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Annual Report2012-2013
United Way Brasil
United Way Brasil
www.unitedwaybrasil.org.br
Executive Board
Andres Lopez, Owens-illinois América Latina (Chairman)
Miguel Alvarez, Owens-illinois Brasil (vice-Chairman)
Alberto Carvalho, P&G; Anna Penido, inspirare; eduardo Queiroz, Fundação Maria Cecilia Souto vidigal;
Fábio Cornibert, Consultant; Fernando Paiva, Otima; Gabriela Onofre, P&G; John Julio Jansen, dupont;
José Magalhães Fernandes, dover; José varela, 3M; Marcelo tambascia, 3M; Marcos Panassol, PwC;
Marília S.Meneghisse, ecolab; Mark vogt, PwC
Audit Committee
Haroldo Leite, Morgan Stanley dean Witter; Raphael de Cunto, Pinheiro neto Advogados
director of United Way Brasil: Silvia Zanotti Magalhães
institutional Manager: Paula Crenn Pisaneschi
Communication and Resource Mobilization Analyst: Camila Pinheiro
voluntary Service Analyst: Flávia Bellaguarda
Project Coordinator: Cristiane Kanashiro
interns: Alex Julio da Silva Simão and Carolina Alves
drafted and edited by: P&B Comunicação
Photos: Publicity Files/UWB
Graphic design and Layout: Patricia Benigno Girotto
United Way Brasil
IntroductIon pg.04
Lettertothereaders pg.06
2012actIvItIes pg.08
BenefIcIary,voLunteerandInvestorcomments pg.13
2013actIvItIes pg.14
BenefIcIary,voLunteerandInvestorcomments pg.19
BaLancesheets pg.20
organIzatIonsBenefItedfromuWB’sprograms andprojects-2012-2013 pg.23
partIcIpatIngcompanIes pg.24
contents
Executives dedicate their talent to improving the education of children and young people in Brazil
Dear all,
At the end of 2011, I was invited to join the Board of United Way in Latin America,
where, together with executives of large companies, I formulated the institution’s growth
strategy in Latin America. In 2012, I initiated a partnership between the company I run,
Owens-Illinois, and United Way Brasil (UWB) and, finally, in 2013, I became Chairman
of its Executive Board.
During these years, I engaged with numerous executives who dedicate their experience
to growing and developing United Way in the communities in which their companies
are based, and I realized how simple it is to use my leadership to improve the areas in
which we operate. The guiding principle of United Way, which is to unite business leaders,
their employees, volunteers, and third sector specialists, has the ability to bring about
sustainable changes among the most disadvantaged groups.
My experience allowed me to see how proud the employees of my company are to be a
part of the solution to the problems associated with early childhood and youth in the city
of São Paulo. Together, we all contribute with our time and a proportion of our salaries
to facilitating the improvement of education in the district of Ermelino Matarazzo, on the
eastern edge of the capital. This experience, systematized by United Way, is already being
extended to other municipalities across the country, with the support of other corporations.
My involvement in the Board allowed me to exercise leadership collaboratively,
managing by example and adapting solutions from the corporate environment to the
development of communities, as well as gaining a better understanding of the problems
and solutions to educational issues in Brazil. Close contact with specialists in the
area, nursery teachers, youths from deprived areas, small children and O-I employees
themselves in a situation not directly related to day-to-day work activities exposed me to
new perspectives and opened the way for new solutions.
This report gives a succinct description of the ground covered by UWB in 2012
and 2013. It is a first step towards understanding some of what we do. We still face
significant challenges. We need to find local solutions to issues faced throughout Brazil,
IntroductIon
Annual Report 2012 | 201304
Andres LopezChairman of the Executive Board of United Way Brasil
from Rio Grande do Sul to Manaus.
We encourage increased voluntary
participation and individual donations
from Brazilians, a complex issue in a
country where the reputation of the
non-profit sector is still very delicate.
To face such challenges, we need
to grow in Brazil. I would therefore like to issue an invitation to those interested in joining
this global movement for the search for solutions to social problems in over 43 countries. If
you are prepared to make a difference to the most vulnerable, using some of your talents to
support a cause, UWB is a good place to start.
