Avibras is at a key juncture in its history, with major projects underway. The most important of these is the transformation of the organization, focused on future vision, alignment, the adoption of best practices and integrated people development. We have combined the constant pursuit of results with new work methods designed to drive ever higher levels of innovation, competitiveness and world class excellence.
Based on strategic planning, in 2017 we progressed in the dimensions directly related to the company’s business profile. Efforts were distributed across the board, aimed at enhancing performance, transforming people and reviewing processes. This enabled the identification of business opportunities – a number of which are already producing excellent results and contributing to corporate sustainability.
This process was supported by the launch of the Avibras Excellence Programme, the purpose of which is to achieve world class excellence using Lean philosophy as a basis for transforming processes, people, leaders and culture.
This drive for business excellence resulted in the award of AS9100:2016 certification, the international management standard for the Aviation, Space and Defence industry, ensuring market confidence and satisfaction and boosting competitive advantage.
Another advance during the year was in people management, with the adoption of a more strategic and dynamic model, Dedicated HR, whereby leaders are backed by teams of facilitators to ensure the ongoing identification and fulfilment of needs. In parallel, we maintained the Leadership Development project, which addresses the roles and attributions of leaders, the behaviour necessary to drive employee engagement and the provision of feedback to boost performance.
To strengthen corporate governance, we unified a number of divisional and functional areas to promote greater business efficiency and reduce costs. We also created the Corporate Affairs area, aimed at improving and expanding communication with stakeholders, and the Audit and Risk Committee. Moreover, we enhanced the Ethics Channels, promoting greater transparency and alignment with best governance practices.
Also of key importance, we have evolved with respect to innovation, technology and knowledge management, aware that these are essential to maintain Avibras’ competitiveness and capacity to enter new markets. This included strengthening the Product Engineering area, with investments in talents who have competencies in complementary technological areas and differentiated research and development processes. A series of measures was implemented to strengthen our product, technology and precompetitive development roadmap, an example being the Avibras Technology and Innovation Space (EATI in the Portuguese acronym) in São José dos Campos. This is a start-up environment designed to bring industry, technology centres and academia together in joint efforts to create innovative and strategic solutions for Brazil.
All of this work produced positive results at the end of 2017: R$1,672,060,000 in net revenue, an increase of 20% over the previous year. At R$518 million, Ebitda grew 22% compared with 2016, with a margin of 31%, while assets totalled R$3,411,067,000. 102-7
Our goal is to maintain the financial stability achieved during the course of 2017, supporting the investment plan for 2018. This intention is bolstered by our accomplishments during the year, establishing a solid base upon which Avibras will continue to build.
João Brasil Carvalho Leite
Chief Executive Officer
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