The Danish-Brazilian Chamber of Commerce

October / December 2012
Danish-Brazilian Chamber of Commerce
Former Prime Minister
Lars Løkke Rasmussen
in Rio de Janeiro
20 april/june 2006
20 april/june 2006
EDITORIAL Brazilian Review
The Brazilian economy will
have little growth in 2012...
The European economy is still
facing enormous challenges…
Lars Løkke Rasmussen
President Liberal Party
6
INTERVIEWS
HRH Princess Benedikte
18
POLITICS
Ole Sohn, Minister for Businness and Growth
26
INFORMATION
Amazon Fund New Danish Fashion
Gråsten Castle
Søren Kierkegaard
Hospital Albert Einstein
30
32
36
38
42
ECONOMICS
European Economy - Svend Roed Nielsen
Octavio de Barros, Bradesco
Caio Megale, Banco Itaú
Cristiano Souza, Santander
48
50
52
54
PROFILE
FLSmidth
CHR Hansen
Scandinavian Designs
Tivoli Pantomine Theatre
Valdemar Castle
Viking Life-Saving Equipment
Ekornes
Novozymes
Alfa Laval Aalborg
Oticon
GN Resound
Grundfos
Lundbeck
Danfoss
62
68
72
76
78
82
84
88
90
92
94
96
98
100
TRAVEL
DFDS Seaways
124
12
Lars Rebien Sørensen
CEO Novo Nordisk
The Brazilian economy is going through a challenging period. Some
predict that growth will only reach 1.3% for the year which is obviously
a very low growth rate. The interest rates have been reduced to 7.5%,
and interest rates for credit cards (Banco do Brasil and Caixa) have
been reduced by 30% and 52% percent respectively. The inflation rate
has reached 5.4% but unemployment is at the lowest level it has been
for a long time at 5.5%.
The government is trying to stimulate the economy by reducing the
costs of light by 16.2% and the government has also cut taxes for
more than 25 categories within the service sector and the industrial
markets. Moreover, the government is pumping more than BRL 50 billions into the economy.
The automobile industry and the white goods industry are paying no
IPI taxes. Unfortunately, there are many strikes, for instance within the
military police force and public services, which makes the situation
very vulnerable. BNDES will invest up to a BRL 150 billion in projects,
such as infrastructure and other service industries. The pressure is
on the government to stimulate the economy and to move at a much
faster growth pace in 2013.
In Europe many financial packages has been introduced in Greece,
Spain, Italy, Portugal, and Ireland but the European economy is still
extremely vulnerable. Germany will only grow 0.8%, Denmark 0.8%,
France -0.1% Greece -7.8%, Italy -0.7%, Spain -0.4%. Portugal is showing negative growth for 2012 at -1.2%. The next few months will show
clearly if Europe is on the right track, I am still consciously optimistic.
But it is very concerning that China will only grow around 7% which of
course is affecting the European and Brazilian economies.
The US is facing a presidential election in October. It’ll be Romney vs.
Obama and there is not a clear winner in this much disputed election.
The US economy will play a major role in who will become new president
in January and the US economy is still going at a slow pace. The unemployment rate is still high and not a lot of new jobs are being created in
the economy – a very difficult situation for president Obama.
Brazil had a very successful visit from HRH Crown Prince Frederik and
HRH Crown Princess Mary who visited Sao Paulo, Rio, Belo Horizonte and
Lagoa Santa. The Peter Lund Museum was inagurated in Lagoa Santa.
The Royal couple received great attention in the press and there is no
doubt that the Danish image was greatly improved. The Danish trade
delegations for tourism, water and petroleum and gas all participated
in very productive fairs, seminars and workshops. More that 60 trade
delegates came to Brazil.
2012 Chamber Activities...
Oct 16th– Danish Investment Seminar
Oct 30th– Business Council (Widex)
Dec 7th – Christmas Lunch
Feb 5th – Ambassador Svend Roed Nielsen
2012 has been a challenging
year but also a year with a
lot of business opportunities. I am sure all business
members will have a successful 2012. We wish you a
very merry Christmas.
Jens Olesen
President
Lars Løkke Rasmussen
in Rio de Janeiro
Lars, could you tell us a bit about
the current Danish economy?
The Danish economy can be viewed from
several angles. I’m happy about the fact
that we managed to institute reform decisions that have persisted after the election.
That combined with the fact that the newly
elected government is actually carrying out
economic policies that are somewhat different from the ones they promoted during
the election campaign are positive aspects.
Fundamentally sound economic policies
have been implemented medium-term
thanks to some of our decisions that support the democratic pressure; this is a step
that other European countries still have to
take. However, this does not change the
fact that we stand before severe challenges. Our growth rate is much too low. This is
due to the hard-pressed competition which
has gradually grown worse over the years.
We need to solve this issue which is not
solely a Danish problem, but a European
one. If I have memorized the numbers from
my speech correctly, we presently export
70% of our production destined for foreign countries to EU countries. Therefore,
when Europe is dragging along, Denmark
cannot accelerate its pace. We need to undertake some initiatives, e.g. improve our
6
oct/dec 2012
competitiveness through a reduction in the
rate of salary increases. This measure has
actually been adopted in the recent collective agreements that were just approved
but we can not solve the problem through
one-time collective agreements, we need
steeper measures.
I am pleased that a tax reform has been
agreed upon. It will lead to a significant decrease in taxation of a very large group on
the labor market. More than a quarter of a
million Danes will no longer be subject to
the maximum taxation rate; this will be an
incentive to enter the job market because
the EITC will be increased. Public transfer
benefits will be kept at a lower level than
what has historically been done. So, there
will be an increased gain to be had for
people who go from being passively supported by the State to instead actively participating on the job market. I consider this
measure Parliament’s contribution towards
maintaining salaries at a reasonable level
and it is surely one of the manners through
which competitiveness might be improved,
but there’s still a long road ahead of us.
Besides this measure, we have to create
more reform decisions and there will be a
fundamental need for developing the public sector at a slower rate than the rate of
the global economy, so that we are able to
genuinely decrease the tax burden. I believe
that we are currently ranked no. 132 in the
World Economic Forum’s Global Competitiveness Report which measures the impact
of taxes on competitiveness. While we will
never rise to be among the top ten on the
list, we do need to improve our ranking.
Moreover, we also need to change the focus of our efforts. The facts that 70% of our
exports go to EU countries and that Europe
as a whole is in a stagnant situation without any immediate relief in sight mean that
we need to direct our efforts outwards to
the countries that present higher levels of
growth than the ones presently seen within
Europe. I appointed five export ambassa-
Carsten Følbaek (Maersk Group), Ambassador Svend Roed Nielsen
dors towards fulfilling this exact goal when
I was Prime Minister. Five individuals cannot
reverse the situation all by themselves but I
thought that they could act as mental door
openers for both Danish industry and for
Danes in general. They could help businesses and people open their eyes for the potential markets where we might intensify our
efforts and learn more about the challenges
we are up against. I believe that Denmark
has not yet fully comprehended just how
dire the challenges before us are. We are
a prosperous society and have occupied a
rather unique position throughout the past
100 years. However, if you look at history
long-term, a century is a mere parenthesis
when compared to thousand-year reigns
where other countries had their moment of
greatness but ultimately were crushed by
foreign nations, e.g. China, a country that is
currently gaining importance once again. If
we do not succeed in grasping the challenges posed by other nations, which have a ferocious appetite for the welfare within our
society that we ourselves take for granted,
then we risk being in for a brutal awakening
like the one Greece is now experiencing.
You are presently in the opposition. How is it trying to work
with the new government?
Well, there is not a clear-cut answer to
that question because there is no doubt
that our cooperation with the government
is somewhat strained. I believe that the
cooperation efforts are faring better now
than under the previous government. This
is largely due to the fact that we who constitute the present opposition are making
an effort towards this objective. That is
the quick answer to your question. During
the years leading up to the elections last
September, we had a Social Democratic
Party whose slogan was ‘that they were
going to work the government out of office’; however, they were rarely seen in
offices themselves. When we presented a
tax reform in 2009 which was fully financed
down to the last nickel without affecting
the dynamic effects, the Social Democrats
labeled it a so-called ‘red wine reform’ and
they refused to even consider negotiating it. Now that they are in government,
their political profile has clearly changed.
I think I can affirm this without being polemic. It is beneficial for Denmark that we
have just approved a tax reform where the
floor for the highest tax bracket has been
raised by DKK 77,000; this is a significant
increase. I would have liked to also change
the marginal rate of tax for people earning higher salaries. What we are doing now
is important and it is a great improvement
for the people who thereby will not be subject to the maximum taxation rate, but we
still have a big challenge before us to help
the ones receiving salaries that place them
within the highest taxation bracket. I have
talked to several Danish companies which
daily try to carve out a place for themselves
on the international labor market. They are
dependent on recruiting their employees
internationally and definitely feel the effects of the brain-drain syndrome where
workers move abroad. They are pointing
out that their employees such as, for instance, chemical engineers, export sales
Lars Løkke Rasmussen, Michael Bak, Hempel, Jens Olesen oct/dec 2012
7
people and laboratory staff members
with PhD degrees earn annual salaries of
perhaps DKK 750,000 which places them
within tax brackets that are a hindrance to
competitiveness. I would really have liked
for us to take the reform even further but
I have to acknowledge that we now have
a government that is suddenly much more
flexible in its policies than those same parties were when they constituted the opposition. So, the potential for cooperation is
much bigger now than it previously was.
Do you and Helle ThorningSchmidt talk?
The tax reform negotiations entered into a
critical phase while I was in Rio and I tried
to get in touch with the Prime Minister, but
to no avail. It is complicated to make such
a meet-up a reality; the media has received
this negatively. Instead, I chose to send a
letter to the Minister of Economic Affairs
and the Interior, Margrethe Vestager, while
I was here. This letter - alongside the fact
that I directly contacted the Minister of Finance - led to the Liberal Party showing up
with a delegation ready for negotiations last
Friday; a fact which ultimately led to the creation of the agreement. I certainly wish that
the Prime Minister had had a higher level of
involvement in the entire proceedings.
“
The tax
reform
negotiations
entered into
a critical
phase while
“
I was in
Rio
8
oct/dec 2012
70% of all Danish
exports are destined
for nearby markets.
I have repeatedly
called for urgent
measures from institutions such as
the Confederation
of Danish Industry
for improving Danish competitiveness
and seeing beyond
the immediate surroundings. One of
the obviously interesting markets for
Lars Løkke Rasmussen, President Liberal Party
Denmark is the Brazilian one. The other
BRIC countries are
for their absence. Europe is obviously dragging itself along at the present moment.
worth looking into as well. How
Naturally, I wish the best for Europe but
would you go about getting the
hard times are ahead, not least due to debusiness sector to comprehend
mographics. Its ‘lack of appetite’ is somethat things are actually not going
thing else that is working against Europe.
The two of us have previously talked about
all that well? How would you get
South Korea. When I visit a country such as
the Confederation of Danish InKorea it’s clear that this is a country which
dustry to act faster and to invest
has actually gone from being the recipient
in the proper markets? Finally,
of aid destined for developing countries
how would you make the governalongside African countries to being the
host of the G20 summit a couple a years
ment understand the urgency of
ago, all within two or three generations.
implementing such measures?
Our political contribution towards these
goals has been to strengthen the fundamental structure for providing support, i.e.
expanding the network of embassies and
consulates. Credit lines for export have also
been improved in terms of several aspects.
That is the contribution we can offer. I do
believe that we have an obligation to help
meet these objectives. I mentioned that
there are mental hurdles to be faced; the
business sector needs to become aware of
this. That is why I appointed five export ambassadors. I do not believe that five people
alone will make a tremendous difference in
the big picture but five high-profile individuals like these who receive a lot of exposure
within Danish society stand a better chance
of raising awareness for this challenge than
career diplomats do. Unfortunately, the
current government pulled the plug on my
initiative. On the other hand, I am pleased
to see that the government has followed up
on our work with developing a strategy for
Danish efforts in the BRIC countries. I would
have liked to see some well-known faces
working on these tasks but the rest of us
will have to increase our efforts to make up
They are perhaps the 14th or 15th biggest
business economy in the world and this feat
has been accomplished without having access to any significant raw materials. The
shift that has happened is due to the inhabitants’ mentality. They have chosen to completely focus on perfecting their skills, concentrating their efforts and working hard. I
think this furthers a true sense of the past. I
like to evoke an image of a family gathered
around the dinner table in Seoul. The grandparents, parents and kids are able to firsthand tell the story of the country’s development from civil war to prosperity. When
a Danish family gathers around the dinner
table, all three generations present basically tell the same story of how we have always
been doing well. Of course, there have been
incidents throughout the years, such as the
oil crisis in 1973 that led to car-free Sundays
but by and large we have consistently fared
well throughout recent history. I think this
has led to the disappearance of our awareness of the fact that ‘from nothing springs
nothing’. This is also something that poses
a challenge for Danish businesses. We are
here in Rio de Janeiro which is experiencing
a boom due to activities in the Oil & Gas
sector, and it reminds me of a visit I made
to Esbjerg while I was the Prime Minister.
Esbjerg was the hometown of a growth forum under my government, and it is actually interesting to see that Esbjerg is a town
which has really developed within recent
generations due to exceptional expertise
within the maritime and off-shore sector.
Rio is starting to amass the same level of
know-how. Some of the companies over
there need to realize that some of the aspects we have mentioned will pose a threat
to the Danish economy, e.g. demographics
and the fact that the North Sea deposits
will be depleted at a point – exploration of
the reserves might be prolonged due to new
technologies but eventually they will be exhausted. The companies within the exploration sector will eventually fail unless they
become active on the international or global market. Esbjerg and Rio might be said to
be two sides of the same coin; the weather
is certainly more pleasant here though!
I have talked to several people
from your party but I have not
received a straight answer yet.
What is your opinion about dual
citizenship?
My opinion is gradually softening. This is
actually a dangerous thing for a politician
to acknowledge; you might be perceived
as a turncoat who doesn’t have a steadfast
answer. Denmark has categorically always
been against dual citizenship. However,
you have to be realistic about the world
we live in nowadays, not only in regard to
this issue but also in terms of, for instance,
the economy. Denmark has a tendency to
believe that we have created a kind of utopia with our model of society; what has to
be kept in mind is that aspects such as the
size of our public sector and the tax burden
have an impact on our overall competitiveness. It’s a fact that the rest of the world
has organized itself in other ways; if we
want to compete in an international scenario, we’ll have to abide by the universal
rules, not our own national ones. This is
true in terms of financial policies and this
also holds true in regard to this issue. In
spite of international conventions trying
to ensure that everybody has a nationality and nobody is stateless, the world has
become a far more complex place. Therefore, my stance on the issue is undergoing
changes. I am not affirming here today that
I am ready for dual citizenship. But I am
aware of the drawbacks of situations such
as the ones that arise when we naturalize
foreigners by granting them Danish citizenship and these people go on to abuse the
trust placed in them by committing crimes
or likewise. It then constitutes a real challenge that these people are 100% Danish
citizens. This is a negative example that illustrates the point that it might be interesting to allow some Danes to keep their original citizenship. There is of course also the
positive spin which is basically the same
story told the other way round. I am not
ready to declare that I am in favor of dual
citizenship, but I can say that I am being
swayed by the ongoing discussion and I am
analyzing all the aspects thereof.
There are only three countries
left within the European Union
which do not permit dual citizenship, i.e. Denmark, the Netherlands and Austria. All the other
oct/dec 2012
9
Curriculum Vitae
“
Brasil is
a fantastic
country.
I have
wanted to
visit Brazil
for a long
time
“
EU nations permit dual citizenship. The reason I am insisting on
talking about this subject is that
it is very important for a lot of
Danes abroad. I think I speak not
only for Danes in Brazil but also
on behalf of a lot of other Danes
living abroad when I say that we
might not live in Denmark but
we are still Danes through and
through and will always remain
so. Some might even say that we
identify increasingly as Danes
the longer we live outside Denmark. However, it would be very
beneficial to be able to become
citizens of the countries we reside in without losing our Danish citizenship. That is the core
aspect of this whole issue for us,
and we would like you to keep
that in mind when you ponder
your stance on dual citizenship.
Does it affect your opinion that
Denmark is one of the few countries left that still prohibits dual
citizenship?
10 oct/dec 2012
Yes, it does. That is exactly what I was trying to convey. We have had a point of view
that was pretty rigid, but modern-day reality is influencing us. When a large number
of countries go down a certain path, it is
natural for others to take note of this fact.
This is part of the process of forming an
opinion and taking a stand when living in
a truly globalized world. The drawback as
I already mentioned is that we end up revoking the original citizenship from some
people who might turn out to be undesirable as Danish citizens in the long run. A
case that springs to mind involved a reallife gangster in a ghetto in Odense. In cases
such as this, it would be nice to be able to
simply strip the offenders of their newly acquired Danish citizenship and deport them
to their country of origin. The other side is
of course the one with Danes living abroad
who would like to be able to integrate fully
in the country they live in and at the same
time remain whole-heartedly part of the
country they belong to. The same thing
actually happened in regard to the right
to vote. The Danish constitution prohibits
Danes living abroad from voting in Denmark. A commission was established under
the leadership of Jens Peter Kristensen to
examine whether the constitution could
be interpreted differently in the light of
the world having changed dramatically.