Annual Report 2012 | 2013 05
Dear all,
The 2012-2013 biennium was a period of significant progress for UWB. We saw the
total number of direct beneficiaries increase from 5,733 in 2012, in 17 municipalities,
to over 10,402 in 2013, in 20 municipalities. We mobilized R$ 1.6 million in resources
through a network of 3,000 private individual social investors and 14 companies in 2012.
In the following year we recorded R$ 1.5 million, with 3,100 investors and 26 companies.
Through our programs, we began to fill an important gap in the country’s early
childhood agenda, qualifying families and teachers to look after and educate small
children, thereby enabling them to achieve their full potential. While scientific research
indicates that the period up to 6 years of age is vitally important, significantly impacting
adult life, the percentage of teachers in Brazil in nurseries and pre-school with university
qualifications is still small.
At the same time, after mentoring hundreds of young people for over a decade, we
clearly see that it is fundamental for the young to have contact with the business world,
as it helps them to better understand the labor market, what awaits them in the future
and the purpose of schooling and the theoretical knowledge to which they have access.
In order for this to have a greater impact, we will focus in coming years on developing
the Employability Network project, made up of companies that will offer job opportunities
to participants.
We have also confirmed that, in addition to the volunteers, UWB’s power lies in its
admirable network of executives and companies motivated to improve their communities.
That’s way we have increasingly established ourselves as an organizer of volunteers within
corporations, and this is our strength.
We still face the future challenge of maturing and systematizing our program
methodologies, to enable us to carry out impact assessments more expressively and
precisely. We will also need to give greater attention to the views of communities:
listening more closely to their key players gives us a greater understanding of the changes
they actually want to see in their regions. This is what close contact with different groups
Annual Report 2012 | 201306
Lettertothereaders
in towns in the states of Amazonas, Paraná, Rio de Janeiro, Rio Grande do Sul and
São Paulo has taught us.
In conclusion, we are committed to growing UWB in the coming years, given the
extensive needs of the children and young people of Brazil, and the importance and
respect which United Way commands globally. In light of this scenario, we will double
our efforts to bring more businessmen and executives together in this great benevolent
network that connects people by creating inspiring stories.
Silvia Zanotti MagalhãesDirector of United Way Brasil
Annual Report 2012 | 2013 07
2012 Activities
Annual Report 2012 | 201308
Where UWB Operated
INVESTMENT IN EDUCATION
VOLUNTEERS
Early Childhood 0 to 6 years
Youth15 to 21 years
Grow Up Learning Program
Skills for Life Program
3 AMAZONAS (Manaus)
3 PARANÁ (Curitiba)
3 RIO GRANDE DO SUL (Porto Alegre)
3 RIO DE JANEIRO (Queimados, Itatiaia, Seropédica, Rio de Janeiro)
3 SÃO PAULO (Campinas, Sorocaba, Ribeirão Preto, São José dos Campos,
Jacareí, Barueri, Itapetininga, Louveira, Suzano, Vinhedo)
Where UWB Operated
The Grow Up Learning Program, inspired by Born Learning, was launched in 2011 in Brazil as a mobilization campaign in the media, with an emphasis on child development. Based on the positive results obtained, it became a long-term program in 2012, with more supporters.
Over the course of the year, under UWB’s initiatives in relation to early childhood, the Grow Up Learning Program trained teachers, parents and volunteers on the subject and promoted educational and recreational activities for children as well as physical improvements in CEI (Centros de Educação Infantil [Child Education Centers]) facilities and those of EMEIs (Escolas Municipais de Educação Infantil [Municipal Schools for Child Education]).
At organized meetings, teachers discussed the development of children’s physical and motor skills, formation of cognitive and emotional structures, the role of schools and carers, the importance of play and organizational culture in families. Parents were encouraged to combine care and education on a day-to-day basis in order to enhance children’s psychosocial development. They received an information kit with practical advice and a CD of stories to use at home.
Volunteers built parks, libraries and organic vegetable gardens at the same beneficiary social institutions and participated in recreational and educational activities with children.
Young people on the job In the area of investment in young people, under the Skills for Life Program, which includes the UWB Mentoring project, both young people and volunteers had lessons in financial and professional education, the English language, accounting, citizenship awareness and personnel. The aim is for Brazilians aged 15 to 21 to develop
life skills, allowing them to take advantage of professional opportunities, career development, entrepreneurial and citizenship activities, effectively fulfilling their potential in the labor market and in their domestic environments.
