Achievement Success and
10% growth in headcount of 10% also in sales and 20% in the production of Ceará Santana Textiles are one of the biggest (and most stable) companies. The secret? The union of a family that "breathes" the business all the time. For Wagner
Belmonte
Santana Textiles of Brazil has numbers that transform a complex organization, effective and differentiated. It produced 40 million meters of indigo in 2004 and has a product table with 60 types of jeans. Founded 42 years ago, in Jaguaruana, a small town in the interior of Ceará where the hammocks were made today it is among the ten largest industries in the Brazilian textile industry, according to Exame magazine.
The idea is to increase production, grow ever more. "The forecast for 2005 is estimated in the range of 48 million meters," says Vice-President Veronica Perdigao. With about a thousand employees and the intention to increase staff to 1,030 by the end of the year, Santana has 100% Brazilian capital. The company is headquartered today in the city of Horizonte, in the State of Ceará. In the cities of Sao Paulo and Buenos Aires, the company set up show-rooms, in order to track key fashion markets in South America What's more, New York has an office, since the United States are the largest consumers of indigo in the world.
The four decades of work in the textile sector and the rise can be attributed to a difference: developing a consultancy to the customers buying their products. The growth of 20% set for production is defined as follows: "Our job is fairly called the infighting. We worked very closely the customer, we give a full post-sales support, guide, 'we come together '"says Veronica. Loyalty crucial point is developed by the company and Vice President shows that buy their products is just the beginning of a process. "We take care to steer to make the best of each product and follow our guidelines and techniques. All of this to build customer loyalty, helping it grow. We provide the necessary conditions so he can buy and grow," he summarizes.
the external market, with the "unwanted" falling dollar, the index provided for exports will be lower in 2005 than the average 18% of previous years. According to Veronica, the domestic textile sector exports may not add up 1% of the world. "Therefore, there is much to growth in exports, since the internal environment is favorable system. "The company's revenue is not disclosed by the Vice President. But the speech by the organization share: 11.5% of all domestic production of 2005, ie 48 million of a total of 420 million meters of denim fabric. Veronica adds that "the national market should consume between 355 and 360 million" of total production this year. The rest is exported.
family business run by brothers, Santana Textiles innovation in social responsibility. This is the case that keeps the nursery with 200 children, plus other projects such as assisting adolescents also encouraged to sport. She participates in the Première Vision in Paris, the largest fair of fashion trends in the world. With pride in who is ahead of the company since he observed working parents, Veronica, who graduated in Business Administration and a postgraduate degree in Finance, says: "This is not a traditional fair. Here, you must be invited to participate and, to be invited, there is a committee of nearly two years of analysis. "
In Fortaleza, at the Federation of Industries of the State of Ceará (FIEC), the executive gave us the following interview.
Manager - Santana Textiles was founded in 1963, founded by the family Delfino, in Jaguaruana. Today she is one of the largest industries in the country Indigo Capital is 100% Australian?
Veronica - Yes, exactly. The capital, we play here is 100% Ceará (laughs).
Manager - Industrial Park it is an area of 30 hectares?
Veronica - Correct. Our industrial park in Horizon has 20 acres of built in 30 hectares of total area. We also have two production units, the Natal (RN) and Rondonopolis (MT), the first plant in operation since 2003, with estimates of the second inauguration in 2006.
Manager - The company produced, in 2004, 40 million meters of indigo and the product table unites 60 different types?
Veronica - Exactly. In 2005 will produce 48 million meters of denim, and also add 15 new products in our chart of sales, ie at the end of the year we will have 75 products in the manufacturing line.
Manager - The lady gives a growth of over 20% in production value to what?
Veronica - Our work is rather "infighting". We work very closely the customer, we offer all the necessary support to the client with an emphasis on post-sale, the advice, "come together". Who buys our products is just early in the process. We advise how to treat the tissue, provided it is received and care in storage until the improvement in the industrial laundry and finishing, or how to get the best out of each product, which includes, of course, technical guidelines. Are loyalty strategies. We provide conditions such that he can buy and grow.
Manager - How did the concept of consulting the client's business?
Veronica - We saw a great need of this service. We work with small, medium and large customers. Customers midsize and large have more technical difficulties of fashion consulting, already small customer is one who mounts a production and is growing slowly. This, in addition to unstructured, in most cases, completely unaware of basic technical issues and has a great need for product orientation. Then comes a time such that if it does not follow, a support, he may have problems, and that's where we went. We diagnosed the condition of the machinery used and directed what steps should be taken to adjust to the desired end product. Our graduates in style and fashion as support the sale, or develop special washes in our tissues so that customers can have a product higher added value. Besides the provision of our customer surveys conducted several times each year in innovative markets in the fashion industry, we see the trends of behavior, to do a sociological study to see what the end consumer need, what he wants, etc.. And translate everything for our customers in an easy to understand through our speech-concept "Première Coffee, now in its seventh edition. We launch products twice a year and close to release, traveled to Brazil to present the Café Premiere in 14 cities considered producing areas of apparel. This is a special gift for our customers.
Manager - Clients are predominantly business?
Veronica - Yes
Manager - Indigo The company is negotiating for a third party?
Veronica - No. We produce only products with our brands: Santana Textiles of Brazil or Loco Serious Denim. The Loco is our designer fabrics and high value-added superconceituada in the luxury market. Our clients are primarily apparel. There are those who buy fabrics to sell their own brands, the clothing they buy to sell parts to third-party trademarks (called private label), a system widely used by department stores, there are those who buy only to provide services faction to other stores, and also attacked the tissue. We also export to several countries lot.
Manager - The volume is 20%, right?
Veronica - Well close to it: our historical average is 18%. Such a transformation does not always go to those who purchase our products. For example, the United States buy, but they deliver in Colombia. It has plenty of that. The United States is the largest consumer of indigo, but no longer are the largest producers since 2000.
Manager - What's first?
Veronica - China.
Manager - Competing with the Chinese product in the textile is predatory?
Veronica - Yes. First, for the following: we worked a lot with Chinese quality and focuses solely on price. It is clear that the market's mood smile more for those with the lowest price. Especially in times of crisis. It compromises the Brazilian participation in the consumption of larger market share. The negative effects are not long to appear, as the slowdown in production and the consequent growth of unemployment. So you may ask, "Why do no national weaving fabric bad?" That would not be advantageous for our textile industry. We have to work with quality and improve each days. Our technology is so good and refreshed that does not justify much investment to produce fabrics of dubious quality.
Manager - How long is the lady in Santana Textiles?
Veronica - I could say that my life (laughs).
Manager - The company belongs to a core of your family?
Veronica - Yes, I am a member of the company. We are five members and five brothers. It started with my parents and as children, watched the company grow and we helped too. It was a time at school and others in the firm. Working since 12 years and all my siblings were raised as well. We created love for what is now part and is in our blood, our DNA.
Manager - What is the company's position in the ranking of the industry?
Veronica - We are among the 10 largest industries in the textile sector in the country, according to Exame magazine (higher is better), but since we do not publish a balance sheet, our numbers are not presented to the market through that medium.
Manager - In relation to the volume of sales last year to this year, which is the expectation?
Veronica-We should grow 10% in turnover and 20% in production. This delay is justified because all other fabric producers have turned mainly to the domestic market, due to exchange rate overvaluation. Therefore, are all stockpiling or "burning" merchandise. The numbers only reflect the current scenario.
Manager - The general concept is selling price?
Veronica - Exactly.
Manager - Now, the production increased 20% and revenue grew 10%. This does not require structurally the company to monitor and reduce costs break even permanently?
Veronica - Certainly. Indeed, this is day to day. A company never stops to reduce their costs. We realize monthly meetings accordingly. Previously, the price formation occurred within the walls of the company. Not today. Today the market says: "I'm willing to pay so much for this product here." You will recalculate your costs until you reach a number that forms a price to suit different price stipulated by the consumer. In Santana has worked well since 1995 when we migrated spinning for weaving flat. Our meetings aimed at cost, plus continuous reduction, developing a culture of creativity that by using technology or studying, will lead very interesting work, are incentives for ongoing improvements. We even have a reward: if an employee at any level launches an idea, this is subjected to tests. If it works, we measured how much was the savings achieved. At the end the year, reward the person who launched the idea with a part of the result. These innovations are disclosed in our internal intranet, where we explain the idea, which sector, which was the official, etc.., Which is a source of pride for everyone involved in the improvement process.
Manager - How many employees does Santana Textiles?
Veronica - Approximately 1,000.
Manager - Later this year, which is the number of employees?
Veronica - We now have 989 and want to stick with 1030 until the end of the year.
Manager - At the end of last year which was that number?
Veronica - 918 in December.
Manager - That is, the workforce is growing at least 10%, the rate of sales also rose 10% and production increased 20%. It's a good year?
Veronica - Despite some difficulties, it is a good year.
Manager - The company has managed to increase exports in volume from 18% to 20% of production?
Veronica - No. This year will fall slightly because of restrictions in Argentina. The quota reduction of 19 million meters of indigo to 15 million in Argentina had a strong impact on our export performance.
Manager - The coefficient of 18% to 20% ...
Veronica - should fall.
Manager - The volume of exports has been greater?
Veronica - No, this track has always been and should be lower this year alone. The sector's exports may not add up 1% of the world. So there are a lot of growing exports, since the internal environment is favorable.
Manager - E must be less than the 18% due to expansion of trade in Argentina within Mercosur?
Veronica - Yes, depending on the reflexes of Mercosur.
Manager - With the dollar at $ 2.30, the company can take the measure of international competitiveness of exports?
Veronica - It is very difficult. Well, if the goal is to maintain a business relationship, it is even acceptable cost because the cost in the current quote, do not get any margin for profit.
Manager - Here in Ceará, the businessmen linked to the industry argue that the dollar should be priced at £ 2.80 to give competitiveness to the sector. It would be ideal?
Veronica - It would be interesting for the industry.
Manager - This lag in the dollar takes a company's competitiveness in foreign markets?
Veronica - I think reasonably compromise. After all, denim fabrics are marketed based on their historical prices. It is an industry of more than 150 years. Complicating further, Brazil participates very little in the global textile exports. Therefore, the low dollar price in Brazil has no effect on the value of internationally traded product. If this was already in China, the conversation would be different.
Manager - The company opened a showroom in Buenos Aires, an area in Sao Paulo and one in New York.
Veronica - In New York is only one office. Our North American customers need to know that there is someone from the company to resolve and fulfill your requests whenever they need it. That's credibility and security gives the buyer if they need to solve a problem. In São Paulo we are two years and recently moved to Avenida Paulista, where we set up office and show room and hope to attend the largest Brazilian consumer market more closely.
Manager - There is also an institutional purpose?
Veronica - Ease institutional negotiations.
Manager - How did the idea of creating a partnership with the Jeans All the universities?
Veronica - The idea is Delfino Neto, my nephew, the third generation of the company. He is the son of the CEO. It was he who had this idea at universities. He works in Marketing and Product.
Manager - And how it came about? Worldwide textile industry, there is a wide gap between academic knowledge and market practice?
Veronica - discovered by accident. There are four or five years, more or less, receive the University of Fortaleza (UFC), which form the first class of students of the Fashion and Style. They asked to see our company and, when faced with the technological universe textiles, realized that they did not know much of the production process of the textile chain. In short, be professional graduates, but unable to assess the quality of products that would handle during the exercise of their profession. So we decided to take a course of a month for them. Every Saturday we were transporting these guys for the company. They spent an entire hours at our facility, they received technical guidance. With this, we come and sponsor the university. We supply this lack of training, without forgetting that our future will be buyers because, in some time, they will be the responsibility of setting entire collections on some clothing. This is actually a job for medium and long term.
Manager - In São Paulo, Rio and Curitiba, when discussing this subject, what you hear from executives is that the college did not order people to the market. The same training, they say, occurs in company. If you want a competitive employee, who speaks the language of the market, you have to bring it to the company with the notion that he has the Administration - even though he has attended a good college - and additional training in this organization ...
Veronica - Actually, it always has. Today is the greatest. The universities do not have assistance, they do not seek to fill the practice. Therefore, we give much opportunity for trainees.
Manager - Do you have an internship program?
Veronica - We have, yes. There are times when we have 15 or 20 trainees within the company are scattered in different areas. They are trained for 6 months to 2 years, depending on need, and most stay in business. Opportunities arise and incorporate the best. To get an idea, today we have interns in the fashion and style that perform various jobs, including fashion consulting with our representatives. So I think universities need to be reconsidered. In addition, remaining professional in the market every day and, unfortunately, not qualified professionals. Usually when someone is finishing a training, we put him in the same factory. And we always have someone intern within the factories, because the vacancy arises, we selected one immediately has trained professional.
Manager - What is the market share of the company?
Veronica - There are 11.5% of national production this year, or 48 million of a total of 420 million meters of denim fabrics. The expectation of the export sector is only 15% of total production, the domestic market should consume about 355 million. Santana Textiles in the domestic market should sell about 43 million meters, which amounts to 12.1% market share in Brazil. We are a very open.
Manager - In what respects?
Veronica - We have no distance between the President and officials of lower rank. We walked through the plant, talked to everybody, call, we ask, really close to the employee of the board. Interestingly, we built in the area of the glass board. She sees the administrative and administrative also sees the entire board. I do not have any insulation and they have free access if they need to talk to me. So this gives a very large management approach. We also work very close to them and offer many benefits as a policy of valuing its employees. We think that our greatest resource is not technology, but our human capital. After all, without this, the technology does not work. There are several employees who have 10 to 15 years in business. Among the oldest, over 20 years with the company, exists to those who retire and do not want to leave the company, asked to stay a little longer because they enjoy working at Santana.
Manager - What is the difference in management?
Veronica - Perseverance. For the cost and time factors are dominant in the formation of a professional. Even a professional to know how the company about to play the most of their productive potential, it takes six months. This is considering investments in courses, lectures, training, improvement and renewal of knowledge of our professionals. And intriguing is that these investments are consistent in our management. Our range of benefits is quite diverse, including education, which is the agreement with the universities here do Ceará.
Manager - What is the purpose of the agreement?
Veronica - Get more college-educated professionals, or even higher qualifications. Through reduction in tuition and driving especially for college students, we hope to encourage them to academic life. And as more people develop hierarchically as a result of this action. Do not contribute financially to a full scholarship because what is achieved without self-sacrifice is not valued, unfortunately. The professional have to give your hand so that there is total commitment and involvement.
Manager - What is the turn-over of the company today?
Veronica - The turnover in July was 1.31%, a rate below the industry average, which is 4%. The absence rate (the coefficient of absence) is 0.72% below the average index of industries, which is 2%.
Manager - is a good number?
Veronica - Excellent. Sure, it (the index of absence) are drawn from the failures by law.
Manager - Do not you think that the capital-labor ratio would be better without the government?
Veronica - Much better. Today we pay Social Security, but we need to make health insurance of employees. We have a very large amount of benefits and it also holds the employee to the company. We have health insurance and dental insurance. We also work with schools. We have an agreement with SESI, the City of Horizon and Santana, to train our staff. We support and encourage so that they can finish primary school or secondary school. So, we formed three groups to finish the primary and the other to finish school.
Manager - What is your opinion on the CLT?
Veronica - CLT, since 1943, is the north for both employees and employers and also for those who legislate with respect to profitably manage the working relationships. We believe that many impasses that arose were resolved with the decrees, provisional measures and all laws supplementary to it. We believe that our legislators can add much more than exists today. Many doubts and questions could be resolved easily if the rules were a little more explicit. Their importance in the productive working relationship is vital and we believe that in the near future, it will have more answers for employees and employers.
Manager - The company has employees illiterate?
Veronica - Yes, They are professionals former group and very devoted, therefore, chose not to replace them. After all, I believe that illiteracy is not synonymous with disability. And these officials know and perform their functions very well. These are people who excel every day.
Manager - Do not you find it interesting that the company not only subsidize, but taken care of?
Veronica - We do our part. Education is key, we encourage and support our employees, the rate of schooling is growing every year. They need to be convinced and you can not force them. After we formed the first group of adults, and concluded the year with everyone involved and happy by other groups are reading and completing the course and high school, the concept of studying, it was complicated, has changed. Soon, several classrooms.
Manager - You can "crawl" the education profile of your employee?