For instance, I have conducted tax negotiations here from Rio; I have just watched
the news; I can watch the Danish network’s
evening news program whenever it pleases
me, etc. The world we live in today is a
completely different world from the one in
which it was a given that you would lose
virtually all contact with your home country once you crossed the national border
in your horse carriage. A change was not
possible though; the constitution and the
interpretation of it are old-fashioned and
rigid. We do need to consider all these issues carefully, though.
What is your impression of Brazil?
As far as I have been able to tell, it’s a fantastic country. I have wanted to visit Brazil
for a long time due to a fact that goes back
to when I was in 7th grade. We got a new
classmate that year, namely a boy whose
dad was a Danish businessman and whose
mom came from Brazil. This half-Brazilian
boy had two incredibly beautiful sisters,
and ever since meeting them I have wanted
to visit this country.
Lars Løkke Rasmussen
•Member of Parliament for the LiberalParty 1986 to 2012
Parliamentary career
•Prime Minister from April 5th 2009
to October 3rd 2011.
•Minister of Finance from November
23rd 2007 to April 7th 2009.
•Minister for the Interior and Health
from November 27th 2001 to November 23rd 2007.
Chairman of the Liberal Party from
2009, vice-chairman 1998-2009.
•
Education and jobs
•Master of Laws, University of
Copenhagen, 1992.
•Matriculated in social studies
and mathematics, Helsinge Upper
Secondary School, 1983.
Leaving examination, Græsted
School, 1980.
•
Contact us in Brazil
Bombas Grundfos do Brasil Ltda
Av. Humberto de Alencar Castelo Branco, 630
09850-300 São Bernardo do Campo - SP - Brazil
Phone: +55 11 4393 55 33
E-mail: [email protected]
www.grundfos.com.br
oct/dec 2012
11
Lars Rebien Sørensen
“the most respected business leader in Denmark”
Tell me about your career at
Novo Nordisk, and why you were
attracted to this company?
I was initially attracted to the company
because I needed a job. During my time
studying I had been working and I had
taken loans, so I had to pay back those
loans. I seriously needed a job. The reason
why I joined the company was that I happened to know it because my cousin was
working there and he was travelling all
over the world, building companies, and
he was enjoying himself tremendously.
Therefore and even though I didn’t know
the products or the character and the value of the company at all I thought it could
be an interesting place for me to work,
in spite of the fact that I have a major in
forestry, which is a completely different
educational background.
We just saw in the press the
other day that Novo Nordisk was
valued at DKK 500 billion, which
is absolutely incredible. It is the
biggest Danish company, and the
biggest Scandinavian company.
The growth is also incredible for us at Novo
Nordisk. I have been with the company
for 30 years; when I started, the company
was largely unknown in Denmark. It was
not among the large industrial companies, it was a small or medium sized expanding company. Now, thirty years later,
we have split off Novozymes, our sister
company, which is also leading in its area
of business. And because of the increasing number of people with diabetes all
over the World, the business potential for
Novo Nordisk is almost unlimited. I made
a bold statement in connection with the
announcement of the annual result of 2011
to the press. I said “You haven’t seen anything yet”. The reason being that we are
leaders in our field and we have a very
strong pipeline of new and interesting
products. Amongst other we have one
project, which is to treat people who
are seriously overweight, because a
number of people in the world are getting overweight. That leads to serious
health problems and people find it difficult to lose weight, therefore if a logical
intervention against obesity was found
it would truely be an incredible product,
and we may have such an opportunity also.
So therefore I said to them: “you haven’t
seen anything yet”, we are going to be the
biggest pharmaceutical company in the
world by value.
Lars Rebien Sørensen
12 oct/dec 2012
How do you feel about the fact
that Novo Nordisk has been elected the most sustainable company in the world? It came out in
the press a couple of month ago.
I thought it was quite a distinction to get this honour.
Yes, it sure is. I think it’s a reflection of our
origins. Being a Danish company. I think
many Brazilians are aware of that fact since
COP15 has held in Copenhagen, dealing
with climate change. Denmark is focusing
a lot on sustainability. In that sense, it’s
similar to the orientation in Brazil. Brazil is also very much preoccupied with the
environmental issues, protecting the Amazonas, the rain forest, because it is part
of the whole climate circle to protect our
environment. Being sustainable is a reflection of how we have been brought up in the
Danish society. We’re not only growing our
companies and values, financially. We also
make sure that we do so in an as socially
and environmentally sound way as possible.
So it’s a great honor to get that recognition,
because it means that the way we are working is being understood and recognized.
You have been elected the most
powerful dynamic business leader in Denmark. What does that
mean for you?
Actually, not really very much. I consider
myself an ordinary individual. I ride my
bicycle to work and I ride it back again,
I mow my own lawn, I do as many things
as I can and as I have tried to do myself.
But what it does mean, is a recognition
of the efforts by the people in the company. I have to, as a person, exemplify the
company, so the fact that Novo Nordisk,
over the last 10-12 years has been elected
many times as the most highly respected
company amongst business leaders in
Denmark is a recognition to all the people
at Novo Nordisk doing their job responsibly everyday. And I just get the pleasure
of enjoying that being put on my person.
Other times I have to take the shit, and
the shit hits the fan, and something goes
wrong, and I have to take the criticism. It
all comes along with the job.
that the values are well understood. If the
company was a person, what type of characteristics should characterize the company? And then try to explain this to people,
all over the world, people from completely
different cultures. A person in Korea, a person in Northern Africa, a person in Brazil
and a person in Norway should be able to
understand the same things with our ambitions and values. That is a huge job. It’s
a very exciting job too, and this is what I
spend most of my time trying to do.
Leadership is a big word. If somebody was to try to describe Lars
Rebien Sørensen, what would
you say your leadership style is?
What is the mission and the vision of Novo Nordisk?
Of course, it ought to be somebody else
who should answer that question. What
I would hope that they would say is that
my leadership style is based on creating
an exciting vision for the company. I hope
that everybody feels that it is exciting to
participate in and realize that it should be
very ambitious, it should be bold. People
should feel they are spending their time on
something meaningful, and not just making money because money is interesting.
Making changes, influencing the society,
influencing peoples’ lives, or whatever you
may want to aspire to do as a company, but
doing something meaningful because after
all, as you know yourself, having worked
that many years in a company, we spend
most of our living hours occupied with our
work, so it should be something meaningful. So that is my biggest responsibility. As
a manager and as a leader I have to set
that ambition, create the story, make sure
The mission of Novo Nordisk is to change
diabetes. Diabetes is a dreadful disease,
people are getting ulcers, which leads
to amputations, they lose their eyesight,
they lose their kidneys, they die prematurely. It’s a disease we are able to get rid
of. Most of the people in the world with
diabetes have what we call type two diabetes, which is adult-onset diabetes. 80%
of that can be prevented by changing our
lives, if we were not so busy doing what
we are doing and instead try to live decent and not over-consuming lives. So, if
we can change the situation - today,more
than three hundred million people have
diabetes - then that is the most important
thing we can do as a company.
Tell me more about that.
I think our company was built on the discovery that you could treat diabetes with
insulin. This was a discovery that was made
in 1921. We were given that knowledge
and recipe by the University of Toronto of
how to manufacture insulin in Denmark,
which was quite a gift. Later the company
developed new technologies, new products,
and obviously we have to try to sell those
products, so that we can get money to make
more research. At the end of the day, I think
it is an obligation that goes back to the creation of the company. The problem that we
set out to solve was to find a way to deal
with diabetes and until we one day cure
diabetes so as to eradicate this terrible disease, it will continue to be so.
Novo Nordisk is in a market to do
business. The company is doing a
lot of things. One of the things I
have read a little about is a campaign on how to prevent diabetes in the world. Is this something you do globally, regionally,
locally, market by market? How
do you go about it? Do you do it
in cooperation with the United
Nations or WHO?
Tell me about the main values of
Novo Nordisk, which are obviously linked to mission and vision, but the main value is obviously to cure diabetes in the
best possible way and for
as many people around
the world as possible.
Novo Nordisk
headquarter in
Bagsvaerd
oct/dec 2012
13
One way of changing diabetes is to prevent
it from occurring in the first place. That
means, in societies all over the world, that
we are trying to engage with politicians
to have them understand that it has to do
with the way we design our communities.
The way the children are taught in school
about nutrition, the way they are taught
about physical training and activity, the
way we move physically, to the possible
extent that you can do urban planning that
allows people exercise in a safe way, either
in parks, or through bicycling, safe from
the traffic, but also safe from violence and
safe from a lot of things which are problematic in urban societies. So that’s one level
of engagement. We got all the way up to
having raised the issue at the UN to have a
declaration assigned on diabetes. It’s only
the second time that one particular disease has achieved a UN declaration. The
first one was HIV/ AIDS, the second one in
2006 was a declaration against diabetes. It
obliges all nations to insure that their populations are aware of the risks of developing
diabetes and that they can get treatment
if they get diabetes. With this declaration,
we then go to each individual nation, and
discuss with the Ministries of Health what
policies they have and what strategies they
have and obviously, that is different when
you are in Tanzania and when you are in the
United States. I mean, there are very different resources available, and therefore the
plans cannot be the same. They need to be
adapted to the local environment, to the local habits, the local food habits, the local
cultural habits and financial and economical capabilities, so we always rally on behalf of people with diabetes. So we go there
together with patient associations and say
to the Ministries: Now we need some plans,
we need some resources so that these poor
people can get treatments. And that goes
both for the United States and for Tanzania.
You mentioned that there are
around three hundred million
people with diabetes in the
World. How much does this number grow per year? How do you
see the whole situation for the
next five-ten years?
We believe that there will be a growth of
around 5% per year. It is likely that within
the next 18-20 years, there will be more
than half a billion people with diabetes.
More and more people are moving from
the countryside to the urban areas, the
big cities, where there are jobs to find. But
with that comes transportation by bus,
by train, by car and less physical work.
14 oct/dec 2012
In
reality, our
customers
are the
health
authorities.
We will
grow 5%
per year
It’s in a way an unhealthy lifestyle in the
long run, so it means that more and more
people are getting diabetes. It’s going to
get worse, before it gets any better. But in
certain societies, in the Danish society, for
example, we can see that the higher levels
of education and the higher social group
you belong to, the less chronical diseases
you find. In fact, in Denmark you can actually determine the average life-expectancy
and the rate of chronical diseases by the
postal code. If you take the southern part
of Copenhagen and go to the Northern
part of Copenhagen, the life expectancy
difference may be as much as 10 years.
Simply due to social knowledge.
Novo Nordisk is a global company, a regional company and
a local company. What are the
growth markets and which region in the world is growing the
most?
In reality, our customers are the health authorities. In countries like Brazil that means
that a big part of the health services and
products are paid by the government. The
same goes for all the countries in Europe.
An increasing amount is also being paid
by the government in the United States.
But in the United States it’s mainly paid by
private insurance, and insurances are paid
by the employer, so the economic development determines the extent to which our
governments can provide health services
for the population. In current days, we see
pressure on the economies in Japan, in New
York, due to the financial crises. Nevertheless, when we look at the growth opportunities for the company, we see that the
biggest growth opportunities that we have
are in United States and what we call the
emerging markets. These emerging markets
include the BRIC countries, Brazil, India,
Russia and China, but also increasingly in
other Southeast Asian companies like Vietnam, like the Philippines, eventually also Indonesia where more than two hundred million people are living. So, that’s where we
see growth of our business. In the United
States, 20% per year, in the BRIC countries
15-20% per year, but our business in Europe
is flat, maybe there’s a 1-5% growth, and in
Japan it’s the same with about 0-5%.
Brazil is a big country, it has it’s
ups and downs, how do you see
Brazil today?
I think Brazil has largely escaped the financial crises, I see Brazil increasing it’s stepping into the world’s political and financial
scene. Now the country is expressing political opinions on global issues such as the
environment and trade and is increasingly
becoming one of the top ten economies
in the world. It has huge resources which
are not all being extracted and shipped out
of the country. They are increasingly being
used for industrial production in Brazil, and
that means more and more companies are
moving from Europe and the United States
in order to establish themselves in Brazil.
The society is becoming more predictable. There used to be serious ups and
downs in the Brazilian economy with hyperinflation which led to business conditions being largely unpredictable. That’s
not good for investments. With the more
stable political system and a more stable
economy, the ability to make investments in
Brazil has improved significantly and this is
likely to accelerate the economic growth in
Brazil. So I see Brazil as a very interesting
country, also in the healthcare area. Brazil
is in the forefront of trial to make sure that
it’s general population has access to health
care, in a relatively high and sophisticated
level compared to the economic status of
the country. This is something that other
emerging economies are learning from.
I participated in a meeting in China just
very recently, where the Chinese government had collected 15 ministries to develop a new policy to deal with diabetes
as well. They invited one from Brazil, to
talk about how the Brazilian experience
is, and they have been trying to do exactly
the same, so there’s an increasing recognition and reputation amongst other
countries in the world.
During many years, you have
participated in the government
tenders once a year for the
government business on how
to treat diabetes. How important is it for Novo Nordisk to
win this? What does it mean for
your business?
It’s correct, there is this annual tender
where the public healthcare system in
Brazil buys insulin for all the people who
have access to public health services.
Then, of course, there is the private
health system, with private insurances as
a separate system, but the tender for the
public health system is the biggest in the
world. They buy eighteen million vialsof
insulin at the lowest possible cost from
any country in the world. Because it is
done as a tender. We have a big factory
in Montes Claros, we have a big company
in Sao Paulo, we see Brazil as the regional capital for Latin America. Therefore it
is very important for us to have a strong
business in Brazil, and we go a long way
trying to bet as aggressively as we can,
namely with lower and lower prices, in
order to win that tender. We won the tender that was just recently issued and this
only goes to show that Novo Nordisk is
the most effective manufacturer of insulin in the world and we can deliver insulin
at the cost of a cup of coffee anywhere in
the world. And the price for a cup of coffee at Starbucks is of course higher than
that of the Brazilian coffee, and that is
only natural, so insulin is cheaper in Brazil than in the United States.
The growth potential in Brazil
you talked about, the future
looks reasonably bright, things
are changing, there is stability.
What kind of growth potential
do you see in Brazil? You men-
tioned that all the BRIC countries grow 15-20%, do you think
that this kind of growth is even
bigger in Brazil?
Yes, I would definitely think that Brazil
should be growing more than it is at the
moment. With increasing income, people
will be able to move from what they get
today, which is more basic medication,
to more advanced types of medications.
These more advanced types of medications are of course more expensive.
That should lead to growth, because at
the end of the day, once we have satisfied the need for shelter and food and
clothes, the next items on the agenda,
for any individual and family, is education and health. So you will see a lot of
resources pouring into the health sector
and into the educational sector in Brazil in the years to come. That’s the only
thing that preoccupies us, it’s our health
and the education of our children. So
therefore I expect us to see growth rates
for our business in Brazil of 20% per year
in the years to come. Amongst the fastest in the world, much like we have seen
it in China in recent years.
There has been a major change
in how Danish companies or
even Global Danish companies
have been run in Brazil. Ten
years ago it was only run by
Danes, and in the last five years,
most of the major Danish companies are run by Brazilians. You
are a global company today, you
have an Argentinean running
the company, are you looking
into the possibility of having a
Brazilian manager in the future?
Brazil is a little bit different.
I think that all countries in the world are
different. You should aim at having locals
managing your companies because after
all, people have gone to high school together, have gone to university together.
Some people end up in the government,
some people end up in business, they do
understand each other much better and
can interact much better than foreigners can even get close to doing. So yes,
definitely, we are aspiring to have our
company being managed by Brazilians
and our factories managed by Brazilians.
Of course our companies should also be
managed by a Brazilian at the time that
we identify an individual that is capable
and talented enough to do that.
Lars Rebien Sørensen
President - Global CEO
oct/dec 2012
15
Brazilian Review
INTERVIEW
Do you have a lot of Brazilian talent in your international organization?
This is an interesting area, because that is
one area which I am looking at at the moment. I have to admit that the leadership of
our company is largely Danish because we
have Danish origins. This means that, for
great many years, we have been able to attract the most talented people in Denmark.
But Denmark is a small country, so in the
past we were an unknown country in Brazil,
we were unknown in the United States and
therefore it was only natural that the people we could attract were not the brightest talents from the universities, I have to
say, without wanting to offend my US and
my Brazilian colleagues. We were truly an
unknown company. The brightest talents
from university want to go to the local star
companies. Like people in Denmark want to
work for Maersk and Novo Nordisk, in Brazil they want to work for Petrobras and other big engineering groups that are building
airplanes or cars etc. It’s only now that we
have gained scaled size , that we can hope
to attract and develop talented people who
have the capabilities of doing a career, not
only in Brazil but also increasingly outside
of Brazil. We are aiming at increasing the
number of global talents we have, being of
not Danish origin. I have an ambition that
we should have more Americans in our international organization, we should have
more Brazilians, like we are having more
people with a Middle-Eastern background,
they are quite talented, people from Iran,
from Turkey, who have potential for working in an international organization, so it
should be the same in Brazil.
Does that mean that you have
changed your Human Resource
Management globally, so you have
a mix of various nationalities?
Yes, we have appointed each of our HR
managers in all the regions. These people
work together as a network to identify local talents and be sure that this local talent
is being spotted and developed. Rotation
jobs are being created, so people with the
potential and with the willingness, have
an opportunity to go and work somewhere
else in the company. Maybe in our European headquarter or in our US headquarter
or working in the International headquarter for the international business which is
located in Switzerland.