Entrepreneurial skills were also developed in 119 young people. Through the partnership between UWB and Ashoka and their GMM (Programa Geração MudaMundo [World Changing Generation Program]), which encourages a role for young people and leadership in solving domestic problems, 36 volunteers from Bombardier took part. Employees of Hershey's do Brasil used the methodology of the Intel Learning course to promote the digital inclusion of young people.
A new survey on the mentorships, conducted by Move – a consultancy that specializes in assessment, strategy and social development – between April and July 2012, involving 127 young people, showed that 88% of those interviewed were helped by the courses to launch their professional lives and, according to 80%, participation in the project improved their interest in studying. These percentages indicate the importance of UWB’s efforts in stimulating young people’s interest in a relevant professional and academic life.
From 2012, UWB began to hire young people from the mentorships as “focal points”. They are chosen based on their commitment to the course, and their duties involve monitoring the classes and undertaking administrative activities, such as keeping attendance lists, overseeing food and transport subsidies and submitting a monthly activity report. They also produce content for the UWB website.
Annual Report 2012 | 2013 09
In 2012, 4,312 children aged 0 to 6, 800 parents and 554 teachers and
coordinators in 21 teaching institutions benefited. The 230 volunteers came from the companies Avery Dennison, P&G and Ecolab. The technical partnership was the
responsibility of the Fundação Abrinq [Abrinq Foundation] - Save the Children.
In 2012, 353 employees of the
companies 3M, Hershey's, Intel, Monsanto,
Morgan Stanley, P&G and PwC acted as
mentors, benefiting 502 young people connected with around 15
partner NGOs. Other 119 youths
took part in entrepreneurship projects. All of
them received certificates of participation.
Annual Report 2012 | 201310
How the Funds are ManagedFunding from the various companies investing in UWB, grants from foundations
and foreign companies and the amounts donated by employees of participating
companies make up the Common Fund. This covers the cost of all child or youth
programs and, during the course of each year, UWB undertakes its projects in
the regions close to where the investing companies are based. This funding
logic results in one grand total made up of the various investments, applied to
the same cause, that of the education of children and young people, enhancing
the impact of the various activities and simultaneously involving investors in
initiatives in their own communities. This allows investors to closely monitor
how their money is being used, both by the company and by its own volunteers.
Grants and Social Investor Campaign In 2012, UWB received, through United Way Worldwide, grants from foundations and companies based abroad, and the amounts were used to implement programs in Brazil, above all pilot projects, testing social methodologies or technologies which could then be replicated. Contributions were made by the head offices of Avery Dennison, Bombardier, GE, Halliburton and Metlife.
Through the Social Investor Campaign, dozens of company employees from the offices of DuPont, Ecolab, Morgan Stanley, Owens-Illinois, Pinheiro Neto Advogados, PwC and P&G were invited by UWB in 2012 to become social investors. The purpose of this campaign is to awaken employees to the idea that they can individually make a difference, as investors and volunteers, and that by working together, they will succeed in changing their communities.
For every R$ 10 (around US$ 4.25) donated by employees, the company contributes an extra
R$ 10, and the amounts are discounted from the salaries or current accounts of donators. Funds from grants and from private individual investors, together with the amounts from companies, make up the Common Fund. This finances the various projects, which are carried out in the vicinities of the investor company offices.
In 2012, volunteers from the companies also undertook activities on special dates, such as Live United Day (Ecolab, Morgan Stanley and PwC) and Children’s Month (Owens-Illinois and P&G). The program included gift-giving, performances by clowns and theatre performances for children, and workshops on potential professions for young people held at state schools or social organizations in partnership with UWB.
Also in 2012, UWB became part of the RNPI (Rede Nacional Primeira Infância [National Network for Early Childhood]), comprising 147 governmental and non-governmental institutions that promote and defend the rights of Brazilians aged 0 to 6. The RNPI created the National Early Childhood Plan, used by UWB as a reference for its initiatives in this area.
Annual Report 2012 | 2013 11
Lifelong connectionsIn a child’s early years, a large number of neural connections are made every second.
