Invepar: alignment of the business culture strengthens and expands management gains


Invepar, owner of five concessionaires in the segment of transportation (highway, airport, underground, and express highway) is one of Aquila’s clients since 2014. With large size ventures geographically atomized, the company faces a great challenge to keep its business aligned under the same management system. An answer to this challenge was to adopt BPM – Business Process Management. This tool puts together management and information technology, focusing on result optimization through the improvement of processes. It allows to accomplish a solid growth. After one year of work, 30% of the value chain was attained by the tool. The perspective is to encompass the whole ensemble of activities by 2018.

One of major difficulties found in path of BPM relates to the standardization of the systems and the directioning of unified management tools. This comes from the geographic differences of the subsidiary companies and also from the different forms of business operation. “The first step to overcome these obstacles is to develop distinct initiatives between the assets for the same work process, guaranteeing the objective of daily management of the results. The diagnosis had the participation of each of the group companies, taking into account each value chain and the interaction between the processes”, says Aquila partner Phillip Aguiar.

The BPM Day was created in order to help the standardization and divulging of the best practices. The first event, held in May 2015, in the holding company, gathered 35 participants from the concessionaires, Aquila Institute, and the controller. During two days improvements in the process were discussed which led to 20 actions with defined deadlines and projected results, besides nine practices that were discussed and shared. In the second edition, in August 2015, 60 persons got together for three days and prepared 40 new documents, focused on action plans to guarantee continuous progress, promotion of best praticies, alignment of expectations, processes, and measurement of indicators.

“Besides BPM Day, we developed management rituals with the process leaders and top management. We managed to follow the project development, identify anomalies and propose improvement plans. Another routine incorporated was to prepare and send a weekly report of the progress made, difficulties, and next implementation steps”, remarked Aquila’s consultant.

The objectives of the implemented measures are to foster the culture of top performance, to assure the adhesion of the process to the company’s policies and to promote continuous progress via periodical updating.

Some results are already perceived, for example, in the work rhythm of each collaborator, and in the reduction of the number of violations, which represents up to R$ 1.6 million of economy.

“Our work as leader of the BPM project consists of being the link between the initiatives and corporate policies for the process offices of all the assets. We conduct the integration of actions, the development and application of tools, as well the building of a model of the architecture of processes, preparation of a structure of documentation with standards, policies, and execution patterns, measurement of performance and of the maturity of BPM in the whole group”, concludes Phillip.

Participants of one of the editions of BPM Day.

Participants of one of the editions of BPM Day.

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