Veronica - we: Illiterate, 0.20%, up to the fourth grade, 3.48%, incomplete higher, 4.37% college graduates, 4.17%. The Human Resources accompanies everything, and we seek to encourage them. Most have an average education.
Manager - Job-rotation, do you?
Veronica - Formally we have not, but usually do rotation. When an opportunity arises, a vacancy, we seek people who have the profile and make an internal selection, so you can fill a seat next. So, the first selection is internal. If we fail to allocate internally, on to the market. I am for their first job and we worked a lot with him.
Manager - With partnerships with governments?
Veronica - With the government, we have partnerships called open doors. And even before that, we already had that job. I admit I prefer someone without a lot of "baggage" of other companies, we like the employee to incorporate our own culture. This is very important. We use the very first job and we'll qualifying other levels to enable them to occupy higher positions.
Manager - Santana is one of the few companies in the Northeast conform to the precept of hiring the disabled?
Veronica - Yes. Obey what the legislation requires. We maintain partnerships with agencies that collaborate with us in search of professionals with disabilities.
Manager - are very few companies that practice, not only in the Northeast, but also in the Southeast. How are you able to meet that rate?
Veronica - It was very difficult, first because there were no qualified people. I would not put in place, because I disagree with welfarism. No We are here to play with anyone, employ qualified persons to perform their duties in a professional manner to a particular outcome expected by the company. It is not philanthropy. A person who is disabled has its shortcomings, her fears. So get a company to do nothing, she herself did not feel well. What we are partnering with the media in search of an already deficient or with some qualification with good potential. To get an idea, we have a handicapped quadriplegic graduate degree in Computer Science. He works with a pencil in his mouth and has an auxiliary side. He has a wonderful head.
Manager - The lady welcomed anyone that the market usually not welcome and that brought a good result?
Veronica - This is the case. His performance is very good. A man of high cultural level, quite prepared. Discuss all about Computers, occupying the important post of IT Manager, or its restrictions did not prevent the rise in the company, and what is best for their own merits.
Manager - Santana has ISO 9001?
Veronica - No. We are certified with the Seal 193 "given by the Fire Department. He was only given to two companies: Santana Textiles & Infraero.
Manager - As a business model to combat a possible fire? Veronica
- We are above the average required by law.
Manager - Santana And what does the field of Corporate Social Responsibility?
Veronica - We have a nursery built along with the city of Horizonte. A nursery with 200 children, close to the company, turned to the community and also for employees. We followed this nursery, besides having a job at Home of Clara, who are children and adolescents in the city near Caucaia. We have the Tigger project, which are street children who put them in sports. We also have many athletes in the company. Santana Textiles, Sesi in the league last year, participated. There were nine ways, and our team took the first places in all. We usually work pretty much the spirit of sportsmanship in the business, very motivated, not only within the company but outside as well. We have young players of national prominence, like Roberto Brazil, support for 5 years and is the only triathlete to compete in the Brazilian elite under 21 years, Pedro Zanotelli, a boy of 16 years, participates in the international championship of tennis.
Manager - Concerns about the quality of life for employees is increasingly present in the actions of HR. What HR Santana has done about this?
Veronica - Concern to offer quality of life for employees permeates the various HR actions because we believe that by providing a better quality of life, they will work more satisfied and this will directly reflect the levels of productivity and quality. Santana invests in social programs such as Mothers Day, fathers, dates bonfire, Christmas etc.. Moreover, we have lectures for the prevention of diseases etc.. We also have recreational areas, food education program, coral, encouragement to sports, work environment ergonomically studied, etc..
Manager - You are a 360 evaluation?
Veronica - Our employees are evaluated taking into account the behavior expressed in terms of technical and behavioral. This occurs through analysis and observations of the evaluator, his / her supervisor. All this within the standards and performance criteria considered, of course, the predominant values of our company.
Manager - How is it done?
Veronica - For those who possibly have a poor performance is a plan of action consisting of an analysis made with the developer of the points to be improved and which can be included in a training plan. Those who do not fit can be transferred to other areas where skills may be used.
Manager - Those who have good performance?
Veronica - Those who meet the expected performance receive compensation consistent with it. In Santana, we used the method of graphical scale in the assessment of performance. In the trial period and changes in wage rates or the function of the critical incidents method is used.
Manager - The company uses e-learning? What are your plans for 2006?
Veronica - Santana Textiles is a company concerned with a development environment of people in day-to-day. The tool of distance learning using Information Technology is an excellent complementary solution to the learning processes. It is used but still very sporadic.
Manager - What are the benefits offered by the company?
Veronica - Health care, in addition to the company doctor. Agreement-in pharmacy and dentistry, preventive medicine - including vaccination campaigns, feeding into the company cafeteria, food basket, etc.. Moreover, we have agreements with colleges, with language courses as well.
Manager - What are the trends for the sector benefits, in your opinion?
Veronica - The trend is the relaxation benefits. It is a practice that tends to be adopted by large companies. Santana differentiates themselves by having a wide range of benefits and they are largely corporate, ie, all employees are entitled, regardless of their position in the hierarchy.
Manager - Santana Textiles has gained international renown?
Veronica - Yes, it is held in Paris Première Vision, the largest fair of fashion trends in the world. It is not a traditional fair. The business must be invited to exhibit, according to criteria established by a board composed of European exhibitors, as well access is granted only to qualified producers. To apply for exhibitor passes any weaving for about two years of analysis. They get information on all areas, including social responsibility, benefits, environment, or how the company is perceived in the market. They get information on all aspects. We were the first Brazilian company to participate in February 2003, which I consider a landmark for the domestic textile industry, it confirms that some companies in our country are prepared to compete globally in quality.
Friday, April 28, 2006
Shrek Junior Monoploy
exchange leads industry of the state to seek foreign markets
The Federation of Industries of the State of Ceará (FIEC) promoted 23 of the Brazil-Germany Economic Meeting, with the aim of increasing the prospects for new business between the two countries. The inflow of investments in Brazil strengthens one of the keys to continued growth, the infrastructure. For Wagner
Belmonte
After two years of consecutive growth, the IBGE - Brazilian Institute of Geography and Statistics has measured a fall of 1.2% in the volume of economic activity. Government and opposition, once again gave the story a political economic discussion, which will be a preview of the 2006 campaign. However, the reason, according to some economists, would be in the high interest rates, the overvalued exchange rate and low public investment.
Veja magazine, to publish the study in the December 7, listed one by one what are the obstacles that impede the country to grow at the pace that economies of developing nations: the informality, the macro-economic failures, caused mainly by the imbalance in government accounts, the regulatory problems, the poor quality of public service and trivial - every study shows macroeconomic about Brazil - the issue of infrastructure. Poor infrastructure accounts for 5% of the barriers to Brazilian growth, according to the McKinsey study, published in the journal. A seemingly unremarkable were it not for its impact on sectors critical to the growth of the country.
One of the solutions for the investment in the Brazilian domestic market and hence for economic empowerment, is the bilateral negotiations between countries. Evidence that partnerships can work is the result after. 23 Brazil-Germany Economic Meeting, held in July in Fortaleza, capital of Ceará. Support in relations between the two markets will, of course, with the benefits to both parties, and Germany could ever predict it. "From the meeting, there was indeed synergy in contact with German business entrepreneurs Ceará. There was the potential of the state of Ceara as a vocation and as a point of international competitiveness, based on its location and also the Port of Pecem "says the chairman of the Federation of Industries of the State of Ceara - FIEC, Jorge Parente Junior Fleet. He said the port allows access to major international markets in the flow of production, which becomes possible for the Germans. Parente also celebrates the growth industry of the state in relation to slice it represents the Brazilian industrial GDP.
The prospect of increased turnover and investments in infrastructure in the Northeast is great, mainly because the intention is also to increase the growth of local industry. According to Parente, Ceara posted the highest industrial growth in Brazil in the first quarter of 2005 and throughout last year, the state ranked second. And that was not. "On results of the first half of this year, GDP grew in the industrial Ceará cumulative 6.1%, while the average was 5%," celebrates.
Although he had highlighted, Ceará was overcome by the states of Parana and Santa Catarina when it comes to industrial growth. Of the total $ 1 billion invested in the agreement between Brazil and Germany, $ 700 million went to make the project the German company TyssenKrupp in Rio de Janeiro, and between $ 200 and $ 400 million was directed to the port area of Brazil, closer to Santa Catarina, in the Port of San Francisco. The volume of investment toward the Ceará had not been accurate at the date of the meeting, but on the external market, Parente has already guaranteed a definition: "right now, we're formalizing the export of U.S. $ 5 million per year of products agribusiness to Germany. This, from the meeting, and have potential in the area of infrastructure. "
Currently, Ceará industries employ about 350,000 people. A result of growth of about 8% in the net salary and 5% in the overall workforce, according to Parente. Therefore, only the first half of 2005. "Now, it is noteworthy that industrial growth has also had an increase in wages paid, ie, an increase in the generation of more jobs and also with higher wages paid in addition to the occupancy rate of the industry of the state, which in the first half was around 80%, "he says.
winner of the medal of the UN Peacemaker Sergio Vieira de Mello, an honor given by the World Parliament for Security and Peace, Italy, Jorge Parente Junior Fleet demonstrates stimulus for further work by the state of Ceara. "Receiving a medal of that nature encourages, stimulates all Brazilians," he says.
The next meeting between Brazil and Germany is already scheduled to be held on July 8, 2006 in Berlin during the World Cup. The city of Blumenau, Santa Catarina, will host the event in 2007.
Manager - What does it mean for the economy of Ceará investment of $ 1 billion cooperation agreement in Brazil and Germany?
Parente - We claim to bring to the Meeting Ceara Brazil and Germany. We were sure that, from there, we would have a landmark bilateral negotiations between our state and Germany since virtually all German companies are located in southern and southeastern Brazil. It was a new scenario, a new horizon that we were offering for the Germans. From the meeting, there was indeed synergy in contact with German businessmen and entrepreneurs were identified Ceará potential and vocation in the State of Ceará, and point of international competitiveness, based on its location and also the Port of Pecem. It allows the docking of modern vessels and, through him, the Germans can access major international markets for the sale of production. Our vocations has been in the areas of business and technology that the Germans want to know. Germany is a big country, technologically advanced, but the economy has little room for expansion. The great frontier is expanding, since the Northeast has a few German companies working. So there is a great prospect for new business generation. Right now, we are introducing the export of U.S. $ 5 million per year of agro-industrial products to Germany and have potential in the area of infrastructure.
Manager - Priority areas are infrastructure, and of course energy?
Parente - Investment structure with a focus on energy and mainly in the area of biomass, but we must not forget that an agreement of this result is also a great investment in the tourist area.
Manager - In relation to public-private partnerships (PPP), which the Germans are willing to make in order to meet demands?
Parente - There was an official participation of Brazil, headed by Ambassador and Secretary General of the Foreign Ministry, Vieira Guimarães. The Germans charged, at the bilateral meeting that was at the close of the meeting, there was an easing in the legislation of the PPPs, setting clear rules.
Manager - Industry responds Ceará por qual coeficiente do Produto Interno Bruto (PIB) brasileiro?
Parente - Nós temos apenas 2,5% do PIB. É muito pequena a nossa participação. As exportações cearenses representam apenas 1% das exportações brasileiras, mas temos crescido. Os resultados dos últimos seis meses mostram claramente isso. No primeiro bimestre de 2005, o Ceará ficou com o maior crescimento industrial do Brasil. No ano passado, foi o segundo maior. No resultado do primeiro semestre deste ano, o PIB industrial do Ceará cresceu no acumulado 6,1%, enquanto a média brasileira foi de 5%. E estes são dados oficiais do IBGE. A média do nordeste ficou em 4,6%, pouco abaixo da média brasileira. O Ceará ficou 4th place in the first half and last year, was second. The year 2004 was the highest industrial growth in Brazil - 13.8% - but this year, in June, we were in 4th place. We lost to the Amazon, which has the Manaus Free Zone, a region that leverages the entire economy of that state. The Amazon, last year was the first place. This year, we were surpassed only by the Parana and Santa Catarina.
Manager - In this industrial growth, which is the role of the Port of Pecem?
Parente - He is an anchor for the flow to industries Ceará seeking overseas market. The implementation of the Port of Pecem, in fact, is an investment leverage, structural deployment and demand for investments in the state of Ceara. The location of companies at the Port of Pecem, however, is still small. With the implementation of steel in that municipality, industries certainly will occur in far greater numbers. Occur from the steel, a new setting and a new landscape of the industry of Ceará.
Manager - Industry of Ceara in the first half grew 6.1% versus 4.6% average in the northeast and 5% of the average of all the Brazilian economy, with all the Brazilian industrial GDP. What is the level of employment? The sector industry employs many people and has hired?
Parente - Overall, approximately 350 000 people in all industries of Ceara. Now, it is noteworthy that industrial growth has also had an increase in wages paid, ie, an increase in the generation of more jobs and also with higher wages paid in addition to the occupancy rate of the industry of the state, which in this first half stood at around 80%.
Manager - You mean there's 20% idle capacity?
Relative - No, we can say that because there is excess capacity and a seasonal industry, there must be also a flexibility for maintenance. So when you say you used 80% does not mean it has 20% idle, because there are flexibilities needed for maintenance. When the industry reaches 90%, is because it is almost exhausted and needs to be broadened to support its production. Our industrial growth of 6% will quickly result in investment in order expansions of companies and installations of new plants.
Manager - You told me that they are 350 000 employees in the industry of Ceará. The prospect to the end of the year, what is?
Parente - Overall there was in the first semester, an increase of approximately 8% in the mesh and a 5% wage employment in general. If we look, we're talking about 15,000 jobs in total more than 350 thousand jobs. Right now, we opened three industries in Ceará. One is in the shoemaking industry, which generates approximately 1,200 jobs. Another is the consumer electronics, with 700 jobs and the third in the order of 600 employees. There have been at this current government, a contribution of approximately $ 1.2 billion in investments in the state of Ceara.
Manager - Investments in the Brazilian economy are blocked by CLT and many foreign investors do not understand. How do you encourage foreign groups to invest here, with a law like this?
Parente - It's complicated. We are subject to an ancient law, overcome, which is an obstacle to the creation of jobs, mainly in industry, which has to be competitive. Under the Labor Code, labor relations and union are governed by laws outdated and do not correspond to modernity. It is not good for the worker, as it is not good for the entrepreneur. So we are fighting for there to be an agility, by the government in the process of examining the project of reform of labor law, but also of trade union law.
Manager - Why What has not changed today?
Parente - Because in Brazil is very difficult to change. This has created a working group on CNI (National Confederation of Industries), which has excellent advisors, who are studying and proposing measures better, more in line with our current working structure. However, in Brazil structural reforms are difficult to perform because there are often conflicting interests. It's really hard these changes move forward in Congress.
Manager - The balance of this Agreement with Germany provides for investments in energy, infrastructure and tourism?
Parente - Like I said, Germany saw here a new horizon they "unveiled" a new business area. For example, a German shipping company has operated the Port of Pecem, induction of the Federation, with modern vessels, the latest generation, with weekly lines to Europe. It takes seven days to reach the Port of Rotterdam, then goes to the port from England and arrives in 12 days, from the output here of Ceara.
Manager - In short: it is a competitive advantage?
Parente - Without a doubt, is a highly competitive advantage that the Port of Pecem and also provided the location of Ceara. The ships are now operating regularly and enable business of U.S. $ 5 million per year, made from Brazil and Germany.
Manager - What are the areas that will occur in generations of job vacancies?
Parente - Ceara has a vocation and international competitiveness, for example, in the textile, footwear, metal ores and non-metallic, the metal-mechanic sector etc.. We are making a great effort with the Department of Science and Technology Park in order to have a strong in Ceara, in computer science and information technology. Already 14 companies have signaled that in the affirmative and that they should settle in a technology park in the city of Eusebius, 25 km from Fortaleza.
Manager - What needs to happen for the industrial GDP of Ceará was higher than the coefficient of GDP?
