.416 2010 2011 2012 2013 1.662 809 2.105 2.777 Direct Emissions (Scope 1) Indirect Emissions Electricity (Scope 2) Indirect Emissions Others (Scope 3)

Management 49 Emission per Category - Grupo Libra - 2013 (tco2e) 44,209.71 92.66% 96.17% 98.44% 99.36% 99.89% 99.97% 100% 85.30% 23,296.74 55.86% 5,828.55 2,776.95 1,791.65 731.45 421.59 62.08 21.89 Movable combustion Other emissions of scope 3 Stationary combustion Electric power acquisition Fugitive Business trips Waste generated in operations Employees Movement (homework) Waste Direct emissions against goal Real 2012 Real 2013 %2013/2012 Goal 2013 %2013/Goal13 Diesel Oil Consumption (l/m³) GEE Emissions (kgco2e/m³) 0.31 0.30-3% 0.39-23% 0.82 0.81-1% 1.06-24% Grupo Libra follows with its commitment to reduce greenhouse gas emissions in operations. These public commitments were inserted on the Global Union website releasing the reduction goal of 50% of these gases at LT Santos and 40% at LT Rio by 2017 in port equipment. This confirms the next large-sized port equipment will come ready for use of a cleaner power source, electricity. GGE Goal of reducing by 2017 LT Santos: 50% and LT Rio: 40%

50 Management Waste Management In 2013, Grupo Libra made an inventory of waste generated in its units. It is one more tool in order the company can properly manage its waste generation, mitigate environmental risks and implement processes and treatment standard procedures, reduction and correct waste disposal. Upon the inventory implementation, the information started to be measured in a manner different than the one that was applied. For this reason, data from 2013 are not comparable to the previous ones due to the detailing added to the report. However, it is possible to highlight 36% reduction in disposal of hazardous waste for incineration, 43% in waste sent for co-processing, and 13% in waste sent for recycling. It was recorded an increase of hazardous waste sent for reuse and recovery in relation to the previous year. However, altogether, there was a 9% reduction in hazardous waste generated by operations of the Group in 2013, in relation to 2012. And further concerning hazardous waste (class 1), Grupo Libra remained 19% below its goal for 2013, a performance leveraged by units of Libra Aeroportos, Libra Logística Valongo and CAN, as this last one did not have any cleaning of crude oil ferry boat this year, reducing hazardous waste production. Hazardous waste, por type and method of disposal (t) - 2013 Incineration Co-processing Reuse Recovery Recycling Contaminated cloth 2 Libra Terminais Santos Re-refining of used oil 34 Mix of contaminated solid waste 10 Libra Terminais Rio Lubricant Mix of contaminated of oily residues 9 10 Libra Logística Cubatão Libra Logística Campinas Libra Logística Valongo Mix of hazardous waste (oil, paint, grease, contaminated rags, blankets, filters) Mix of hazardous waste (oil, paint, grease, contaminated rags, blankets, filters) Mix of hazardous waste (oil, paint, grease, contaminated rags, blankets, filters) 12 4 4 Cia. de Navegação da Amazônia (CNA) Rags, sponges, individual protection equipment, blankets and filters 9 Burnt lubricant oil 7 Oily water 21 Total Grupo Libra 121 9 29 18 31 34

Management 51 On the other hand, in relation to non-hazardous waste, in 2013 Grupo Libra recorded a reduction of nearly 50% of the volume sent for sanitary landfill, and a waste disposal increase for reuse, recovery and recycling, due to expansion works. Non-hazardous waste, por type and method of disposal (t) - 2013 Sanitary landfill Reuse Recovery Recycling Wood, paper, plastic and metal 1,191 Libra Terminais Santos Non-recyclable waste 289 Civil construction 31,225 Composting 190 Food debris 616 483 Wood and tires Libra Terminais RIo Plastic, metal and cardboard Works debris 3,222 Sweeping and packaging contaminated with organic pollutants Libra Logística Cubatão Paper, plastic, metal and wood 87 Non-recyclable waste 39 Libra Logística Campinas Paper, plastic and metal 220 Wood 6 Libra Logística Valongo Paper, plastic, metal and wood 199 143 Pallet recovered Cia. de Navegação da Amazônia (CNA) Total Grupo Libra Paper, plastic and metal 43 37,953 328 812 199 36,614 Recyclable and hazardous waste against goal Real 2012 Real 2013 % 2013/2012 Goal 2013 % 2013/Goal 13 Recyclable Waste (%) 55 62 13% 52 19% Hazardous Waste (g/m 3 ) 2,3 2,1-9% 2,6-19%

52 Management Energy Management Grupo Libra uses direct energy in the operation of mooring dock cranes, yard lighting, container refrigeration and in administration buildings. In 2013, a reduction in this consumption was achieved from implementation of a new policy in cargo transportation. With the establishment of a minimum number of ferry boats carried by each towboat, CNA could reduce its diesel consumption. Direct energy consumed by primary source of energy (GJ) 2011 2012 2013 Cia. de Navegação da Amazônia (CNA) 328,329 287,330 219,739 Libra Terminais Rio 41,180 40,113 44,898 Libra Terminais Santos 116,535 113,634 109,510 Non-reneweable Libra Aeroportos* 873,13 6,090 Libra Logística Campinas * 1,913 1,595 1,407 Libra Logística Valongo 6,641 22,113 36,021 Libra Logística Cubatão 7,561 4,019 4,859 Libra Terminais Rio (etanol) 72 183 168 Renewable Libra Aeroportos 27 Libra Terminais Santos (etanol) 785 706 872 Total Grupo Libra 503,016 469,693 417,902 * The amounts published in the previous report of Libra Logística Campinas and Libra Aeroportos had some changes due to adjustments in the conversion of data of units.

