PROJECTS

Prumo Logística

Sector / Maritime and port
Developed products
  • Inspire
    • Benchmark analysis
    • ESG strategy
    • Trend analysis
    • Strategic planning
  • Engage
    • Dialogue with stakeholders
    • Top management workshop
  • Lead
    • Governance model
    • Senior support to C-level
Sector / Maritime and port
Developed products
  • Inspire
    • Benchmark analysis
    • ESG strategy
    • Trend analysis
    • Strategic planning
  • Engage
    • Dialogue with stakeholders
    • Top management workshop
  • Lead
    • Governance model
    • Senior support to C-level
The Project

Prumo ESG Forum (2021-2022)

Once Grupo Prumo’s ESG Strategy was defined in 2020, Catavento acted throughout 2021 and 2022 as strategic support in its implementation, through the ESG Forum. The Forum consisted of quarterly meetings, which intersperse the participation of senior management and CEOs of the Group’s affiliates, with technical meetings with managers and ESG leaders in the respective companies.

The Forum aimed to create a shared vision in ESG, promoting articulation between the holding company and affiliates, ensuring the implementation of the ESG Strategy through deep dives on critical topics, sharing challenges and good practices.

By mid-2022, six ESG Forum meetings had been held. In all of them, the implementation of strategic initiatives and performance were monitored through an ESG Dashboard. Among the topics covered, biodiversity, climate strategy, safety priorities, social and community relations agenda, in addition to corporate governance, can be highlighted.

Catavento acted by recommending an annual agenda, suggesting an agenda for each meeting in partnership with the Prumo team, facilitating meetings, curating content on the evolution of the context external to the company and consolidating the main messages and defined next steps at each meeting.

 

Prumo – 2021 strategic cycle

After the elaboration of the 2021 – 2025 strategic plan, Catavento assisted Prumo Logística in the structuring of new governance for the holding’s strategic cycle. The Business Committee was established with the objective of mapping main trends, promoting alignment between subsidiaries, monitoring and coordinating the implementation of strategic projects and enhancing synergies between the different business units.

Throughout 2021, three meetings were held with Prumo’s leadership and affiliates CEOs. The first meeting, held in June, aimed to assess the status of implementation of the 2021 – 2025 strategic plan, as well as identify critical challenges and key lessons learned. Short-term and medium-term actions were mapped for the development of the company’s business hubs.

The second meeting of the year, held in August, was attended by executives and external experts. Critical projects were discussed, as well as new challenges and opportunities for the business context. Among the topics covered,  the recent advances in the natural gas market in the Southeast Region, the prospects for hydrogen and its value chain in Brazil and the main trends related to low carbon mining/steel, can be highlighted.

The last meeting of the year, held in November, sought to capture insights from Prumo and affiliates executives to update the strategic plan. Based on the collected reflections, Catavento proposed adjustments to the 2022 – 2026 strategic plan, with contributions from the strategic team.

Past projects

Prumo – ESG Strategy (2020)

Given the growing relevance of the ESG agenda – environmental, social and governance- for the perpetuity of businesses, Prumo Logistics appointed Catavento to review its Sustainability Strategy. The project had as main focus the revision of the sustainability ambition and strategic guidelines for the Group based on context mapping, articulation with executives and specialists. Moreover, Catavento made recommendations of improvements in the sustainability governance model.

The first phase of the project consisted of trend mapping and a sustainability benchmark analysis of Prumo’s peers. Additionally, in this stage, more than twenty interviews between Prumo Board Members and executives were conducted. These interviews focused on capturing the perception on the business environment in which Prumo is inserted in and potential future opportunities.

Based on these inputs, Catavento recommended a new Sustainability Strategy for Prumo, including a new ambition, pillars, guidelines and metrics for performance evaluation. The approved project included multiple meetings with Prumo leadership. Lastly, it was also suggested improvements for the governance model in sustainability.

Finally, Catavento reviewed the existing initiatives focused on stakeholder engagement and recommended improvements through priority stakeholder identification, strategic guidelines and  engagement targets.