Parente - Well, he's bigger than Brazil's growth last year and this year is keeping. But to have a sustained growth needs to continue growing. First, what's going on in this alliance between the Federation of Industries - Ceara and industrialists - and the State of Ceara, while making some adjustments in the legislation of the tax incentive and the investment performance of Ceara. And depending on the sector, are being made adjustments and adaptations required competitiveness. But we need, fundamentally, there is the Brazilian tax reform. She was not performed in depth what was intended, but by stages and, above all, it is necessary that the Brazilian macroeconomic policy reduces the tax burden, because it is one of the largest in the world. And it is necessary, primarily, that the interest rate applied in Brazil to become the interest rate compatible with the globalized world. We have 12% or 13% of net rate, since inflation has been declining over the past four months and the central bank has lowered the interest rate on indices insignificant. The interest rates in the European Union United States and even in the East allow companies to become more competitive. Here it is inhibiting industrial investment because the industry when it comes to the percentage of 80% utilization of its productive capacity is absolutely willing to invest in expanding its plant, but with the interest we have, it has the smallest option. The savings industry is small and the Brazilian state of Ceará is even lower then the industry must take in order to expand funding. What is the entrepreneur who will take financing without knowing what is on the other side of the interest rate is usually the industry to be competitive, does not work with pay more than 5%? How is he going to invest with the interest rate applied here in Brazil? So this is a very limiting factor.
Manager - And the dollar at $ 2.30?
Parente - rather it inhibits exports. The importer did export contract, in fact, is at its limit, finally made export contract when the dollar was R $ 2.80. They are almost 25% difference. But on the other hand, the dollar also handles some key components. So we have to seek an exchange rate policy consistent with this new position of Brazil in the international market because the country has already surpassed one US$ 112 bilhões no acumulado nos últimos doze meses de exportação. É uma marca extraordinária, mas se esse câmbio não melhorar, não sei se o Brasil continuará a manter o volume de negócios com o mercado externo.
Manager - O senhor acha que é possível blindar a economia da crise política?
Parente - Por enquanto está blindada. A crise política já está com mais de cinco meses e o que estamos vendo é que a economia está respondendo. O que não pode acontecer é ela durar muito tempo, pois a economia e a política são "vasos comunicantes" de qualquer nação, de qualquer empresa. Então, vamos esperar que haja uma apuração immediate of these events that are happening in Brasilia, there is serenity and who complete these CPI's, so that the country return to normalcy, for Congress to re-exert its function of legislating, and that the federal government is to execute and implement development policies for the country. In fact, today, the Brazilian agenda is all focused on the problem of the political crisis.
Manager - You could tell what the agricultural GDP of Ceara?
Parente - In Ceará, the agricultural GDP corresponds to 8% and there is a very strong contingent of people who depend on the primary sector. The industrial GDP is around 39% of all our activity, GDP in services is roughly 52%. So is the economy of Ceará.
Manager - The 23 th meeting between Brazil and Germany was the first to be held outside the South and South-East axis?
Parente - Yes, was the first time held in a northeastern state. It's a new horizon. We are to praise the initiative of President Armando Monteiro, the National Confederation of Industry (CNI), which accepted our demand. We went to Germany, claim, CNI has supported us and the Germans held here. We had the great satisfaction of knowing that Ceara will be a new option for the exchange between Brazil and Germany.
Manager - You received on July 25, the Medal of the UN Peacemaker Sergio Vieira de Mello, an honor given by the World Parliament of Peace and Security, based in Italy. What led to this honor?
Parente - I received with pleasure, with great honor and humility. Ambassador Sergio Vieira de Mello was a fantastic person, who dedicated his life to humanity, peace, the world and sacrificed for it. Receive a medal of honor nature and encourages any Brazilian. I received the award as an incentive to work we are working to uplift the state of Ceara and, increasingly, to provide competitive industry of the state.
The Federation of Industries of the State of Ceará (FIEC) promoted 23 of the Brazil-Germany Economic Meeting, with the aim of increasing the prospects for new business between the two countries. The inflow of investments in Brazil strengthens one of the keys to continued growth, the infrastructure. For Wagner
Belmonte
After two years of consecutive growth, the IBGE - Brazilian Institute of Geography and Statistics has measured a fall of 1.2% in the volume of economic activity. Government and opposition, once again gave the story a political economic discussion, which will be a preview of the 2006 campaign. However, the reason, according to some economists, would be in the high interest rates, the overvalued exchange rate and low public investment.
Veja magazine, to publish the study in the December 7, listed one by one what are the obstacles that impede the country to grow at the pace that economies of developing nations: the informality, the macro-economic failures, caused mainly by the imbalance in government accounts, the regulatory problems, the poor quality of public service and trivial - every study shows macroeconomic about Brazil - the issue of infrastructure. Poor infrastructure accounts for 5% of the barriers to Brazilian growth, according to the McKinsey study, published in the journal. A seemingly unremarkable were it not for its impact on sectors critical to the growth of the country.
One of the solutions for the investment in the Brazilian domestic market and hence for economic empowerment, is the bilateral negotiations between countries. Evidence that partnerships can work is the result after. 23 Brazil-Germany Economic Meeting, held in July in Fortaleza, capital of Ceará. Support in relations between the two markets will, of course, with the benefits to both parties, and Germany could ever predict it. "From the meeting, there was indeed synergy in contact with German business entrepreneurs Ceará. There was the potential of the state of Ceara as a vocation and as a point of international competitiveness, based on its location and also the Port of Pecem "says the chairman of the Federation of Industries of the State of Ceara - FIEC, Jorge Parente Junior Fleet. He said the port allows access to major international markets in the flow of production, which becomes possible for the Germans. Parente also celebrates the growth industry of the state in relation to slice it represents the Brazilian industrial GDP.
The prospect of increased turnover and investments in infrastructure in the Northeast is great, mainly because the intention is also to increase the growth of local industry. According to Parente, Ceara posted the highest industrial growth in Brazil in the first quarter of 2005 and throughout last year, the state ranked second. And that was not. "On results of the first half of this year, GDP grew in the industrial Ceará cumulative 6.1%, while the average was 5%," celebrates.
Although he had highlighted, Ceará was overcome by the states of Parana and Santa Catarina when it comes to industrial growth. Of the total $ 1 billion invested in the agreement between Brazil and Germany, $ 700 million went to make the project the German company TyssenKrupp in Rio de Janeiro, and between $ 200 and $ 400 million was directed to the port area of Brazil, closer to Santa Catarina, in the Port of San Francisco. The volume of investment toward the Ceará had not been accurate at the date of the meeting, but on the external market, Parente has already guaranteed a definition: "right now, we're formalizing the export of U.S. $ 5 million per year of products agribusiness to Germany. This, from the meeting, and have potential in the area of infrastructure. "
Currently, Ceará industries employ about 350,000 people. A result of growth of about 8% in the net salary and 5% in the overall workforce, according to Parente. Therefore, only the first half of 2005. "Now, it is noteworthy that industrial growth has also had an increase in wages paid, ie, an increase in the generation of more jobs and also with higher wages paid in addition to the occupancy rate of the industry of the state, which in the first half was around 80%, "he says.
winner of the medal of the UN Peacemaker Sergio Vieira de Mello, an honor given by the World Parliament for Security and Peace, Italy, Jorge Parente Junior Fleet demonstrates stimulus for further work by the state of Ceara. "Receiving a medal of that nature encourages, stimulates all Brazilians," he says.
The next meeting between Brazil and Germany is already scheduled to be held on July 8, 2006 in Berlin during the World Cup. The city of Blumenau, Santa Catarina, will host the event in 2007.
Manager - What does it mean for the economy of Ceará investment of $ 1 billion cooperation agreement in Brazil and Germany?
Parente - We claim to bring to the Meeting Ceara Brazil and Germany. We were sure that, from there, we would have a landmark bilateral negotiations between our state and Germany since virtually all German companies are located in southern and southeastern Brazil. It was a new scenario, a new horizon that we were offering for the Germans. From the meeting, there was indeed synergy in contact with German businessmen and entrepreneurs were identified Ceará potential and vocation in the State of Ceará, and point of international competitiveness, based on its location and also the Port of Pecem. It allows the docking of modern vessels and, through him, the Germans can access major international markets for the sale of production. Our vocations has been in the areas of business and technology that the Germans want to know. Germany is a big country, technologically advanced, but the economy has little room for expansion. The great frontier is expanding, since the Northeast has a few German companies working. So there is a great prospect for new business generation. Right now, we are introducing the export of U.S. $ 5 million per year of agro-industrial products to Germany and have potential in the area of infrastructure.
Manager - Priority areas are infrastructure, and of course energy?
Parente - Investment structure with a focus on energy and mainly in the area of biomass, but we must not forget that an agreement of this result is also a great investment in the tourist area.
Manager - In relation to public-private partnerships (PPP), which the Germans are willing to make in order to meet demands?
Parente - There was an official participation of Brazil, headed by Ambassador and Secretary General of the Foreign Ministry, Vieira Guimarães. The Germans charged, at the bilateral meeting that was at the close of the meeting, there was an easing in the legislation of the PPPs, setting clear rules.
Manager - Industry responds Ceará por qual coeficiente do Produto Interno Bruto (PIB) brasileiro?
Parente - Nós temos apenas 2,5% do PIB. É muito pequena a nossa participação. As exportações cearenses representam apenas 1% das exportações brasileiras, mas temos crescido. Os resultados dos últimos seis meses mostram claramente isso. No primeiro bimestre de 2005, o Ceará ficou com o maior crescimento industrial do Brasil. No ano passado, foi o segundo maior. No resultado do primeiro semestre deste ano, o PIB industrial do Ceará cresceu no acumulado 6,1%, enquanto a média brasileira foi de 5%. E estes são dados oficiais do IBGE. A média do nordeste ficou em 4,6%, pouco abaixo da média brasileira. O Ceará ficou 4th place in the first half and last year, was second. The year 2004 was the highest industrial growth in Brazil - 13.8% - but this year, in June, we were in 4th place. We lost to the Amazon, which has the Manaus Free Zone, a region that leverages the entire economy of that state. The Amazon, last year was the first place. This year, we were surpassed only by the Parana and Santa Catarina.
Manager - In this industrial growth, which is the role of the Port of Pecem?
Parente - He is an anchor for the flow to industries Ceará seeking overseas market. The implementation of the Port of Pecem, in fact, is an investment leverage, structural deployment and demand for investments in the state of Ceara. The location of companies at the Port of Pecem, however, is still small. With the implementation of steel in that municipality, industries certainly will occur in far greater numbers. Occur from the steel, a new setting and a new landscape of the industry of Ceará.
Manager - Industry of Ceara in the first half grew 6.1% versus 4.6% average in the northeast and 5% of the average of all the Brazilian economy, with all the Brazilian industrial GDP. What is the level of employment? The sector industry employs many people and has hired?
Parente - Overall, approximately 350 000 people in all industries of Ceara. Now, it is noteworthy that industrial growth has also had an increase in wages paid, ie, an increase in the generation of more jobs and also with higher wages paid in addition to the occupancy rate of the industry of the state, which in this first half stood at around 80%.
Manager - You mean there's 20% idle capacity?
Relative - No, we can say that because there is excess capacity and a seasonal industry, there must be also a flexibility for maintenance. So when you say you used 80% does not mean it has 20% idle, because there are flexibilities needed for maintenance. When the industry reaches 90%, is because it is almost exhausted and needs to be broadened to support its production. Our industrial growth of 6% will quickly result in investment in order expansions of companies and installations of new plants.
Manager - You told me that they are 350 000 employees in the industry of Ceará. The prospect to the end of the year, what is?
Parente - Overall there was in the first semester, an increase of approximately 8% in the mesh and a 5% wage employment in general. If we look, we're talking about 15,000 jobs in total more than 350 thousand jobs. Right now, we opened three industries in Ceará. One is in the shoemaking industry, which generates approximately 1,200 jobs. Another is the consumer electronics, with 700 jobs and the third in the order of 600 employees. There have been at this current government, a contribution of approximately $ 1.2 billion in investments in the state of Ceara.
Manager - Investments in the Brazilian economy are blocked by CLT and many foreign investors do not understand. How do you encourage foreign groups to invest here, with a law like this?
Parente - It's complicated. We are subject to an ancient law, overcome, which is an obstacle to the creation of jobs, mainly in industry, which has to be competitive. Under the Labor Code, labor relations and union are governed by laws outdated and do not correspond to modernity. It is not good for the worker, as it is not good for the entrepreneur. So we are fighting for there to be an agility, by the government in the process of examining the project of reform of labor law, but also of trade union law.
Manager - Why What has not changed today?
Parente - Because in Brazil is very difficult to change. This has created a working group on CNI (National Confederation of Industries), which has excellent advisors, who are studying and proposing measures better, more in line with our current working structure. However, in Brazil structural reforms are difficult to perform because there are often conflicting interests. It's really hard these changes move forward in Congress.
Manager - The balance of this Agreement with Germany provides for investments in energy, infrastructure and tourism?
Parente - Like I said, Germany saw here a new horizon they "unveiled" a new business area. For example, a German shipping company has operated the Port of Pecem, induction of the Federation, with modern vessels, the latest generation, with weekly lines to Europe. It takes seven days to reach the Port of Rotterdam, then goes to the port from England and arrives in 12 days, from the output here of Ceara.
Manager - In short: it is a competitive advantage?
Parente - Without a doubt, is a highly competitive advantage that the Port of Pecem and also provided the location of Ceara. The ships are now operating regularly and enable business of U.S. $ 5 million per year, made from Brazil and Germany.
Manager - What are the areas that will occur in generations of job vacancies?
Parente - Ceara has a vocation and international competitiveness, for example, in the textile, footwear, metal ores and non-metallic, the metal-mechanic sector etc.. We are making a great effort with the Department of Science and Technology Park in order to have a strong in Ceara, in computer science and information technology. Already 14 companies have signaled that in the affirmative and that they should settle in a technology park in the city of Eusebius, 25 km from Fortaleza.
Manager - What needs to happen for the industrial GDP of Ceará was higher than the coefficient of GDP?
Parente - Well, he's bigger than Brazil's growth last year and this year is keeping. But to have a sustained growth needs to continue growing. First, what's going on in this alliance between the Federation of Industries - Ceara and industrialists - and the State of Ceara, while making some adjustments in the legislation of the tax incentive and the investment performance of Ceara. And depending on the sector, are being made adjustments and adaptations required competitiveness. But we need, fundamentally, there is the Brazilian tax reform. She was not performed in depth what was intended, but by stages and, above all, it is necessary that the Brazilian macroeconomic policy reduces the tax burden, because it is one of the largest in the world. And it is necessary, primarily, that the interest rate applied in Brazil to become the interest rate compatible with the globalized world. We have 12% or 13% of net rate, since inflation has been declining over the past four months and the central bank has lowered the interest rate on indices insignificant. The interest rates in the European Union United States and even in the East allow companies to become more competitive. Here it is inhibiting industrial investment because the industry when it comes to the percentage of 80% utilization of its productive capacity is absolutely willing to invest in expanding its plant, but with the interest we have, it has the smallest option. The savings industry is small and the Brazilian state of Ceará is even lower then the industry must take in order to expand funding. What is the entrepreneur who will take financing without knowing what is on the other side of the interest rate is usually the industry to be competitive, does not work with pay more than 5%? How is he going to invest with the interest rate applied here in Brazil? So this is a very limiting factor.
Manager - And the dollar at $ 2.30?
Parente - rather it inhibits exports. The importer did export contract, in fact, is at its limit, finally made export contract when the dollar was R $ 2.80. They are almost 25% difference. But on the other hand, the dollar also handles some key components. So we have to seek an exchange rate policy consistent with this new position of Brazil in the international market because the country has already surpassed one US$ 112 bilhões no acumulado nos últimos doze meses de exportação. É uma marca extraordinária, mas se esse câmbio não melhorar, não sei se o Brasil continuará a manter o volume de negócios com o mercado externo.
Manager - O senhor acha que é possível blindar a economia da crise política?
Parente - Por enquanto está blindada. A crise política já está com mais de cinco meses e o que estamos vendo é que a economia está respondendo. O que não pode acontecer é ela durar muito tempo, pois a economia e a política são "vasos comunicantes" de qualquer nação, de qualquer empresa. Então, vamos esperar que haja uma apuração immediate of these events that are happening in Brasilia, there is serenity and who complete these CPI's, so that the country return to normalcy, for Congress to re-exert its function of legislating, and that the federal government is to execute and implement development policies for the country. In fact, today, the Brazilian agenda is all focused on the problem of the political crisis.
Manager - You could tell what the agricultural GDP of Ceara?
Parente - In Ceará, the agricultural GDP corresponds to 8% and there is a very strong contingent of people who depend on the primary sector. The industrial GDP is around 39% of all our activity, GDP in services is roughly 52%. So is the economy of Ceará.