Management 53 The reduction of direct energy consumption was evidenced especially in Cubatão for the reason of closing the refrigerated container sector in November 2012. Indirect energy consumed by primary source of energy (GJ) 2011 2012 2013 Cia. de Navegação da Amazônia (CNA) 909 1001 982 Libra Terminais Rio 20,655 19,904 24,030 Libra Terminais Santos 61,500 51,834 47,155 Libra Aeroportos 3,150 3,853 Libra Logística Campinas 3,831 5,588 5,290 Libra Logística Valongo 1,281 2,655 9,150 Libra Logística Cubatão 29,268 24,157 6,894 Total Grupo Libra 117,444 108,289 97,354

54 Management Water management In 2013, the water consumption increased significantly at Libra Terminal Santos due to the need of wetting the terminal yards to avoid the dust re-suspension, which affects employee s health. Another great water consumption was at Libra Logística Campinas related to construction works of another warehouse during the year. Water consumed (m 3 ) 2011 2012 2013 Cia. de Navegação da Amazônia (CNA) - well 287 256 297 CNA - municipal supply - - 172 Libra Terminais Rio 23,856 23,613 25,534 Libra Terminais Santos 16,745 16,273 23,846 Libra Aeroportos 10,646 10,974 Libra Logística Campinas 3,831 7,443 13,370 Libra Logística Valongo 1,281 5,174 5,395 Libra Logística Cubatão 12,643 15,031 5,685 Total Grupo LIbra 58,643 78,436 85,264 Spill management GRI EN23 There was a reduction in the number of spill occurrences in 2013 comparing to the previous year, although there has been an increase in the volume spilt in the same period. At Grupo Libra operation, accidents related to hose rupture, drum tumbling and other small spill-related incidents. The company keeps attentive and implements management procedures related to all these occurrences in order to monitor them and to act in order they do not repeat. In 2014, these occurrences start being treated as environmental accidents, according to the same procedure used for labor accidents in the investigation of root causes and action plans to avoid their repetition. Significant spills # of occurrences Volume spilt (liters) 2011 2012 2013 2011 2012 2013 Libra Terminais 72 55 18 3,761 2,484 3,273 Libra Logística 20 20 13 556 824 1,320 Cia. de Navegação da Amazônia (CNA) 3 1 1 102 5 10 Total Grupo Libra 95 76 32 4,419 3,313 4,603

Management 55 Significant fines GRI EN28 In 2013, there was the payment in the amount of BRL 575,5,000 fixed through a court order due to a fine occurred in 1989 in Santos. Investments and expenses in environmental protection in 2013 (thousand BRL) GRI EN30 Waste disposal and treatment (*) R$ 1.367 Treatment and emissions (ex.: agent, filter expenses) R$ 121 Costs related to operation, maintenance and equipment depreciation R$ 8 Total cleaning costs, including expenses related to spill remediation R$ 25 Subtotal costs related to waste disposal, mitigation and emission treatment R$ 1.521 Personnel used in education, training and general activities in environmental management R$ 88 External services, environmental management, research and development R$ 616 External certification of management systems R$ 47 Investments to install cleaner technologies including effluent maintenance and equipment R$ 18 Environmental prevention R$ 380 Other costs of environmental management R$ 221 Subtotal costs related to environmental management, protection and prevention R$ 1.370 Total environmental investments R$ 2.891 (*) Note: LTRio had an increase of waste expenses due to works and LTSantos started reporting waste disposal investments in 2013.

56 Management 1.3 million in social investments 3.3 Management of Social and Economic Impacts GRI SO1, EC8, EC9, SO9, SO10 Neighboring Communities Grupo Libra knows it needs to be careful about impacts of its action on the society, as it works with complex operations of geographically wide-ranging that requires attention and involvement of local population. Then, in 2013 several programs were carried out with the community organized according to two main investment lines: training of low-income youngsters for their first job and support to institutions which mobilize the society for the local development. The total investment was of BRL 1.3 million through a transfer of funds or cost direct payment, highlighting the projects Libra Cidadania and Rio Como Vamos. Below is a chart showing the distribution of this investment in social activity areas: Libra Cidadania (Libra Citizenship) Since 2012, Libra Cidadania project has been focused on training and developing youngsters from low-income families in the surrounding area of Grupo Libra to help them obtain their first job. It was created from a partnership between Libra Terminais Santos and the Catholic University of Santos (UniSantos). In 2013, the project was expanded to units of Grupo Libra in Campinas, Cabo Frio and Rio de Janeiro, respectively in partnership with Universidade Salesianos (Salesianos University), Universidade da Região dos Lagos (Região dos Lagos University) and SENAI (National Service of Industrial Learning), Company volunteers have also been contributing for technical lectures and social development. The program supports youngsters between 18 and 24 years old, with professional training free of charge as logistic operation assistant, besides transportation vouchers, food allowance, uniform and teaching material. In its second year of operation, six classes were organized with three-month duration. The initiative does not qualify professional youngsters only but also contributes for the formation of good citizens, as the syllabus is based on the sustainability concept which permeates all business development of Grupo Libra. By the end of 2013, 237 youngsters were contemplated by Libra Cidadania project and 57 of them were absorbed by Grupo Libra itself. At the end, 80 youngsters were absorbed by the market with a total employment rate of 64%. Rio Como Vamos Movement Grupo Libra is one of the sponsors of the Rio Como Vamos movement, whose main objective was to influence public policies through the management of indicators for the city of Rio de Janeiro: health, transport, education, public security, poverty and social inequality, environment, leisure and sports, basic sanitation, digital inclusion, work, employment, income and budget. Social Investments 20% 12% 18% 50% Education for the 1 st job and citizenship Surrounding development - Art and Culture Society Mobilization for local development Other supported projects

Management 57 Caju Community GRI EC8 In 2013 Grupo Libra invested BRL284,000 in social programs in the Caju community which surrounds Libra Terminais Rio, by supporting programs, such as Elderly Gym and Digital Inclusion. For the purpose of minimizing impacts caused by expansion works of LibraTerminais Rio, Grupo Libra created an Ombudsman service in order the community can share, clear up and discuss its opinions related to the works. The channel was implemented by Concremat, a partner consulting of Grupo Libra to monitor indicators of sustainability and safety of expansion works, however under Grupo Libra s responsibility. It was also created a journal for the community focused on the evolution of the works. Actions related to traffic improvement in Caju community surrounding the unit have been implemented, among them the waste removal by ferry boats. In 2013, interventions and concrete actions were also carried out in partnership with the Traffic Engineering Company of Rio de Janeiro (CET-Rio) and private companies of the sector in the port area. The measures have a positive impact on the community with the reduction of noise emission and traffic jams. Besides enabling more productivity and better support to the customers, the modernization of Libra Terminais Rio s installations will reduce vehicle circulation at night. Akatu Institute Grupo Libra is affiliated to Akatu Institute, whose partnership sets forth lectures and use of supporting material developed by the Institute in all units of Grupo Libra, especially to treat themes related to the conscious consumption of employees and awareness during the environment week. Arte no Dique Institute For ten years, Grupo Libra has been a partner of Arte no Dique Institute, a non-government organization which acts in the community of Dique da Vila Gilda, an area of social vulnerability in the City of Santos. In 2013, Grupo Libra opened Espaço Grupo Libra in the institute installations. The initiative is a way of celebrating this decade of partnership with an institution which has already contributed for the social transformation of millions of children and youngsters offering them culture, art and entertainment.