 

Prumo – Strategic planning (2020)

In 2020, Prumo hired Catavento Consultoria to conduct the company’s strategic plan for 2021 – 2025. The project focused on the definition of the company’s mission & vision, strategic objectives, as well as short- and medium-term priority actions, through context mapping and recommendation of governance adjustments.

During the first phase of the project, the Catavento team conducted a trend analysis focusing on the energy sector. At the same time, it analyzed the impacts of COVID-19 pandemic on the sector, including potential developments in the global and national context.

In the second phase, Catavento conducted 6 internal interviews with the company’s top leadership and the subsidiaries’ CEOs. The interviews aimed to capture perceptions about the evolution of the business environment, including threats and opportunities for Prumo.

After the previous phases, Catavento conducted two strategic workshops with the company’s top leadership and subsidiaries’ CEOs. The first workshop aimed at defining the critical responsibilities of the holding company and consolidating the internal understanding of the main vocations of the company, while the second workshop sought to identify priority actions for the group’s business in the 2021 – 2025 horizon.

Based on the previous phases, Catavento recommended Prumo’s strategic plan, including mission & vision, strategic objectives, short- and medium-term priority actions, and metrics for measuring performance.

During the last stage of the project, adjustments were made to the company’s strategic planning cycle, including the definition of critical processes. Catavento recommended a new instance of internal governance to monitor the implementation of the strategic plan, including priority initiatives and metrics.

Prumo – Strategic planning (2018)

At the end of 2018, Catavento was hired by Prumo to conduct the company’s 2019 – 2023 Strategic Planning process. The partnership aimed to review the strategic objectives for the development of the Açu Port complex, by mapping the context, articulating with experts on key themes and recommendations for improvements in the governance model.

In the first stage of the project, Catavento`s team conducted a mapping process of global trends and the Brazilian competitive context. In addition, a benchmark analysis was conducted based on 6 global ports, in order to contribute with inputs for strategic priorities and guidelines on sustainability and innovation. The initial stage also included around 25 interviews, among Prumo’s directors, subsidiaries, and executives from several Brazilian sectors, in order to capture their perceptions about the evolution of the business environment and opportunities for Prumo’s performance.

In the second stage, Catavento supported Prumo in structuring, organizing and moderating a panel of experts, which counted on the participation of executives and board members of the group, in addition to external experts on key topics for business strategy, such as the macroeconomic scenario, foreign trade, infrastructure, industry and innovation.

After mapping the context and dialoguing with experts, Catavento conducted a critical review of the 2019 – 2023 Strategic Plan, focusing on the definition of the strategic ambition and guidelines for the next cycle. Priority initiatives in the short and medium term were also suggested, in addition to recommended metrics for measuring performance. This stage included the recommendation of a sustainability and innovation strategy, aligned with the reality of the company and bearing in mind the business objectives. Finally, recommendations were made to improve Prumo’s governance model, based on inputs captured in interviews with executives, directors and managers on the topic.

About the client

Prumo is a multi-business economic Group responsible for the strategic development of Açu Port, in Rio de Janeiro, Brazil. They are controlled by EIG Global Energy Partners, an American fund that operates in the energy and infrastructure sectors, and Mubadala Investment Company, an active and innovative investor that allocates capital in the most varied segments. Through the 6 companies that are part of the Group (Porto do Acu Operacoes, Ferroport, Acu Petroleo, GNA, Dome and BP Prumo) and all the clients installed in the Açu Port, the complex serves the mining, port logistics and O&G segments. Its infrastructure presents a unique potential to support new business and varied industrial niches. With this strategic view of Prumo, the Açu Port is, today, one of the biggest and most promising hubs in the country. With operational efficiency, the strength of the Group’s long-term vision and the proximity to the main O&G offshore basins, Açu consolidates itself as the best solution for the sector demands.

Source: Prumo website

Contact

Address

General Garzon St, 22 / 302 Jardim Botânico 22470-010 – Rio de Janeiro, Brazil

Phone

+55 21 3495-1574