Manager - The 23 th meeting between Brazil and Germany was the first to be held outside the South and South-East axis?
Parente - Yes, was the first time held in a northeastern state. It's a new horizon. We are to praise the initiative of President Armando Monteiro, the National Confederation of Industry (CNI), which accepted our demand. We went to Germany, claim, CNI has supported us and the Germans held here. We had the great satisfaction of knowing that Ceara will be a new option for the exchange between Brazil and Germany.
Manager - You received on July 25, the Medal of the UN Peacemaker Sergio Vieira de Mello, an honor given by the World Parliament of Peace and Security, based in Italy. What led to this honor?
Parente - I received with pleasure, with great honor and humility. Ambassador Sergio Vieira de Mello was a fantastic person, who dedicated his life to humanity, peace, the world and sacrificed for it. Receive a medal of honor nature and encourages any Brazilian. I received the award as an incentive to work we are working to uplift the state of Ceara and, increasingly, to provide competitive industry of the state.
Army Eczema Disqualifications
A challenge for Latin America
Expert Peter Sealey shows that Latin American companies fail to create brands world. Crossing borders is the ball's time for companies seeking new markets. For Wagner
Belmonte
A company that wants to be known global strategic importance of the brand for their business. The idea of a single image that represents and gives prominence to a particular product on the market has been enhanced from 1951 with David Ogilvy, an advertising pioneer in the discussion of the brand as the main active companies. But the idea that branding is a fundamental component of the marketing has been planned only effective from the 80's, more intensely when theorists and practitioners in the area began to analyze and develop the theme that more afternoon, would be seen as support for a sound business strategy.
In order to discuss the ways in building powerful brands, the ExpoManagement, held in São Paulo, brought in his 5. Edition of the great names in the area: the former vice president of global marketing at Coca-Cola Peter Sealey. He served for 24 years in leadership positions on almost all lines of business. Thus, the focus of his lecture was, in addition to branding, recognition of the power consumers have in their hands.
Sealey says that in 1960 when he began working with marketers, advertisers were dictating the rules, but "today, is different. "He said there was a clear shift of paradigm in this sense:" at that time, we told the customer what he was doing and he heard us. Today, he is who he says we have to do, and the biggest mistake we make is not listening to him. "He adds that, using the internet, if something goes wrong, is not only impossible to hide the facts, how much the "CEO who has to take the lead and take responsibility."
The issue of branding as a crucial point to be developed by corporations brought, however, other issues surfaced, such as, for example, the projection Latin American brands - or lack thereof - in the international arena. According to Sealey, Brazilian products, for example, may not be as well known due to lack of "propaganda." "Brazil has to do their own marketing as a country and put themselves in the market as a developing country," he suggests. For him, this does not happen and to prove why he exemplifies his vision: "I make constant flights between San Francisco and Los Angeles and am doing a course in Brazilian plane. It's an aircraft with room for 50 passengers, with seats too comfortable, and the cost is very good. I doubt even 1% of people who use this transportation Brazilian knows he's done in Brazil. "
One of the ways mentioned by Sealey for change in this scenario is the opening of a free trade area allowing, of course, input and output of products. He said it was also necessary to think of a good marketing strategy that goes beyond borders, "we must have a position that works equally everywhere. Whether in Asia, Europe, North America, South America, Southeast Asia, in short, anywhere in the world, "he says.
If the process of internationalization of Latin American brands have been difficult, there are many reasons for this to occur. Besides the little projection products Brazilians and Latin Americans in general, cited by Sealey, the strong demand is a major factor. About this, he is more optimistic: "I really envision Brazil as a country that will shine the next two decades, and I hope that President Lula, President Kirshner of Argentina and President Vicente Fox of Mexico, to join really create a free trade zone that goes from Alaska to Patagonia, with free trade that would encourage travel to countries that can be crossed freely with free access etc ". With ideas
enthusiastic about Brazil, when he says that this is primarily an exporter country (the Balance Commercial has achieved excellent results in the equation of exports versus imports), Peter Sealey further believes that both the U.S. and Europe will significantly reduce their agricultural subsidies, a recent proposal by VI summit ministerial World Trade Organization (WTO ) - ended on 18 December - which, among other factors, strongly increase the prospects of Brazilian exports in this sector.
If your "prophecies" are right or not is foolhardy venture. But today, as a marketing professor at the University of California Peter Sealey has clear convictions about what can actually strengthen the relationship between Brazil and other countries, "the solution lies in education, which enables the next generation to act in the global economy and participate in all societies." As a convinced optimist, it ensures that this can happen very quickly.
Manager - Mr. shows that Latin American brands are not so well known globally and cited some brands like Coca-Cola. What to do to project the brand in Latin America in the international arena?
Peter Sealey - This is an issue that has been much discussed today and the solution is a global trade, global, free. Brazil has many facets that are to industrial or agricultural commodities. Brazil, in the future, will become an exporter instead of importer marks. One example is the orange juice. Brazil is the largest supplier of orange juice to the United States and has an output that exceeds that of Florida and California in terms of volume. When I came from San Francisco to Sao Paulo, was served on a plane glass of orange juice brand Minute Mate, and I knew most of the orange that goes into producing that juice comes from Brazil, but is "disguised" in brand.
Manager - One of the crucial problems of the Latin American economy is the pent-up demand due to the maldistribution income. To what extent this complicates the process of internationalization of brands?
Peter Sealey - The income gap is certainly a problem, but Brazil is an economic powerhouse and is a dominant economy in Latin America. The solution lies in education, which enables the next generation to act in the global economy and participate in all societies. This can happen very quickly. Ireland is an example: twenty years ago, young people were leaving the country in search of work elsewhere. Today, they are coming back because it's time to develop free trade, increase the knowledge capital and also to improve economy of their country. The secret is to do marketing for small classes - which already exists in Brazil. Not marketing to the extremely wealthy and successful, who are always on top of the pyramid, or for those too poor, who live in slums. We have the marketing tools market to expand the middle class and this is the key.
Manager - Sir points "megatrends" in this sense. Could you explain them?
Peter Sealey - We must take advantage of these three mega trends, we have to use them - techniques and technologies - for our own benefit. For example, yesterday I arrived in Sao Paulo and had to make a connection. Previously, when he came here, I had to use a phone with sophisticated technology and the calls were expensive. At the hotel, I made an Internet connection - high speed (broadband) - and used the system called Skype to call my daughter, who was in California. I turned on the computer, I made the connection and talked with her for about 15 minutes. It cost me only $ 0.35 or $ 0.40. So things are changing too and the answer I have is that we must take advantage of these techniques so that we can also sell the environment, taking advantage of these technologies into our own benefit. I would add that Brazil has to do their own marketing as a country and putting the market as a developing country.
Manager - How?
Peter Sealey - I'll give an example. I make constant flights between San Francisco and Los Angeles and am doing a course in Brazilian aircraft, Embraer. It is an aircraft with room for 50 passengers with comfortable seats and the cost is very good. I doubt that even 1% of people who use this transportation Brazilian knows he's done in Brazil.
Manager - In other words, there is a waste of the potential of the brand?
Peter Sealey - The fundamental lesson that I tried to mention the example of Coca-Cola is the exceptional power that, today, is in the hands of consumers. I started working in marketing in 1960, with Procter & Gamble. At that time, we told the customer what he was doing and he heard us. Today, it is who says what we do and the biggest mistake we can commit is to not listen to him. And most importantly, I would say is that with the internet there are no more secrets. Previously, we could hide the mistakes and "get rid" just fine. Today, when there is an error or a problem, we not only can not hide it, but it's the CEO who must take the lead and take responsibility for them.
Manager - The concept of brand building is new?
Peter Sealey - In 1998, two young men: Larry Page and Sergey Brin rented a computer and started a small business. Today, it's called Google. This company will achieve revenues of U.S. $ 6 billion in advertising revenue and the two young men bought together the world's largest jet, a Boeing 767, just to make rivalry with the U.S. president's aircraft. This could never have been made in the industrial world in the past. Toyota, GM, Mercedes Benz were not companies that formerly could be built in a short period of seven years. Today, all this wealth and these companies can be created within three or four years. So it is important that this concept of brand building early in the design of the company.
Manager - The marketer today needs to be generalist or specialist? What's the fine line that separates what companies have done in institutional marketing mote social responsibility?
Peter Sealey - The marketer today has to have a global vision, world. We can no longer contain only information and knowledge across borders. Today, to devise a marketing strategy, we must take a stand that works equally everywhere. Whether in Asia, Europe, North America, South America, Southeast Asia, in short, anywhere in the world. If this is done correctly, a brand can extrapolate the fact that the overall point of being too regional for each place. Although overall, she says something to the people of each region. For example: in many countries the general population thinks that Coca-Cola is a local brand. In the U.S., I can buy a Mercedes-Benz made in Alabama, a BMW made in South Carolina, a Toyota made in California and then a Chevrolet, which is manufactured in Mexico. So what we are today? We are a global society, which fits in many places. Bo the companies do this well, through a purpose, a purpose very well managed.
Manager - What about the institutional marketing action versus social responsibility?
Peter Sealey - Increasingly, all businesses have a greater commitment to social responsibility, the environment and the health of our children, and this goes far beyond just an institutional marketing. In the United States, for example, we have a very serious problem with childhood obesity. The largest company that makes food products for children, Kraft, decided last week to stop marketing products that have high sugar content for children who are below 12 years. This will cost a sales revenue, but it's the right thing to do. Alcoholic beverage companies are campaigning for there to be a consumer much more aware of alcohol. Toyota is subsidizing the manufacture and sale of hybrid cars. They are losing money on each of these vehicles. But with time, technology will evolve and we'll be able to do more mileage with a hybrid fuel, giving more efficiency to the vehicle and causing less pollution to environment. Companies have always been forced to behave legally. Now, they know they are compelled to behave in an ethical manner. Furthermore, in a responsible manner.
Manager - Who do not?
Peter Sealey - This is the dilemma we face now. Young people know, know and embrace the technology. Are two choices: we hear what they have to say and modify and adapt what we do. If we do not heed them, then they create and implement those institutions that will embody those beliefs and and all that was not done by the company. Whenever a new technology appears on the market, existing businesses generally do not want to listen. In 1947, when television began to grow in the United States, movie studios should have paid more attention to the boom that happened. They knew exactly how to create entertainment, movies on the go, but thought it was really beneath the dignity of them produce films for a small tube, after all they fit the part had to do with the big screens. So, new companies have emerged to dominate the transmission of films on television. Thirty years later, emerged with cable TV signals via satellite. And those networks that had challenged in the past, the film companies found that, for them not to bother, that was unworthy deal with this new facet of the cable. A man there from Atlanta, Georgia, has placed a billboard and a satellite to start broadcasting news. His name is Ted Turner. The station it is CNN. Or we give heed to a new model and create something, or else someone will do it for us.
Manager - The consultants point that the BRIC countries - Brazil, Russia, India and China - the four nations would be more likely to develop. Which one is ahead?
Peter Sealey - I would say India and Brazil. Both are democracies, have freedom of expression and also by the legal system they have, etc. for personal freedom. China, for example, still has its population in those old communists who try to balance democracy and communism in parallel. At some point this race will break. As for Russia, I would say two things: first and that a very small country. We tend to see it was like old days, when the Union was Soviet. Today, however, it is a small country, with population and GDP also decreased very little. India may be ahead in relation to Brazil for two reasons: in numbers has a much larger middle class - 70 to 80 million people - and speaking the English language, which brings great competitive advantage. I really envision Brazil as a country that will shine the next two decades, and I hope that President Lula, President Kirshner of Argentina and President Vicente Fox of Mexico, come together to really create a free trade zone that goes from Alaska to Patagonia, with free trade, which triggers travel to countries that can be crossed freely with free access etc.. I think the United States and Europe in the near future, will substantially reduce its agricultural subsidies, which will significantly expand the scope of exports of agricultural products in Brazil. A cow in the European Union, receives U.S. $ 3000 grants. Unthinkable. And the orange juice concentrate is priced at forty cents a pound. It's wrong because we have to eliminate subsidies. Brazil is the most efficient producer of orange juice in the world. In Florida, where there are plantations of orange, we'll build condominiums. Since you plant oranges (laughs).
Expert Peter Sealey shows that Latin American companies fail to create brands world. Crossing borders is the ball's time for companies seeking new markets. For Wagner
Belmonte
A company that wants to be known global strategic importance of the brand for their business. The idea of a single image that represents and gives prominence to a particular product on the market has been enhanced from 1951 with David Ogilvy, an advertising pioneer in the discussion of the brand as the main active companies. But the idea that branding is a fundamental component of the marketing has been planned only effective from the 80's, more intensely when theorists and practitioners in the area began to analyze and develop the theme that more afternoon, would be seen as support for a sound business strategy.
In order to discuss the ways in building powerful brands, the ExpoManagement, held in São Paulo, brought in his 5. Edition of the great names in the area: the former vice president of global marketing at Coca-Cola Peter Sealey. He served for 24 years in leadership positions on almost all lines of business. Thus, the focus of his lecture was, in addition to branding, recognition of the power consumers have in their hands.
Sealey says that in 1960 when he began working with marketers, advertisers were dictating the rules, but "today, is different. "He said there was a clear shift of paradigm in this sense:" at that time, we told the customer what he was doing and he heard us. Today, he is who he says we have to do, and the biggest mistake we make is not listening to him. "He adds that, using the internet, if something goes wrong, is not only impossible to hide the facts, how much the "CEO who has to take the lead and take responsibility."
The issue of branding as a crucial point to be developed by corporations brought, however, other issues surfaced, such as, for example, the projection Latin American brands - or lack thereof - in the international arena. According to Sealey, Brazilian products, for example, may not be as well known due to lack of "propaganda." "Brazil has to do their own marketing as a country and put themselves in the market as a developing country," he suggests. For him, this does not happen and to prove why he exemplifies his vision: "I make constant flights between San Francisco and Los Angeles and am doing a course in Brazilian plane. It's an aircraft with room for 50 passengers, with seats too comfortable, and the cost is very good. I doubt even 1% of people who use this transportation Brazilian knows he's done in Brazil. "
One of the ways mentioned by Sealey for change in this scenario is the opening of a free trade area allowing, of course, input and output of products. He said it was also necessary to think of a good marketing strategy that goes beyond borders, "we must have a position that works equally everywhere. Whether in Asia, Europe, North America, South America, Southeast Asia, in short, anywhere in the world, "he says.
If the process of internationalization of Latin American brands have been difficult, there are many reasons for this to occur. Besides the little projection products Brazilians and Latin Americans in general, cited by Sealey, the strong demand is a major factor. About this, he is more optimistic: "I really envision Brazil as a country that will shine the next two decades, and I hope that President Lula, President Kirshner of Argentina and President Vicente Fox of Mexico, to join really create a free trade zone that goes from Alaska to Patagonia, with free trade that would encourage travel to countries that can be crossed freely with free access etc ". With ideas
enthusiastic about Brazil, when he says that this is primarily an exporter country (the Balance Commercial has achieved excellent results in the equation of exports versus imports), Peter Sealey further believes that both the U.S. and Europe will significantly reduce their agricultural subsidies, a recent proposal by VI summit ministerial World Trade Organization (WTO ) - ended on 18 December - which, among other factors, strongly increase the prospects of Brazilian exports in this sector.
If your "prophecies" are right or not is foolhardy venture. But today, as a marketing professor at the University of California Peter Sealey has clear convictions about what can actually strengthen the relationship between Brazil and other countries, "the solution lies in education, which enables the next generation to act in the global economy and participate in all societies." As a convinced optimist, it ensures that this can happen very quickly.
Manager - Mr. shows that Latin American brands are not so well known globally and cited some brands like Coca-Cola. What to do to project the brand in Latin America in the international arena?
Peter Sealey - This is an issue that has been much discussed today and the solution is a global trade, global, free. Brazil has many facets that are to industrial or agricultural commodities. Brazil, in the future, will become an exporter instead of importer marks. One example is the orange juice. Brazil is the largest supplier of orange juice to the United States and has an output that exceeds that of Florida and California in terms of volume. When I came from San Francisco to Sao Paulo, was served on a plane glass of orange juice brand Minute Mate, and I knew most of the orange that goes into producing that juice comes from Brazil, but is "disguised" in brand.