They occur through the interaction of genes, the environment and experiences resulting
from close contact with adults. These connections form the “structure” of the brain
and, according to scientists, have an effect on health, learning and behavior in an
individual’s adult life.
Children who face adversity in their first three years, such as poverty, abuse and mothers
with low educational levels, experience delayed linguistic, cognitive and emotional
development. To address this issue, the initiatives of United Way Worldwide in various
countries are already in line with such scientific discoveries regarding the early stages
of life, which are fundamental to later development. This form of social investment
therefore has the highest return as it supports beneficiaries for the rest of their lives.
In Latin America, UW focuses on infancy and education, and Early Childhood has
become a major regional platform. Here, under the Grow Up Learning Program, UWB
accepted the challenge of creating new educational solutions for this age group, with
the direct involvement of parents, teachers or carers and other employees of nurseries
and state schools. This improved quality of care increases a child’s chances of learning
and developing at a healthy rate, with future benefits.
Annual Report 2012 | 201312
The two-year results exceeded expectations. We noticed a great improvement in the self-esteem of the teachers. And the advice given in relation to care, education and loving affection were essential to the young mothers. We still continue to educate families using materials from the Grow Up Learning Program. The involvement of volunteers from Intel and P&G gave the study areas a new lease of life and provided the children with memorable experiences. UWB connected with the soul of our school, highlighting what we already did well and reinforcing our practices with joint activities.
I had a very productive two years as a UWB volunteer, as I had the opportunity to translate, adapt and implement two projects: the Student United Way and Earn Your Future. I was involved in organizing and mobilizing other volunteers, creating budgets, partnering with schools and selecting young people. Most importantly, we confirmed that it is always possible to do something different to help our young and that when we truly believe in a project and take it forward, without focusing on the difficulties, the chances of success are high.
Beneficiary, volunteer and investor comments
Annual Report 2012 | 2013 13
‘‘
‘‘”
”
Maria Clarice do Amaral Salari, Director of the CEI Jardim São Joaquim [Jardim São Joaquim Child Education Center], in São Paulo (SP)
Rafael Volpe, PwC Auditor
and Volunteer
The 3M-United Way partnership, which focuses on young people, is totally in line with the mission of the Instituto 3M [3M Institute]. I have viewed it positively since 2012, as I can see the quality and consistency of the projects, such as in Riberão Preto (SP), where the involvement of our employees in the proposed volunteer initiatives and the benefits to the community are evident. So much so that we expanded the partnership in 2013 and 2014, adding more activities.
‘‘
”
José Varela, CEO of
3M do Brasil
2013 Activities
Under the UWB Early Childhood initiatives,
the Grow Up Learning Program continued to
train teachers, parents and volunteers and to
promote activities with children and physical
improvements to the facilities of CEIs (Centros de Educação Infantil [Child Education Centers])
and EMEIs (Escolas Municipais de Educação Infantil [Municipal Schools for Child Education])
Directors, pedagogical coordinators and
primary school teachers participated in training
on educational practices which incorporated a
positive connection within the CEIs between
the emotional, physical and cognitive needs
of children aged 0 to 3 and the cultural and
social activities possible for these to be
learned. Volunteers took part in child theatre,
the painting of learning spaces, assembly of
free play areas, libraries and organic vegetable
gardens, among other activities.
In terms of investing in youth, the Skills
for Life Program, through the UWB Mentoring
Project, continued to bring knowledge to
volunteers and the young, with subjects
including financial and professional education,
the English language, accounting and
citizenship awareness.
In ten years of implementation in Brazil,
the mentorships have served to counteract a
serious issue: very high school dropout rates
across the country, with pupils who abandon
their studies mostly from low income families,
benefiting from fewer formal employment and
social advancement opportunities.
Annual Report 2012 | 201314
Where UWB Operated3 AMAZONAS (Manaus)
3 PARANÁ (Curitiba)
3 RIO DE JANEIRO (Queimados, Itatiaia, Seropédica, Rio de Janeiro)
3 RIO GRANDE DO SUL (Caxias do Sul)
3 SÃO PAULO (Campinas, Sorocaba, Ribeirão Preto, São José dos Campos, Jacareí,
Barueri, Itapetininga, Louveira, Suzano, Vinhedo, Sumaré, Mairinque, Hortolândia)
Where UWB Operated
Annual Report 2012 | 2013 15
At the same time, through the Digital Media Project, UWB benefited 90 young people from the following Brazilian NGOs – Associação Cultural Comunitária Pró-Morato, Associação Programa Educar e Cepac – Associação para Proteção das Crianças e Adolescentes. As a result, five of them were hired by communications agencies or foundations in the area of online content analysis.
