João Carlos Martins made his Carnegie Hall debut as a pianist in 1960, earning a reputation as one of the greatest interpreters of J.S. Bach’s music and performing with major orchestras in America and Europe. He retired in the 1970s after an arm injury and went into finance and business, but re-established his career, again at Carnegie Hall, in 1978. Eventually, though, he lost the use of both hands. Nothing daunted, he carved out a new career as a conductor and, with his Bachiana Orchestra, has given almost 1,000 concerts since 2004. He also puts his energy into work with underprivileged children in Brazil. The charismatic Maestro at his piano tells his joyous story of always looking ahead at what’s next that will make a difference.
Camargo Corrêa Group, represented by
Rosana Camargo De Arruda Botelho, Member of the Board, Participações Morro Vermelho (Group holding company) (2nd generation)
Renata de Camargo Nascimento, Member of the Board, Participações Morro Vermelho (Group holding company) (2nd generation)
Carla Duprat, Chief Sustainability Officer, Camargo Corrêa Group (non-family)
In this session, shareholders from the Camargo family will share their experience in defining the Group´s sustainable development model, the main lessons learned in promoting cultural change, examples of triple bottom line results and the main challenges lying ahead. As stewards of the next generation, the second generation shareholders are preparing the third generation to lead in an increasingly complex social, economic and environmental context. Ensuring high governance standards that allow the businesses to grow aligned to the family values is part of their legacy.
The Camargo Corrêa Group, founded in 1939 as a small construction company in São Paulo, is today a diversified conglomerate occupying leading positions in key sectors of construction, infrastructure, industry and brand management. Currently with over 58,000 employees, the Group operates in 20 Brazilian states, is present in 17 countries and has 60 plants in different parts of the world. The Group is structured as a closed capital and family-owned holding company and in 2012 recorded turnover of $11 billion.
FBN NxG Award 2013 finalists:
- Laura Horstmann & Ingo Wersborg, PreciBake LLC (USA)
- Antonio Ermírio de Moraes Neto, Vox Capital (Brazil)
- Hugo Peris, Luqa Pharmaceuticals (China)
For the fifth consecutive year, the FBN NxG Award champions young family business members who contribute to renewing and energizing their family business. The finalists will participate in a panel discussion to share the entrepreneurial essence of their promising projects. This will be followed by the announcement of the FBN NxG Award 2013 winner.
This year’s award winner will benefit from financial, academic, and coaching support. This includes participation in the Ernst & Young Junior Academy Program for young successors in family businesses, and in Insper’s personalized coaching sessions and Executive Program on “Doing Business in Brazil”.
As it reaches its first 25 years of existence, FBN prepares to celebrate the “Proud Past” of family businesses who have successfully transferred their enterprises over generations. The new CEO of FBNi will present the FBN 2020 action plan, sharing the organization’s vision to continue to inspire family business members across its network of 29 member associations worldwide. New content partnerships will be announced, positioning FBN as a thought leader on family business issues, together with an exciting program of activities for the year to come.
Beyond this year of celebration, FBN looks ahead at how the network and its members will renew their commitment to a “Sustainable Future”, building on the pledge issued in 2011 in Singapore.
Since 1996 the IMD-Lombard Odier Global Family Business Award has distinguished prestigious family businesses around the world from a variety of sectors on an annual basis.
Awarded by IMD, one of the world’s leading business schools, and Lombard Odier & Cie, one of the largest firms of private bankers in Switzerland and Europe, the award provides a unique opportunity to promote the indispensable role family businesses play in the global economy.
The award, which is regarded by many as the most prestigious distinction for successful family businesses, also serves as a platform for family businesses to exchange best practices and analyze the economic backdrop. For more information visit www.globalfamilybusinessaward.com
The Summit opening plenary panel brings together members of three successful globally active family businesses to talk about the organization of their families and the critical role their families play in ensuring entrepreneurialism in the business, commitment in the family, and a focus on the long term family success. We will also hear about what it is like to be a large enterprising family and the challenges they see in the future.
Germany’s Heraeus group has been family-owned for over 160 years. It has more than 12,000 employees worldwide in business groups active in precious metals, materials and technologies, sensors, biomaterials, medical and pharmaceutical products, quartz glass, and specialty light sources. From the GCC, the Dubai-based Al Ghurair Investment LLC has business roots stretching back over 50 years with a presence in more than 20 countries. Its core focus is on foods, construction, resources and property with additional sector participation in energy, printing, retail and education. The Votorantim Group, founded in 1918, is a 100% family owned Brazilian company with more than 40,000 employees in over 20 countries. Through Votorantim Industrial (VID), it operates in sectors that are capital intensive with a high production scale such as cement, metals, energy, steel, pulp and orange juice. The Group also operates in the financial market through Votorantim Finanças.
Professor Pankaj Ghemawat, Anselmo Rubiralta Professor of Global Strategy at IESE Business School
Family businesses are no different from other enterprises when it comes to the promises and pitfalls of globalization. Taking advantage of the trend requires family business leaders to be open to internationalization. But it also demands an awareness of the pitfalls of cross-border expansion, whether in relation to entering new markets or redesigning supply chains. Professor Ghemawat has shown that people and companies often aren’t as globally aware as they think. Doing better at globalization requires a deeper appreciation of the distances–cultural, administrative, geographical and economic – between different markets and strategic and organizational changes that explicitly help address them.