Do you work very closely with
universities?
16 oct/dec 2012
Yes, we do. Of course, again, being a historically relatively small company, we have
no hopes of being able to become globally
known. So what we have done instead is
that we have identified a number of universities, Saint Gallen, Stanford, Harvard
and other universities, that we try to build
a relationship to. From these universities
we then try to attract business school students to come and join the company, and
every year we recruit some 20 or 30 newly
graduated student from leading business
schools from all over the world. They enter
our graduated program, where they are offered a job with 8 month srotation in three
different places in the company, maybe
three different functions in the company, to
understand the complexity of our business,
and they are quickly being absorbed into the
organization. But we still have to work hard
on becoming known. We are world famous
in Denmark, but not outside of Denmark.
How do you survive in this very
stressful job you have, where
you are under pressure day and
night, and where it is often very
hard to find time to relax. How
do you do that?
I have chosen not to engage myself in a lot
of social activities and networks. On one
end it can be important for creating contacts, it can be important for learning from
other business people, but I simply don’t
have the time, so I spend so much time
working and traveling that the remaining
time is something I keep for myself and my
family. I don’t have the resources for anything else than that. I have to admit, and
this can sometimes appear to be a bit arrogant, that I don’t engage myself. It’s not
because I don’t think that I can learn from
other people. Definitely I can learn from
other people. But then I am also obliged
to teach other people, and that’s going to
take a lot of time from me. It’s not just
a one-way street where you can engage,
and then absorb knowledge, you then also
have to provide your own experience, and
then it becomes a time-consuming thing.
So I have taken that decision that I want
to do the job as well as possible, and I
want to stay in shape, fit, physically, because I want to be a good example for the
Curriculum Vitae
Lars Rebien Sørensen
•Lars
Rebien Sørensen joined Novo
Nordisk’s Enzymes Marketing in 1982.
Over the years, he has completed several overseas postings, including in
the Middle East and the US. Mr Sørensen was appointed a member of
Corporate Management in May 1994,
and in December 1994 he was given
special responsibility within Corporate
Management for Health Care. He was
appointed president and chief executive officer in November 2000.
•Lars Rebien Sørensen is a member of
the board of Danmarks Nationalbank,
Denmark, Thermo Fisher Scientific
Inc., US, as well as a member of the
Supervisory Board of Bertelsmann AG,
Germany.
•Lars Rebien Sørensen has an MSc in
Forestry from the Royal Veterinary and
Agricultural University, Denmark (now
the Faculty of Sciences of the University of Copenhagen) from 1981 and a
BSc in International Economics from
the Copenhagen Business School from
1983. Mr Sørensen received the French
award Chevalier de l’Ordre National de
la Légion d’Honneur in 2005. In October
2007, Mr Sørensen became an adjunct
professor at the Faculty of Life Sciences
of the University of Copenhagen.
kind of society we should be, especially
since we deal with health products. And
between that and the job, the little time
I have left is for the family. And that’s it.
Do you ride the motorcycle or the
bicycle?
I have done motorcycle racing, but I don’t
do that so much anymore. Now I ride the
bicycle every day. I ride about 200 or 300
km a week.
JOL
oct/dec 2012
17
HRH Princess Benedikte
“The Elegant Princess”
What does a regent do?
The regent is the Queen’s deputy. When the
Queen is abroad a deputy is appointed to
ensure that the Queens function as Head
of State can be ensured on a permanent
basis. As an example, the documents to be
signed by the Queen are signed by the regent as the Queens deputy.
Are there any specific functions
the regent does besides signing
documents?
If something had been scheduled for the
Queen for instance a celebration or an
event, then I would do it on her behalf. So
you see, I act as the HM the Queen’s deputy
in all respect.
How many times a year are you
the regent?
We are three eligible regents. The first in
line is the Crown Prince. But as he is in London as a member of the IOC he cannot take
over these days. Her Majesty’s second son,
Prince Joachim, has been home and acted
as regent until the day before yesterday
when I return from the Olympic Games to
replace him and giving him the possibility to
spend the last days of the games with his
wife in London. Also the Queen together
with the Prince Consort has been in London,
and from there she went on her annual summer holiday to France where she is now. So,
that’s the reason I am the regent at the moment.
What are the daily responsibilities of a Princess?
It’s looking after the organizations I am
involved in, both nationally and internationally, and to promote their concept
and ideas wherever I can. It also includes
going to some functions. Tomorrow I will
visit a home for elderly people runed by
one of the organizations for which I am
the Patron. This retirement home was inaugurated by my mother 40 years ago and
bears my father’s name, King Frederik the
IX’s home for elderly. So they’ve asked me
to come and to celebrate their 40th anniversary together with them.
Can you tell us about your daughter?
My youngest, Nathalie, is an Olympian. She
took up riding on a pony, when she was
about 4 years old, and has loved horses ever since. She is a great lover of
animals. It was definitely riding the
horses that had her big interest,
and after she finished school,
she was still keen on continuing on that path, which my
husband and I approved of
as long as she agreed to be
taught by a professional.
18 oct/dec 2012
HRH Princess
Benedikte
So, I found out who would be the best instructor and she actually finished a course.
It was in the Southern part of Sweden,
about an hour from Copenhagen. There
she was trained for the first four years and
she really learnt to ride technically. That is
her base which she now builds upon. From
there, after four years, she went to Klaus
Balkenhol, a German trainer, where she
spent seven years and learnt even more as
she already had obtained the correct base.
Now she is amongst the world’s top riders, I
think she’s among the ten best riders.
How old is she?
She is 37.
Tell us about the medals she won
in Hong Kong.
That was a big thing and rather a surprise
actually. We hadn’t really expected it, but
she was the best rider on the Danish team,
and it ended up being the Americans - U.S.
against the Danes competing for the bronze
medal. It was a nerve braking experience.
Our three riders were through when the last
American – who actually also competed in
London – started I watched him with great
interest. He had very high scores, which
you could follow on big screens. You see –
Electronically, the judges registrants their
scores so you could follow it. He started
high, very high and I thought “Oh oh...”
And then he started very slowly but rather
steadily to drop. There were several people
who during the test said to me, “Well, the
Danes have got the bars very low”. I said:
“I don’t believe anything before he is down
the middle line where he has to stop and salute”, so when he turned around and went
down the middle line, I said to myself, “Now
he cannot catch her salute”. And there, my
daughter was the best of the Danish riders
and won an Olympic bronze medal for Denmark, I was very happy.
And they got a fourth place in
London, I understand.
The team got a fourth place in London
which is very good. We knew for a year
that the British team would be impossible
to beat. Second would be the Germans or
the Dutch. The Germans would probably
take second place which they did, comfortably. The third place would probably go to
the Dutch, but we were not quite certain
as they had some problems with one of the
Dutch horses, so it came down to whether
he was sound or if he got problems. He was
sound and did a beautiful test, so this time,
the Dutch team was impossible to beat.
They were steady in their position, so it was
important for us to keep our fourth place,
and that was really good.
Was Her Royal Highness present
there?
Of course.
With Her Majesty?
Yes. During the first test my younger sister
– Queen Anne-Marie – was with me, and
for the second test also HM the Queen was
with me and I was seated between my two
sisters.
How many organizations is Your
Royal Highness involved in?
I think it is about 34 Danish, and about
nine or so international organizations. I am
Patron for most of the organizations, and
I am chairman of some. This work keeps
me busy and there is quite some traveling
involved, which I always find fascinating.
I always learn from the trips I take, I find
traveling expands your horizon, which is
good for human beings. You learn to get
more tolerant. I find the concept of tolerance very important nowadays. You cannot
think just about yourself, your own situation or your own country believing that this
is the best or that the way you live is the
best, you have to be aware of the fact that
other people also have a place of their own
and are proud of what they stand for and
their cultural background.
Tell us a little bit about your involvement with the girl scouts,
because I know that this cause is
very close to your heart.
It certainly is an important international
organization for me and the reason for me
going to Brazil in October of 2005. This
trip was a fantastic experience organized
by Mr. Olesen and I will never forget it. It
was hard work; I was quite tired, I must say,
when I came back, because it was a matter of changing bed every night and going
to new places. But it was an unbelievable
experience. Basically the focus was to try
to get more people involved in support of
the International Girl Scouts.
Does Her Royal Highness have
plans to go to Brazil again?
Well, I hope that I’ll be able to go in 2014
perhaps for the inauguration of the Princesa Benedikte Institute, which would be a
fantastic experience. It would be my second visit to Brazil. Also I know that within
the coming four years, we will be hearing
a lot of Brazil, as they are hosting the next
Olympic Games in Rio. Tonight is the closing ceremony of the present Olympic Games
and the tradition of the closing ceremony is
always that the coming host city has about
ten minutes to present itself. So, I’ll sit in
front of the television to watch that.
What are Her Royal Highness
impression of Brazil?
It’s a beautiful country with great potential. There are some problems also, so it’s
not only the sunny side of life, but your
economy is going well, as far as I know.
Hopefully that can be extended to other
areas in the country by the authorities,
something I think would be important. I
don’t want to get political, but if you are
going to become a rich country, I believe
you must ensure the support of the base
and not just have the top behind you. When
you build a house, you must have a foundation to build on, and if that base is proper
and well-built, then the house will stand. A
good roof is still needed of course, but the
house will stand soundly, won’t it?
People are saying that the image
of Brazil is changing.
Yes, and that’s a good thing. Within the
next four years, I know you are having the
Soccer World Cup. I believe that it will be
a big boost for the country, but I hope that
the boost will come from underneath as well
and that the people will really feel it; that’s
partly what my institute will try to promote.
It’s a small drop, I know that, but I don’t
think you can start anything big, you have
to start small and hopefully be very successful; and then the small drops dripping in
the water will bring about the rings. So, the
small drops of this institution could eventually grow to something bigger and spread
throughout in Brazil. I think that’s really the
idea of starting it all. I find it very exciting.
Your Royal Highness, you had the opportunity to meet President Lula a couple of
times, could you please tell us about it?
He is a very charismatic person.
Modest, but very charismatic, very impulsive, I don’t know him that well, but I got
this impression also from his body language. I like watching people’s body language; this can often tell you a lot about
the person. But he has done a lot of good
for Brazil I think; this is my outsider impression at least.
We know that your big passion
is horses, tell us about how it
started.
I started riding when I was four or five
years old. I started on a big horse, because
there were no small ponies in Denmark in
the late 1940s. And when my mother realized that I was quite passionate about
it, she got me a pony. Soon, other people
also got ponies and they sort of spread
to Denmark. Now there are really a lot of
ponies, and our pony riders in the Danish
equestrian federation are doing very well
on a European basis, where they compete.
That’s really the background for Danish
riding today, these ponies. Quite frankly,
oct/dec 2012
19
Brazilian Review
INTERVIEW
a small child cannot have control of a big
horse. A small child needs a small horse,
because the child should feel to be in control. The ponies can certainly be naughty
as well. But it’s the right way to do it; a
small child starts on a small pony and then
grows, and as she grows, she’ll move on to
getting bigger horses. Then, when she is in
her teens, she goes on to a big horse, but
she has been able to cope with something
small right from the start.
Have you ever participated in a
competition?
Very little, just in the club that I belonged
to, which had some minor competitions,
but it wasn’t a big thing in my time at all.
But nothing like what my daughter is doing.
Your Royal Highness, the Danish
people truly respect the very big
job you are doing for Denmark. I
know your heart is with Denmark
all the way. What would you like to
do more for Denmark if you could?
When I travel, I always try also to include
Danish things because it’s a good way of
showing the flag, as we like to say in our
family. I think it means a lot and it gives
stability that unites the country. We also
find other ways to promote Denmark very
spontaneously. It’s not a show that we put
on and we don’t act, but we were brought
up to support Danish things, whether it is in
the world of sports, e.g. during the Olympics
games, or whether it is for public or private
organizations in different parts of the world.
We have some wonderful companies working in Barzil – and doing well I know. For
example Novo Nordisk focused on diabetes,
which is a big – and growing – disease all
over the world. I would like to look at their
work as well, as I am patron of the World
Diabetes Foundation which gives money
to projects and so forth. I know they have
projects in Brazil as well so when I come, I
would like to see that as well. In short, I like
to combine a local, an international and a
Danish perspective whenever I travel. I’m
used to do these sorts of things while I am
abroad; it seems the right thing to do.
Your Royal Highness, how do you
divide your time between Denmark and Berleburg?
In Berlebrug, I am more private. That’s
where I reload my batteries, as I said. When
in Denmark it is work. It’s a nice combination, and I must say I am quite often horrified to see how fast the year has been going by. It was not long ago that I thought
we were just starting out the year, and I
thought that the twelve months ahead
would give me plenty of time to do a lot
of things and enjoy them. Now, we are already past the half-mark of the year and
it mixes one up. It’s quite scary; the time
really goes by fast. It’s not because I am
getting older, well, it’s that as well, but it
happens because I am pretty busy.
Does Your Royal Highness receive
any type of financial apanage
from the Danish Government?
Yes, I do receive a grant from the government. I take it as a token or as a little thank
you for my duties, which I am grateful for.
What is the hardest part of being
a princess?
Of course you are exposed in the public and
the medias but you are brought up knowing
it. It is harder for the ones who marry into
the family, i.e. the ones who lived a total
different life. I was brought up in these
circles, but I do remember as a child and
in my teens that I was terribly shy and I
didn’t like it when people were looking at
me or things like that. I was a bit scared.
But I have learnt to get over that... Yes, we
know we are exposed, and I try to behave
in all circumstances. Even if nobody would
see it I would not stand on the table and
jumped about, but it’s not quite my nature
to do that.
Isn’t being a princess a dream of
any child in the world?
As my mother used to say; ”There are advantages and there are drawbacks”. And
it’s 50-50. I am old enough to agree with
that. We have a lot of advantages, e.g.
being able to travel, meeting interesting
people, learning from that. And then, there
are drawbacks which I have learned to live
with, so I don’t mind them. I wouldn’t go to
a rock concert, it doesn’t appeal to me very
much, but I can do things I like. We are able
to walk around in the streets whenever we
like. And of course one behaves one self,
one is polite to people, which is an integral
part of the way we are brought up. Politeness and good manners were paramount.
20 oct/dec 2012
HRH Princess Benedikte
at Amalienborg Castle
I find that not all the young people nowadays learn that properly at home. It’s important to say thank you and it is important
in life to say “I am sorry, I made a mistake”.
The media in the new globalized world is coming closer to
the Royal family. How do you see
that?
That is the big difference which we did not
have, thank goodness, when I was young.
And I am very thankful that we three sisters were teens at a time where the press
respected our private lives. Private lives are
not respected in the same way today. This
of course comes from these cell phones,
which have a camera built into them, and
therefore you never know if somebody is
going to snap a photo... People like using
tem, and then what do they do? They go
ahead and sell the picture. I think that is
pretty nasty but there are papers that encourage this. The papers encourage their
readers, not in big letters but nonetheless,
to send in any interesting pictures they
might have and promise them payment
for said pictures. And who wouldn’t like to
get a little extra pocket money? I don’t say
anything to that, but it’s a horrible thing
in fact. The young generation of Amalienborg is exposed in a nasty way too, because you don’t know when you are being
photographed. You used to know when it
happened because you saw the photographers with their cameras that went “click,
click”. Then you knew and you wouldn’t
be doing something odd with your face or
whatever. But today, you can never ever be
sure if there isn’t somebody either standing straight in front of you or behind some
bush or tree and click, they take a picture.
You must just realize that’s the world today.
Therefore if you go outside your own four
walls you are exposed, and that is different from the way that we were brought up
in the 1950s and early 1960s. We were not
subject to this level of exposure.
You have vast experience, and
you are one of the most respected in the Royal family in
Denmark. What is the advice you
have to young people today?
I would say certainly keep up with the
times, but keep a certain distance which is
a very difficult balance. The members of the
younger generation are now in their forties,
but they still keep a certain distance. I think
it is important; that the respect which is for
the Royal Family is kept. If you go out with
your generation too much to parties, clubs,
etc. you risk losing this. They are part of a
certain generation, but a bit of a distance
is needed, so that the respect is not lost I
think. It is probably the biggest challenge.
For you tolerance means a lot.
What about the young people
and tolerance?
They must learn it. I was not the most tolerant when I was young. It’s when you start
traveling and you start traveling to distant
parts of the world whith different cultural
backgrounds than your own, that you
learn. Tolerance is also taught in the guide
and scout movement, very much so. That’s
probably where I really learned to appreciate it. Yes, you must have tolerance, and
yes I think tolerance might perhaps be one
of the key words today.
So, tolerance and respect are key
words today?
Yes, you must have tolerance and respect
for other people, the highest respect. I say
so because I have experienced differences
in my own country and beyond. I have the
deepest respect for what’s happening in
Brazil. I would love to go to Rio in four
years’ time; there is no question about it.
I am sure that you will put up a fantastic
frame for the Games. I have the deepest
respect for that, for all these people having
worked for seven years to make the Games
a fantastic success.
It was actually here in Copenhagen Brazil
was elected as the host for the Olympic
Games. I remember it very clearly, I was
just so happy because I thought that Brazil should be the host for the first proper
Games in South America. I know it was
once held many years ago in Mexico, but
that’s not quite South America, is it? You
don’t regard Mexico quite as South America. You say Latin America. When we say
Latin America, we also mean South America. It will be a fantastic experience and I
am quite sure it will give your country and
the whole continent an enormous boost.