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Management 59 4. Excelence in People Management GRI LA1,LA2, LA3,LA4,LA6,LA7,LA8,LA9,PR1 4.1 Workplace Health and Safety The number of work-related accident leaves was a critical point for Grupo Libra in 2011. Then, the theme started to have more presence in management rituals and in the agenda of all leadership. Grupo Libra also instituted standardized corporate guidelines for its operations with the due qualifications to employees. Upon the implementation of a series of actions focused on the reductions of work-related accident leaves, in 2013 Grupo Libra celebrated a 72% reduction in work-related accident leaves. In 2013, Libra Logística and CNA registered only one work-related accident leave, however the highlight was for Libra Aeroportos, which could zero the number of work-related accident leaves in the year. On the other hand, LTRio reduced 50% work-related accident leaves, i.e., from 26 to 13, but the unit surpassed this goal and reduced the number of work-related accident leaves to five. Reduction of work-related accident leaves comparing to the previous year Some programs and actions were implemented: - Safety walks with leaderships of units to identify and deal with conditions and risk behavior; - Qualification of leaders and employees in a new Procedure of Communication, Investigation and Analysis of Accidents; - Safety Day, with the simultaneous mobilization of all its units with strong high leadership involvement. Grupo Libra established a great challenge to the whole organization: zero work-related accident leaves in all its units by 2018. Grupo Libra counted on the work of 14 multifunctional committees to treat specific themes related to health and safety.

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Management 61 Distributed among all its units, they counted on the participation of 585 employees from several functions and hierarchical levels, equal to 17% of its 3,372 employees. It is also important to stand out that a fatality occurred with a third party service provider on a public road near Gate 18 of LibraTerminais Santos made Grupo Libra carry out improvement works to ensure safety of workers and local population. Occupacional diseases, injuries and lost working days 2012 2013 Total Men Women Total Men Women Injury rate 1.6 1.6 9.3 0.4 0.5 0 # of Injuries 48 43 5 14 14 0 Occupational disease rate # of occupational diseases Rate of working days lost 0 0 0 0 0 0 0 0 0 0 0 0 43.5 49.8 7.8 4.3 5.1 0 # of working days lost 1.340 1.304 36 134 134 0 Absenteeism rate Terminals 2012 2013 Libra Terminais 2.0% 2.2% Libra Logística 1.8% 1.7% Libra Aeroportos 2.2% 2.1% CNA 1.0% 1.0% Corporate 1.0% 1.9% Libra Administration Center (CAL) 1.6% 1.4% Information Technology (IT) 1.2% Grupo Libra 1.9% 2.0%

62 Management 4.2 People Development GRI LA1, LA2, LA10, LA11, LA12, LA13, HR5,EC5,S08 The HR area of Grupo Libra has the mission to search for excellence in people management to attract, develop and hold leaders and teams of high performance that strengthen Libra Management Culture; provide a motivating and health work environment where everybody is proud of the activities he performs for belonging to Grupo Libra and, especially, for the value that our organization brings to the society; create development opportunities to people in order to offer professional and personal accomplishment. Employees per gender and functional category 2012 2013 Functional category Male Female Total Male Female Total Officers/managers 65 10 75 68 12 80 Coordination/supervision 123 62 185 130 69 199 Administrative 219 261 480 254 292 546 Operational 2,373 156 2,529 2,366 181 2,547 Total Grupo Libra 2,780 489 3,269 2,818 554 3,372 Employees per gender and age group* Age group Male Female Total 16 to 24 years old 300 94 394 24 to 35 years old 1,169 304 1,473 36 to 45 years old 754 117 871 46 to 59 years old 518 38 556 Over 60 years old 77 1 78 Total Grupo Libra 2,818 554 3,372 * In 2012 there was no gender information available.

Management 63 Turnover In 2013, there was an increase of 4.8 percentage points in the turnover rate of Grupo Libra that only considers vacancies with replacement in relation to the previous year. Employees turnover rate 2011 2012 2013 18% 14% 18.8% 33% By initiative 67% Dismissed At Libra Terminais Santos, the highest percentage of resignations was by the employee s initiative, what is explained by the increased local competition. At Libra Logística, a great percentage of dismissals of employees working less time in the company was detected, what can suggest failures in the selection process. In general, hiring and dismissal/resignation reached mostly employees in the age group from 25 to 35 years old. Therefore, one of the strategic themes and a challenge of Grupo Libra to be worked in 2014 is exactly the employees turnover reduction. For that, the company instituted a work group in charge of deepen the diagnosis about it, enabling to improve in the understanding of reasons which make employees leave Grupo Libra and they will be base for action plans.

64 Management 93% of the employees with 24 hours/year of training Development and Training The year of 2013 was marked by important evolutions in the training area of Grupo Libra. Upon the accomplishment of 365,751 training hours, 93% employees achieved the goal of 24 training hours a year. The programs approached key themes for Grupo Libra, such as operational excellence, people management, commercial development, culture and businesses, besides specific matters focused on development of technical and behavioral competences. A great initiative of Grupo Libra was the beginning of development of Academia Libra s project, whose launching is expected for April 2014. Academia Libra was created for the mission of providing learning environments and contents (physical and virtual) for qualification and continuous development of employees in critical competences for Grupo Libra s businesses, besides promoting management of organizational knowledge and fostering continuous learning in order to motivate an engagement and collaborative environment. To put the project into practice, in 2013 there was the acquisition of an online tool, which as of 2014, will systemically manage Grupo Libra s trainings. For the managers, it will be possible to make a centralized management of trainings in several locations; follow performance indicators; reduce the time spent with information management; check information always updated; conduct financial analyses in several levels; optimize the use of material resources; and follow processes and bottlenecks. For the employees, the tool will make information about trainings such as grade and history of trainings or certificates easily accessible. Investment of BRL 4.9 million in training Grupo Libra takes care of trainings of its employees in all levels. The HR area drafts a matrix of trainings for critical operational functions that determines the suitable planning for the development of competences necessary to each employee, according to the budget and the number of training hours defined. According to the needs pointed out by the managers, the company develops an Annual Training Program. In 2013, Grupo Libra invested BRL 4.9 million in training and development, including scholarships of Libra Educa, leadership development programs, operational, technical updates, behavioral and operational trainings. For Grupo Libra s executives, the development program sets forth the support to extension, graduate courses and MBAs, besides coaching, corporate trainings and technical updates. Training hours provided per functional category 2013 Functional category Training hours Training hour average per employee # of Employees - Men # of Employees - Women Executives 4,176 52 68 12 Supervisors and Coordinators 24,017 121 130 69 Administrative 51,527 94 254 292 Operational 286,031 112 2,366 181 Total 365,751 2,818 554