Manager - One of the crucial problems of the Latin American economy is the pent-up demand due to the maldistribution income. To what extent this complicates the process of internationalization of brands?
Peter Sealey - The income gap is certainly a problem, but Brazil is an economic powerhouse and is a dominant economy in Latin America. The solution lies in education, which enables the next generation to act in the global economy and participate in all societies. This can happen very quickly. Ireland is an example: twenty years ago, young people were leaving the country in search of work elsewhere. Today, they are coming back because it's time to develop free trade, increase the knowledge capital and also to improve economy of their country. The secret is to do marketing for small classes - which already exists in Brazil. Not marketing to the extremely wealthy and successful, who are always on top of the pyramid, or for those too poor, who live in slums. We have the marketing tools market to expand the middle class and this is the key.
Manager - Sir points "megatrends" in this sense. Could you explain them?
Peter Sealey - We must take advantage of these three mega trends, we have to use them - techniques and technologies - for our own benefit. For example, yesterday I arrived in Sao Paulo and had to make a connection. Previously, when he came here, I had to use a phone with sophisticated technology and the calls were expensive. At the hotel, I made an Internet connection - high speed (broadband) - and used the system called Skype to call my daughter, who was in California. I turned on the computer, I made the connection and talked with her for about 15 minutes. It cost me only $ 0.35 or $ 0.40. So things are changing too and the answer I have is that we must take advantage of these techniques so that we can also sell the environment, taking advantage of these technologies into our own benefit. I would add that Brazil has to do their own marketing as a country and putting the market as a developing country.
Manager - How?
Peter Sealey - I'll give an example. I make constant flights between San Francisco and Los Angeles and am doing a course in Brazilian aircraft, Embraer. It is an aircraft with room for 50 passengers with comfortable seats and the cost is very good. I doubt that even 1% of people who use this transportation Brazilian knows he's done in Brazil.
Manager - In other words, there is a waste of the potential of the brand?
Peter Sealey - The fundamental lesson that I tried to mention the example of Coca-Cola is the exceptional power that, today, is in the hands of consumers. I started working in marketing in 1960, with Procter & Gamble. At that time, we told the customer what he was doing and he heard us. Today, it is who says what we do and the biggest mistake we can commit is to not listen to him. And most importantly, I would say is that with the internet there are no more secrets. Previously, we could hide the mistakes and "get rid" just fine. Today, when there is an error or a problem, we not only can not hide it, but it's the CEO who must take the lead and take responsibility for them.
Manager - The concept of brand building is new?
Peter Sealey - In 1998, two young men: Larry Page and Sergey Brin rented a computer and started a small business. Today, it's called Google. This company will achieve revenues of U.S. $ 6 billion in advertising revenue and the two young men bought together the world's largest jet, a Boeing 767, just to make rivalry with the U.S. president's aircraft. This could never have been made in the industrial world in the past. Toyota, GM, Mercedes Benz were not companies that formerly could be built in a short period of seven years. Today, all this wealth and these companies can be created within three or four years. So it is important that this concept of brand building early in the design of the company.
Manager - The marketer today needs to be generalist or specialist? What's the fine line that separates what companies have done in institutional marketing mote social responsibility?
Peter Sealey - The marketer today has to have a global vision, world. We can no longer contain only information and knowledge across borders. Today, to devise a marketing strategy, we must take a stand that works equally everywhere. Whether in Asia, Europe, North America, South America, Southeast Asia, in short, anywhere in the world. If this is done correctly, a brand can extrapolate the fact that the overall point of being too regional for each place. Although overall, she says something to the people of each region. For example: in many countries the general population thinks that Coca-Cola is a local brand. In the U.S., I can buy a Mercedes-Benz made in Alabama, a BMW made in South Carolina, a Toyota made in California and then a Chevrolet, which is manufactured in Mexico. So what we are today? We are a global society, which fits in many places. Bo the companies do this well, through a purpose, a purpose very well managed.
Manager - What about the institutional marketing action versus social responsibility?
Peter Sealey - Increasingly, all businesses have a greater commitment to social responsibility, the environment and the health of our children, and this goes far beyond just an institutional marketing. In the United States, for example, we have a very serious problem with childhood obesity. The largest company that makes food products for children, Kraft, decided last week to stop marketing products that have high sugar content for children who are below 12 years. This will cost a sales revenue, but it's the right thing to do. Alcoholic beverage companies are campaigning for there to be a consumer much more aware of alcohol. Toyota is subsidizing the manufacture and sale of hybrid cars. They are losing money on each of these vehicles. But with time, technology will evolve and we'll be able to do more mileage with a hybrid fuel, giving more efficiency to the vehicle and causing less pollution to environment. Companies have always been forced to behave legally. Now, they know they are compelled to behave in an ethical manner. Furthermore, in a responsible manner.
Manager - Who do not?
Peter Sealey - This is the dilemma we face now. Young people know, know and embrace the technology. Are two choices: we hear what they have to say and modify and adapt what we do. If we do not heed them, then they create and implement those institutions that will embody those beliefs and and all that was not done by the company. Whenever a new technology appears on the market, existing businesses generally do not want to listen. In 1947, when television began to grow in the United States, movie studios should have paid more attention to the boom that happened. They knew exactly how to create entertainment, movies on the go, but thought it was really beneath the dignity of them produce films for a small tube, after all they fit the part had to do with the big screens. So, new companies have emerged to dominate the transmission of films on television. Thirty years later, emerged with cable TV signals via satellite. And those networks that had challenged in the past, the film companies found that, for them not to bother, that was unworthy deal with this new facet of the cable. A man there from Atlanta, Georgia, has placed a billboard and a satellite to start broadcasting news. His name is Ted Turner. The station it is CNN. Or we give heed to a new model and create something, or else someone will do it for us.
Manager - The consultants point that the BRIC countries - Brazil, Russia, India and China - the four nations would be more likely to develop. Which one is ahead?
Peter Sealey - I would say India and Brazil. Both are democracies, have freedom of expression and also by the legal system they have, etc. for personal freedom. China, for example, still has its population in those old communists who try to balance democracy and communism in parallel. At some point this race will break. As for Russia, I would say two things: first and that a very small country. We tend to see it was like old days, when the Union was Soviet. Today, however, it is a small country, with population and GDP also decreased very little. India may be ahead in relation to Brazil for two reasons: in numbers has a much larger middle class - 70 to 80 million people - and speaking the English language, which brings great competitive advantage. I really envision Brazil as a country that will shine the next two decades, and I hope that President Lula, President Kirshner of Argentina and President Vicente Fox of Mexico, come together to really create a free trade zone that goes from Alaska to Patagonia, with free trade, which triggers travel to countries that can be crossed freely with free access etc.. I think the United States and Europe in the near future, will substantially reduce its agricultural subsidies, which will significantly expand the scope of exports of agricultural products in Brazil. A cow in the European Union, receives U.S. $ 3000 grants. Unthinkable. And the orange juice concentrate is priced at forty cents a pound. It's wrong because we have to eliminate subsidies. Brazil is the most efficient producer of orange juice in the world. In Florida, where there are plantations of orange, we'll build condominiums. Since you plant oranges (laughs).
Treatment For Bleach Inhalation
Technology - NEC develops new concept in integrated solutions
Change strategy and focus, before industry, now facing the corporate sector, leading to NEC to design $ 50 million of new contracts. In a country like Brazil, the largest market of Telecommunications Equipment and Network Services in Latin America, the Journal of the National Telecommunications and Telematics (RNT), the integration of solutions that combine information technology and telecommunications company to ensure growth above the average of the Brazilian economy. For Wagner
Belmonte
On November 26, 1968 was founded in Brazil NEC of Brazil, in continuing the success already established in Japan their country of origin. Four years later, when the "miracle" continued to dictate the pace of the Brazilian economy, a subsidiary of NEC Corporation provided the first test system for the transmission of color TV in the country. In 1977, he began producing digital radios, and in 1990 went into operation the first mobile cellular service in Brazil. Seven years later, the Japanese multinational company started operating the first CDMA digital cellular system in the country, the capital of Bahia, Salvador. But it was in 2001 with the deployment of the satellite's Telemar in the Amazon and the mark of 10 million fixed lines sold, that their actions were potentiated in Brazilian soil. In
Brazil 37 years, NEC has excelled through innovation, technological leadership and demonstrates continuing attention on identifying the signs of the market. Also in 2001, NEC, Brazil started a large and gradual transformation in its business model and redefined strategic focus. Currently, the company is aligned with the global strategies of the NEC Group is an integrator of customized solutions and value-added also preserves one of the most important plants of the telecommunications network. She has not to supply equipment but to provide solutions. NEC brand presence in Europe, Asia, Oceania and of course, and in North America. In 2004, revenues global company totaled $ 45 billion, with 44% coming from the area of technology solutions.
In Brazil, the multinational's total net sales reached R $ 244 million (gross: U.S. $ 328 million) in 2004. The perspective is that in late 2005 with the establishment of NEC Solutions Brazil last July, with target facing the corporate sector, sales jumped 40% significant. "NEC Solutions has the particularity that is a start-up, our outlook for growth is very rapid, much larger than the estimate of the Brazilian economy for the industry," says General Manager Human Resources, Donizetti Tadeu Moretti.
The creation of the NEC Solutions Brazil, and bring competitive advantage to Japanese multinational, provides solutions based on the convergence of information technology and communication for corporations and government segments, called UNIVERGE solutions. It is "a new concept in integrated solutions and IT and communication," says Moretti. The capital investment was $ 35 million. The idea is ambitious and says he came to the project: $ 50 million of new business generated. The number of employees in Brazil is 600, 180 of which migrated to the new drive. Thus, a strategy was necessary to relocate in personnel management. "We seek to identify, among professionals, which have characteristics that precisely for this release, to stop work in telecom and migrate to the concept of integrated solutions," said the manager. It was not difficult, "had a lot of people who had been preparing for that reality. These people were transferred to NEC Solutions," says. Among the requirements for joining the company, identified by the market as a "pledge of opportunities," is personal effort. Moretti says that want more and demand more of yourself and the organization redefines the professional competitive. "With ambition and determination there is a differential relation to others. I think being prepared is always struggling, he added. The professional background of the HR manager is an example which confirms that the organization practices. Degree in Business Administration and a Postgraduate at the Getulio Vargas Foundation (FGV), Moretti works in the area of Human Resources 34 years ago today. A little over two years, faces the task of signal to the employees themselves how the company has changed and how the value of information not only changes people's lives, but the profile companies. Speaking of profile, it underscores what arouses your attention a selection: "I very much appreciate when I meet a young that stands out in a selective process. Sometimes he has a solid experience, but stands out and the school is not always the first line. Typically, there is a potential to be stoned. "
Manager - Mr. focused his career since the first time in HR?
Moretti - Yes, since I started. My first job was at age 14 as an office boy a personnel department. Obviously, this time I had no idea what would be my career than I intended. I was still at an early stage of studies and it was settling. Then I slowly career in human resources. I have experienced the dilemma of college administration: "What I want? I will work in marketing or finance? "was the call Marketing and Finance at the time was synonymous with a solid career. At the same time, I began to pay attention to the human resources area and gradually defined myself by it. Today, I can say that virtually my 34 years as a professional have been focused on HR.
Manager - Are 34 years of HR. You went by what other companies?
Moretti - The NEC, I am two years ago. Among the companies are former PricewaterhouseCoopers, Alcatel and Grupo Ultra .
Manager - NEC has been in Brazil since 1968 as a subsidiary of NEC Corporation, for over a century in the global technology. The capital is 100% Japanese?
Moretti - Yes, it is a Japanese multinational.
Manager - Over 37 years in Brazil, the company has followed the rise of technology occurred in the country, including the first installation has provided transmission equipment and color TV in the world too. You can list the main innovations introduced by NEC to Brazil?
Moretti - Without doubt, the NEC is a benchmark in the telecommunications and lived a moment of initial expansion phase of telecommunications in Brazil. Today is experiencing a phase of adaptation, there are new demands of technology in this field, in post-privatization process System Telebras.
Manager - telephone systems, mainly?
Moretti - telecommunications systems, broadband etc. NEC Solutions Brazil - launched on July 1, 2005 - focuses on meeting the large corporations to integrate telecommunication solutions in information technology. Are two companies that represent the NEC in Brazil.
Manager - The flagship of the company's revenue, which is it?
Moretti - Today, telecom is still, but growing strategic importance and projects in IT.
Manager - The segment of telecom operators is the main focus?
Moretti - Each company has its specific focus. NEC of Brazil, is staying with telecom operators, while Brasiil Nec Solutions is focused on large corporations and government.
Manager - The "alliance policy" within the NEC it apart. As the company developed this concept?
Moretti - Together with technology partners, the idea is not working exclusively with NEC's own technologies. Independence is today a strategic alliance to develop the partnership, ie, depending on the conduct of the NEC were to arrange for large company, the telecom operator or the Government will seek the integration of a solution. We are integrators of solutions.
Manager - In 2002, NEC received certification in the 2000 version, the standard ISO 9001. What this meant for the company?
Moretti - is a concern that the management company to achieve global quality standards. It is still an ongoing demand in the market we serve. In a high-tech market and competitive it is essential that you have this type of certification and when it comes to hiring, as many put the certification requirement.
Manager - On July 1, NEC Corporation announced the establishment of NEC Solutions Brazil SA, a new company focused on offering integrated solutions for IT and Communications, called UNIVERGE solutions to the Brazilian corporate market. The proposal is only to strengthen the position within the corporate market? What brings you to this business?
Moretti - A new concept in integrated IT solutions and communication.
Manager - The capital of NEC Solutions is $ 35 million. According to research, the Brazilian IT and Communications, which will be the main focus of the new company is expected to grow at an average rate of 8% per annum. What prospects are traced in relation to the performance of the organization ahead the projections made for the Brazilian economy?
Moretti - Well, if we particularize NEC Solutions, which is a start-up, our outlook for growth is very rapid.
Manager - In what order?
Moretti - Next year, something like 40%. Strategically, we seek to identify, in their own professional staff, which had features that precisely for this release - to stop work in telecom to begin migrating to this framework of integrated solutions. And he had plenty of people who had been preparing for that reality. These people were transferred to NEC Solutions. NEC has been characterized by a solid demand. Here we have a corps of engineers typically Poly (USP) and the ITA.
Manager - This means that a NEC prioritize more qualified group of universities?
Moretti - prioritize, but we do not exclude any professional who comes from another school. Our concept: any professional who comes from a school not considered the level of first line, we consider this data in context and profile that he submit to us.
Manager - Is there really a rule?
Moretti - I appreciate when I meet a girl who stands out in a selective process. Sometimes he has a solid experience, but stands out in the admissions process, and there you will see the school and it is not the first line. Typically, there is a potential to be cut. Why? As a general rule, you can not be exclusionary. He often comes from a not so privileged social class, has difficulty reaching the course and to do it, and that brings a degree of determination, setting goals, sometimes much higher than someone who comes from a privileged class, that studied at a school in the first line, which already have family references. And with ambition and determination to develop a differential in relation to others. I think being prepared is always struggling. We redesigned our entire system of evaluation using a skill set, a set of attitudes, the technical side, and also professional behavior. Another aspect is that every opportunity for training in technology, constant interaction with Japan and, added to that, the professionals who bring experience and enter another segment, a segment that is not typical of NEC in telecom, we integrate them very quickly to create this mix of knowledge and professional experiences. Continuously upgrade many meetings with discussions about their own business and business opportunities. We have made many organizational changes and this creates many opportunities for job-rotation. People migrate from one area to another. The company went through a cycle of change and at the same time, an oxygenation profile and generation of great career opportunities. So, today we have a significant number of new managers, newly promoted. The company was propitious opportunities and the market sees us that way.
Manager - What is the trend until the end of this year?
Moretti - Growing up too. We hire people for all areas: technology, trade, services etc..
Manager - What was the number of employees at the end of last year?
Moretti - In December 2004 there were 420. Today, we are at 470 and by the end of the year will overcome 600.
Manager - What is the turn-over today?
Moretti - Almost zero. I think the prospect of renewed growth that NEC has taken, who is professional segment, is interesting. There has been a strategic direction that shows a resumption of growth of the company. This, the professional side. Side of managing people, we are concerned with the evolution of organizational climate and to seek and identify what are the settings that would help meet the expectations of these professionals.