Countries need something to fight for. You
have to fight to get things ready on time
in order to welcome all the athletes of the
world. Because that’s what it is, and you
can’t just say that we don’t want athletes
from this or that country, because that
won’t work. I am sure that President Lula
was very much in the foreground of this
opening, because you can’t give a bid for
the games if you haven’t made the political requirements quite clear in your country
and in Rio, because it is the city that hosts
the Games, not the entire country.
What about your Institute in Brazil?
I am very happy, we are making a lot of
progress and in the near future the institute will also move on to another city, most
probably Porto Alegre.
JOL
oct/dec 2012
21
Gala dinner Jockey club
in São Paulo
HRH Crown Prince Frederik
HRH Crown Princess Mary
Pelikan chair
by Finn Juhl
22 oct/dec 2012
apr/jun 2012
23
Businness Luncheon
with Lego
Christian Maxe Petersen, CEO Lego Education
Robério Esteves, Operation Manager Lego Cassab
Royal couple visits Lagoa Santa, MG
Peter W. Lund Medal Cerimony in Lagoa Santa
24 oct/dec 2012
Peter Lund Museum, Lagoa Santa
Mayor Lagoa Santa Rogério Avelar
Memorial Peter W. Lund in Lagoa Santa
apr/jun 2012
25
Ole Sohn
Minister for Business and Growth
How long have you been the Minister for Business and Growth?
For ten months now. It has been an exciting
period but also a very hard one because the
government was formed in October of 2011.
Our first task was to prepare for and then
execute the Danish chairmanship of the European Union, which ended this July. This
was an extraordinary task. Within my area,
we managed to carry out several largescaled initiatives, e.g. a common EU patent
reform which will enable European companies to acquire patents valid throughout all
of Europe. This will greatly increase Danish
and European companies’ competitiveness.
26 oct/dec 2012
We have also negotiated a deal on cheaper
telephone and data transmission services
for the European consumers. So, the Danish chairmanship has been very successful.
The task that has occupied most of my time
though is the development of a new business growth strategy for Denmark. This
strategy is twofold: It has to ensure that
we have sound general frame conditions
for businesses and industries in terms of
taxation, infrastructure, education and all
the other aspects that are so important
for companies. It also has to emphasize
the areas where Denmark has strongholds
matching the global demands, e.g. within
green solutions, wind power, hydro power and the maritime field. We also have
strongholds within sea transport and food
stuffs. Some of these areas are being subject to what we call a service check; we
verify what can be improved so as to make
more Danish companies active on export
markets. Moreover, we have crated an export strategy for the BRIC countries which
will increase Denmark’s market share in the
so-called BRIC countries. Insofar, Denmark
has lagged behind other European countries on these markets but we intend to
change that scenario now. Therefore, we
will send big business delegations to the
BRIC countries this year and during
coming years. The government
is making this undertaking
a priority and I believe
that this will help Danish companies gain
foothold on these
markets which in
turn will strengthen growth and employment.
Ole Sohn
Minister for
Business
and Growth
It is constantly repeated that our
competitiveness and our longstanding core values have suffered setbacks in the past three
to five years. What will be done
to improve this scenario?
It is indeed a fact that Danish competitiveness has weakened during the past ten
years. Salary hikes have greatly surpassed
increases in productivity. This means that
growth has partially disappeared from
Denmark, and also that some job functions
have been moved abroad. Of course, this
development is partly happening due to
the globalization process and cannot be
avoided. Whenever Danish companies do
well abroad, they establish subsidiaries in
the local markets. We have to improve our
ability to pull the functions that could be
executed in Denmark back here. In order
to do this, we need competitiveness levels
that make this possible. We are specifically
working towards making companies see
the entire picture, the total costs. A lot of
the companies that have outsourced jobs to
China, India and elsewhere ask themselves
how much it costs to produce one unit of
their product. The conclusion will always
be that China is the cheapest location to
manufacture in. However, if you look at the
total costs which include transportation,
logistics, traveling to oversee changes to
an order in the middle of its execution, etc.
and you consider all aspects and keep in
mind that Denmark has employees that are
very independent and competent, then you
see that the answer is not all that simple.
Several Danish companies have halted their
production activities in Asia completely or
partially, e.g. Lundbeck. Martin Group,
which manufactures sound and light equipment, closed down their factory in China
and their warehouse in Rotterdam, and has
moved everything back to Frederikshavn.
So, we are capable, but we need to focus
Minister Ole Sohn in Singapore for trade negociations
on improving the general framework conditions so that we become more competitive.
We also have to acknowledge the efforts of
the parties on the job market. Recent union
negotiations have resulted in a diminished
rate of increases in salaries and wages,
so it is actually possible to affirm that
the Danish competitiveness has improved
within the past couple of years. We need to
remain committed to stay on this course so
that this development will continue.
A lot of people say that Danish
companies perform really well
on the nearby foreign markets,
e.g. Germany, the UK, Norway,
and Sweden, but that they do not
fare well when they stray far from
home and out into the big wide
world, including onto the Brazilian market. What specifically do
you intend to do about this? I
know that you have a BRIC strategy in place, but what effectively
can be done? Danish companies
will need an attitude adjustment
in order to consider the BRIC
countries. Some say that the BRIC
countries will represent 30-40%
of everything within the coming
10-20 years. How do we go about
positioning Denmark within such
a future possible scenario?
Our BRIC strategy has come about as the
result of us acknowledging that our mar-
ket shares in these regions have been very
insignificant. We want to strengthen trade
with these countries. We intend to do so by
following the steps in the strategy and also
by strengthening our contacts through the
embassies and through big companies acting as catalysts for small and medium-sized
companies expanding onto these markets.
As a matter of fact, these smaller Danish
companies and subcontractors will hopefully end up getting piggyback rides onto
the big foreign markets. This is one of the
big challenges that we are starting to work
on presently.
There has been a lot of talk
among the members of the Danish-Brazilian business community
in Brazil about having a conference or workshop on Brazil here
in Copenhagen so as to really
promote the country to the broad
public and the medium-sized and
small companies. Would you be
interested in participating in
such an initiative?
That does sound like a truly interesting
idea. The more emphasis we place on mutual trade and the more knowledge Denmark gains of Brazil and vice versa, the
bigger the likelihood of companies realizing that trade possibilities do exist and that
there is a big potential for doing business
and thus generate growth and jobs.
Everybody is talking about the
fact that Europe is undergoing
a very rough time at the moment due to an extremely weak
growth rate. What does the future hold for Denmark in the next
couple of years?
It’s hard times indeed. A large numbers
of companies, especially the smaller and
medium-sized ones, are encountering difficulties obtaining credit to launch new
and healthy projects. This has led to the
public sector actively offering supplementary financing possibilities during this period where the banks are still reeling from
the crisis. We have done so by strengthening the export credit agency among other
measures. We have actually just destined
DKK 20 billion towards the agency’s credit
lines and an additional DKK 20 billion to
their export warranty programs. Likewise,
we have strengthened the possibilities of
obtaining credit through the Danish state
investment fund, Vækstfonden, which is
especially aimed at tiny companies. We
are really making an effort in this area.
We are also working towards making retirement funds more active so that the
pension funds will invest more into the
creation of Danish jobs and companies. So
far our efforts have been successful; we
have made agreements with PFA and PensionDanmark that entail that these funds
make 2 times DKK 10 billion available for
the loan funding of large-scaled Danish
export projects. These projects could be
within any area as long as they generate
growth. We are certainly very aware that
obtaining financing is paramount for developing new products and launching new
initiatives which will lead to the creation
oct/dec 2012
27
Brazilian Review
INTERVIEW
of jobs. Moreover, this has to be seen in
the light of continuously needing to improve our competitiveness if we are to
maintain and develop new jobs.
A recurrent statement is that
the small companies do not have
the financial means to expand
onto the distant foreign markets.
There are certainly lots of niches
abroad where niche-products
from the Danish market would
fit right in. How do you intend to
help the small companies?
Perhaps this is best illustrated through
a concrete example. I traveled with the
Crown Prince couple and a business delegation to Korea in May. This delegation
was the largest of its kind visiting Korea
since 1976; the participants spanned from
huge companies right on down to a tiny
manufacturer of eyeglasses. We were able
to include both small and medium-sized
companies in this large delegation, and
we intend to repeat this experience when
visiting other countries, such as the BRIC
countries and other growth nations, e.g.
Mexico, South Africa and Turkey.
Have you had to travel a lot during the past ten months?
I have been around in the EU due to the
Danish chairmanship. I have also been to
Korea and am on my way to London, and
then China and Singapore. All of this traveling is motivated by the development of
our business strategy. China and Singapore
are important destinations in terms of the
maritime field and tourism. Moreover, we
work closely together with the Ministry of
Foreign Affairs, which has founded a Ministry of Trade that is also very active abroad.
As you can see, the government is making
a lot of efforts towards securing Denmark
and Danish companies a more central position on the new markets.
Could you imagine the Ministry
for Business and Growth appointing a dedicated employee for
each country of special interest,
e.g. one for Brazil, one for Korea,
one for China, etc? Perhaps then
Danish trade organizations and
associations such as the Confederation of Danish Industries
and the Danish Chamber of Commerce would act more swiftly?
28 oct/dec 2012
We work closely together with the Ministry of Foreign Affairs that maintains commercial departments within the embassies.
The BRIC strategy that we have developed
will contribute towards strengthening the
embassies’ trade networks. This is a very
important aspect of the strategy. If we do
not improve our knowledge of the opportunities present in the BRIC countries and
other countries as well, then we will end
up losing out on chances for generating
growth and creating jobs.
Would you care to venture a
guess as to the Danish growth
rate in the next couple of years?
We have a really low growth rate, not only
in Denmark but in Europe as a whole. This
is partly due to the financial crisis which we
have barely overcome yet, but it has also
been caused by the tremendous public debt
burdens in Southern Europe which have
led to these economies grinding to a halt.
This has had an impact on Danish exports.
We have been hit on the European market
performance which in turn means that we
need to increase our efforts on the markets
where we have experienced growth, e.g. in
the BRIC countries. So, we have to maintain the possibilities we already have in
the bag while also investing in the present
growth markets.
When will you come to Brazil?
As soon as possible. I have a very busy
schedule though, and nothing has been set
up yet.
Brazil is one of the fastest growing countries at the moment. The
country is successful in a lot of
areas, there is political stability,
there is economic stability, and
the huge crises have not had a
serious impact on Brazil. Do you
have any specific suggestions for
initiatives you would like to see
undertaken in Brazil? Denmark
has an incredibly talented and
dynamic ambassador stationed
in Brazil and there is lots of Danish interest in increased activities
there; how could these factors be
utilized to promote Danish business?
Besides the BRIC strategy, a business delegation will visit the country together with
the Crown Prince couple. I know that the
Curriculum Vitae
Ole Sohn
Parliamentary career
inister for Business and Growth from
•MOctober
3rd 2011.
ember of the Finance Committee, the
•MEconomic
and Political Affairs Committee and the Standing Orders Committee 2004-2011. Deputy member of the
Cultural Affairs Committee 2006-2011
and the Labour Market Committee
2007-2009. Chairman of the parliamentary group of the Socialist People’s
Party 2005-2011.
Education and jobs
igher Preparatory course, Gedved
•HTeacher
Training College, from 1972 to
1973.
•Egebjerg School, from 1960 to 1970.
•Publisher, from 2004 to 2011.
•Author, lecturer, consultant, from 1991.
•Builder’s labourer, from 1973 to 1976.
labourer, ship’s cook, from 1970
•Btooy1972.
standing Parliamentary Committee on
Business, Growth and Export is planning a
trip to Brazil in February. These measures
are all proofs of the fact that we are very
focused on exploring the enormous potential awaiting Denmark and Danish companies in Brazil. A common conference between Denmark and Brazil like the one you
suggested could mean a big step towards
reaching this objective.
JOL
oct/dec 2012
29
Situation after
three years of
operation
According to the International Panel on
Climate Change (IPPC) the emission of
greenhouse gases from deforestation
represents 17.4 per cent of total global
emissions. This was part of the reason
why the Norwegian government at the
international climate conference in Bali
in 2007 launched its Climate and Forest
Initiative, where it promised to allocate
an annual amount of NOK 3 billion (USD
500 million) over five years to combat
the deforestation of tropical forests.
The emissions linked to deforestation
are not included in the Kyoto Protocol
and it was stated as a clear objective
of the Norwegian initiative to include
these emissions into a new climate
agreement.
30 oct/dec 2012
At the same climate conference in Bali, Brazil presented its
Amazon Fund as part of the country’s plans to fight the deforestation and alter the development pattern in the Amazon. Brazil
had allocated own resources but was also inviting the international society to contribute in order to make the efforts more efficient. Contributions to the Fund were to be based on achieved
results: only if Brazil was able to reduce the deforestation in the
Amazon it would qualify for receiving additional support, which
would be given to public authorities (at federal, state or municipal level), voluntary organizations or the private sector. Projects
in the following areas could be supported: management of public
forests and protected areas; environmental control, monitoring
and inspection; sustainable forest management; economic activities from the sustainable use of forests; economic and ecological zoning, territorial planning and land ownership regulation;
conservation and sustainable use of biodiversity; and recovery
of deforested areas. Support to such activities are seen as vital
to not only reduce deforestation and retaining it low, but also for
making the development of the region more sustainable.
The Norwegian Prime Minister announced in September 2008
that Norway would contribute up to USD one billion to the Amazon Fund by 2015 provided that Brazil succeeded in reducing the
deforestation. An agreement was signed between Norway and
BNDES in March 2009. So far Norway has allocated 2.55 billion
Norwegian kroner (USD 425 million) to the Amazon Fund. The
money is placed on a separate account in the Norwegian Central
Bank, pending disbursement to projects by the Brazilian Development Bank - BNDES. So far NOK 554 million (or USD 92 million)
has been transferred. The Amazon fund is so far also supported
by Germany (21 million Euros) and Petrobras (7.3 million reais).
Results
The impressive reduction in deforestation seen in the Brazilian
Amazon during the last years is the largest single climate measure
the world has ever witnessed. From August 2010 to July 2011 6418
km2 were deforested, which is 61 per cent lower than the average
for the years 2001 to 2010 - the reference level used by the Amazon
Fund. Compared to 2008 - the year Norway announced its support
to the Amazon Fund - the reduction is 50 per cent.
The following figure is illustrating the development of deforestation in the Brazilian Amazon from 1988 to 2011.
Up to 2007, the deforestation in the Amazon was heavily influenced by the price of soy and beef. Researchers at the nongovernmental organization Imazon in Belem have demonstrated
a high degree of correlation between the price of soy and beef
and the deforestation also the following year. But from 2009 and
onwards this correlation seems to have been broken as a result of
deliberate policy decisions taken by the Brazilian government. It
is not possible to prove, but rather likely that the support to the
Amazon Fund has been one inspiring factor behind such actions
by the Brazilian government.
Applications for support are handled by BNDES, following
criteria set up by a special steering committee. By mid-2011 the
Amazon Fund has approved support to 31 projects totalling 510
million reais or approximately USD 252 million. The majority of
the funds have been given to non-governmental organizations and
Amazonian states. So far federal institutions and the private sector
have not been among the beneficiaries.
It is yet too early to see any results at a project level. However, the
projects approved so far should soon be able to present some inspiring outcomes, including:
· More than 12 000 families benefiting from payment
for environmental services
· 4 700 individuals receiving training
· 2 200 rural properties included in sustainable production projects
· More than 100 000 properties registered for the Rural Environmental Register
· 135 000 km2 of conservation units created
·Projects for science, technology and innovation
supported with USD 8.4 million
Norway is proud to support the Amazon Fund and is determined to
fulfil its pledge of providing one billion USD by 2015. The experiences
from Brazil can provide important lessons to other tropical countries
in their fight against deforestation. One of the areas where Brazil has
a lot to offer is in satellite based monitoring of forest destruction. The
Amazon Fund has a window for granting support to improved forest
monitoring in other countries and will soon be able to start offering
such support. This way Brazilian technology and know-how will be
made available to other developing countries.
Inge Nordang
oct/dec 2012
31
New Danish
fashion
Eva Kruse, CEO of Danish Fashion Institute
and Moussa Mchangama, Editor of FashionForum.dk
For decades, Denmark has been known
internationally for its design. The clean and
cool Scandinavian aesthetic has made sure
that the craftsmen of Denmark have gained
worldwide recognition, especially in fields
like architecture and furniture design. For
the past 15 years, Danish fashion has made
its mark internationally with acclaimed designers and brands selling worldwide.
But what’s so special about Danish fashion, and what does Denmark have to offer
in terms of clothes? A lot, the answer seems
to be. Although it’s a small country, Denmark has a wide variety of brands. From the
avant-garde to sparkling evening gowns
and commercial design houses, Denmark’s
got it all—and Copenhagen Fashion Week
is the scene where all these beautiful garments are showcased.
32 oct/dec 2012
The Danish DNA
But what is it that characterizes the
Danish fashion spirit, and why is Denmark
growing in this field?
For one thing, Danes are adept at producing the right garments at the right cost.
But they’re also skilled at designing clothes
with elegance and a personal touch while
maintaining an overall functionalist approach to design.
