Our figures

Barges X Trucks

1 Hidrovias do Brasil convoy of 25 barges

is equivalent to the capacity of

approximately 1,200 trucks

Hidrovias is surpassing itself again!

With a project for transporting 35 barges in a single convoy on Amazonian rivers, we will transport the equivalent of 1,666 trucks in a single trip.

2020 indicators

HBSA generates much less greenhouse gas emissions!
See the annual emission comparison for each transportation mode:

HBSA

4 grams of CO2 equivalent per net ton kilometer (NTK)

Road

14 grams of CO2 equivalent per net ton kilometer (NTK)

Rail

12 grams of CO2 equivalent per net ton kilometer (NTK)

Prevented carbon per month - HBSA

North

2.110 tons of CO2 per net ton kilometer ‐ 10 convoys per month

South

2.500 tons of CO2 per net ton kilometer ‐ 10 convoys per month

Fonte: 2020 HBSA GHG Inventory.

We generate more than 1.400 direct jobs

we have another 2,000 outsourced employees

Investment In The Environment

+ R$ 34 millions

invested in caring for the environment in 2021

Environmental Investment

+ R$ 4 millions

invested in 2022 for supporting 12 social initiatives benefiting more than 100,000 people.

Innovation with a focus on sustainability

Building the world's first electric shunting pushers.

Our commitments

Hidrovias do Brasil created several goals for caring for the environment and social development for the coming years. See our 2022 goals below. We will be announcing our 2030 goals soon!

Climate change

Support decarbonization of the Brazilian logistics system by offering innovative and reliable waterway and maritime logistics solutions and by bringing our GHG emissions to zero.

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Ethics and Transparency

Continuing to tirelessly and uncompromisingly foster ethical and transparent behavior in our relationship with all our stakeholders

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Value Chain

Influencing all clients in adopting sustainable environmental practices and adopting internal ESG criteria for supplier selection, qualification and development

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Environmental Impact

Supporting the regeneration of the ecosystems in which we operate and efficiently manage our environmental risks and impacts.

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Local & Human Development

Genuinely contributing to the development of neighboring communities with social transformation and shared value initiatives

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Employee Health, Safety & Development

Fostering a safe environment and a diverse, inclusive, and continuous development culture.

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What we are already doing

Integrated Report 2023

We present our second Integrated Report of Hidrovias do Brasil, referring to 2023, raising the Company's level of transparency and governance. The document provides data that reinforces the sustainable journey, with information about our progress, challenges and achievements in the last year, with our environmental, social and economic efforts.

Learn more

We innovate to reduce emissions

We are building the world's first two hybrid pushers. By using electricity as a source for navigation, we managed to reduce up to 2,168 tons of CO2 (carbon dioxide) per year, which is equal to the consumption of 472 cars.

find out more

Closeness with communities

For us, engaging with the communities surrounding our operations is one of our main sustainability goals. Through dialogue, impact management and social investment initiatives, we have built a journey based on respect and partnership. The focus is on strengthening the company's relationship with its stakeholders. The relationship also allows for co-creating social transformation projects, always built on the basis of the communities’ demands.

Support for local development

In 2022, we are investing around 5 million reais (BRL) in initiatives that are expected to benefit more than 100,000 people through 12 new projects that will be implemented in Paraguay, Uruguay, and in Itaituba and Barcarena in Pará State and in Santos, São Paulo State. Our strategic social action takes place through three pillars; Education, Employment, and Income Generation & Local Development. We expect to expand the number of initiatives throughout the year. Stay tuned for our updates.

find out more about some of the initiatives

Transparency in relationships

We always act in a transparent manner in our relations with all our audiences. For this, we have codes and policies that ensure that we act ethically and in accordance with the best international practices. We are TRACE certified, which means that we have appropriate anti-bribery and anti-corruption practices in place.

find out more

Navigation is sustainable: see why

1


Navigation uses river courses that already exist and, unlike roads, do not require the construction of major roads, which impact the environment.

2


Navigation is a much more efficient transportation modal because it does not depend on traffic flow, and it is safe, because the accident rates are much lower than those on the roads.

3


Transportation by water is much “cleaner” because it requires much less fuel to carry much more cargo and generates up to 3 times less greenhouse gas emissions than other transportation modals.

4


Navigation activities create jobs and income for the population of communities around rivers and seas. Here at Hidrovias do Brasil, we also support local social initiatives and projects that bring education, employment and development to the communities in which we operate.

Watch the campaign video

OUR RELATIONSHIP CHANNELS

Contact Hidrovias do Brasil

Hello Community Ethics Channel

Our reports

See our sustainability reports here

Click here

Partners

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    Climate change

    Long-Term Goals (05 years - 2025)

    • Achieve the reduction targets for 2025 projected in NET ZERO 30.
    • 20% reduction in fossil fuel consumption/NTK according to the 2021 base GHG Inventory.

    Mid-Term Goals (2023 - 2024)

    • Measure the “internal Carbon value” of HBSA's operations and include this amount in project modeling.
    • Qualification of NET Zero 30 targets according to SBTi (Science Based Targets Initiative).
    • Install the terminal for recharging batteries at the TUP.
    • Operate at least one of the Southern Fleet pushers with HVO (Hydrotreated Vegetable Oil, or “Green Diesel”) as main fuel.