Management 65 Libra Educa The Libra Educa program offers employees the opportunity to continue academic education by funding part of the undergraduate, graduate and technical courses. In 2012, 205 employees signed up for the program; 72 were selected to join the program. In 2013, 136 employees were contemplated with these scholarships. Libra Educa (# of scholarships) 89% Competence Evaluation Every year Grupo Libra conducts an evaluation process of performance which covers employees of all levels. The process is based on competences and the employees receive an individual and a face-to-face feedback. The executives (officers and managers) are evaluated by their manager, team, peers and internal customers. In the end, leaders draft their own Individual Development Plan which guides their professional development and qualification. 46% vacancies of Grupo Libra were filled by internal recruitment 72 136 2012 2013 Trainee and Intern Programs The Trainee and Intern Program is an initiative focused on integration of youngsters from all over Brazil, newly-graduated in several knowledge areas, to Grupo Libra. In 2012, 14 trainee vacancies were open, a program available every two years, with more than 8,500 people enrolled in the selection process. In 2013, Grupo Libra had nearly 60 interns. Novos Caminhos (New Paths) Program On the other hand, the Novos Caminhos Program is a way of valuing professionals who are part of the company, giving priority to internal recruitment to fill vacancies. Through it, employees from all Grupo Libra can apply for vacancies in any of the operational units, provided that they meet the requirements of each of them published on the bulletin board. In 2013, 46% vacancies of Grupo Libra were filled by internal recruitment. Remuneration Policy Grupo Libra has practices of remuneration and benefits which are periodically reviewed and follow the market trends with a standardized structure in each business unit, based on salary tables which make up the Career and Salary Plans (PCS). There is also a Profit Sharing Program (PPR) for most of employees. On the other hand, for executives (managers and officers) there is a variable remuneration based short-term of Grupo Libra, of business units and each individual. The officers also have a long-term incentive program (ILP). The benefit package provided contemplates all employees, without distinction, and includes transportation voucher, food allowance, life insurance and health plan. Internal recruitment (% vacancies advertised and filled) 2012 2013 31% 46%

66 Management 4.3 Dialogue and Communication GRI HR4,4.4, 4.14, 4.15, 4.16, 4.17 Encontro com o Presidente (Meeting with the President) Program Grupo Libra knows how important is to keep a clear and effective communication and provides several initiatives related. In the Encontro com o Presidente Program, the executive president, Marcelo Araujo, opens a space to close proximity between leaderships and teams when talking about pertinent themes to the employee. Besides sharing experience and perceptions, the initiative enables to align expectations and broaden understanding about Libra Management Culture. In 2013, seven meetings were held in all Grupo Libra s business units. Encontro Marcado (Scheduled Meeting) The Encontro Marcado program encourages constant dialogue among employees in order to promote a healthy and motivating work environment. Every six months, managers meet with their subordinates to share information on the company and discuss some of the main demands of the employees in their area. Comunicação de Resultados Operacionais (CRO - Communication of Operating Results) Another program focused on dialogue is the Comunicação de Resultados Operacionais (CRO -Communication of Operating Results), that is a quarterly meeting of leaders with different work shifts in each operating unit, in which they disclose results, and discuss safety, HR issues and answer questions from employees. and transparency. Managed by Deloitte Assessoria, an independent consulting, the channel receives identified secret and anonymous reports, ensuring their total confidentiality. Most of the support is provided by telephone, but it is also available by email, intranet and post office box. Through the Ombudsman service, it is possible to make compliments, suggestions, complaints and accusations related to Libra Relationship Principles. Nowadays, the channel supports resident third parties and employees. In 2014 this channel was already expanded for external suppliers. In 2013, 360 reports, a 62% growth in relation to the previous year, with an average of 30 a month. The main themes approached in the reports in 2013 included the HR area (positions and salaries, benefits and Novos Caminhos program), managers conduct and building management (building maintenance and internal transportation). There were also reports concerning uniform suitability due to the excessive heat in some units and, as a result, a work group was created with members of different areas of the units to propose new models of uniforms in 2014. As a part of the action plan for the claims received, 48% had corrections and immediate actions, 24% were compliments and suggestions, 28% had communication actions and clearing up to the claimants. Ombudsman Service 2013 (# of reports per area) 4% 4% 3% 3% In 2013, there were also discussion groups between operational and administrative employees and the Communication area in order to understand the perception of this public about internal channels. The initiative resulted in the creation of a journal developed by Libra Terminais Santos, Libra Terminais Rio, Libra Logística, Libra Aeroportos and CAL an important communication channel with the operational employees. Internal Claim and Complaint Channels - Ombudsman Service Grupo Libra keeps a reliable and accessible Ombudsman service based on ethics 9% 6% 12% 24% HR- related Issues Inappropriate management conduct Operation problems Inappropriate employees conduct 35% Asset management Communication CAL Finance and IT Sustainability and Safety

Management 67 Union Relations The relationship between Grupo Libra and Unions is based on constant dialogue and transparency. Grupo Libra believes that negotiation is a fundamental right at work, which is essential for the exercise of social dialogue democracy and, therefore, promotes the creation of the employee commission to discuss issues that interest the group and widely divulges updated information on meetings during collective negotiations. Climate Survey The survey with employees is an important tool of the company s climate management that enables to compare the current situation with previous results and with the market and seeks to guide the definition of priority actions of improvement. It is carried out every 2 years in all units and involves themes, suchas remuneration and benefits, leadership, performance management, career and development. In the climate survey 2012, Libra Terminais Rio, Libra Aeroportos and IT Executive Board had very low results. For this reason, in 2013 a new survey was carried out with these areas with and adherence of 88% employees. The positive results are shown below and were released to all units involved and will subsidize the actions plans for 2014. Climate Survey (satisfaction index - favorable answers) 21% 35% 27% 53 64 49 66 52 66 2012 2013 Libra Terminais Rio IT Libra Aeroportos

68 Management Additional profile of Grupo Libra s employees: GRI LA1, LA2 Employees per age group, type of agreement, working hours, region and gender* Agreement Male Female Total Agreement for determined term 0 1 1 Agreement for an undetermined term 2,818 553 3,371 Working hours Male Female Total Full time 2,818 554 3,372 Part time - - Regions Male Female Total Metropolitan Area of Santos 1,586 290 1,876 São Paulo Capital 65 46 111 Campinas 108 15 123 Manaus 187 43 230 Rio de Janeiro 859 157 1,016 Uberlândia 13 3 16 Total Grupo Libra 2,818 554 3,372

Management 69 Turnover of employees per gender* 2012 2013 Total Men Women Total 22% 28% 27% 28% *For 2012, gender information was not calculated separately. The calculations consider voluntary and involuntary dismissals/resignations, according to GRI methodology, not comparable to Turnover calculation. Turnover of employees per age group* Age group Rate 16 to 24 years old 19% 25 to 35 years old 29% 36 to 45 years old 29% 46 to 59 years ol 29% Over 60 years old 31% * The calculations consider voluntary and involuntary dismissals/resignations. According to GRI methodology, not comparable to Turnover calculation. Turnover of employees per region* Region Rate Metropolitan Area of Santos 32% São Paulo City 23% Campinas 20% Manaus 27% Rio de Janeiro and Uberlândia 22% * The calculations consider voluntary and involuntary dismissals/resignations. According to GRI methodology, not comparable to Turnover calculation.