Danish design tradition has a strong
DNA, and it’s one of the things the designers are internationally acclaimed for. This
approach to design in large part emerges
from democratic values, and aims to make
the clothes accessible to a large number
of people in terms of both design qualities
and price range. The democratic dogma
is one that resonates well with Danish
society, which as one of the world’s first
true democracies places great importance
on values like equality and freedom of
speech—and every man’s right to quality
and aesthetics.
Copenhagen Fashion Week
— the gateway to
Scandinavian fashion
This point of view is evident at Copenhagen Fashion Week, which has grown
into one of the most important events of
its kind in Northern Europe, showcasing
the best of Scandinavian design. Copenhagen’s latest fashion week, held August
8-12, presented the Spring/Summer collections of 2013 with 45 runway shows and
more than 2,700 brands exhibiting at four
major trade shows, for more than 50,000
visitors and international press from
magazines like Brazilian, UK and German
Vogue, V Man, V Magazine, GQ, LOVE,
Dazed & Confused and Style.com, in addition to numerous bloggers.
At the forefront of Copenhagen Fashion
Week is a new generation of Danish designers with some approaches and values
in common. It also has a high-end, tailored
look to offer, and lots of sustainable design.
The new Danish fashion
One of the central concepts for the new
Danish designers is quality at a fair price.
In renewing the Danish aesthetic brands,
Rützou, Bruuns Bazaar, Baum und Pferd-
garten, Peter Jensen, Inwear, Stine Goya,
Wood Wood, Soulland, Libertine-Libertine
and Wackerhaus are making a distinct
Scandinavian look available to a younger
crowd, while maintaining a very modern
sense of style.
The embellished and shining designs of
Stine Goya, Inwear and Wackerhaus provided some of the SS13 season’s highlights for
women. It’s a feminine universe with fragile
pastel colors, shimmering details and a cosmopolitan feel.
Wood Wood, Soulland, Peter Jensen and
Libertine-Libertine all design for a new
type of man. He’s bolder and brighter than
before, unafraid of wearing colors and
prints—but most importantly, he’s having
fun without trying too hard.
Danish glamour
On a more glamorous note, you’ll find
brands like Designers Remix and By Malene
Birger. The latter’s feminine silhouettes,
bold colors, fondness for sequins and striking designs have made Malene Birger an
international favorite with a dedicated and
chic high-end following around the world.
Designer Remix’s graphic silhouettes
have inspired a generation and the tailored
looks of Birger have sparked a trend taken
up by tailor Ole Yde, whose striking use of
silk crepe and organza has made buyers
from Europe, China and Russia crave his
gorgeous business attire and handcrafted
evening gowns.
oct/dec 2012
33
The sustainable agenda
The fashion industry is one of the world’s
most polluting industries. At the same time,
it also exploits human labor in low-wage
countries.
The Danish fashion industry is currently
leading a global movement towards sustainability and is taking up the challenge of
pushing the agenda forward—on how we
can develop a socially and environmentally
responsible fashion industry—with a focus
on people, planet and profit.
The world needs innovators who can
push for a more sustainable economy—
i.e. green business practices. The fashion
industry has the potential to be one such
innovator, working proactively to address
critical environmental, social, and ethical
challenges on a global scale. And Danish
fashion wants to lead the way: Companies
are stepping up when it comes to sustainability, and designers are focusing ever
more on sustainable materials, social issues, labor conditions, and reductions in
the use of pesticides and chemicals.
Denmark hosted the world’s largest
conference on sustainable fashion for the
second time: Copenhagen Fashion Summit in May of 2012. The conference featured speakers such as Her Royal Highness
Crown Princess Mary and representatives
from Gucci, Patagonia, H&M, PPR Group,
and the United Nations. As s a result of the
success, representatives of Danish fashion
were invited to Brazil for the UN Rio +20
Conference in June of 2012 to present how
the fashion industry can become part of the
solution of a more sustainable future.
Cool kids with
permission to play
Meanwhile, Danish kid’s wear has been
garnering praise and recognition with numerous awards and prizes. The brand New
Generals makes cool attire for the young
ones with their ethically produced black,
grey and white styles. Their ethi-cool approach and black styles have attracted
international attention, just like Danefæ’s
colorful children’s universe has helped put
Danish kid’s wear on the map.
In Danish society, children are regarded as
important citizens. The social welfare system, kindergartens, and Danish approach
to bringing up children are all about making
space for development, play and outdoor
activities. There’s a saying in Denmark that
there’s no such thing as bad weather—only
wrong clothing.
Thus, Danish kid’s wear is very popular
among those looking for outerwear that
combines style with functionality—for all
kinds of weather and temperatures—and
goes hand-in-hand with other Danish exports like the toy company Lego or playgrounds from Kompan.
HRH Crown Princess Mary at the Copenhagen Fashion Show
34 oct/dec 2012
A new avant-garde
But Denmark isn’t only about functional
and democratic designs. Some of Denmark’s younger designers represent a new
wave of the avant-garde with a truly international perspective. Freya Dalsjö opened
Copenhagen Fashion Week in August with
her hard, sophisticated leather looks, while
Asger Juul Larsen gave the Danish man a
military-inspired makeover.
First and foremost, though, the rising star
of the Scandinavian design scene is Anne
Sofie Madsen. Having worked for Alexander
McQueen and John Galliano before starting her own label, she makes intricate and
delicate clothing in sheer materials, with
splashes of pale colors, Swarovski crystals
and eerie prints.
Getting fantastic international press coverage, she’s leading the way for a new chapter in Danish design. We can’t wait to show
the world what’s next: With Denmark’s long
history of delivering trendy, beautiful and
well-crafted design, the future is open. And
with the country’s designers upping their
game, so are the worldwide markets.
Eva Kruse
Danish Fashion Institute
oct/dec 2012
35
Gråsten
A royal residence
Gråsten Castle means a lot to
Southern Jutland and the inhabitants of the region. The rights of usage to the castle were granted to
Crown Prince Frederik and Crown
Princess Ingrid at their wedding in
1935. They managed to bring the
beautiful castle to national attention
through their keen sense of community and heartiness. Queen Ingrid’s
interest and dedication to the castle
gardens have brought thousands of
garden and flower lovers to Gråsten.
HM Queen Margrethe II has given
continuance to the tradition started
The Royal family at Gråsten
by her parents and vacations at the
castle with her family every summer.
Gråsten town greatly values its status as a seat of the Monarch. That
HM Queen Margrethe keeps her parents’ traditions alive and that the
royal family is able to experience
such laidback holidays in the region
are a testament to the hospitality of
the local residents. The state of Denmark owns the castle, which is under the administration of the Agency
for Palaces and Properties under the
auspices of the Ministry of Finance.
AMK/JOL
Gråsten Castle
36 oct/dec 2012
oct/dec 2012
37
Søren Kierkegaard
The global Dane celebrates 200 years
The Danish theologian and philosopher
Søren Kierkegaard (1813-1855) is from a
time when the world seemed much smaller
than today. His city was no doubt Copenhagen where he walked the narrow streets
and talked to his contemporaries. Today it
feels like the world has expanded but at
the same time the ideas of this originally
local Danish thinker have found their way
into the global society. By now Søren Kierkegaard’s ideas about choosing oneself,
his focus on the single individual and his
ground-breaking analysis of anxiety, despair, love, life and passion are known
worldwide. Søren Kierkegaard’s thoughts
touch the very core of human existence and
they possess a universal appeal that transcends cultural and religious divides. All of
38 oct/dec 2012
this combined with Kierkegaard’s literary
skills and his paradoxical everlasting ability to renew and innovate what is en epoche makes him a topical and provocative
thinker in a global world.
At the Søren Kierkegaard Research Centre,
an international, interdisciplinary research
institution at the Faculty of Theology, University of Copenhagen, located in the heart
of Copenhagen, we address, reinforce and
develop this global interest in the thoughts
and works of Søren Kierkegaard by welcoming Kierkegaard scholars from all over the
world for shorter or longer research stays.
The goal of the Centre is to promote national and international Kierkegaard studies
and make The University of Copenhagen the
natural Center of this interest.
The Centre attempts to advance Kierkegaard studies by means of an ambitious
number of diverse activities and publications. Each year in late August the Centre hosts a large international conference
and during the year the Centre organizes
a number of smaller conferences and seminars either on its own or in cooperation
with its Danish and international partners.
These events have had a number of different topics, sometimes focusing on specific
works by Kierkegaard and sometimes focusing on larger themes surrounding his
authorship or reception.
Every year numerous students and scholars from around the world visit the Centre.
Most come to do research on Kierkegaard
in connection with a MA thesis, PhD dissertation or postdoctoral project or to
translate one of Kierkegaard’s texts into
their own language. The Centre has its own
Colloquium Series, where guest scholars
are invited to present their projects and
get feedback from the Centre’s senior staff.
The Centre also offers a number of courses
each semester in both Danish and English
on topics relevant for Kierkegaard studies;
this also includes two summer courses offered every year. The Kierkegaard Library,
which is housed at the Centre, is one of the
main attractions for visiting scholars, who
are also given access to the rich resources
of the Royal Library.
The Centre also organizes and supervises
a series of projects that have as their goal
to translate Søren Kierkegaards Skrifter
into different languages. At present such
group projects exist for Chinese, English,
German, French, Spanish, Portuguese, and
Hungarian; small projects with individual
translators are also underway in languages
such as Romanian, Finnish, Italian, and
Russian. To help these projects and the
translators, the Centre regularly organizes and hosts Translation Seminars, where
translators are offered opportunity to
present their work and discuss specific
problems.
At present the Centre is planning for
the 200-year anniversary of Kierkegaard’s birth in 2013. See all the events
planned to take place all over the world
in the jubilee year at sk2013.ku.dk and
read below.
The jubilee in 2013
The celebration of Kierkegaard in 2013
will take many shapes and forms. The
Kierkegaard Research Centre (SKC) is involved in a series of interesting events,
though a lot of them still require additional funding.
Copenhagen Museum has in collaboration with SKC now come a long way
in the preparations of the exhibition
“Works and Objects of Love”. The exhibition involves a series of highly personal
and highly symbolic objects, which family-traditions places within Søren Kierkegaard’s life. The museum is creating a new
interpretation of these objects which will
place them in a context of Kierkegaard’s
life and work. The exhibition will be personal and biographical, but simultaneously work with the much broader and
specific themes of love as they emerge in
his writings and philosophy.
In the spring a seminar on Kierkegaard’s
attack on the state church will be held in
collaboration with Grundtvig-Akademiet
and Søren Kierkegaard Selskabet.
In Sædding in Jutland, where Kierkegaard’s father was born and raised, a fes-
tive and informative day will be organized,
including lectures and theatre plays.
Also in the spring SKC will give interdisciplinary Kierkegaard courses in
Danish and English on The Faculty of
Theology, as well as organize and give a
popular lecture series on Kierkegaard’s
life and work in The Round Tower open
to the public.
On Kierkegaard’s birthday, sunday the
5th of may, a festive church service will
be held in The Church of Our Lady after
which the complete new edition of Søren
Kierkegaards Skrifter will be handed over
to the University.
On monday SKC’s 3-day international
Kierkegaard congress begins. It is entitled:
“Kierkegaard, reconsidered in a global
world” and will run from Monday through
Wednesday with sessions in the University
premises in the inner city. Several sessions
will run simultaneously and be organized
both by subject and nationality.
In the fall a 5-day conference will be
held in collaboration with Copenhagen
Business School. The conference is entitled: ”To make do: Søren Kierkegaard
and the use and abuse of philosophy in
managerial practice”. It will focus on
themes such as: Kierkegaard in leadership, in organizational theory, in sickness
care; in pedagogy and psychology.
SKC has also launched the project ”Kierkegaard Quotes” in collaboration with
FA+ as part of ”The Universal Library”,
also known for the Henrik Ibsen-quotes
on the Karl Johan-street in Oslo. This
involves a discrete implementation of a
selection of famous Kierkegaard-quotes
on specific locations with historical relevance to Kierkegaard in the centre of
old Copenhagen.
In Copenhagen it concerns a series
of squares in the inner city, where the
quotes are permanently installed in the
pavement. The locations are:
- Søren Kierkegaard Plads
- Frue Plads (The University and the
church)
- Nytorv (SK’s place of birth)
- Sankt Gjertruds Stræde (The street
goes from Kultorvet to Rosenborggade, where SK lived)
- Designmuseum Danmark (Formerly
Frederiks Hospital, where SK died)
Pia Søltoft | Director
[email protected]
www.skc.ku.dk | www.sk2013.ku.dk
Curriculum Vitae
Pia Søltoft
• 2011 – present Head of Ph.D-studies,
Faculty of Theology, University of
Copenhagen
• 2010 – present Director of the
Kierkegaard Research Centre, University
of Copenhagen
• 1998 – March 2010 President of the
Danish Kierkegaard Society
•2002-2009 – Associate Professor in Ethics
and Systematic Theology, Faculty of
Theology, University of Copenhagen
•1998-2009 – Director of the Søren
Kierkegaard Library, at Søren
Kierkegaard Research Centre
•1999 – Awarded the Ph.D. degree for the
thesis: Svimmelhedens Etik. Om forholdet
mellem den enkelte og den anden hos
Buber, Lévinas og især Kierkegaard.
(Ethics of Dizziness - On the Relation
Between the Single One and the Other
in Buber, Lévinas and Especially in
Kierkegaard) •1998-1999 – Research assistant in Ethics
and Philosophy of Religion at the Faculty
of Theology, University of Copenhagen
•1996- February 1997 – Studies at Freie
Universität Berlin, Germany •1995- February 1998 – Ph.D. fellowship
at Søren Kierkegaard Research Centre
•1993 - December 1994 – Teaching
Assistant in Dogmatics and Ecumenical
Theology at Department of Systematic
Theology, University of Copenhagen
•1993 –August 1993
Pastoral Seminary
•1992 – Master of Divinity (Cand. Theol.),
Faculty of Theology, University of
Copenhagen
Søren Kierkegaard
oct/dec 2012
39
President Dilma’s Mercosul - 2012
Mercosul in a challenging time
Founded in 1991 by the Treaty of Asunción, the Southern Common Market, known
as Mercosul, is an economic and political
agreement between Brazil, Argentina,
Paraguay (currently suspended), Uruguay
and most recently Venezuela. With the
purpose of promoting the free movement
of goods, services and people between
member states, the block’s ultimate goal is
to achieve a full South American economic
integration.
Mercosul originated in 1985, when both
the Argentine and Brazilian presidents
signed the Argentina-Brazil Integration
and Economics Cooperation Program or
the Declaration of Iguaçu. Both countries
had just got out of a dictatorial period and
faced the necessity and the challenge of
reorienting their economies to the globalized world. Both countries had enormous
40 oct/dec 2012
foreign debts due to their previous military
governments and no credit abroad. Urging for investments and facing the lack of
funds, Brazil and Argentina realized their
mutual necessity. After a series of meetings
between both governments, the agreement was formalized with the objective of
promoting economic development and the
integration of both nations in the world.
In 1990 Brazilian president Fernando Collor and Argentine president Carlos Menem
signed the Buenos Aires Act of economic
integration between both countries. This
Act was later complemented by the signing
of the Treaty of Asunción in 1991, with the
inclusion of Paraguay and Uruguay. Three
years later these four South American states
signed the Treaty of Ouro Preto, which established that the Treaty of Asunción was to
be recognized legally and internationally as
an organization, the Mercosul.
Both Treaties established the bloc’s basic
institutional structures, creating the Common Market Council and the Common Market Group. The Council is the highest-level
agency of the organization with authority to conduct its policy and responsibility
for compliance with the objects and time
frames set forth in the Treaty of Asunción.
It is composed by the Ministers of Foreign
Affairs and Economy of all five countries
which preside over the Council in rotating
alphabetical order, for a 6 months period.
The Group is the executive body of Mercosul and is coordinated by the Ministers of
Foreign Affairs only. Its basic goals are to
cause compliance with the Treaty of Asunción and to take resolutions required for
implementation of the decisions made by
the Council.
President Lula’s Mercosul - 2010
Another important cell of the organization is the Trade Commission. It assists the
Mercosul executive body, always striving
to apply the instruments of common trade
policy agreed to by the member states for
operation of the customs unification. The
commission has five permanent members
and four alternates, and should speak out
regarding the issues raised by the member
states concerning application and compliance with common offshore tariffs and
other trade policy instruments.
The head office of Mercosul is in Uruguay’s capital, Montevideo, where the
Administrative Secretariat operates. It is
responsible for the safekeeping of documents and communication activities hereof, which does not mean that all meetings
have to take place there since meetings can
take place in any city of the member states.
Besides the 5 full members, the block
also has some associate members such as
Chile, Bolivia, Peru, Colombia and Ecuador
and two countries that play the role of observers, Mexico and New Zealand. These
states are allowed to participate in the
block’s meetings as guests, with the possibility of signing agreements concerning
common matters. In order to become full
members these countries must have their
adhesion granted by unanimous decision
of the Common Market Council as well as
making changes in some political and economical issues within their countries, such
as tariffs adjustments and individual rights.