In 2013, the Student United Way mentorship, which originated in the United States, had its two-year anniversary in Brazil, benefiting 177 young people and 200 volunteers during this period. Its main difference in comparison to the others is that the young people, under the supervision and guidance of volunteers, are required to create and implement a useful and practical project for the benefit of their community.
To this end, they attend 12 weekly meetings that start off with a brainstorming session. They then participate in risk management, budgeting, service development, communication and project implementation. The methodology was brought to Brazil by the head volunteer, Rafael Volpe, and adapted by volunteers from PwC in Sorocaba city, where it was initially tested.
Following the pilot, several companies in various municipalities put the proposal into practice, such as 3M, Bombardier, DuPont, Monsanto, PwC and Votorantim. The young proposed initiatives for improving reading areas and repairing walls, lectures on the environment, activities associated with recycling and donation of materials and food to the poor, among others.
In 2013, 6,417 children aged 0 to 6,
2,500 parents and 620 teachers and coordinators, in 49 teaching
establishments and 7 health centers benefited.
The 392 volunteers came from Ecolab,
GE, Hershey's, Intel, Mapfre, Morgan Stanley,
Owens-Illinois and P&G. The technical partnership
was the responsibility of the teams from Fundação
Abrinq [Abrinq Foundation] - Save the Children and
the Instituto Avisa Lá [Avisa Lá Institute].
As part of the mentorships, 612 employees
from 3M, Bombardier, Dupont, Monsanto,
Morgan Stanley, P&G and PwC gave classes that
benefited 688 young people
connected to around 15 partner NGOs. Other 177 youths took part in digital media,
entrepreneurship and school tutoring projects.
Annual Report 2012 | 201316
Grants and Social Investor Campaign UWB also received, via United Way Worldwide, grants from companies and foundations outside the country. The amounts were used to implement programs in Brazil, mainly involving experiments with new methods or techniques that could potentially be widely applied in the future. Head Offices that remitted funds were Bombardier, Caterpillar and Hershey's.
Through the Social Investor Campaign, dozens of employees from Dupont, Ecolab, Morgan Stanley, Owens-Illinois, Pinheiro Neto Advogados, PwC and P&G were encouraged by UWB in 2013 to begin investing in the development of children and young people from low income families with limited opportunities.
These efforts resulted in increased funding – the amounts generated by donations from private individuals at these companies doubled. The value of grants and funding from private individuals, together with resources from the companies, make up the Common Fund, which bears the cost of the various UWB projects.
Throughout the year, volunteers from the companies continued to make efforts to benefit children and young people on special dates, such as the United Way Day of Action (Morgan Stanley), Children’s Month (Owens-Illinois, P&G and Timken) and Volunteer Day (Ecolab). Recreational activities, theatre, story-telling, renovation of physical spaces and donation of toys constituted the main activities in public schools or social organizations in partnership with UWB.
LIVE UNITED MovementUWB believes that voluntary initiatives are essential if the social scenario in Brazil is to
be transformed. It therefore encourages collective activities through the LIVE UNITED
Movement, which connects people who wish to contribute to the education of children
and young people through knowledge, time and financial resources. In 2012 and 2013,
UWB brought together dozens of people through volunteer work and social investment
– which was supported by the regular injection of funds from those involved. Gradually,
the professionals involved have opted to both volunteer and invest, thereby enhancing
their personal investments and the positive results of UWB’s programs. To complement
employee donations, the companies partnering with UWB match the amounts, thereby
doubling the cash investment of their teams.
Annual Report 2012 | 2013 17
Annual Report 2012 | 201318
Beneficiary, volunteer and investor comments
Annual Report 2012 | 2013 19
Beneficiary, volunteer and investor comments
I highlight the first structured evaluation of young people trained by the mentorships, Student United Way and Citizenship Awareness, which were supported by our volunteers in designing and adapting content, increasing support for mentors and improving control of indicators. The range of exchanges with company executives, young people and NGO managers, all focusing their efforts on common goals, has been always relevant and enriching.