70 Limited assurance report of independent auditor To: President s Office of Grupo Libra São Paulo - SP Introduction We were hired by Grupo Libra (Company) for the purpose of applying procedures of limited assurance about information released on the 2013 Annual Sustainability Report of Grupo Libra related to fiscal year as of December 31st of 2013. Administration Responsibilities of the Company Grupo Libra s administration is responsible for the suitable development and presentation of information released on the 2013 Annual Sustainability Report, according to Guidelines for Sustainability Report of Global Reporting Initiative GRI (GRI3.1) and to the internal controls it determined as necessary to enable the development of this information exempt from pertinent distortion, no matter if it is caused by fraud or error. Responsibilities of the Independent Auditors Our responsibility is to express conclusion about information released on the 2013 Annual Sustainability Report based on the limited assurance work conducted according to the Technical Communication (CT) 07/2012 passed by the Federal Accounting Council and developed according to NBC 3000 (Assurance Tasks Different from Audit and Review), issued by the Federal Accounting Council CFC, that equals to the international regulation ISAE 3000, issued by the International Accountant Federation, applicable to historical non-financial information. These regulations demand the compliance with ethical requirements, including independence requests and that the task is carried out for the purpose of obtaining limited confidence that the information released on the 2013 Annual Sustainability Report, together, is free of any pertinent distortions. A limited assurance report carried out according to NBC TO 3000 (ISAE 3000) mainly consists of questionings to Grupo Libra s administration and other professionals of the Company that are involved in the development of information contained on the 2013 Annual Sustainability Report as well as by the application of analytical procedures to obtain evidence which enables us conclude in the way of limited assurance about sustainability information together. A limited assurance report also requires the performance of additional procedures when the independent auditor is aware of matters which make him believe the information released on the 2013 Annual Sustainability Report together can show pertinent distortions. The selected procedures based on our understanding of aspects related to compilation, materiality and presentation of information contained on the 2013 Annual Sustainability Report and of other task circumstances and of our consideration about areas and processes related to material sustainability information released where pertinent distortions may exist. The procedure covered: (a) task planning considering the materiality of aspects and topics for activities and operations of the Company, the importance of information released, the volume of quantitative and qualitative information and the operational systems and internal controls which were used as a base for the development of sustainability information contained on the 2013 Annual Sustainability Report of Grupo Libra; (b) understanding of calculation methodology and procedures for the compilation of indicators through interviews with the managers responsible for the information development; (c) understanding of reporting process and the management of material aspects and performance indicators; (d) application of analytical procedures about quantitative information and questionings about qualitative information and its correlation with indicators released on the 2013 Annual Sustainability Report;

71 (e) analysis of evidence which supports quantitative and qualitative information released on the 2013 Annual Sustainability Report; (f) analysis of processes for the development of the 2013 Annual Sustainability Report and of its structure and content, based on the Principles of Content and Quality of Guidelines for the Sustainability Report of Global Reporting Initiative GRI (GRI-G3.1;) (g) visits to Grupo Libra s business units for application of procedures (b), (c), (d), (e) e (f); (h) confrontation of financial indicators with financial statements and/or accounting records; and (i) reasonableness analysis of omission justifications for the non-release on the 2013 Annual Sustainability Report of performance indicators related to aspects and material topics shown in the process of materiality definition conducted by the Company. We believe the information, evidence and the results achieved in our report are enough and appropriate to ground our limited conclusion. Scope and limitations The procedures applied in a limited assurance report are significantly shorter than the ones applied on a reasonable assurance report. As a consequence, they do not enable us to obtain confidence that we are aware of all matters which would be identified in a reasonable assurance task which has the purpose of issuing a report. If we had performed a reasonable assurance report, we could have identified other matters and any distortions which may exist in information contained on the 2013 Annual Sustainability Report. The non-financial data are liable to more inherent limitations than financial data, given the nature and diversity of methods used to determine, calculate or estimate these data. Qualitative interpretations of materiality, importance and precision of data are liable to individual suppositions and assessments. In addition, the scope of our tasks did not contemplate the review of data related to greenhouse gas emissions and we did not carry out any activity based on data provided for previous years, for evaluation of suitability of their policies, practices and performance in sustainability or in relation to future projections. Conclusion Based on procedures carried out and herein described, nothing has come to our attention that makes us believe the information contained on the 2013 Annual Sustainability Report was not compiled in all important aspects, according to the Guidelines for Sustainability Report of Global Reporting Initiative GRI (GRI-3.1), and to records and files which were used as a basis for its preparation. São Paulo, May 8th, 2014. KPMG Risk Advisory Services Ltda. CRC 2SP023233/O-4 Eduardo V. Cipullo Accountant CRC 1SP135597/O-6

72 GRI INDEX GRI 3.12 Indicator Description Page(s) Global Compact Principle Notes 1.1 1.2 Strategy and analysis (Message from the President). 4, 5 2.1; 2.2; 2.3; 2.4; 2.5; 2.6; 2.7; 2.8; 2.9; 2.10 Organizational profile. 12, 13, 20 to 25 3.1; 3.2; 3.3; 3.4; 3.5; 3.6; 3.7; 3.8; 3.9; 3.10; 3.11; 3.12; 3.13 Report parameters. 26, 27, 72, 78 4.1; 4.2; 4.3; 4.4; 4.5; 4.6; 4.7; 4.8; 4.9; 4.10; 4.11; 4.12; 4.13; 4.14; 4.15; 4.16; 4.17 Governance, commitment and engagement. 14, 15, 16, 26, 27, 29, 30, 66 GRI 4.1. The dept. does not have minor representatives and nearly 80% of its members are over 50 years old, and the others between 30 and 50 years old. 4.11 Grupo Libra does not consider the principle of precaution. Forms of Management Economic Indicators EC1 EC2 EC3 EC4 Direct economic value generated and distributed including revenue, business costs, employees remuneration, donations and other investments in the community, profits accrued and payments for government and capital providers. Financial implications and other risks and opportunities for organization activities due to climate changes. Coverage of obligations of benefit pension plan defined the organization offers. Significant financial support received from the government. 32 to 36 - Non-material indicator - Non-material indicator 39 EC5 Variation of lower salary proportion comparing to local minimum salary in important business units. 72 Principle 1 Grupo Libra keeps a fair remuneration practice according to legislation in force, respecting the national minimum salary which in 2013 was BRL 678. There are internal salary differences, what is not related to gender differences, but to working hours hired and to the type of agreement (such as the Young Apprentice Project, for example). EC6 EC7 EC8 Polices, practices and proportion of expenses with local suppliers in important business units. Procedures for local hiring and proportion of members of top management recruited in local community in important business units. Development and impact of investment in infrastructure and services offered, mainly for public benefit, through commercial engagement, paid in goods or pro bono actions. - Principle 1 Non-material indicator - Principle 6 Non-material indicator 58, 59 Principle 6