Manager - The turn-over near zero occurred at a moment of strategic transition from NEC?
Moretti - The attention on adding skills, that sometimes the turn-over does not, being met by increasing the table exactly what we're having here. Whenever we go out, we tend to bring a professional with the profile that we have here. Growth in staffing allows not have this effect of the absence of turn-over.
Manager - E CLT? What is your opinion?
Moretti - personally. CLT consider totally outdated. More than exceeded, it is an obstacle to employment growth in the country. I mean employment in a structured, formal.
Manager - Why not move in CLT?
Moretti - I think Brazil would need to urgently adopt some solutions as some countries that have had job growth. Spain is a good reference. Create some alternatives to formal contract that gave freedom to the entrepreneurs, managers, to establish a link as you need. For example, if I have the need to hire a person for 12 months, paying only a monthly salary, and we will establish if they accept, in this contract.
Manager - The CLT ...
Moretti - If this is agreed between the parties, have formalized this relationship is better than calling the person and say "I can not hire you as an employee." It is better to create alternatives in which the parties may agree. So you gives the option for people to have formal ties, why not have this means of informality in employment. Obviously I put in this context for micro and small business.
Manager - Job-rotation. You are formally?
Moretti - Formally, we do not see the need. Exactly, the organizational dynamic that is happening. But we always try to identify the needs of occupying positions if it is time to do. At this point, we believe that the organizational stage of the company is developing a structured way, with timely evaluation of job-rotation.
Manager - But do you see this activity with sympathy?
Moretti - When you ascend Career Technical and managerial career especially, job rotation requires a lot of the professional profile. Our concern is to connect the tripod performance, profile and development. The performance through performance evaluation. The profile, facing skills and attitudes. On the question of individual development, every professional is required to periodically prepare development goals according to function and also the company's strategies. HR formalizes the process and monitors. The management is led by their own managers. We're starting to settle an internal concept of coaching. Professionals in a more specialized level - which are not necessarily managers - are called to be coaches from other professionals in early career stages still, not the immediate supervisor. They are responsible for monitoring the individual development plan. Even the supervisor has a natural accompaniment for the performance evaluation. So, in that moment of thinking about career, we feel that he has the support of another coach - other than the supervisor - he won that case. At this time, to help eliminate the hidden agenda, which is not healthy either for work or for the organization, the coach appears.
Manager - You are a 360 evaluation?
Moretti - not just 180. Next year we will be expanding to 360.
Manager - You told me at the beginning of the interview which is for two years at NEC. What has changed in the company? What you believed was the biggest challenge in Human Resources?
Moretti - Recovery of organizational climate long after the business transformation. This transformation was a challenge. Although people recognize that participated in that process, it becomes an expectation, "and in the future? We had a philosophy of people management based on industry segment and today NEC is a solutions integrator. Improve the organizational climate is a great challenge we have. It's sort of new skills and business orientation as well as reviewing the management processes of human resources due to this change of business focus
Manager - Concern about the quality of life. You do something about that? As NEC has positioned itself in relation to that?
Moretti - We have taken initiatives and a slightly different philosophy than in the past: with the skill levels of our people - the vast majority have college degrees - they already have a great awareness about the quality of life. They are aware, read about, and have references to HR it encourage them accordingly.
Manager - In the intranet, you do something about that?
Moretti - We have programs that focus on health. The aspect of quality of life is also much discussed by organizational development. When we were working climate, we were concerned with the components that drive solutions for the quality of life.
Manager - it shows that HR is aligned to the company's business?
Moretti - have been prosecuted and, more importantly, be participating directly in the business decisions of the direction of the business that is happening in this company. I do not want within the my team at this time, HR consultants, professionals who want to act together with the operating business units.
Manager - NEC practice e-learning via the intranet?
Moretti - Yes, we already do.
Manager - The results have been good?
Moretti - still short of what we expect, but our expectation is for an increasing interest.
Manager - this moment is more in the technical area or office?
Moretti - It is now more in the technical area, where the results have already been very good, but want to expand to other fields of knowledge.
Manager - Why the results in other areas have been lower than expected?
Moretti - As a matter of culture. We, in organizations, we have a lot of time in front of a computer screen, so the achievement of an e-learning program, it creates resistance.
Manager - There are plans to increase the use of e-learning?
Moretti - We have but a mixed form. We want to use e-learning because it is powerful to disseminate knowledge quickly, but we understand that it must be supplemented with classroom training.
Manager - The training budget in times of crisis has changed?
Moretti - He once had a moment of crisis - like you even spoke - it was affected. Today, it is the opposite. We need the budget to leverage our core competencies.
Manager - In the field of social responsibility that you the reputation as the flagship of NEC?
Moretti - I think the flagship is to have the very NEC Corporation in Japan, a board which includes actions around the world. This is so important that here in Brazil we have a coordinator devoted to the subject. And the NEC world appreciates it, institutionalizing programs and ongoing evaluations.
Manager - But there are encouraging initiatives?
Moretti - Yes, even within the corporation are reinforced by NEC. Globally, they identify some cases and identifies cases that group reference, discloses the corporation and recognizes the countries on the basis of that action. Normally the company's own management, the board defines what are the programs according to the right of appeal, which interests, what kind of work etc.. It is to integrate this part with the social voluntary work of the professionals themselves. In fact, we want more than that: we want beyond the professional, the volunteer side as well.
Manager - HR also has a framework of guidelines directed from the matrix, preserving the uniqueness?
Moretti - We have guidelines, but we have a much autonomy locally important in driving their own solutions. Worked in other multinationals where everything was much more predetermined. Here you have more freedom to act according to local demands of business.
Manager - What are the benefits offered by the company? You have an aggressive package on the market average? Do you have sympathy for flexible benefits?
Moretti - I have sympathy, but I see it is very difficult to implement in reality of today's enterprise.
Manager - There is risk rate?
Moretti - There's risk rate, but if you want to evolve and enter this era of "beneflex", you must have a standard set of benefits, an enterprise established in the market, which already has competition, which involves compensation. Not so easy to introduce the concept.
Manager - What are the benefits?
Moretti - All the traditional benefits that are present in the labor market, one that I find very important is to private pension and NEC pays special attention to him.
Manager - Do You Have?
Moretti - For all levels. I think that soon the private pension is equal medical care. You have to have. What will differ is if your pension plan is more flexible, with management more financial education. We have also recruited many professionals who come from firms in the same segment, which still have no private pension.
Manager - Do something to retain talent?
Moretti - We have a philosophy that you only retain a professional if you have a set of actions that generate motivation and continuity in employment status.
Manager - What is this set?
Moretti - I do not think it necessary to offer some financial advantage. The retention has to be inserted into a set of management practices of people there. I believe in retention practices if you are in a very specific moment. For example, in 1999 and 2000 was a boom in search of telecom professionals in the Brazilian market. At that time, if you have some practice of short-term retention to achieve soften the effect "auction manpower" that the labor market generates helps. But out of an acute crisis, retention has to be a reflection of management in a broad sense.
Change strategy and focus, before industry, now facing the corporate sector, leading to NEC to design $ 50 million of new contracts. In a country like Brazil, the largest market of Telecommunications Equipment and Network Services in Latin America, the Journal of the National Telecommunications and Telematics (RNT), the integration of solutions that combine information technology and telecommunications company to ensure growth above the average of the Brazilian economy. For Wagner
Belmonte
On November 26, 1968 was founded in Brazil NEC of Brazil, in continuing the success already established in Japan their country of origin. Four years later, when the "miracle" continued to dictate the pace of the Brazilian economy, a subsidiary of NEC Corporation provided the first test system for the transmission of color TV in the country. In 1977, he began producing digital radios, and in 1990 went into operation the first mobile cellular service in Brazil. Seven years later, the Japanese multinational company started operating the first CDMA digital cellular system in the country, the capital of Bahia, Salvador. But it was in 2001 with the deployment of the satellite's Telemar in the Amazon and the mark of 10 million fixed lines sold, that their actions were potentiated in Brazilian soil. In
Brazil 37 years, NEC has excelled through innovation, technological leadership and demonstrates continuing attention on identifying the signs of the market. Also in 2001, NEC, Brazil started a large and gradual transformation in its business model and redefined strategic focus. Currently, the company is aligned with the global strategies of the NEC Group is an integrator of customized solutions and value-added also preserves one of the most important plants of the telecommunications network. She has not to supply equipment but to provide solutions. NEC brand presence in Europe, Asia, Oceania and of course, and in North America. In 2004, revenues global company totaled $ 45 billion, with 44% coming from the area of technology solutions.
In Brazil, the multinational's total net sales reached R $ 244 million (gross: U.S. $ 328 million) in 2004. The perspective is that in late 2005 with the establishment of NEC Solutions Brazil last July, with target facing the corporate sector, sales jumped 40% significant. "NEC Solutions has the particularity that is a start-up, our outlook for growth is very rapid, much larger than the estimate of the Brazilian economy for the industry," says General Manager Human Resources, Donizetti Tadeu Moretti.
The creation of the NEC Solutions Brazil, and bring competitive advantage to Japanese multinational, provides solutions based on the convergence of information technology and communication for corporations and government segments, called UNIVERGE solutions. It is "a new concept in integrated solutions and IT and communication," says Moretti. The capital investment was $ 35 million. The idea is ambitious and says he came to the project: $ 50 million of new business generated. The number of employees in Brazil is 600, 180 of which migrated to the new drive. Thus, a strategy was necessary to relocate in personnel management. "We seek to identify, among professionals, which have characteristics that precisely for this release, to stop work in telecom and migrate to the concept of integrated solutions," said the manager. It was not difficult, "had a lot of people who had been preparing for that reality. These people were transferred to NEC Solutions," says. Among the requirements for joining the company, identified by the market as a "pledge of opportunities," is personal effort. Moretti says that want more and demand more of yourself and the organization redefines the professional competitive. "With ambition and determination there is a differential relation to others. I think being prepared is always struggling, he added. The professional background of the HR manager is an example which confirms that the organization practices. Degree in Business Administration and a Postgraduate at the Getulio Vargas Foundation (FGV), Moretti works in the area of Human Resources 34 years ago today. A little over two years, faces the task of signal to the employees themselves how the company has changed and how the value of information not only changes people's lives, but the profile companies. Speaking of profile, it underscores what arouses your attention a selection: "I very much appreciate when I meet a young that stands out in a selective process. Sometimes he has a solid experience, but stands out and the school is not always the first line. Typically, there is a potential to be stoned. "
Manager - Mr. focused his career since the first time in HR?
Moretti - Yes, since I started. My first job was at age 14 as an office boy a personnel department. Obviously, this time I had no idea what would be my career than I intended. I was still at an early stage of studies and it was settling. Then I slowly career in human resources. I have experienced the dilemma of college administration: "What I want? I will work in marketing or finance? "was the call Marketing and Finance at the time was synonymous with a solid career. At the same time, I began to pay attention to the human resources area and gradually defined myself by it. Today, I can say that virtually my 34 years as a professional have been focused on HR.
Manager - Are 34 years of HR. You went by what other companies?
Moretti - The NEC, I am two years ago. Among the companies are former PricewaterhouseCoopers, Alcatel and Grupo Ultra .
Manager - NEC has been in Brazil since 1968 as a subsidiary of NEC Corporation, for over a century in the global technology. The capital is 100% Japanese?
Moretti - Yes, it is a Japanese multinational.
Manager - Over 37 years in Brazil, the company has followed the rise of technology occurred in the country, including the first installation has provided transmission equipment and color TV in the world too. You can list the main innovations introduced by NEC to Brazil?
Moretti - Without doubt, the NEC is a benchmark in the telecommunications and lived a moment of initial expansion phase of telecommunications in Brazil. Today is experiencing a phase of adaptation, there are new demands of technology in this field, in post-privatization process System Telebras.
Manager - telephone systems, mainly?
Moretti - telecommunications systems, broadband etc. NEC Solutions Brazil - launched on July 1, 2005 - focuses on meeting the large corporations to integrate telecommunication solutions in information technology. Are two companies that represent the NEC in Brazil.
Manager - The flagship of the company's revenue, which is it?
Moretti - Today, telecom is still, but growing strategic importance and projects in IT.
Manager - The segment of telecom operators is the main focus?
Moretti - Each company has its specific focus. NEC of Brazil, is staying with telecom operators, while Brasiil Nec Solutions is focused on large corporations and government.
Manager - The "alliance policy" within the NEC it apart. As the company developed this concept?
Moretti - Together with technology partners, the idea is not working exclusively with NEC's own technologies. Independence is today a strategic alliance to develop the partnership, ie, depending on the conduct of the NEC were to arrange for large company, the telecom operator or the Government will seek the integration of a solution. We are integrators of solutions.
Manager - In 2002, NEC received certification in the 2000 version, the standard ISO 9001. What this meant for the company?
Moretti - is a concern that the management company to achieve global quality standards. It is still an ongoing demand in the market we serve. In a high-tech market and competitive it is essential that you have this type of certification and when it comes to hiring, as many put the certification requirement.
Manager - On July 1, NEC Corporation announced the establishment of NEC Solutions Brazil SA, a new company focused on offering integrated solutions for IT and Communications, called UNIVERGE solutions to the Brazilian corporate market. The proposal is only to strengthen the position within the corporate market? What brings you to this business?
Moretti - A new concept in integrated IT solutions and communication.
Manager - The capital of NEC Solutions is $ 35 million. According to research, the Brazilian IT and Communications, which will be the main focus of the new company is expected to grow at an average rate of 8% per annum. What prospects are traced in relation to the performance of the organization ahead the projections made for the Brazilian economy?
Moretti - Well, if we particularize NEC Solutions, which is a start-up, our outlook for growth is very rapid.
Manager - In what order?
Moretti - Next year, something like 40%. Strategically, we seek to identify, in their own professional staff, which had features that precisely for this release - to stop work in telecom to begin migrating to this framework of integrated solutions. And he had plenty of people who had been preparing for that reality. These people were transferred to NEC Solutions. NEC has been characterized by a solid demand. Here we have a corps of engineers typically Poly (USP) and the ITA.
Manager - This means that a NEC prioritize more qualified group of universities?
Moretti - prioritize, but we do not exclude any professional who comes from another school. Our concept: any professional who comes from a school not considered the level of first line, we consider this data in context and profile that he submit to us.
Manager - Is there really a rule?
Moretti - I appreciate when I meet a girl who stands out in a selective process. Sometimes he has a solid experience, but stands out in the admissions process, and there you will see the school and it is not the first line. Typically, there is a potential to be cut. Why? As a general rule, you can not be exclusionary. He often comes from a not so privileged social class, has difficulty reaching the course and to do it, and that brings a degree of determination, setting goals, sometimes much higher than someone who comes from a privileged class, that studied at a school in the first line, which already have family references. And with ambition and determination to develop a differential in relation to others. I think being prepared is always struggling. We redesigned our entire system of evaluation using a skill set, a set of attitudes, the technical side, and also professional behavior. Another aspect is that every opportunity for training in technology, constant interaction with Japan and, added to that, the professionals who bring experience and enter another segment, a segment that is not typical of NEC in telecom, we integrate them very quickly to create this mix of knowledge and professional experiences. Continuously upgrade many meetings with discussions about their own business and business opportunities. We have made many organizational changes and this creates many opportunities for job-rotation. People migrate from one area to another. The company went through a cycle of change and at the same time, an oxygenation profile and generation of great career opportunities. So, today we have a significant number of new managers, newly promoted. The company was propitious opportunities and the market sees us that way.
Manager - What is the trend until the end of this year?
Moretti - Growing up too. We hire people for all areas: technology, trade, services etc..
Manager - What was the number of employees at the end of last year?
Moretti - In December 2004 there were 420. Today, we are at 470 and by the end of the year will overcome 600.
Manager - What is the turn-over today?
Moretti - Almost zero. I think the prospect of renewed growth that NEC has taken, who is professional segment, is interesting. There has been a strategic direction that shows a resumption of growth of the company. This, the professional side. Side of managing people, we are concerned with the evolution of organizational climate and to seek and identify what are the settings that would help meet the expectations of these professionals.
Manager - The turn-over near zero occurred at a moment of strategic transition from NEC?
Moretti - The attention on adding skills, that sometimes the turn-over does not, being met by increasing the table exactly what we're having here. Whenever we go out, we tend to bring a professional with the profile that we have here. Growth in staffing allows not have this effect of the absence of turn-over.