Recently, two member states have brought
more attention to the block: Paraguay and
Venezuela. Paraguay has been temporarily suspended after the recent political turmoil which the country is facing. Former
president Fernando Lugo was deposed in
a split second decision by the Paraguayan
Senate. The deposition was seen by Brazil,
Argentina and Uruguay as an undemocratic
decision and the member states justified the
suspension saying that Paraguay did not
respect the Ushuaia Protocol, which states
that the full exercise of democracy is a prerequisite for integrating the bloc.
On July 31st 2012, only three days after
Paraguay’s suspension from the block, the
admittance of Venezuela as a full member became effective, thus becoming the
most recent Mercosul member state. Its
admittance to the block is related to the
Paraguay suspension, because Venezuela
needed the permission of the Paraguayan
Senate since the Brazilian, Argentine and
Uruguayan Senates had already agreed to
accept Venezuela as a full member state.
An extraordinary meeting was summoned
in Brasília without the Paraguayan government’s presence, where presidents Dilma
Rousseff, José Mujica and Cristina Kirch-
Mercosul headquarter in Montevideo, Uruguay
ner officiated Venezuela’s adhesion to
the block. A working group has been assembled to decide an adequacy schedule
in order for Venezuela’s membership to be
completed. Among the changes to be made
is a series of tariff adjustments. Venezuela’s admittance has caused tension within
the block and this move has been viewed
by many observers as an institutional blow
to the union. Analysts say it will primarily
benefit Argentina and Brazil and further
politicize the organization.
The block has 3 official languages:
Spanish, Portuguese and Guaraní (spoken
throughout Paraguay and some regions
of Brazil and Argentina). Portuguese is
the continent’s most spoken language despite being spoken only in Brazil, whereas
Spanish is the language spoken in all other
South American States. Its full membership
added up to more than 260 million people
and had a collective GDP of USD 2.9 trillion in 2011, constituting the world’s fourth
largest trading block after the European
Union, NAFTA and ASEAN.
In 2002 the block’s member states, together with Chile and Bolivia, signed the
Agreement on Residence for Nationals of
the Mercosul Member States, Bolivia and
Chile. Such agreement established that this
territory constitutes an area of residence
with the right to work for all its citizens,
without any other requirement beyond
one’s own nationality. Its intention is to
emphasize an exchange between countries
for a real community integration, as seen
in the European Union, expressed not only
by the ease on entry, but also by the guarantee of fundamental rights to all of those
who migrate from one country to another.
Mercosul’s economic momentum has
slowed in recent years particularly as trade
disputes between Brazil and Argentina
have flared. To protect its trade surplus,
Argentina has blocked and delayed imports
from other Mercosul nations, and Brazil
has retaliated by imposing barriers on imports from Argentina. And even though the
block’s internal trade has risen in absolute
terms, it only represents a small percentage of the members’ total exports. Another
issue is the clear protectionist position
Mercosul has taken in the last years. For
instance, in May 2012 the members agreed
to increase the maximum common external
tariff on imports to 35 percent.
Such measures have made it difficult
for free trade deals to be signed between
the South American block and other countries and economic blocks. As a matter of
fact, Mercosul has only negotiated two of
these deals in the past decade: with Israel
and the Palestinian Authority. A free trade
deal with China, the block’s second largest
buyer, is being discussed, but it would also
complicate Mercosul’s protectionist policies, since some of these policies are aimed
at decreasing the importation of cheap Chinese products.
Mercosul is going through a challenging
time with Paraguay being suspended due
to the President Lugo being expelled as
President due to corruption charges by the
Paraguay government. The new President
of Paraguay is Frederico Franco.
It is very controversial that Venezuela
has been voted as a full member of Mercosul and Paraguay is obviosly protesting.
The future of Mercosul is in a very difficult
situation. Only the future will tell the new
path for Mercosul, many people have their
doubts.
AMK/JOL
oct/dec 2012
41
Hospital Albert Einstein
President Dr. Claudio Lottenberg
When and by whom was the Hospital Albert Einstein founded?
The society sustaining our institution was
created about 60 years ago, but the institution took more than 15 years to become
ready. The hospital has been functioning
for the last 40 years.
The founders of the hospital are members
of the Jewish community. They could thrive
freely in this country. As you know, just after the Second World War, times were hard
for the Jewish community and for Brazil.
Therefore the Jewish community decided to
create something meaningful for our lives,
because “life” is the most important value
anybody can have. That was the idea behind Hospital Albert Einstein. Healthcare is
strictly committed to life.
The founders gave us strong values that
could strengthen our commitment. The
hospital that exists today is there because
of these people and their values.
42 oct/dec 2012
Was it one particular person who
lead this effort?
In the very beginning, the founder was a
doctor, Manuel Tabacow Hidal. It was a difficult time, because our community was not
as powerful as it is today.
On the other hand, it was much more integrated and the members of the community worked well together which was a
strength. It made it possible to convince
the members of the community of the fact
that the hospital could become a reality.
Today, the location of the hospital is quite
central, but when it was built, there was
only a small bridge that connected the city
to this neighborhood.
When I came to visit the hospital with my
father as a child, the Morumbi Stadium was
going to be built, a museum was going to
be built, but nobody lived here. The land
was bought here because it was cheap.
Luckily the city has grown towards us, but
at that time there was nothing here.
How big is Hospital Albert Einstein today?
We have almost one hundred and eighteen
thousand square meters in this location.
We also have our satellite units, one on
Avenida Brasil, of almost 7-8000 m2, one
on Perdizes, of almost 20.000 m2, and one
on Avenida Ibirapuera, of about 4000 m2.
In Vila Mariana we have 13000 m2. We are
going to open a unit in Alphaville also. So
it’s an amazing institution not only because
of its size, but especially because of what
we do. We have always been pioneers.
When I started to discuss quality here, in
the beginning of the 1990’s, we went to the
joint commission, which is the main institution that gives quality accreditation, to
be accredited, we were the first institution
outside of the United States to be accredited. Now they have 500 accredited institutions all over the world. But the Joint Commission created the international branch
because of us.
So numbers can’t tell everything about the
institution. We have almost 11.000 employees, 35 social initiatives, a big hospital that
belongs to the municipality of Sao Paulo with
almost 650 beds, this is our Albert Einstein.
Albert Einstein is not only the hospital you
can see here, it’s much more than that.
Let’s start with the hospital here.
How many rooms and how many
patients do you have?
We have 650 beds here that should be
dedicated to high complexity cases, so
that’s one of the reasons why we started
to create satellite units. To put everything
in the right place. If you need a diagnosis
or emergency help, this is not necessarily
the place to get it, so we started to look for
other alternatives. Albert Einstein is a very
strong interconnected institution.
In terms of doctors, nurses and
staff in general, how many people work in this hospital?
We have 5000 doctors here. However, 80%
of the movement of the hospital is related
to almost 400 doctors. The clinical staff,
that is not made of employees and that
does not have a formal relationship but
brings patients here, counts about 400
doctors. Besides that, we have almost 2000
nurses working here and the biggest part
of our staff is made of women, not only
nurses but also in the administrative area.
We have an important area for research
and development, and our people get almost 72 hours on average of training and
coaching every year.
have almost 300 dedicated people. We
also have a neurologic area, a center dedicated to strokes, which is one of the most
important problems of public health. We
have an important area of oncology, we are
a sister institution of M. D. Anderson Center in Houston, the most important cancer
institution in the United States. We have
an important program also in orthopedics,
where our sister institution is the hospital
for special surgery in New York and we also
have a partnerships with Cleveland’s clinic
for neurology and cardiology.
Do you consider doing like a
Mayo clinic which has a kind of
hotel next to the hospital, because they feel it’s better for the
patient to be with the relatives
and where the relatives can be
around. Do you have that same
kind of concept?
Yes, I’d wish we could do it, the problem
is the price of the land in Brazil. We are
financed as a non-profit organization, I
need to follow many governances. I cannot create things in my position that may
become problematic for those coming after me. I know we have to worry about the
humanization of the hospital. If you come
as a visitor, you will see that we have a
Planetree platform. It is the first of South
America. Some of the issues discussed
there were the relationship with the arriving families, with religion, and in extreme
situations even the relationship with pets.
But it’s not so simple to find the best ways
to do everything.
Hospital Albert Einstein is known
in Brazil, and I think in Latin America, maybe even in the world, to be
very groundbreaking, very innovative with medical technologies
available for patients in Brazil.
Once, it used to be important to be the first
on technology. Today people still think that
technology can make a difference. I agree
with that, partly. But rather than being the
first, you must know how this technology
can add value for the patient. You cannot
be repeating exams that are not needed,
you cannot waste money.
If you look at the United States, you will see
that a lot of money is unnecessarily spent.
A terminal patient with a breast cancer, for
instance. Offer her to spend the final part
of her life in an intensive care unit, and,
on the other hand, give her a palliative
therapeutic approach. The first approach
is going to cost three times more than giving her the palliative therapeutic approach,
with the same outcome. We have to be very
objective and see what adds a value when
it come to technology. We have many areas
where we invest.
Albert Einstein is for many people a five stars hospital. What
does this ranking mean to you?
We have made many surveys on perceptions of quality. But who are you going to
ask about perception? If you ask someone
who does not understand anything about
quality, they will not notice. If you are going to ask about the quality of healthcare,
what is quality?
Do you have a mini-university?
Maybe we could call it a corporative university. Every time we are training, we
are changing. We have a realistic simulation center that we bought from Chaim
Sheba Medical Center in Israel. You’ll only
find four of them all over the world. They
simulate specific conditions in realistic
situations, trying to take into consideration
specific ways of thinking, side effects, mistakes etc. Everything that is done here. For
example, if there is any adverse effect of
a medication, we talk about it openly with
our staff. We have to train these people in
a way that problems don’t repeat themselves. Nobody can learn that in a college.
You learn these things in real life, and our
institution tries to teach that.
The specialized area of treatment at the Hospital Albert Einstein, what is that?
We have strategic areas. In cardiology, we
Dr. Claudio Lottenberg, President Hospital Albert Einstein
oct/dec 2012
43
From my point of view, quality is safety.
If we need a road system or a good toilet system, we make sure that the hospital
has that.
But the way the public sees us is published in the newspapers and that is related to their opinion about Albert Einstein.
The media has shown that we are the best
hospital. That’s what patients used to say,
even though we do have some problems.
I had the same kind of simulations among
doctors, even doctors that do not work
with me, as Paulo Chapchap in charge of
the Sírio Libanês hospital, and they also
refer Albert Einstein as a top hospital.
Paulo Chapchap is an employee at the
Sírio-Libanês hospital. I am a volunteer.
You don’t get a penny?
No, I am a volunteer.
You said that Albert Einstein had
other units in Sao Paulo. Are you
all over Brazil, in Rio etc.?
No, not yet, because as you know, in order
to be sustainable, the population has to
have access to your system. The population that has access to Albert Einstein is
concentrated in Sao Paulo. It’s not so simple for us to create an institution like ours
in other parts of the country.
The big centers in the United States were
created within the standards of quality of
their population. The Cleveland Clinic has
one other branch. It’s a very specific market. People who can afford that in Brazil
are much more disperse, if you leave Sao
Paulo. Most other places have the Unimed
health plan so it’s not sustainable for us.
Who is financing Albert Einstein?
At the very beginning it was through funding, with donations from the Jewish community.
How does the Hospital Albert Einstein work in relation to health
plans like Bradesco Saúde etc.
The ones creating the payment conditions
are the patients, not the payers. The payers
need to offer better conditions for them.
Once, the main concern in our country was
about prices. Today, it’s believed that you
cannot look on the expenditure based on a
single event.
If you come here, and tell me about a procedure you’ve had and how much money you
spent on it. You are then told that there’s
a chance you may need a re-intervention
44 oct/dec 2012
within three weeks and that you may get
an infection after you leave the hospital.
You would tell me: “Claudio, I would pay
you much more, not to have these things”,
not just because of the fact that you may
suffer, but because in a long term, it could
be cheaper.
Everything is a process and the payers are
starting to understand that. Sometimes it’s
better to pay more so you avoid complications, both in terms of the quality of life
and expenditure. We are trying to build on
that understanding.
The relationship is not exactly wonderful, but
when we gather our team and the payers and
put the patient in the center of the conversation, we may get very good alternatives.
Albert Einstein, besides treating patients, has to look ahead
and you obviously have research,
agreements with universities and
so on. Which universities in Brazil
and Sao Paulo do you work with?
We are related to the Escola Paulista de
Medicina, Universidade de São Paulo, but I
would say that our benchmark today is not
these institutions. We make research with
University of Tel Aviv, Bar Ilan University,
M. D. Anderson (cancer treatment and cancer research) and the Cleveland Clinic. We
are doing many things internationally.
What is the biggest challenge for
Hospital Albert Einstein today
and in the near future?
I usually say that it’s very easy to make an
airplane fly, but it’s difficult to change the
motor while flying. There are various levels
of discussion of the future of a community
and of an institution. I think that my main
challenge is probably how to keep a strong
leadership, and how to make it committed
to the values of the institution.
I would say that in the short term, we have
to change a general hospital into an ambulatory system, I would say that we have to
put money into research, and maybe have
a medical college.
Our mission is very well declared. It is to
show with evidence the contribution of the
Jewish community as a center of excellence
and quality to our patients. Our vision is to
be a reference on health care in the entire
South-America. I would say that we have
to rethink this. Because it is not a hospital
anymore. It’s a healthcare system. A hospital is a place where people go to when
there’s an emergency, and when they have
an acute problem, but healthcare is much
more than that. Healthcare is about quality
of life. People are getting older, what are
you going to do for the elderly people?
Our research center has already defined
that we are going to be working on aging
and that’s something that’s important for
us. And if we are not going to work on aging, what should our contribution be?
What are the biggest opportunities for Albert Einstein in the future?
Chronical diseases. Ambulatory procedures. And to focus on high complexity. I
think that the main opportunity is to redesign the processes.
You mentioned that you have to
train your people. How are you
going to look on that in the
future? How are you going to train the future
doctor. You say aging is
very important, and it is very important because people are predicting that my grandchildren will
be more than a hundred years.
How are you going to go about
that? How are you going to train
your staff, as you said nurses are
going to be a big problem, university levels have come down a little bit? Are you going to make an
Albert Einstein Medical University
next door?
This is the idea. We already have a nurse
school, we have post-graduation courses
in many areas, more than two thousand
students who are part of that. We have
the realistic simulation center, we have a
specific site just for training our people and
right now, I was discussing that with my
CEO, the coming ten years we are going to
need 1000 more doctors. We have doctors
that are employers, we have almost 1000
now, we are going to need twice as many.
We talk a lot about new investments, expansions, can you reveal anything about what you are
going to do the next 5 -10 years?
During the last 5 years, we put an investment of more than BRL 1,2 billions in the
institution. I would say that, for the coming 5 years, we are going to put at least 2
billions in investments. Why? Because I understand that we have many opportunities.
“
Hospital
Albert
Einstein
will invest
at least R$
2 billions
on new
projects
over the
next couple
of years
“
Any big organization, institution
and hospital has a vision and a
mission. What are Albert Einstein’s vision and mission?
oct/dec 2012
45
Curriculum Vitae
Claudio Luiz Lottenberg
A lot of people talk about ethical medical boards in the hospitals. Patients complaining,
doctors complaining about
other doctors. How does this
work in Albert Einstein?
We have a governance, we have an ethical council, the conflicts of interests are
treated openly here.
But do you have a permanent
ethical board where issues of
all kinds are being discussed?
Yes, we do. An example of the broad
range of issues discussed is our concern
with making sure that we do not have
‘stars’ among our doctors, i.e. doctors
who stand out from the other members
of staff. We offer all our doctors good
work conditions, but they cannot cannot
be more important than the patients.
Does every department within
the Hospital Albert Einstein
have a distint organizational division of its own, e.g. a
Board, a Council, etc?
We have a governance. The hospital belongs to its shareholders that are mainly
from the Jewish community. They elect
a council that is composed by almost
200 people. This council elects a director
board, where they elect the new president.
How many people does that
comprise?
Nine people. And besides that, we have
a “table of discussion” composed by a
small group that belongs to this council.
Is it called a table?
The director table. It checks and balances.
Underneath, we have a general director,
who runs the hospital and the research
and development department etc.
So you are a volunteer, but obviously you have to make money.
So the money you make is as a
doctor in your specialty, is that
correct? Why are you the presi-
46 oct/dec 2012
Dr. Claudio
Lottenberg
dent of the hospital on a voluntary base? As far as I know, it’s
not common in hospitals.
The history of our institution is like that.
I think that the Jewish community is like
that in our country and all over the world.
We are very committed to all work. It’s a
prestigious position, it’s a respected position, but it’s not a position where you make
money. It’s not simple. I have to sacrifice
a great part of my personal life. I have my
wife, my children, and many times they
complain. On the other hand, they do believe that in the long term, it may be a
good example that I was not just in it for
make money. I cannot complain about my
financial situation. I have my clinics, my
patients, I operate a lot, I have ten clinics
that belong to me in ophthalmology, so I
have no worries about money. But I think
that of central importance, and bringing
legitimacy to my demands, is the fact that
I am a volunteer. I learned once in my life
that when you want to raise money for a
non-profit organization, you have to have
somebody close to you with an executive.
A professional. To have something very
consistent to be offered. On the other
hand, you need somebody who believes
in the cause, and nobody has a stronger
belief than a volunteer. If this volunteer
can put his own money also in the program, it makes the project even stronger.
So it’s not simple, but this is my life!
Is this the only hospital you
have worked in?