73 Indicator Description Page(s) Global Compact Principle Notes EC9 Identification and description of significant indirect economic impacts, including impact extension. 56, 57 Forms of Management Environmental Indicators EN1 Materials used per weight or volume. - Principle 8 Non-material indicator EN2 Percentage of materials used from recycling. - Non-material indicator EN3 Direct energy consumption discriminated per primary energy source. 52, 53 Principle 8 EN4 Indirect energy consumption discriminated per primary energy source. 52, 53 Principle 8 EN5 Energy saved due to improvements of conservation and effectiveness. 52, 53 Principle 8 Principle 9 EN6 Initiatives to provide products and services with low energy consumption or that use energy generated by renewable sources, and the reduction in the need of energy resulting from these initiatives. 52, 53 Principle 8 Principle 9 EN7 Initiatives to reduce indirect energy consumption and the reductions obtained. 52, 53 EN8 Total water removal per source. 54 Principle 8 EN9 Water sources significantly affected by water removal. - All water consumed comes from state electric power utilities. EN10 Percentage and total volume of water recycled and reused. - Principle 8 Non-material indicator EN11 EN12 Location and size of land owned, leased or managed in protected areas, or adjacent, and areas of high biodiversity value out of protected areas. Description of significant impacts on biodiversity of activities, products and services in protected areas and in areas of high biodiversity value out of protected areas. - Principle 8 Non-material indicator - Principle 8 Non-material indicator EN13 Protected or restored habitats. - Principle 8 Non-material indicator EN14 Strategies, measures in force and future plans for management of impacts in biodiversity. - Principle 8 Non-material indicator EN15 # of species in the Red List of International Union for Conservation of Nature (IUCN) and in national lists of conservation with habitats in areas affected by operations, discriminated by the level of risk of extinction. - Princípio 8 Non-material indicator EN16 Total direct and indirect greenhouse gas emissions, per weight. 48, 49, 50 Principle 8 Non-material indicator EN17 Other important indirect emissions of greenhouse gases, per weight. 48, 49, 50 Principle 8 EN18 Initiatives to reduce greenhouse gas emissions and reductions obtained. 48, 49, 50 Principle 7 Principle 8 Principle 9 EN19 Emissions of destructive substances of ozone layer, per weight. - Principle 8 Non-material indicator

74 Indice GRI INDEX GRI Indicador Indicator Description Descrição Página(s) Page(s) Princípio Global Compact do Pacto Principle Global Observações Notes NOX, SOX and other significant atmospheric emissions, EN20 NOX, SOX e outras emissões atmosféricas significativas, por tipo e peso. - Princípio Principle 8 Indicador Non-material não material indicator per type and weight. EN21 Descarte Total water total disposal, de água, per por quality qualidade and e destination. destinação. - Princípio Principle 8 Indicador Non-material não material indicator EN22 Peso Total total waste de weight, resíduos, per por type tipo and e método method de of disposição. disposal. 50, 51 Princípio Principle 8 EN23 Número e # volume and total total volume de derramamentos of significant spills. significativos. - Principle Princípio 8 EN24 Peso de resíduos transportados, importados, exportados Weight of waste carried, imported, exported or treated considered ou tratados considerados perigosos nos termos da Convenção hazardous, according to the Basil Convention Appendices I, II, III da Basiléia - Anexos I, II, III e VIII, e percentual de and VIII, and percentage of load of waste internationally carried. carregamentos de resíduos transportados internacionalmente. - Not Não applicable se aplica EN25 Identificação, tamanho, status de proteção e índice de Identification, size, status of protection and index of biodiversity of water biodiversidade de corpos d água e habitats relacionados bodies and habitats related significantly affected by water disposal significativamente afetados por descartes de água and drainage made by the reporting organization. e drenagem realizados pela organização relatora. - Not Não applicable se aplica EN26 Iniciativas Initiatives para to mitigate mitigar environmental os impactos ambientais impacts of de products produtos and e serviços services and e a the extensão reduction da redução extension desses of these impactos. impacts. 48 to a 55 Princípio Principle 7 Princípio Principle 8 Princípio Principle 9 EN27 Percentual Percentage de of produtos products e and suas their embalagens packaging recuperados recovered in em relation relação ao total the de total produtos products vendidos, sold, per por product categoria category. de produto. - Princípio Principle 8 Princípio Principle 9 Não Not applicable se aplica EN28 Valor monetário Monetary de value multas of significant significativas fines e número and total total number de sanções não of non- monetárias monetary resultantes sanctions da arising não conformidade from non-compliance leis with environmental e regulamentos regulations ambientais. and laws. 55 Princípio Principle 8 EN29 Significant Impactos ambientais environmental significativos impacts from do transporte product transportation de produtos and e outros other bens goods e and materiais materials utilizados used in nas operations operações of da the organização, organizations bem as como well do as transporte workers transportation. dos trabalhadores. 48 to a 55 Princípio Principle 8 EN30 Total investments de investimentos and costs e gastos in environmental em proteção ambiental, protection, por per tipo. type. 55 Princípio Principle 7 Princípio Principle 8 Princípio Principle 9 Formas Forms de of Gestão Management - Indicadores Labor Práticas Practice Indicators Trabalhistas LA1 Total de Total trabalhadores workers, per por type tipo de of job, emprego, labor agreement contrato de and trabalho region. e região. 62, 63, 68, 69 LA2 Número total Total e taxa # and de rotatividade rate of turnover de empregados of employees, por faixa etária, per age group, gênero gender e região. and region. 62, 63, 68, 69 Princípio Principle 6 LA3 Benefícios oferecidos a empregados de tempo integral que não são Benefits offered to full time employees that are not offered to temporary oferecidos a empregados temporários ou em regime de meio período, employees or part time, discriminated by main operations. discriminados pelas principais operações. 65 LA4 Percentual Percentage de of empregados employees abrangidos covered by por collective acordos bargaining de negociação agreements. coletiva. - Princípio Principle 1 Princípio Principle 3 LA5 Prazo mínimo para notificação com antecedência referente a mudanças Minimum period for prior notice related to business units, operacionais, incluindo se esse procedimento está especificado including if this procedure is specified in collective bargaining agreements. em acordos de negociação coletiva. - Princípio Principle 3 Indicador Non-material não material indicator