Manager - E CLT? What is your opinion?
Moretti - personally. CLT consider totally outdated. More than exceeded, it is an obstacle to employment growth in the country. I mean employment in a structured, formal.
Manager - Why not move in CLT?
Moretti - I think Brazil would need to urgently adopt some solutions as some countries that have had job growth. Spain is a good reference. Create some alternatives to formal contract that gave freedom to the entrepreneurs, managers, to establish a link as you need. For example, if I have the need to hire a person for 12 months, paying only a monthly salary, and we will establish if they accept, in this contract.
Manager - The CLT ...
Moretti - If this is agreed between the parties, have formalized this relationship is better than calling the person and say "I can not hire you as an employee." It is better to create alternatives in which the parties may agree. So you gives the option for people to have formal ties, why not have this means of informality in employment. Obviously I put in this context for micro and small business.
Manager - Job-rotation. You are formally?
Moretti - Formally, we do not see the need. Exactly, the organizational dynamic that is happening. But we always try to identify the needs of occupying positions if it is time to do. At this point, we believe that the organizational stage of the company is developing a structured way, with timely evaluation of job-rotation.
Manager - But do you see this activity with sympathy?
Moretti - When you ascend Career Technical and managerial career especially, job rotation requires a lot of the professional profile. Our concern is to connect the tripod performance, profile and development. The performance through performance evaluation. The profile, facing skills and attitudes. On the question of individual development, every professional is required to periodically prepare development goals according to function and also the company's strategies. HR formalizes the process and monitors. The management is led by their own managers. We're starting to settle an internal concept of coaching. Professionals in a more specialized level - which are not necessarily managers - are called to be coaches from other professionals in early career stages still, not the immediate supervisor. They are responsible for monitoring the individual development plan. Even the supervisor has a natural accompaniment for the performance evaluation. So, in that moment of thinking about career, we feel that he has the support of another coach - other than the supervisor - he won that case. At this time, to help eliminate the hidden agenda, which is not healthy either for work or for the organization, the coach appears.
Manager - You are a 360 evaluation?
Moretti - not just 180. Next year we will be expanding to 360.
Manager - You told me at the beginning of the interview which is for two years at NEC. What has changed in the company? What you believed was the biggest challenge in Human Resources?
Moretti - Recovery of organizational climate long after the business transformation. This transformation was a challenge. Although people recognize that participated in that process, it becomes an expectation, "and in the future? We had a philosophy of people management based on industry segment and today NEC is a solutions integrator. Improve the organizational climate is a great challenge we have. It's sort of new skills and business orientation as well as reviewing the management processes of human resources due to this change of business focus
Manager - Concern about the quality of life. You do something about that? As NEC has positioned itself in relation to that?
Moretti - We have taken initiatives and a slightly different philosophy than in the past: with the skill levels of our people - the vast majority have college degrees - they already have a great awareness about the quality of life. They are aware, read about, and have references to HR it encourage them accordingly.
Manager - In the intranet, you do something about that?
Moretti - We have programs that focus on health. The aspect of quality of life is also much discussed by organizational development. When we were working climate, we were concerned with the components that drive solutions for the quality of life.
Manager - it shows that HR is aligned to the company's business?
Moretti - have been prosecuted and, more importantly, be participating directly in the business decisions of the direction of the business that is happening in this company. I do not want within the my team at this time, HR consultants, professionals who want to act together with the operating business units.
Manager - NEC practice e-learning via the intranet?
Moretti - Yes, we already do.
Manager - The results have been good?
Moretti - still short of what we expect, but our expectation is for an increasing interest.
Manager - this moment is more in the technical area or office?
Moretti - It is now more in the technical area, where the results have already been very good, but want to expand to other fields of knowledge.
Manager - Why the results in other areas have been lower than expected?
Moretti - As a matter of culture. We, in organizations, we have a lot of time in front of a computer screen, so the achievement of an e-learning program, it creates resistance.
Manager - There are plans to increase the use of e-learning?
Moretti - We have but a mixed form. We want to use e-learning because it is powerful to disseminate knowledge quickly, but we understand that it must be supplemented with classroom training.
Manager - The training budget in times of crisis has changed?
Moretti - He once had a moment of crisis - like you even spoke - it was affected. Today, it is the opposite. We need the budget to leverage our core competencies.
Manager - In the field of social responsibility that you the reputation as the flagship of NEC?
Moretti - I think the flagship is to have the very NEC Corporation in Japan, a board which includes actions around the world. This is so important that here in Brazil we have a coordinator devoted to the subject. And the NEC world appreciates it, institutionalizing programs and ongoing evaluations.
Manager - But there are encouraging initiatives?
Moretti - Yes, even within the corporation are reinforced by NEC. Globally, they identify some cases and identifies cases that group reference, discloses the corporation and recognizes the countries on the basis of that action. Normally the company's own management, the board defines what are the programs according to the right of appeal, which interests, what kind of work etc.. It is to integrate this part with the social voluntary work of the professionals themselves. In fact, we want more than that: we want beyond the professional, the volunteer side as well.
Manager - HR also has a framework of guidelines directed from the matrix, preserving the uniqueness?
Moretti - We have guidelines, but we have a much autonomy locally important in driving their own solutions. Worked in other multinationals where everything was much more predetermined. Here you have more freedom to act according to local demands of business.
Manager - What are the benefits offered by the company? You have an aggressive package on the market average? Do you have sympathy for flexible benefits?
Moretti - I have sympathy, but I see it is very difficult to implement in reality of today's enterprise.
Manager - There is risk rate?
Moretti - There's risk rate, but if you want to evolve and enter this era of "beneflex", you must have a standard set of benefits, an enterprise established in the market, which already has competition, which involves compensation. Not so easy to introduce the concept.
Manager - What are the benefits?
Moretti - All the traditional benefits that are present in the labor market, one that I find very important is to private pension and NEC pays special attention to him.
Manager - Do You Have?
Moretti - For all levels. I think that soon the private pension is equal medical care. You have to have. What will differ is if your pension plan is more flexible, with management more financial education. We have also recruited many professionals who come from firms in the same segment, which still have no private pension.
Manager - Do something to retain talent?
Moretti - We have a philosophy that you only retain a professional if you have a set of actions that generate motivation and continuity in employment status.
Manager - What is this set?
Moretti - I do not think it necessary to offer some financial advantage. The retention has to be inserted into a set of management practices of people there. I believe in retention practices if you are in a very specific moment. For example, in 1999 and 2000 was a boom in search of telecom professionals in the Brazilian market. At that time, if you have some practice of short-term retention to achieve soften the effect "auction manpower" that the labor market generates helps. But out of an acute crisis, retention has to be a reflection of management in a broad sense.
How Long To Take Viroptic
IBEF provides greater heating at the end of year
President of the Brazilian Institute of Finance Executives and Trade will
last minute orders, which will give extra breath for the industry in December
Growth Brazilian economy promises to strengthen the internal market in the coming months, at least while the Central Bank to keep benchmark interest rate, the Selic, upstairs. With inflation low and lower country risk, the results are reasonable and maintain the flow of investments. Wage negotiations and year-end Christmas bonus will take the consumer shopping and as provided by the President of the Brazilian Institute of Management and Finance (IBEF), Walter Machado Barros, "trade will be surprised at the resumes and put pressure on their respective industries with orders at the last minute. "
is precisely in order to discuss issues related to economic policies, to monitor the performance of the Brazilian economy and to contribute in funding the strategic planning of companies that IBEF, founded in 1971 in Rio de Janeiro, held annually in several Brazilian states, CONEFA - National Congress for Executives Finance. In September this year, on 15 and 16 - this time in Sao Paulo - took place the 16th edition, which was attended by about 400 participants. The theme "Finance XXI Century: Challenges and Opportunities" brought together several experts in the field and also teachers of FEA-USP, Getulio Vargas Foundation, Ibmec, among others, on technical panels focused on Financial Management. The idea of the meeting was to propose solutions in terms of financial management through the identification and analysis of issues affecting the executive and the institutions and the environment in which they operate. More than that: to show what's tendency to discuss the interface with other areas, HR, administration and marketing, for example, and discuss the skills that are required in the area.
If the idea is to understand what are the signs that the market has given and see how the steps will be pinched in the coming months, economists Barros, in the second administration of IBEF, states that "the economy is strong, independent the political crisis we are experiencing with contained inflation, foreign investor confidence, etc.. and there is a discrete response, almost invisible, that the private sector is playing its resumption of development projects. " He defines progress as something solid, but notes that the disputes can not go unsolved. Factors such as high taxation, the social security deficit, the high social charges on wages, contractual instability and even political instability have cluttered the path and therefore deserve attention.
Under the forecast that economic growth in Brazil will be repeated next month despite being an election year in which "there is a historical trend of flexibility in state spending," says Barros, the volume of jobs is also rising, according to forecasts. He even says that it already has happened. "It was a recorded increase in formal employment, as well as the strength of the informal economy and reducing inflation and therefore on prices of some segments."
Manager - You are president of the Brazilian Institute of Finance Executives of Sao Paulo - IBEF, in existence since 1971. What are the objectives of such an institution?
Barros - The mission of IBEF is to be an institution that brings together executives from finance to promote professional and social relationships, and provide technical improvement. He takes care to establish standards of ethical conduct, promotes the exchange of professional, close associates of public administrators and contributes to improving quality of life of its members.
Manager - How long have you occupied the presidency of IBEF? Which in its evaluation, is what differentiates this administration?
Barros - The status of IBEF provides two years of management, complete with a new mandate through election. I'm in my second term, which runs through February 28, 2007. The difference is in the management of innovation, since the formation of the components of the Executive Council, made the first term (2003/2004), and enhanced with the establishment of thematic boards on Monday (Capital Markets, Risk and Rating, Tax Issues, Standards Accounting and Economics and Research), and 52 directors members, all corporate executives representing segments of industry, commerce, service sector, financial institutions, capital markets and also of security.
Manager-In the Brazilian states that he is present? Are How many paraprofessionals?
Barros - IBEF Sao Paulo has about 1,200 members made up the largest unit of IBEF System, which is present in the following states, along with Sao Paulo, Rio de Janeiro, Rio Grande do Sul, Paraná, Santa Catarina, Minas Gerais, Espírito Santo, Ceará and Brasilia, totaling about 4,500 members.
Manager - IBEF is an affiliate of IAFEI - International Association of Financial Executives Institutes, based in Zurich, a global association made up of institutes of finance executives from 22 countries. The IBEF is the second largest Associate IAFEI? What is the importance of this exchange of know-how constant? Why IBEF sought rapprochement with IAFEI and from when this happened?
Barros - Before the spread of the concept of globalization, the IBEF was already affiliated with the international technical exchange / exchange for cultural experiences, the quest for innovation and still seeking the convergence of good financial management practices.
Manager - The institute has created back in 1984, the award "The Finance Executive of the Year. What are the requirements and what is the intention of rewarding financial professionals? Only incentive? Barros
The award "The Finance Executive the Year "is the recognition that the financial community makes to the professional area that has a bright professional performance and personal conduct above reproach. The professional choice is awarded the prize "The Wire". This award includes recognition of the business community and the media as the most important tribute paid to the Financial Executives in Brazil.
Manager - How is the choice? What are the criteria?
Barros - The choice is made in two shifts. In the first round, members of IBEF nominate colleagues they believe they deserve such a distinction. Through secret ballot, the Commission's Award choose, among these, three more names listed that will compete in the second round. The calculation is in charge of external auditing firm PricewaterhouseCoopers, which tells the IBEF the winner.
Manager - What is the difference of the prize award for "Outstanding IBEF?
Barros - Featured IBEF award is a tribute to the institute is for professionals who have excelled this year in their segments, and usually are chosen by appointment of three professionals and members of the Committee on Awards.
Manager - XVI CONEFA - National Congress of Financial Executives - was held on 15 and 16 September with the theme discussions of the "XXI Century Finance: Opportunities and Challenges." What are the biggest challenges in managing finances?
Barros - Work in finance in our country is an ongoing challenge. In the not too distant past, the biggest challenge of finance professional win was the daily struggle for inflation, preserving the assets of companies, the constant search for liquidity, to optimize profitability and, consequently, the continuity of the company while keeping intact the your net worth. Today, that struggle continues, but in a scenario that requires mastery of the mechanisms of global market and therefore the executive finance has evolved as the role of business. Corporate governance, investor relations, structured finance, project finance, derivatives, receivables loyalty, new market are issues that the finance executive should necessarily dominate in the search for funding and optimize operations to add value to the company.
Manager - The themes developed for the Congress intended, according to research executives offer "a comprehensive view of economic conditions and guidelines for public policy, helping to subsidize the corporate strategic planning for 2006." That was a goal reached the event? How many people attended the event? The business leaders who attended?
Barros - Congress sought to address the above issues through technical panels focused on Financial Management. They were presented by experts and professors of the most respected master's and doctorate from prestigious universities such as the FEA / USP and Ibmec, FGV and MACKENZIE. These panels were presented during the 15th and 16th September. We deal with micro and macroeconomics with lectures on various business leaders: Emilio Odebrecht, chairman of the Board of Odebrecht SA, Marco Antonio Bologna, TAM's CEO, Murilo Passos, director Superintendent of Suzano Papel e Celulose. We also had the Secretary of the Treasury, Joaquim Levy, the director of the School of Economics in São Paulo, FGV, Professor Yoshiaki Nakano, former finance minister and current President of the Board of Unibanco and Globex / Ponto Frio, Peter Malan, and finally, the President of the Supreme Court, Minister Nelson Jobim. The event was attended about 400 participants.
Manager - One of the panels was devoted to private. The focus was the approach the government with the PPP or trends of the development of the areas of finance as a whole?
Barros - The focus of the Panel Private initiative was the presentation and discussion of ideas and vision about the prospects for economic, social and political opportunities and challenges in light of the current situation.
Manager - In the panel devoted to public policy, the focus centered on the triad Socio-Economic-Financial, Tax Reform and Political Reform. Businessmen complain that investments in infrastructure are crucial to an exponential development of the economy. In practice, these investments do not occur because the government allocates resources to other areas. How to get around this demand in order to put the economy on a solid growth path and reduce state interference in matters structural?
Barros - The state intervention has been greater in structural issues. Today, the private sector has sought with some success, by its means, to overcome such situations. However, we still have much to do especially in infrastructure investments because of their characteristics only the state can attend. The solution passes through major structural reforms of the State: Tax Reform, Welfare Reform, Labor Reform, Political Reform. We need to identify groups of leadership in Congress to "play" these reforms. This is a government plan. The next election will certainly find a more mature electorate, more aware of the responsibility to vote. We are in a democracy and therefore, the solution is strengthening by the Legislature.
Manager - His undergraduate degree is in Economics and Accounting, in addition to other courses in Finance and Strategic Planning, right? In his view of economist, global GDP growth shows that the Brazilian economy is actually stronger?
Barros - The economy is stronger. This situation is the result of all this macroeconomic management developed by the Finance Minister and his team, particularly with regard to Treasury Secretary Joaquim Levy, President and Central Bank Henrique Meirelles, who, with different views often were complementary in order to manage inflation and raise funds abroad. The Brazilian economy is strong, regardless of the political crisis that we're through with contained inflation, foreign investor confidence etc and there is an answer discreet, almost invisible, that the private sector is playing its resumption of development projects.
Manager - Recovery of Brazil's growth is palpable?
Barros - It's consistent growth. Small but continuous. Surely it will be repeated in coming months, when there will be a revitalization internal market as a result of wage negotiations of the main economic categories. That will take place during the same period and also for irrigation of cash into the economy to pay the bonus.
Manager - What enabled this progress?
Barros - The breakthrough is a result of austerity in monetary policy applied by the holding high the economy's basic interest rate, the Selic rate. The consequences are obvious: low inflation - which points to a number of deflation, Brazil risk at low levels, unseen preference of investors in emerging countries etc.. This is an advance small, very modest in terms of factors that are yet to be resolved as a high tax burden, the social security deficit, the high social charges on wages, contractual and instability to political instability.
Manager - As the industrial sector, for example, has done to address the high interest rates and devalued currency?