    Short-Term Goals (2021 - 2022)

    • Approve detailed plan and associated budget with alternatives for becoming NET Zero by 2030.

      Our progress

      20% 40% 60% 80% 100%
    • Consolidate carbon inventory (3 scopes) audited by a qualified entity.

      Our progress

      20% 40% 60% 80% 100%
    • Construction of two hybrid maneuvering pushers.

      Our progress

      20% 40% 60% 80% 100%
    • Complete the conceptual design of the Super-Convoy.

      Our progress

      20% 40% 60% 80% 100%
    • Study the use of HVO in Turkish shunting pushers in the Southern fleet.

      Our progress

      20% 40% 60% 80% 100%

    Ethics and Transparency

    Long-Term Goals (05 years - 2025)

    • Provide external Transparency Lighthouse portraying Institutional interactions.
    • Prepare an Integrated Sustainability Report.

    Mid-Term Goals (2023 - 2024)

    • Observing the Policies: ‐ Train 80% of the target audience in the institutional interaction procedure.
      - Implement a systemic record of institutional interactions.

    Short-Term Goals (2021 - 2022)

    • Train employees in the Anti-Corruption Policy.

      Our progress

      20% 40% 60% 80% 100%
    • Establish the system for recording institutional interactions.

      Our progress

      20% 40% 60% 80% 100%
    • Create Government Relations Procedure.

      Our progress

      20% 40% 60% 80% 100%

    Value Chain

    Long-Term Goals (05 years - 2025)

    • Have 100% of strategic suppliers approved in the ESG criteria.
    • Ensure that 100% of grain customers in the Northern system are signatories and have a certificate of adherence to the soybean moratorium.

    Mid-Term Goals (2023 - 2024)

    • Have 50% of strategic suppliers approved in the ESG criteria.
    • Ensure that 100% of grain customers in the Northern system are signatories and that at least 70% of them present a certificate of adherence to the soybean moratorium.

    Short-Term Goals (2021 - 2022)

    • Develop / Approve Strategic Supplier (Pilot) in the ESG criteria.

      Our progress

      20% 40% 60% 80% 100%
    • Inventory 100% of grain customers in the Northern system and influence them to be signatories of the soybean moratorium.

      Our progress

      20% 40% 60% 80% 100%

    Environmental Impact

    Long-Term Goals (05 years - 2025)

    • Ensure 100% effectiveness of controls (sampling results and tolerance levels).
    • Ensure sustainable destination for 100% of waste generated in operations.

    Mid-Term Goals (2023 - 2024)

    • Implement controls for fugitive particulate emissions.
    • Implement action plans based on the diagnosis.

    Short-Term Goals (2021 - 2022)

    • Diagnose particulate emissions that are considered critical and irregular, within all company operations.

      Our progress

      20% 40% 60% 80% 100%
    • Complete the waste inventory and prepare an action plan containing indicators for reduction and disposal according to the classes.

      Our progress

      20% 40% 60% 80% 100%

    Local & Human Development

    Long-Term Goals (05 years - 2025)

    • Implement a mitigation plan for the company's critical socio-environmental risks, based on the prioritization matrix established by the Company.
    • Achieve 80% favorability in reputational research involving stakeholders.
    • Obtain formal recognition from society for contributions to local development in the territories where HBSA operates.
    • Have 2 projects per territory, fostering civil society’s organization capacity.

    Mid-Term Goals (2023 - 2024)

    • Integrate the diagnosis into the management system, in line with the Equator Principles.
    • Implement action plans for 100% of critical socio-environmental risks.
    • Conduct research demonstrating 20% ​​evolution from T0.
    • Initiate the Institute's social projects in partnership with the Government.

    Short-Term Goals (2021 - 2022)

    • Perform socio-environmental diagnosis of operations and routes in the territories covered by HBSA.

      Our progress

      20% 40% 60% 80% 100%
    • Conduct reputational research, to be done by an independent agent, with priority audiences (from the stakeholder mapping).

      Our progress

      20% 40% 60% 80% 100%
    • Define the strategy for private social investment (ISP) and expand the Institute's activities to all regions where the company operates.

      Our progress

      20% 40% 60% 80% 100%

    Employee Health, Safety & Development

    Long-Term Goals (05 years - 2025)

    • To be recognized externally as a company that fosters employee health, safety and well-being (survey to be made by an independent agent).
    • Achieve and maintain 60% of transactions and promotions with internal employees (except for specially regulated professions).

    Mid-Term Goals (2023 - 2024)

    • To be recognized internally as a company that fosters employee health, safety and well-being. (90% favorability in the "respect" pillar - Climate Survey.
    • Achieve and maintain 40% of transactions and promotions with internal employees (except for specially regulated professions).

    Short-Term Goals (2021 - 2022)

    • Implement 100% of the occupational health and safety (OHS) plan.

      Our progress

      20% 40% 60% 80% 100%
    • Disseminate the new Recruitment Policy with quantitative and qualitative indicators for all recruitment processes.

      Our progress

      20% 40% 60% 80% 100%