Yes. I came here in 1988. I started as an
employee, and after that, I finished my
phD in the University and decided to stay
here. I made my life here!
JOL
• Master’s degree and PhD in Ophthalmology.
Graduated in medicine from the Escola Paulista de Medicina medical school.
• Joint professor advisor of the graduate ophthalmology course at the Federal
University of Sao Paulo and head professor
in the MBA health program at the IBMEC
institute in Sao Paulo.
• Author of the book ‘Brazilian healthcare
can work out’ published by Atheneu, currently in its 2nd edition.
• Member of the clinical staff at the Albert
Einstein Israeli hospital, where he is a consulting doctor in the field of refractive eye
surgery. Member of the VISEX World Board
for refractive eye surgery procedures and
member of the International Association of
Refractive Eye Surgery.
• Member of the National Council of Social
Assistance, elected by civil society under
the Fernando Henrique Cardoso administration.
• Member of the National Board of Food and
Nutrition Safety CONSEA under the Luiz
Inácio Lula da Silva administration.
• Member of the Administrative Board of the
NGO Associação dos Amigos da Estação Especial da Lapa – AAEEL under the Geraldo
Alckmin administration.
• Member of the Advisory Council of the
FEBEM juvenile correctional system under
the Geraldo Alckmin administration.
• Member of the Committee for the Joint
Commission’s Hospital of the Future.
• Member of the Scientific Commission of the
Brazilian Medical Association’s Continuing
Medical Education Program.
• Presented with the Análise de Medicina
2008 award for being one of the most
respected individuals within the field of
Ophthalmology – award granted by Análise
Editorial.
• Member of the Pan-American Ophthalmological Foundation, Arlington Texas- USA.
• Member of the CONSOCIAL Higher Council
of Social Responsibility – FIESP.
• Chairman of the Brazilian Laser and Ophthalmology Surgery Association during the
2007-2009 administration.
• Former Chairman of the Board of the Israeli
Federation of Sao Paulo.
• Deputy Chairman of the Deliberative Board
of the Brazilian-Israeli Chamber of Commerce and Industry for the two-year period
2008-2010.
• Member of the Board of Advisors of the
Executive MBA Program for South America University of Pittsburg, 2009
• Chairman of the Israeli Confederation of
Brazil, 2008-2010 administration.
• Former municipal Secretary of Health in Sao
Paulo city under the Jose Serra administration.
• Currently the President of the Albert Einstein Israeli Hospital.
oct/dec 2012
47
Brazilian Review
ECONOMY
The European
economy
Problems and prospects
For months, Brazilian newspapers and
the world press have focused on the economic crisis in Europe. It is a severe situation and the main task for the Danish EU
presidency in the first half of 2012 was to
assist in containing and solving the economic problems in parts of the banking
sector and in some of the countries with a
difficult economic situation, in particular
Greece, Spain, Italy and Portugal.
What are the measures taken and what
is now the prospect for the EU economy,
the euro and the European Cooperation?
From the moment the euro was introduced, economists pointed to the need
for not only a unified monetary policy under the European Central Bank, but also a
more coordinated fiscal policy and a unified
banking policy. At that time, member countries were not ready to agree on such wide
ranging policies. This is however changing
now, mostly because of the economic crisis.
The measures taken by EU until now
have focused on short term crisis management with the main aim of providing extra
capital for parts of the banking sector and
to those countries in particular need.
The critics of the measures taken have
argued that every time it was too little and
too late.
The supporters of this cautious policy –
in particular Germany but also the Nordic
EU-countries – have underlined the need
for not only new capital (from Germany
and other stronger economies, including
the Nordic EU-countries) but also structural changes in the crisis economies lowering
public expenditures, creating more competitive production and building up stronger reserves in the banking sector.
During the Danish EU presidency, some
more long term measures has been decided
upon or proposed.
Firstly, an EU growth policy has been introduced with increased investment from
the EU structural funds and the European
investment bank. Supplementing this are a
number of decisions with the aim of making
the EU internal market function even better.
48 oct/dec 2012
Secondly, the European Council also decided on the 28th -29th June this year to
introduce “a single banking supervisory
mechanism” for the euro area and other
interesting countries in order to prevent
that banks run into similar difficulties in
the future.
Thirdly, under the new so called “European semester”, the budget and fiscal policy of the EU countries has for the first time
been scrutinized in Brussels and recommendations for countries have been given.
Fourthly, the” European fiscal compact”
is well on the way to be ratified and then
turned into force 1st January 2013. This is
a treaty where all EU countries – with the
exception of the UK and the Czech Republic
– commit themselves to work step by step
towards economic stability. According to
the treaty, public structural deficit must after a transition phase - not exceed 0,5%
of GDP and governmental debt must not
exceed 60% of GDP. All participating countries will include those regulations and
goals in their national statutory law and
commit themselves to follow EU agreed
plans to reach the above target. If the
plans are not followed, EU economic penalties will be implemented against countries
in breach of the treaty.
It is fully correct that EU is in economic
crisis, but the outside world, including Brazil, also has to accept that EU has taken far
reaching decisions to overcome the present
crisis and to avoid similar developments in
the future. EU has as a whole a more solid economy than both US and Japan; the
problem is an uneven economic development inside the EU and the lack of central
coordination and power needed for fully
implementing the EURO monetary union.
This however is now changing. In the final speech in the European Parliament, the
Danish prime minister said:
“During the past months, the EU has
been forced to take critical decisions that
will lay the foundation for the Europe of
tomorrow, of next year and of decades to
come.”
The next steps are already outlined in the
paper from the president of the European
Council Herman Van Rompuy. In the paper
”Towards a genuine economic and monetary
union” he proposes the following as a vision
for a stable and prosperous EMU based on
four essential building blocks:
1)An integrated financial framework to
ensure financial stability in particular
in the euro area and minimise the cost
of bank failures to European citizens.
Such a framework elevates responsibility for supervision to the European level,
and provides for common mechanisms to
resolve banks and guarantee customer
deposits.
2)An integrated budgetary framework
to ensure sound fiscal policy making
at the national and European levels, encompassing coordination, joint decisionmaking, greater enforcement and commensurate steps towards common debt
issuance. This framework could include
also different forms of fiscal solidarity.
3)An integrated economic policy framework which has sufficient mechanisms
to ensure that national and European
policies are in place that promote sustainable growth, employment and competitiveness, and are compatible with
the smooth functioning of EMU.
4)Ensuring the necessary democratic legitimacy and accountability of decisionmaking within the EMU, based on the
joint exercise of sovereignty for common
policies and solidarity.”
In conclusion: Yes, some EU countries are in a severe economic crisis and
the situation is not yet fully under control. However, the right type of measures
are being taken and out of this process
I am sure we will see a more integrated,
united and competitive Europe.
Svend Roed Nielsen
Ambassador
Danish Economy
in a turbulent world
There is an economic crisis in parts
of EU, prolonged low growth rate in US
and declining growth rates in the BRIC
countries, not least in Brazil.
Denmark has a very open economy and
it is therefore extremely dependent on the
global economic development.
The June 2012-forecast made by the
Economist Intelligence Unit gives a pretty
gloomy picture of the world economy also
for the coming years.
The EIU forecast is the following:
This is a framework for the Danish
economy for the years to come. In particular
the very low/ negative growth in the euro
areas will continue to have a negative
impact on Danish economic growth.
The Danish Central Bank has in the
second quarter of this year made the
following forecast for Danish economy:
Denmark clearly has one of the strongest
economies in Europe. The Central Bank
had to intervene in the market to avoid
revaluation of the Danish kroner against
the euro. The interest rate is at record low
level and foreign investors are now ready to
accept even negative interest rates when
they buy Danish government bonds. Danish
foreign reserves have never been bigger
and the external balance is very positive.
The challenge for the Danish government
is in creating more economic growth. With
that aim, it has just agreed on a tax reform
together with the parties at the right side
of the political spectrum of Denmark. The
tax reform will make it more attractive for
companies to invest and for individuals
to be active in the labour market due to
both reduced taxes and reduction in some
social transfers.
After many years of declining productivity
in Denmark compared to our neighbouring
countries, the Danish productivity is now on
its way up. Recent agreements on salaries
limit the increases to below 2% for the
years to come, basically at the level of the
expected inflation. Unemployment is stable
at a relatively low level around 6% but with
increased unemployment for young people.
Overall the Danish economy is solid and
doing relatively well under very difficult
global economic conditions, but as an
export dependent economy, we need to
secure future export growth and that is
difficult in a world of low growth.
Our exports growth to Brazil has been
very impressive in both 2010 and 2011 with
increases of more 40% per year. However in
the first five months of 2012 we have seen
a totally different picture with an increase
compared to the same period of last year
of only 0,5% The low economic growth in
Brazil, seems to continue, also this year,
and this is bound to have a negative impact
on Danish export. The Brazilian market
will be even more challenging for Danish
companies in the months to come.
Svend Roed Nielsen
Ambassador
World economy: Forecast summary
2011
2012
2013
2014
Real GDP growth (%)
World (market exchange rates)
US
Japan
Euro area
China
Estern Euroupe
Asia & Australasia (excl Japan)
Latin America
2.5
1.7
-0.7
1.5
9.2
3.8
6.5
4.3
2.1
2.2
1.7
-0.7
8.2
2.5
6.0
3.0
2.6
2.1
1.2
0.3
8.4
3.3
6.5
3.9
2.8
2.1
1.6
1.2
8.1
3.7
6.5
4.2
Percentage growth
compared to the
year before
2011
2012
2013
2014
GDP
1,0
1,2
1,6
1,7
Private consumption
-0,5
1,2
1,7
1,6
Public consumption
-1,0
0,9
0,6
0,7
Property investments
8,7
-3,3
4,3
2,7
Public investments
3,8
6,2
-10,6
-0,4
Business investments
-3,5
8,5
6,5
4,0
Export
6,8
1,7
3,5
3,6
Industry export
8,6
2,1
5,9
5,5
Import
5,2
3,2
3,8
3,9
oct/dec 2012
49
BRAZIL ...
neither a darling,
nor the ugly duckling
Brazil is definitely neither the darling, nor
the ugly duckling of international markets.
Brazil has been severely affected by the
global crisis just like all other countries.
Nearly all countries in the world - except
Japan and a few others - will grow less in
2012 than they did in 2011. Two symbolic
examples according to the 2012 IMF forecast
showcase that things are not running
smoothly even in countries used to massive
growth, i.e. Hong Kong (1.9%), and Taiwan
(1.5%). Who could have guessed that this
would happen right in the border regions of
continental China? This reveals that China
is no longer able to play the role of world
locomotive as it did in 2008. While there is
no risk of rupture in Europe, the European
scenario still generates risk aversion and
has a global effect on outlooks. Moreover,
the American economy still presents signs
of having weakened.
The international crisis has affected the
industrial sector in Brazil which has been
the main reason for the deceleration in the
activity level. In almost all countries around
the globe the industrial sector has seen a
remarkable pronounced idleness due to the
decrease in demand, especially in mature
economies. Brazil has come up against
historical difficulties in terms of cost and
competitiveness due to lack of public
investments into infrastructure and a long
stretch with a highly valued currency.
However, it wouldn’t be correct to
ignore some of the problems we could call
idiosyncratic, which have made things worse
for Brazil, especially in 2012, i.e. droughts in
the South and Northeast, the crisis in the
Annual Brazilian GDP growth 1984 -2013
9.0
7.8
Average for the
last 20 years: 2,7%
7.5
Average for the
last 9 years: 4,0% 7.5
7.0
5.4
5.0
4.7
3.5
3.0
4.4
5.2
4.3
4.0
3.4
3.2
1.3
1.0
4.0
3.2
2.7
2.1
1.0
6.1
5.7
5.3
2.7
1.6
1.1
0.0 0.3
-0.1
-1.0
-0.5
-0.3
-3.0
-4.3
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
-5.0
50
oct/dec 2012
National Department of Transportation and
Infrastructure, implantation of EURO-5 for
trucks hindering production, the residential
construction
sector
crisis,
ethanol
production crisis, stagnation of production
and oil refinery levels at Petrobras, small and
middle-sized banks going through crises,
and Argentinean protectionist measures
affecting Brazilian export of manufactured
products. These factors might have led to an
up to 1% reduction in the national GDP this
year, but are not likely to repeat themselves
next year, at least not to the same degree.
The low growth rate of 2012 does not
express the dynamism and strength of
a more disciplined economy despite the
enormous challenges that call for more
urgent attention to important decisions.
There are no signs of insurmountable
obstacles in the Brazilian development
within the coming years. Short term,
the enigma is precisely the fact that we
are experiencing low growth levels even
though we have an economy presenting
full employment and consumption and
salary levels internationally envied. That
is to say, Brazil is a country operating at
different paces which generates doubts and
questions. In my opinion, there is not much
to be done about the 2012 GDP. It is not
worth implementing short-term measures
aimed at improving this year’s GDP. The
most relevant now is to look at 2013 and
2014, focusing on an agenda favoring more
structuring steps such as public and private
infrastructure investments and increases in
productivity and efficiency.
Octavio de Barros
Chief Economist Bradesco
Annual growth of Brazilian industrial protection 2002-2013
11,0%
10,47%
8,30%
7,0%
6,02%
3,09% 2,82%
2,73%
3,0%
3,50%
3,10%
0,35%
0,05%
-1,0%
-2,50%
-5,0%
2013
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2012
-7,38%
-9,0%
Annual Foreign Direct Investment in Brazil
USD Million
72.000
66.660
63.000
60.000
54.000
36.000
27.000
63.000
48.506
45.058
45.000
34.585
32.779
28.856 28.578
25.949
22.457
18.000
18.146
16.590
18.822
15.066
10.144
9.000
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
1999
1998
0
Brazilian exchange rate BRL per USD end of period
R$
3,80
3,53
3,20
2,89
2,65
2,14
2,00
1,96
1,77
1,74
1,88
2,00
2,00
2013
2,34
2,34
2,32
2012
2,60
1,67
Octavio de Barros
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
0,80
2001
1,40
2000
“
There are
no signs of
insurmoun­
table
obstacles in
the Brazilian
development
within the
coming
years
oct/dec 2012
51
“
Low growth:
here to stay?
Economic growth in Brazil has been disappointing in 2012. A year ago, the median estimate for GDP growth this year in the Central Bank’s focus survey with market analysts
was 4.1%. Now, the median stands at 1.9%.
If confirmed, it will be the second year in a
row of lower-than-expected GDP growth.
Some analysts suggest this is evidence
that Brazil’s capacity for growth has been
compromised. They say that the country’s
consumption cycle has worn out, that business confidence is declining and that after
a particularly favorable period between
2004 and 2010, we are falling back to our
old fate of growing only about 2% a year.
This conclusion seems premature. There
are cyclical issues weighing on economic
growth, and there are reasons to believe
they will gradually be overcome. However,
it is also true that some factors which enabled faster growth in the past are no longer present. Even after short-term hurdles
are surpassed, growth may not go back to
pre-2011 levels.
The cyclical component is related to the
excesses of 2010, when the economy moved
too fast. Household spending expanded too
much, particularly on durable goods. Companies accelerated investments and output,
believing that the Brazilian economy would
sustain strong growth indefinitely.
52
jul/sep 2012
But with the slowdown in demand from
2011 onward — partly as a result of monetary and fiscal tightening measures —,
sales turned out below expectation, and
inventories accumulated in several industries. Some households got caught in debt,
intensifying the reduction in aggregate demand.
Deterioration in global growth has also
exercised an influence. China and the U.S.
lost vigor, and the risk of rupture in Europe
is not negligible. External uncertainty has
been weighing on business confidence in
Brazil, contributing to delay the rebound of
investments.
Facing this scenario, the government
proceeded to boost demand with lower
interest-rate, tax cuts and higher spending.
With expansionary measures — maintained
for a sufficiently prolonged period —, the
economy should prevail over short-term obstacles. The country can still rely on a vast
consumer market, with repressed demand
in many segments. The middle class continues to push forward, as the latest IBGE
census shows. Infrastructure bottlenecks
create investment opportunities, some of
them related to the large sporting events
to be hosted by the country. The real estate
sector still has room to expand, considering
the low volume of housing financing, even
after it took off in recent years.
In the coming quarters, domestic demand will continue to improve and reach
more industries. Inventory levels in the industrial sector will be better adjusted, and
output should bounce back. Itaú forecasts
GDP will accelerate to 4.5% in 2013 from
1.9% in 2012, with growth in the final quarter of 2012 reaching about 5% in annualized terms.
But even after the slowdown period is
put behind us, the new cruising speed of
the Brazilian economy should be lower
than the one seen in the past decade. Between 2004 and 2010, Brazil grew 4.5% per
year, but some situations that took place
back then will hardly be repeated.
First, outstanding loans as a share of
GDP soared to 50% from 25%. The move is
Economist
Caio Megale
not worrying, as 50% is still a comfortable
level. But good judgment calls for more
moderate advance from now on.
Second, the unemployment rate fell to
5.5%, a level that is close to the so-called
full employment. We no longer see the
same leeway in the labor market as in the
past. In order to grow at the same pace as
before, Brazil needs to accelerate worker
productivity, which is relatively low. Investments in automation and in worker qualification have been done, but not widely.