75 Indicador Indicator Description Descrição Página(s) Page(s) Princípio Global Compact do Pacto Principle Global Observações Notes LA6 Percentual Percentage dos empregados of employees representados represented in formal em comitês committees formais de segurança of safety e and saúde, health, compostos made up of por managers gestores and e workers trabalhadores, that que help ajudam in the monitoring no monitoramento and advisory e aconselhamento about occupational sobre health programas de segurança and safety programs. e saúde ocupacional. 59 a to 61 61 Princípio Principle 1 1 LA7 Taxas Rates of de injury, lesões, occupational doenças ocupacionais, diseases, days lost, dias absenteeism perdidos, absenteísmo and e óbitos deaths relacionados related to work, ao per trabalho, region. por região. 59 a to 61 61 Princípio Principle 1 1 LA8 Programas Programs de of educação, education, treinamento, training, advisory, aconselhamento, prevention prevenção and control e controle of risk in de progress risco em to andamento provide support para dar to assistência employees, a empregados, their family seus members. familiares. 59 a to 61 61 Princípio Principle 1 1 LA9 Temas Themes relativos related a segurança to safety e saúde and cobertos health covered por acordos by formal formais agreements com sindicatos. with Unions. 59 a to 61 61 Princípio Principle 1 1 LA10 Média Training de horas hour de treinamento average per por year, ano, per por employee, empregado, discriminadas discriminated por per categoria functional funcional. category. 62 a to 65 65 LA11 Programas Programs para gestão for management de competências of continuous e aprendizagem learning contínua que apoiam and competences a continuidade that da support empregabilidade continuity of dos employees funcionários employability e para gerenciar and to manage o fim da the carreira. end of career. 62 a to 65 65 LA12 Percentual Percentage de empregados of employees que who recebem regularly regularmente receive analyses análises de desempenho of performance e de and desenvolvimento development of de career. carreira. 62 a to 65 65 LA13 Composição Composition dos of grupos groups responsáveis responsible pela for governança corporate governance corporativa e and discriminação discrimination de empregados of employees por per categoria, category, de acordo according com to gênero, gender, faixa age etária, group, minorias minorities e outros and indicadores other diversity de diversidade. indicators. 62 a to 65 65 Princípio Principle 1 1 Princípio Principle 6 LA14 Proporção Proportion de salário of base entre salary homens between e mulheres, men and women, por categoria per functional funcional. category. -- Princípio Principle 1 1 Princípio Principle 6 Indicador Non-material não material indicator LA15 Retorno Return to ao work trabalho and e retention taxas de rates retenção after após paternity/maternity licença maternidade/ leave, paternidade, discriminated discriminados per gender. por gênero. -- Indicador Non-material não material indicator Formas Forms de of Gestão Management - Indicadores Human Direitos Right Humanos Indicators HR1 Percentual Percentage e número and total # de of contratos significant de investment investimento agreements significativos that que incluam include cláusulas clauses referentes related a to direitos human humanos rights or ou that que were foram submitted submetidos a avaliações to evaluations referentes related a direitos human humanos. rights. - - Princípio Principle 1 1 Princípio Principle 22 Princípio Principle 33 Princípio Principle 44 Princípio Principle 55 Princípio Principle 66 Indicador Non-material não material indicator HR2 Percentual de empresas contratadas e fornecedores críticos que Percentage of companies hired and critical suppliers that were foram submetidos a avaliações referentes a direitos humanos e submitted to evaluations related to human rights and measures taken. as medidas tomadas. -- Princípio Principle 1 1 Princípio Principle 2 Princípio Principle 3 Princípio Principle 4 Princípio Principle 5 Princípio Principle 6 Indicador Non-material não material indicator HR3 Total de horas de treinamento para empregados em políticas Total training hours for employees in policies and procedures related e procedimentos relativos a aspectos de direitos humanos to aspects of important human rights for operations, including the relevantes para as operações, incluindo o percentual de percentage of employees who had training provided. empregados que recebeu treinamento. -- Princípio Principle 1 1 Princípio Principle 2 Princípio Principle 3 Princípio Principle 4 Princípio Principle 5 Princípio Principle 6 Indicador Non-material não material indicator HR4 Número Total total # of de discrimination casos de discriminação cases and e measures medidas taken. tomadas. 66, 67 67 Princípio Principle 1 1 Princípio Principle 2 Princípio Principle 6