‘‘
” Mark Vogt, PwC Partner, Board Member and UWB
Social Investor
A close association with the companies and their employees, one of UWB’s strengths, is the great learning opportunity of this partnership, above all for the mentored young people, who experience the employment world for the first time. Through a relationship established since 2007, we were the pilot institution for the digital media project in 2012. It was so successful that it was adopted by us as another permanent work method and young people have been hired by large corporations to work on social networks and blogs.
‘‘
”
Edvaldo Gomes Magalhães, Director of the Associação Programa
Educar [Educational Program Association], in São Paulo (SP)
We launched the O-I Volunteer Program with 41 participants in late 2012 and by the end of 2013, we had 238 volunteers contributing financially and participating in recreational or restructuring activities. I was actively involved in appointing the O-I leaders, to ensure that they motivated their teams, and in giving presents to children during the Christmas Campaign. The experience showed me that being a volunteer requires a willingness to offer what you do best to others. The most impactful activity, with long term results for beneficiaries, was the IVP (Investir Vale a Pena [Investing Pays Off®) course, which trained 24 young people in personal, professional and financial development, with the participation of 30 employees.
‘‘
”
Miguel Alvarez, President of Owens-Illinois Brasil,
volunteer and Vice-Chairman of
the Board of UWB
Annual Report 2012 | 201320
2012-2013Investmentreport
BALANCE SHEETS AS AT 31ST DECEMBER 2012 AND 2013(In Brazilian Reais – R$, cents omitted)
ASSETS
CURRENT
Cash and cash equivalents
Stocks and shares
Recoverable taxes
Advances
Total current assets
NON-CURRENT
Fixed assets
Total non-current assets
TOTAL ASSETS
LIABILITIES AND SHAREHOLDERS' EQUITY
CURRENT
Accounts payable
Provision for holiday charges
Social law contributions
Taxes payable
Advances on donations
Total current liabilities
NON-CURRENT
Total non-current liabilities
SHAREHOLDERS' EQUITY
TOTAL OF LIABILITIES AND SHAREHOLDERS' EQUITY
12/31/2012
136,265
548,165
3,034
2,368
689,832
5,611
5,611
695,443
12/31/2013
63,564
796,795
-
3,692
864,051
7,396
7,396
871,447
12/31/2013
3,613
15,096
11,698
1,530
254,901
286,838
187,097
397,512
871,447
12/31/2012
3,550
13,393
6,334
1,318
55,060
79,655
144,500
471,288
695,443
United Way Brasil's financial statements have been audited since 2001 by Deloitte, a market leader in Brazil.
Annual Report 2012 | 2013 21
STATEMENT OF (DEFICIT) SURPLUSFOR FINANCIAL YEARS ENDING 31ST DECEMBER 2012 AND 2013
(In Brazilian Reais – R$, cents omitted)
INCOME
Donations for volunteer and mentorship programs
United Way Worldwide donations
Donations for specific use
Financial income
Total income
EXPENSES
Mentorship and volunteer programs
United Way Worldwide
Specific use
General expenses
Total expenses
(DEFICIT) SURPLUS FOR THE PERIOD
12/31/2013
801,143
276,731
245,196
54,361
1,377,431
(698,525)
(276,731)
(245,196)
(230,755)
(1,451,207)
(73,776)
12/31/2012
846,933
567,373
130,004
54,563
1,598,873
(252,088)
(567,373)
(130,004)
(242,600)
(1,192,065)
(406,808)
Annual Report 2012 | 201322
CASH FLOW STATEMENTSFOR FINANCIAL YEARS ENDING 31ST DECEMBER 2012 AND 2013
(In Brazilian Reais – R$, cents omitted)
CASH FLOW FOR OPERATING ACTIVITIES
(Deficit) or surplus for the period
Adjustments for:
Depreciations
Financial income from stocks and shares
Allocation to the account balance of donation advances