Barros - has worked to reduce profit margins and the pursuit of increased sales by volume, time management of its growth projects and sought funding (financing) by which high interest rates are still avoidable: securitization of receivables, issuing debentures, conducting assets, financing of long-term projects with BNDES, and mainly managed its costs and expenses by reorganizing its manufacturing processes, reduction and / or postponement of administrative expenses.
Manager - Do you believe in a possible reduction of interest? What benefits it would bring?
Barros - I believe the Central Bank will reduce the Selic rate is slow, very gradual even with one eye on the domestic market, the factors of production - input prices and wage costs, but also attentive to the international market. Next year is an election year and there is a historical trend of flexibility in spending state, even in a climate of restraint in public spending. This fact would help to give a push in the market. But there is nothing "spectacular."
Manager - Household consumption grew by 0.9% in the second quarter of 2005, and 0.2% in the previous quarter (Institute for Studies in Industrial Development). What is it for?
Barros - Several factors contributed to this. Reducing the increase in unemployment was one of them. Was an increase in formal employment, as well as the strength of the informal economy and reducing inflation and therefore on prices of some segments.
Manager - What is the industry with the best potential at this time?
Barros-In the very short term, the segments that serve the consumer, for example, home appliances, garments, shoes, food. The trade will be surprised at the resumes and put pressure on their respective industries in orders in the last minute. I am convinced that the Brazilian, though in recent months, going shopping. As for other sectors, continue to see good performance of agribusiness, automotive, pulp and paper sectors linked to international trade.
Manager - training of finance executives, what are the competencies that define the professional accompanying market requirements concerning their own career?
Barros - Strategic vision and medium term, market focus, and negotiator who has zeal for the results are the qualities that finance executives will grow to meet market demands.
Manager - The growth and multiplication of university institutions have generated a seemingly perverse effect in some areas, for example law. There are courses in law who fail more than 80% of students in the examination of the Order. In other cases, administration, for example, there is a group of first-rate faculties such as FGV, PUC, USP and Mackenzie. In the area of finance, university education has been adequate to meet market requirements or the formation occurs even in company with the student received during the course, notions of what we find in practice?
Barros - The basic training of the finance executive, his undergraduate university, is supported by excellent educational institutions as mentioned in the wording of your question. Large companies enhance young financial executives through internship programs and training, seeking to integrate them into company culture. Thus, they contribute to the improvement of their qualification post-university. The highlight of this set of actions for the formation of the Finance Executive MBA's are women religious schools in the country. The National Conference of Executives in Finance, CONEFA, the IBEF showed the general public, the quality of these panels through these institutions. In concluding, I can say that higher education institutions are adequate to meet market demands with regard to a finance executive.
Manager - As the entity projects and recognizes emerging talent in the area of finance?
Barros - We are always in a state of attention to the young executive Finance seek and associate it with the entity. We are in the second edition of the Revelation in Finance IBEF SP / KPMG, open to youngsters up to 33 years of age who have university degree and concentration in finance. They must act in the financial area, in private, public and university. Revelation Award winner will receive $ 12,000 and still be a member of IBEF SP without charge in the first year and also receive a certificate issued by IBEF and KPMG.
Manager - HR's approach with other areas has become a strategic issue in many companies. How do you see HR interface with the finance in order to subsidize the business, valuing the workforce and respect the budget for training?
Barros - Today the Human Resources department is in the strategic business of any company that cares for its growth, its sustainability. Professional appropriately recruited, trained and inserted into a competent plan for internal development, will constitute a competitive advantage in the corporate strategy of any organization. Antonio Carlos Porto Gonçalves
President of the Brazilian Institute of Finance Executives and Trade will
last minute orders, which will give extra breath for the industry in December
Growth Brazilian economy promises to strengthen the internal market in the coming months, at least while the Central Bank to keep benchmark interest rate, the Selic, upstairs. With inflation low and lower country risk, the results are reasonable and maintain the flow of investments. Wage negotiations and year-end Christmas bonus will take the consumer shopping and as provided by the President of the Brazilian Institute of Management and Finance (IBEF), Walter Machado Barros, "trade will be surprised at the resumes and put pressure on their respective industries with orders at the last minute. "
is precisely in order to discuss issues related to economic policies, to monitor the performance of the Brazilian economy and to contribute in funding the strategic planning of companies that IBEF, founded in 1971 in Rio de Janeiro, held annually in several Brazilian states, CONEFA - National Congress for Executives Finance. In September this year, on 15 and 16 - this time in Sao Paulo - took place the 16th edition, which was attended by about 400 participants. The theme "Finance XXI Century: Challenges and Opportunities" brought together several experts in the field and also teachers of FEA-USP, Getulio Vargas Foundation, Ibmec, among others, on technical panels focused on Financial Management. The idea of the meeting was to propose solutions in terms of financial management through the identification and analysis of issues affecting the executive and the institutions and the environment in which they operate. More than that: to show what's tendency to discuss the interface with other areas, HR, administration and marketing, for example, and discuss the skills that are required in the area.
If the idea is to understand what are the signs that the market has given and see how the steps will be pinched in the coming months, economists Barros, in the second administration of IBEF, states that "the economy is strong, independent the political crisis we are experiencing with contained inflation, foreign investor confidence, etc.. and there is a discrete response, almost invisible, that the private sector is playing its resumption of development projects. " He defines progress as something solid, but notes that the disputes can not go unsolved. Factors such as high taxation, the social security deficit, the high social charges on wages, contractual instability and even political instability have cluttered the path and therefore deserve attention.
Under the forecast that economic growth in Brazil will be repeated next month despite being an election year in which "there is a historical trend of flexibility in state spending," says Barros, the volume of jobs is also rising, according to forecasts. He even says that it already has happened. "It was a recorded increase in formal employment, as well as the strength of the informal economy and reducing inflation and therefore on prices of some segments."
Manager - You are president of the Brazilian Institute of Finance Executives of Sao Paulo - IBEF, in existence since 1971. What are the objectives of such an institution?
Barros - The mission of IBEF is to be an institution that brings together executives from finance to promote professional and social relationships, and provide technical improvement. He takes care to establish standards of ethical conduct, promotes the exchange of professional, close associates of public administrators and contributes to improving quality of life of its members.
Manager - How long have you occupied the presidency of IBEF? Which in its evaluation, is what differentiates this administration?
Barros - The status of IBEF provides two years of management, complete with a new mandate through election. I'm in my second term, which runs through February 28, 2007. The difference is in the management of innovation, since the formation of the components of the Executive Council, made the first term (2003/2004), and enhanced with the establishment of thematic boards on Monday (Capital Markets, Risk and Rating, Tax Issues, Standards Accounting and Economics and Research), and 52 directors members, all corporate executives representing segments of industry, commerce, service sector, financial institutions, capital markets and also of security.
Manager-In the Brazilian states that he is present? Are How many paraprofessionals?
Barros - IBEF Sao Paulo has about 1,200 members made up the largest unit of IBEF System, which is present in the following states, along with Sao Paulo, Rio de Janeiro, Rio Grande do Sul, Paraná, Santa Catarina, Minas Gerais, Espírito Santo, Ceará and Brasilia, totaling about 4,500 members.
Manager - IBEF is an affiliate of IAFEI - International Association of Financial Executives Institutes, based in Zurich, a global association made up of institutes of finance executives from 22 countries. The IBEF is the second largest Associate IAFEI? What is the importance of this exchange of know-how constant? Why IBEF sought rapprochement with IAFEI and from when this happened?
Barros - Before the spread of the concept of globalization, the IBEF was already affiliated with the international technical exchange / exchange for cultural experiences, the quest for innovation and still seeking the convergence of good financial management practices.
Manager - The institute has created back in 1984, the award "The Finance Executive of the Year. What are the requirements and what is the intention of rewarding financial professionals? Only incentive? Barros
The award "The Finance Executive the Year "is the recognition that the financial community makes to the professional area that has a bright professional performance and personal conduct above reproach. The professional choice is awarded the prize "The Wire". This award includes recognition of the business community and the media as the most important tribute paid to the Financial Executives in Brazil.
Manager - How is the choice? What are the criteria?
Barros - The choice is made in two shifts. In the first round, members of IBEF nominate colleagues they believe they deserve such a distinction. Through secret ballot, the Commission's Award choose, among these, three more names listed that will compete in the second round. The calculation is in charge of external auditing firm PricewaterhouseCoopers, which tells the IBEF the winner.
Manager - What is the difference of the prize award for "Outstanding IBEF?
Barros - Featured IBEF award is a tribute to the institute is for professionals who have excelled this year in their segments, and usually are chosen by appointment of three professionals and members of the Committee on Awards.
Manager - XVI CONEFA - National Congress of Financial Executives - was held on 15 and 16 September with the theme discussions of the "XXI Century Finance: Opportunities and Challenges." What are the biggest challenges in managing finances?
Barros - Work in finance in our country is an ongoing challenge. In the not too distant past, the biggest challenge of finance professional win was the daily struggle for inflation, preserving the assets of companies, the constant search for liquidity, to optimize profitability and, consequently, the continuity of the company while keeping intact the your net worth. Today, that struggle continues, but in a scenario that requires mastery of the mechanisms of global market and therefore the executive finance has evolved as the role of business. Corporate governance, investor relations, structured finance, project finance, derivatives, receivables loyalty, new market are issues that the finance executive should necessarily dominate in the search for funding and optimize operations to add value to the company.
Manager - The themes developed for the Congress intended, according to research executives offer "a comprehensive view of economic conditions and guidelines for public policy, helping to subsidize the corporate strategic planning for 2006." That was a goal reached the event? How many people attended the event? The business leaders who attended?
Barros - Congress sought to address the above issues through technical panels focused on Financial Management. They were presented by experts and professors of the most respected master's and doctorate from prestigious universities such as the FEA / USP and Ibmec, FGV and MACKENZIE. These panels were presented during the 15th and 16th September. We deal with micro and macroeconomics with lectures on various business leaders: Emilio Odebrecht, chairman of the Board of Odebrecht SA, Marco Antonio Bologna, TAM's CEO, Murilo Passos, director Superintendent of Suzano Papel e Celulose. We also had the Secretary of the Treasury, Joaquim Levy, the director of the School of Economics in São Paulo, FGV, Professor Yoshiaki Nakano, former finance minister and current President of the Board of Unibanco and Globex / Ponto Frio, Peter Malan, and finally, the President of the Supreme Court, Minister Nelson Jobim. The event was attended about 400 participants.
Manager - One of the panels was devoted to private. The focus was the approach the government with the PPP or trends of the development of the areas of finance as a whole?
Barros - The focus of the Panel Private initiative was the presentation and discussion of ideas and vision about the prospects for economic, social and political opportunities and challenges in light of the current situation.
Manager - In the panel devoted to public policy, the focus centered on the triad Socio-Economic-Financial, Tax Reform and Political Reform. Businessmen complain that investments in infrastructure are crucial to an exponential development of the economy. In practice, these investments do not occur because the government allocates resources to other areas. How to get around this demand in order to put the economy on a solid growth path and reduce state interference in matters structural?
Barros - The state intervention has been greater in structural issues. Today, the private sector has sought with some success, by its means, to overcome such situations. However, we still have much to do especially in infrastructure investments because of their characteristics only the state can attend. The solution passes through major structural reforms of the State: Tax Reform, Welfare Reform, Labor Reform, Political Reform. We need to identify groups of leadership in Congress to "play" these reforms. This is a government plan. The next election will certainly find a more mature electorate, more aware of the responsibility to vote. We are in a democracy and therefore, the solution is strengthening by the Legislature.
Manager - His undergraduate degree is in Economics and Accounting, in addition to other courses in Finance and Strategic Planning, right? In his view of economist, global GDP growth shows that the Brazilian economy is actually stronger?
Barros - The economy is stronger. This situation is the result of all this macroeconomic management developed by the Finance Minister and his team, particularly with regard to Treasury Secretary Joaquim Levy, President and Central Bank Henrique Meirelles, who, with different views often were complementary in order to manage inflation and raise funds abroad. The Brazilian economy is strong, regardless of the political crisis that we're through with contained inflation, foreign investor confidence etc and there is an answer discreet, almost invisible, that the private sector is playing its resumption of development projects.
Manager - Recovery of Brazil's growth is palpable?
Barros - It's consistent growth. Small but continuous. Surely it will be repeated in coming months, when there will be a revitalization internal market as a result of wage negotiations of the main economic categories. That will take place during the same period and also for irrigation of cash into the economy to pay the bonus.
Manager - What enabled this progress?
Barros - The breakthrough is a result of austerity in monetary policy applied by the holding high the economy's basic interest rate, the Selic rate. The consequences are obvious: low inflation - which points to a number of deflation, Brazil risk at low levels, unseen preference of investors in emerging countries etc.. This is an advance small, very modest in terms of factors that are yet to be resolved as a high tax burden, the social security deficit, the high social charges on wages, contractual and instability to political instability.
Manager - As the industrial sector, for example, has done to address the high interest rates and devalued currency?
Barros - has worked to reduce profit margins and the pursuit of increased sales by volume, time management of its growth projects and sought funding (financing) by which high interest rates are still avoidable: securitization of receivables, issuing debentures, conducting assets, financing of long-term projects with BNDES, and mainly managed its costs and expenses by reorganizing its manufacturing processes, reduction and / or postponement of administrative expenses.
Manager - Do you believe in a possible reduction of interest? What benefits it would bring?
Barros - I believe the Central Bank will reduce the Selic rate is slow, very gradual even with one eye on the domestic market, the factors of production - input prices and wage costs, but also attentive to the international market. Next year is an election year and there is a historical trend of flexibility in spending state, even in a climate of restraint in public spending. This fact would help to give a push in the market. But there is nothing "spectacular."
Manager - Household consumption grew by 0.9% in the second quarter of 2005, and 0.2% in the previous quarter (Institute for Studies in Industrial Development). What is it for?
Barros - Several factors contributed to this. Reducing the increase in unemployment was one of them. Was an increase in formal employment, as well as the strength of the informal economy and reducing inflation and therefore on prices of some segments.
Manager - What is the industry with the best potential at this time?
Barros-In the very short term, the segments that serve the consumer, for example, home appliances, garments, shoes, food. The trade will be surprised at the resumes and put pressure on their respective industries in orders in the last minute. I am convinced that the Brazilian, though in recent months, going shopping. As for other sectors, continue to see good performance of agribusiness, automotive, pulp and paper sectors linked to international trade.
Manager - training of finance executives, what are the competencies that define the professional accompanying market requirements concerning their own career?
Barros - Strategic vision and medium term, market focus, and negotiator who has zeal for the results are the qualities that finance executives will grow to meet market demands.
Manager - The growth and multiplication of university institutions have generated a seemingly perverse effect in some areas, for example law. There are courses in law who fail more than 80% of students in the examination of the Order. In other cases, administration, for example, there is a group of first-rate faculties such as FGV, PUC, USP and Mackenzie. In the area of finance, university education has been adequate to meet market requirements or the formation occurs even in company with the student received during the course, notions of what we find in practice?
Barros - The basic training of the finance executive, his undergraduate university, is supported by excellent educational institutions as mentioned in the wording of your question. Large companies enhance young financial executives through internship programs and training, seeking to integrate them into company culture. Thus, they contribute to the improvement of their qualification post-university. The highlight of this set of actions for the formation of the Finance Executive MBA's are women religious schools in the country. The National Conference of Executives in Finance, CONEFA, the IBEF showed the general public, the quality of these panels through these institutions. In concluding, I can say that higher education institutions are adequate to meet market demands with regard to a finance executive.
Manager - As the entity projects and recognizes emerging talent in the area of finance?
Barros - We are always in a state of attention to the young executive Finance seek and associate it with the entity. We are in the second edition of the Revelation in Finance IBEF SP / KPMG, open to youngsters up to 33 years of age who have university degree and concentration in finance. They must act in the financial area, in private, public and university. Revelation Award winner will receive $ 12,000 and still be a member of IBEF SP without charge in the first year and also receive a certificate issued by IBEF and KPMG.
Manager - HR's approach with other areas has become a strategic issue in many companies. How do you see HR interface with the finance in order to subsidize the business, valuing the workforce and respect the budget for training?
Barros - Today the Human Resources department is in the strategic business of any company that cares for its growth, its sustainability. Professional appropriately recruited, trained and inserted into a competent plan for internal development, will constitute a competitive advantage in the corporate strategy of any organization. Antonio Carlos Porto Gonçalves
Subscribe to:
Posts (Atom)