76 Indice GRI INDEX GRI Indicador Indicator Description Descrição Página(s) Page(s) Princípio Global Compact do Pacto Principle Global Observações Notes HR5 Operations Operações identified identificadas where the em right que o of direito performing de exercer freedom a liberdade of collective negotiation de associação and association e a negociação can take coletiva significant pode estar risk and correndo the measures risco significativo e as taken medidas can tomadas support this para right. apoiar esse direito. 66, 67 Princípio Principle 1 Princípio Principle 2 Princípio Principle 3 HR6 Operações identificadas como de risco significativo de ocorrência Operations identified as significant risk of child labor occurrence de trabalho infantil e as medidas tomadas para contribuir para and measures taken to contribute for child labor abolition. a abolição do trabalho infantil. - Princípio Principle 1 Princípio Principle 2 Princípio Principle 5 Indicador Non-material não indicator material HR7 Operações Operations identificadas identified as como significant de risco risk significativo of forced or de compulsory ocorrência de labor trabalho occurrence forçado and ou análogo measures ao taken escravo to e contribute as medidas for tomadas eradication para contribuir para a erradicação of forced do or trabalho compulsory forçado labor. ou análogo ao escravo. - Princípio Principle 1 Princípio Principle 2 Princípio Principle 4 Indicador Non-material não indicator material HR8 Percentage Percentual of security do pessoal personnel de segurança submitted submetido to training a treinamento the organization nas policies políticas or procedures ou procedimentos related da to organização aspects of human relativos rights a aspectos which de direitos humanos are important que sejam to operations. relevantes às operações. - Indicador Non-material não indicator material HR9 Número Total total # de of cases casos related de violação to human de direitos rights dos of indigenous povos indígenas peoples e medidas and measure tomadas. taken. - Not Não applicable se aplica HR10 Percentual Percentage e and número total total # of de operations operações which que foram were submitted submetidas to a analysis análise e/ou and/or avaliações evaluations de impactos of impacts relacionados related to a direitos human humanos. rights. - Indicador Non-material não indicator material HR11 Número # of complaints de queixas relacionadas related to human a direitos rights humanos registered, protocoladas, treated tratadas and e resolvidas solved through por meio a formal de mecanismo complaint formal mechanism. de queixas. - Indicador Non-material não indicator material Forms Formas of de Management Gestão - Indicadores Society Sociedade Indicators SO1 SO2 Nature, Natureza, scope and escopo effectiveness e eficácia of de any quaisquer program programas and practice e práticas to evaluate and para manage avaliar impacts e gerir of os operations impactos das in communities, operações nas including comunidades, entrance, incluindo a operation entrada, and operação exit. e saída. Percentual Percentage e número and total de # unidades of business de units negócios submitted submetidas a avaliações to risk evaluations de riscos relacionados related to corruption. à corrupção. 56, 57 - SO3 Percentual Percentage de empregados of employees treinados trained nas in anticorruption políticas e procedimentos policies and anticorrupção procedures of da the organização. organization. - Princípio Principle 10 SO4 SO4 Measures taken in reply to corruption cases. Medidas tomadas em resposta a casos de corrupção. 29, 30 29, 30 Principle 10 Princípio 10 In Em 2013, 2013, several várias reports from manifestações the ombudsman da ouvidoria service were de analyzed, diversas one naturezas of which caused foram the dismissal analisadas, of 2 employees uma and das an quais involvement acarretou of no 1 ex-employee desligamento of the de supply 2 colaboradores area related e to envolvimento benefit of suppliers de um for ex-colaborador accepting bribes. da área de Suprimentos SO5 Positions concerning public policies and participation relacionado 31 Principle 10 in the development of public policies and lobbies. a favorecimento de fornecedores com recebimento SO6 Total amount of financial contributions and cash for political parties, de propina. - Principle 10 Non-material indicator politicians or institutions related, discriminated per country. SO5 SO7 SO6 Posições quanto a políticas públicas e participação na elaboração de políticas públicas e lobbies. Total # of legal actions for anticompetitive behavior, anti-trust and monopoly practices and their outcomes. Valor total de contribuições financeiras e em espécie para partidos políticos, políticos ou instituições relacionadas, discriminadas por país. 31 Princípio 10 - Non-material indicator - Princípio 10 Indicador não material SO7 Número total de ações judiciais por concorrência desleal, práticas de truste e monopólio e seus resultados. - Indicador não material

77 Princípio do Global Pacto Compact Indicador Indicator Descrição Description Página(s) Page(s) Global Principle Observações Notes Formas Forms de Gestão of Management - Indicadores - Product Responsabilidade Responsibility sobre indicator o Produto SO8 Valor monetário de multas significativas e número Monetary value of significant total fines and total # of non-monetary - sanctions de sanções arising não from monetárias the non-compliance resultantes with da laws não and regulations. - Indicador Non-material não material indicator conformidade com leis e regulamentos. SO9 Operações com impactos negativos significativos Operations with significant real or possible negative potenciais impacts on local communities. ou reais nas comunidades locais. 56, 57 56, 57 SO10 Medidas de prevenção e mitigação implementadas em Mitigation and prevention operações measures in operations with 56, 57 com significant impactos real negativos or possible significativos negative impacts potenciais on ou local reais communities. em comunidades locais. 56, 57 PR1 Fases do ciclo de vida de produtos e serviços em que Phases of life cycle of products and services where impacts on health os impactos na saúde e segurança são avaliados visando and safety are evaluated aiming to improvement, and the percentage - - Princípio 1 Principle 1 à melhoria, e o percentual de produtos e serviços sujeitos of products and services liable to these procedures. a esses procedimentos. PR2 PR3 PR3 Número total de casos de não conformidade com Total regulamentos # of cases e of códigos non-compliance voluntários with relacionados voluntary regulations and codes aos related impactos impacts causados caused por produtos by products e serviços and services in health and na saúde safety e during segurança life cycle, durante discriminated o ciclo de vida, per type of result. discriminados por tipo de resultado. Type of information about products and services required Tipo de informação sobre produtos e serviços exigida by labeling procedures and the percentage of products por procedimentos de rotulagem, e o percentual and services liable to such requirements. de produtos e serviços sujeitos a tais exigências. - - Princípio 1 Principle 1 Indicador Non-material não material indicator - Principle 8 Not applicable - Princípio 8 Não se aplica PR4 PR4 Total Número # of cases total de of casos non-compliance de não conformidade with voluntary regulations com regulamentos and codes related e códigos to labeling voluntários information relacionados of products a informações and services, e rotulagem discriminated de produtos per e type serviços, of result. discriminados por tipo de resultado. - Principle 8 Not applicable - Princípio 8 Não se aplica PR5 Práticas Practices relacionadas related to customer à satisfação satisfaction, do cliente, including incluindo survey results. 41 to 47 PR5 41 a 47 resultados de pesquisas que medem essa satisfação. PR6 PR6 Programas Programs de of adesão adhesion às to leis, laws, normas regulations and voluntary e códigos codes voluntários related to relacionados marketing communication, a comunicações including publicity, de marketing, promotion incluindo and sponsorship. publicidade, promoção e patrocínio. - Non-material indicator - Indicador não material PR7 PR7 Total Número # of cases total of de non-compliance casos de não with conformidade regulations and voluntary codes com elated regulamentos to marketing e códigos communication, voluntários including publicity, - Non-material indicator promotion relativos and a comunicações sponsorship, discriminated de marketing, per type of result. - Indicador não material incluindo publicidade, promoção e patrocínio, discriminados por tipo de resultado. PR8 PR8 Número Total total # of de proven reclamações complaints comprovadas related to violation relativas of privacy a violação and loss de of privacidade data of customers. e perda de dados de clientes. - Non-material indicator - Indicador não material PR9 PR9 Monetary value of (significant) fines for non-compliance Valor monetário with laws de multas and regulations (significativas) related to por supply não conformidade com and use leis of e products regulamentos and services. relativos ao fornecimento e uso de produtos e serviços. - Non-material indicator - Indicador não material

78 Credits GRI 3.4 For further information about Grupo Libra s Sustainability Report, please contact: E-mail: sustentabilidade@grupolibra.com.br Internet: www.grupolibra.com.br/sustentabilidade Report Coordination Grupo Libra s sustainability team Content Coordination Sustainable vision - www.visaosustentavel.com.br Graphic Design Dezign com Z Cover Photography José Salgueiro Images Grupo Libra s Image Bank Print and Finishing Stilgraf Artes Gráficas e Editora Ltda. Number of Copies 500 units Paper Cover: Matte coated paper - 350g Interior: Matte coated paper - 150g Typefaces Donatora e Max.

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