Provision for risks
Recoverable taxes
Advances
Variations in operating liabilities:
Accounts payable
Provision for holiday charges
Social law contributions
Taxes payable
Advances for projects
Net cash generated by (invested in) operating activities
CASH FLOW FOR INVESTMENT ACTIVITIES
Stocks and Shares
Acquisition of fixed assets
Net cash (invested in) generated by investment activities
(REDUCTION) INCREASE IN CASH AND CASH EQUIVALENTS
Cash and cash equivalents at the beginning of the period
Cash and cash equivalents at the end of the period
NET INCREASE (REDUCTION) IN CASH AND CASH EQUIVALENTS
Net cash (invested in) generated by investment activities
(REDUCTION) INCREASE IN CASH AND CASH EQUIVALENTS
Cash and cash equivalents at the beginning of the period
Cash and cash equivalents at the end of the period
NET INCREASE (REDUCTION) IN CASH AND CASH EQUIVALENTS
12/31/2012
(73,776)
3,344
(53,412)
(521,927)
(42,597)
3,034
(1,324)
63
1,703
5,364
212
721,768
127,646
(195,218)
(5,129)
(200,347)
(72,701)
136,265
63,564
(72,701)
(72,701)
(72,701)
136,265
63,564
(72,701)
12/31/2013
406,808
4,977
(54,473)
(697,377)
(30,646)
(1,077)
38,085
3,550
(11,209)
(3,053)
(3,454)
189,051
(97,526)
157,497
-
157,497
59,971
76,294
136,265
59,971
59,971
59,971
76,294
136,265
59,971
Annual Report 2012 | 2013 23
Early ChildhoodAbrigo Anália Franco
Abrigo Infantil Monte Salém
CCA Palmares
CECI Pica-Pau Amarelo
CEI Casa da Criança
CEI Iracema Garcia
CEI Jardim Bryan Biguinati
CEI Jardim Catanduva
CEI Jardim Dionísio
CEI Jardim Dom José
CEI Jardim Rebouças
CEI Jardim São Bento Velho
CEI Jardim São Joaquim
CEI Jardim São Luiz I
CEI Jardim São Luiz II
CEI Jardim Souza
CEI Jardim Umarizal
CEI José Bonifácio
CEI José Lourenço de Lima
CEI Mina
CEI Parque Figueira Grande
CEI Parque Santo Antônio
CEI Paulinoeva
CEI Paulo e Admar
CEI Profª Albertina Rodrigues Simon
CEI Profª Leontina Lourenço
CEI São Norberto
CEI Ver. Cid Franco
CEI Ver. Gumercindo de Padua Fleury
CEI Verbo Divino
CEI Vila Silvia
Centro Pastoral Santa Clara
CEU CEI Profª Yolanda de Souza Santalucia
Clubinho Capela
CMEI Alice de Souza Bruno
Creche Municipal Sandra Maria Ferreira Cotrim
Creche N. Sra. das Graças
Creche Sagrada Família
Creche Santa Terezinha
EDI Sra. Perciliana Pereira de Alvarenga
EMEIF José Francisco Alves
EMEIF Maria Aparecida
Fraternidade Irmã Clara
Fundação Abrinq - Save the Children
Grupo Primavera
Grupo Raios de Sol
Instituto Avisa Lá
Lar Batista Janell Doyle
Lar Escola Cairbar Schutel
YouthAshoka Brasil
Associação Cultural Comunitária Pró-Morato
Associação Luta pela Paz
Associação Obra do Berço
Associação para Proteção das Crianças e
Adolescentes - CEPAC
Associação Programa Educar
Casa Anjos Voluntários
CIEE Campinas
Corassol
CPA (Centro de Profissionalização de
Adolescentes) Pe. Bello
EE Profª Maria de Oliveira Lellis Ito
EMEF Maria Aparecida de Oliveira Ribeiro
Formare
Fundação Educar DPaschoal
Instituto Dom Bosco
JAM - Jacareí Ampara Menores
Obra Social Santa Luzia
Projeto Nova Vida
Organizations benefited from UWB’s programs and projects - 2012-2013
Associated Companies
Partner Companies and Institutions
partIcIpatIngcompanIes
Annual Report 2012 | 201324
Mission
to mobilize human, financial and material resources of companies,
individuals and public authorities, through voluntary work, education and income generation.
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Centro Empresarial de SP - São Paulo - SP
Tel.: +55 11 3748-9000United Way Brasil
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