Third, throughout the last decade, the
world grew much faster than usual, partly
because Europe and the U.S. were experiencing a debt bubble, and partly because
China was going through a fast urbanization process. With the financial crisis
and the advance in Chinese urbanization,
growth in these regions tends to be lower,
reducing demand for Brazilian exports.
Finally, the world will grow less than
in past decade. Between 2004 and 2010,
global GDP grew on average 4% per year.
The U.S. and some European countries
grew above trend, propped up by the debt
bubble. Chinese GDP was growing at double-digit rates to meet urbanization needs.
With the financial crisis and China’s industrial advance, the global slowdown tends
to be prolonged, hurting the volume of
Brazilian exports. Furthermore, as a consequence of slower global growth, prices of
commodities exported from Brazil should
stabilize. It will be more difficult to sustain
the pace of growth in imports — which
doubled in real terms since 2004 due to the
strong expansion in internal demand —
without creating external imbalances.
In short, very low growth in the first half
of the year in Brazil had an important cyclical component, which has been surpassed
as the excesses of the recent past are digested. It is legitimate to expect a rebound
in the economy in the second half of the year
and in 2013. But that does not mean we will
resume the fast growth of the past decade.
In order to grow that fast, we need more
reforms to lift the capacity to invest and to
drive productivity gains in the country.
Banco Itaú
jul/sep 2012
53
Investment is a must
The weak performance of the Brazilian
However, the same behavior is not ob-
Such results stand opposite to the wide-
economy since mid-2011 has fostered many
served for capital and productivity. Invest-
spread consensus that services tend to be
debates. The main one deals with the de-
ments are weak and decreasing for three
a rather inefficient sector when compared
celeration of productivity and the possible
consecutive quarters since mid-2011. The
to the industrial sector, since it employs
decrease in potential output. That leads to
decrease in the first quarter of 2012 was
labor in a more intensive way rather than
the conclusion that either the country em-
even stronger: -1.8% in comparison to the
capital. In Brazil, it is understandable that
barks on an investment cycle that would
three last months of 2011.
services may have recently presented gains
propel the economy or we will observe
As for productivity, a quick way to esti-
in productivity since many segments in that
lower economic growth ahead. A detailed
mate it is to divide total GDP by the amount
sector have invested heavily in technol-
analysis of recent data seems to confirm
of employment in the economy, thus pro-
ogy, such as credit card payment system in
that interpretation.
ducing a measure of output per worker.
many retail establishments, navigation de-
The deceleration of GDP growth to 2.7%
Thinking about the recipe described above,
vices in transportation or more automation
in 2011 from 7.5% in 2010 took many by
this measure is a combination of productiv-
in banks. At the same time, industry saw
surprise. One elected villain has been
ity and capital, but could be understood as
a weakening in its productivity as a result
household indebtedness that, for some,
only productivity as long as the amount of
of lesser investment in the past years due
has reached a limit, hence impeding con-
capital used by each worker (or the capital-
both to the international crisis and to do-
sumption to lead to a recovery. A closer
labor ratio) remains constant.
mestic impediments.
scrutiny of data, however, reveals that
The breakdown of output per worker
the debt burden of families has risen only
by sectors shows some interesting behav-
modestly. Default rates have shot up also
ior, as seen in chart 1: between 2008 and
as a result of the Central Bank’s prudency
2011 the output per worker rose 1.5% per
with some lines of credit rather than due
year, slightly less than the 1.6% observed
to widespread reckless operations or un-
between 2003 and 2007. Nevertheless,
sustainable leverage, so one should look
there is a significant difference in the per-
elsewhere to understand the recent weaker
formance of the sectors behind that appar-
economic data.
ently similar results for distinct periods.
Economists see the amount of products
The growth in output per worker in the
as the result of a simple cooking recipe:
industry slumped to 0.3% per year from
you add capital (machines and equipment)
1.8%, while that measure in services
and labor in fixed amounts, some produc-
accelerated slightly to 1.6%
tivity (i.e., the efficiency in combining capi-
from 1.3%. In agriculture,
tal and labor) to provide consistency and
output per worker also in-
voilá, you get the production of goods and
creased its pace of growth
services in a determined period of time, or
a little bit, to 2.7% from
the GDP. In Brazil, unemployment is not a
2.4% (chart 2).
problem as it remains below its long term
trend, or NAIRU (non-accelerating inflation
rate of unemployment), estimated at 6%.
54
jul/sep 2012
However, the recent weaker behavior of
the workers’ efficiency (which depends on
reaucracy. In a recent survey conducted by
productivity has shown some weakness. In
education) are constant in the short term -,
the Industry Federation of the State of São
the first quarter of 2012, output per worker
the support for growth in the coming years
Paulo (FIESP), 65% of the companies that
in the industrial sector decreased by 2%
should come from capital (or investment).
responded cited taxes (perhaps reflecting
in comparison to the same period in 2011,
To a certain extent, there are signs that
the complicated tax system rather than the
whereas services showed a strong decel-
the government is more attentive to invest-
tax burden) as the biggest obstacle to the
eration in that measure to 0.8% from 2% in
ment. The country’s investment rate, at 19%
development of the sector, much more than
the same period. Since both sectors add to
of GDP, is among the lowest in Latin America,
the 11% that pointed to interest rate and
more than 90% of GDP, there was a strong
where normally economies invest between
credit, the 9% that blamed the cost of la-
deceleration in the expansion of total out-
20% and 25% of GDP. However, there is
bor or the 7% that suffered with a myriad
put per worker in the economy to 0.3%
much more to be done. One push in that di-
of infrastructural problems.
from more than 2% a year before.
rection has been given by the Central Bank,
In sum, it is not clear that the recent ar-
Back to the output recipe described
taking advantage of a window of opportu-
rangement in the Brazilian economy, i.e.,
before, the combination of lower employ-
nity to reduce the basic interest rate. That is
better income distribution, more credit and
ment, falling investment and a slowdown
certainly of help, albeit insufficient by itself.
household consumption, is exhausted. Em-
in productivity point to a potential GDP
Part of the problem is due to the low
ployment and consumptions may continue
growth (a long run trend of GDP, that does
savings rate. At 17% of GDP, it needs to be
to add to economic growth, albeit at de-
not pressure inflation) now at 3% per year,
increased, perhaps also with higher public
creasing rates. The trick now is to kick-start
below the 4% to 4.5% level observed until
savings, or investment has to be comple-
an investment cycle that should boost po-
2008, before the beginning of the financial
mented with foreign savings, which would
tential growth in the coming years.
crisis (chart 3). Given the short-term lim-
increase the current account deficit. There
its to increase employment and productiv-
are also structural questions depressing in-
ity – basically, both the pool of labor and
vestment, linked to infrastructure and bu-
Cristiano Souza
Senior economist
Grupo Banco Santander
jul/sep 2012
55
Brazilian Review
ECONOMY
Retail Investments in the
Major Developing Countries
Top 10 Most Innovative
Countries
2011
RankingGrade
1st - Switzerland
68.2
2nd - Sweden
64.8
3rd - Singapore
63.5
4th - Finland
61.8
5th - UK
61.2
6th - Norway
60.5
7th - Denmark
59.9
8th - Hong Kong
9th - Ireland
10th - USA
58.7
58.7
57.7
58th - Brazil
36.6
1st Brazil
1stBrazil
2nd Chile
3rd Uruguay
4th India
5th China
6th Peru
7th
United Arab Emirates
8th Georgia
9th Oman
10th Mongolia
2ndChile
3rdChina
4thUruguay
5thIndia
6thGeorgia
7th
United Arab Emirates
8thOman
9thMongolia
10thPeru
Source: O Estado de S. Paulo - July 2012
Source: O Estado de S. Paulo - July 2012
Top 20 Countries with the Highest
Average Productivity Levels since 1950
1stJapan
2nd China
3rd USA
4th Spain
5th
South Korea
6th Italy
7th
France 8th Finland
9th Norway
10thCanada
2012
2.46%
2.27%
1.90%
1.72%
1.70%
1.67%
1.63%
1.41%
1.40%
1.38%
11thBrazil
12thAustralia
13thBelgium
14thUK
15th The Netherlands
16thAustria
17th Germany
18thIreland
19thIndia
Europe’s Top 10
Shopping Cities
1.33%
1.32%
1.30%
1.30%
1.29%
1.28%
1.27%
1.18%
1.17%
1
2
3
4
5
6
7
8
9
London
Madrid & Barcelona
Paris
Rome
Berlin
Lisbon
Amsterdam
Prague
Budapest
Source: Visitors - Issue 6, 2012
Source: O Estado de S. Paulo - June 2012
Expenditures in Media in 2012
Sector
Global Growth
Latin America Growth
Global Share
5,3% 0,9%
Television10.1%
15.4%
Newspapers1.1%
18,0%
Television
Magazines2,0%
11.9%
Newspapers
8,8%
Radio9.7% 10.5%
Magazines
Internet24,0%
70.1%
Radio
20%
Cinema2.3% -21,0%
Others
65%
Outdoor7.7%
6.2%
56 jul/sep
jul/sep
2009
2012
56 jul/sep 2012
Source: Jornal Propaganda & Marketing - April 2012
Top 7 Largest
Automobile
Manufacturers
RankAutomobiles Produced
1st China
18.4 million
2nd USA
8.6 million
3rd Japan
8.4 million
4th Germany
6.3 million
5th South Korea 4.6 million
6th India
3.9 million
7th Brazil
3.4 million
Source: O Estado de S. Paulo - June 2012
Unemployment
in Brazil
YearUnemployment
Rate
200311.2%
200411.7%
200510.2%
20069.3%
20079.3%
20088.0%
20098.2%
20107.2%
20116.1%
20125.5%
Source: Folha de S. Paulo - February 2012
Unemployment Rate in the USA and Euro Zone
Month
USA
January 2011
9.1%
March 2011
8.9%
May 2011
9.0%
July 2011
9.1%
September 2011
9.0%
November 2011
8.7%
January20128.3%
March 2012
8.2%
April 2012
8.2%
May 2012
8.2%
Euro Zone
10.0%
9.9%
10.0%
10.1%
10.3%
10.6%
10.8%
11.0%
11.0%
Source: Folha de S. Paulo - June 2012
Brazilians’
Travels in 2011
Top 10
Retirement Spots
Most Visited Number
Countries of Travelers
1stUSA
1,101,573
2ndArgentina
869,517
3rdFrance
383,215
4thPortugal
282,048
5thItaly
274,894
6thSpain
249,285
7thUruguay
217,511
8thChile
214,069
9thEngland
187,758
10thGermany
174,146
Ranking
1stPanama
1stEcuador
1stMexico
4thMalaysia
5thColombia
6th
New Zealand
7thNicaragua
8thSpain
9thThailand
10thHonduras
Source: Bangkok Post - January 2012
Source: Época - March 2012
Investments in
the Advertising
Market in Brazil
Year
Investments (in billion BRL)
201137.20
201240.26
201343.44
201456.47
201560.99
201672.00
Sao Paulo - Violence Data
Crimes
Murders
Murder Victims
Robberies
Car Robberies
Car Thefts
from January to April of 2011
SP State SP City
1,362 315
1,437
330
75,53835,183
24,745
12,218
34,621
13,913
from January to
April of 2012
SP State SP City
1,420349
1,487
365
78,93237,157
29,711
15,334
36,401
15,043
Source: Folha de S. Paulo - June 2012
Source: Folha de S. Paulo - July 2012
jul/sep
jul/sep
2009
2012
57
Brazilian Review
ECONOMY
The Most Admired Companies in Brazil
GDP in South America
in 2011
Ranking
1st 2nd
3rd 4th
5th
6th
7th
8th
9th
10th
11th
GDP in 2011
Ecuador
Argentina
Peru
Chile
Colombia
Uruguay
Guiana
Bolivia
Venezuela
Paraguay
Suriname
12th Brazil
Social Segment
A
B
C
1st Place
Nestlé
Coca-Cola
Coca-Cola
2nd Place
Louis Vuitton
Nestlé
Nestlé
3rd Place
Brastemp
O Boticário
Nike
Source:
9,0%
8,8%
6,9%
6,0%
5,8%
5,5%
4,8%
4,5%
4,2%
4,0%
3,0%
2,7%
Source: O Folha de S. Paulo - May 2012
Top 10 Wealthiest People in Brazil
1st
2nd
3rd
4th
5th
6th
7th
8th
9th
10th
Eike Batista
Jorge Paulo Lemann
Joseph Safra
Antônio E. de Moraes
Marcel Telle
Roberto Irineu Marinho
Carlos Alberto Sicupira
Norberto Odebrecht
Francisco Ivens de Sá Dias Branco
Abilio Diniz
BRL 30.26 billion
BRL 29.30 billion
BRL 25.97 billion
BRL 21.0 billion
BRL 13.43 billion
BRL 12.86 billion
BRL 11.87 billion
BRL 9.10 billion
BRL 7.32 billion
BRL 6.8 billion
Source: Folha de S. Paulo - July 2012
Most Admired by Business Sectors
Sectors
1st Place
Sporting Goods
Nike
Automobiles Hyundai
Banks
Bradesco
Purses
Victor Hugo
Footwear
Ramarim
Cell Phones
Nokia
Beers
Skol
AirlinesTAM
Computers
HP
Household Appliances
Brastemp
Electronics
Sony
HypermarketsExtra
Department Stores
Marisa
Landline Phone Services
Vivo
Mobile Phone Services Vivo
Perfumes
Natura
Food Products
Nestlé
Beauty Products
O Boticário
Soft Drinks
Coca-Cola
Car Insurances
Porto Seguro
SupermarketsGuanabara
TV Subscription Services
NET
2nd Place
3rd Place
Adidas
Olympikus
VolkswagenGM/Chevrolet
Itaú Unibanco
Caixa Econômica
Chanel
Louis Vuitton
Via Marte
Arezzo
Samsung Motorola
BrahmaBohemia
GOL Azul
SamsungSony
Arno
Electrolux
Samsung Semp Toshiba
Zaffari
Carrefour
Renner Riachuelo
Oi
Embratel
TIM
Nextel
O Boticário Dolce & Gabbana
Sadia
Perdigão
Natura
Avon
Guaraná Antártica
Fanta
Bradesco Seguros
SulAmérica Seguros
Sonda
Prexunic
Sky
TVA
Source: Jornal Propaganda & Marketing - May 2012
58 jul/sep
jul/sep
2009
2012
10 Richest People in the World
Rank
Name
Net Worth Age Source
Country of Citizenship
1
Carlos Slim Helu & family
$69 B
72
telecom
Mexico
2
Bill Gates
$61 B
56
Microsoft
United States
3
Warren Buffett
$44 B
81
Berkshire Hathaway
United States
4
Bernard Arnault
$41 B
63
LVMH
France
5
Amancio Ortega
$37.5 B
75
Zara
Spain
6
Larry Ellison
$36 B
67
Oracle
United States
7
Eike Batista
$30 B
55
mining, oil
Brazil
8
Stefan Persson
$26 B
64
H&M
Sweden
9
Li Ka-shing
$25.5 B
83
diversified
Hong Kong
10
Karl Albrecht
$25.4 B
92
Aldi
Germany
Source: Forbes, Wednesday 8th of March 2012
10 Most Powerful Women in the World
Rank
1
2
3
4
5
6
7
8
9
10
Name
AgeCountry
Category
Angela Merkel
Chancellor, Germany
58 Germany
Politics
Hillary Clinton
Secretary of State, United States
64 United States Politics
Dilma Rousseff President, Brazil
64 Brazil
Politics
Melinda Gates
Co-Chair, Bill & Melinda Gates Foundation 48 United States Humanitarian
Jill Abramson
Executive Editor, New York Times Co.
58 United States Media
Sonia Gandhi
President, Indian National Congress, India
65 India
Michelle Obama
First Lady, United States
48 United States Politics
Christine Lagarde Managing Director, IMF
56 France
Politics
Humanitarian
Janet Napolitano Secretary, Department of Homeland Security 54 United States Politics
Sheryl Sandberg
COO, Facebook
43 United States Technology
Source: Forbes Magazine, Wednesday 19th of September 2012
jul/sep
jul/sep
2009
2012
59
The icms (state vat) and new investments:
tax incentives that provide an alternative to the
so-called “Guerra Fiscal” (“The race to the bottom”)
As has been widely discussed in the
press, the controversial Tax on the Circulation of Merchandise and Services (Imposto
sobre Circulação de Mercadorias e Serviços),
or ICMS tax incentives are being broadly
reviewed by both the legislature and the
courts. The reason for this is a strong effort
to end the so-called “Guerra Fiscal” (“Tax
War” or “race to the bottom”) which is the
name given to some states’ concession of illegal ICMS tax incentives that have not been
approved by other states. These illegal incentives have caused competition to become
unfair and have led to lost tax revenue. They
have also led other states to retaliate by unfairly charging taxpayers amounts they allegedly failed to receive as tax revenue (plus
large fines). Although it is still uncertain how
this issue will be resolved – a committee in
the Brazilian Congress is studying the best
way to settle the issue and a binding precedent (“Súmula Vinculante”) has been proposed on the matter at the Federal Supreme
Court –, it is certain that taking these incentives into account when planning a new investment is not currently very safe.
This uncertainty, however, does not mean
that the doors are completely closed on
ICMS tax incentives for new investments.
This is because the most attractive incentives are currently being offered by municipalities, which have been offering generous
packages to companies planning to open
facilities, or even expand existing ones.
This statement may seem strange since
the ICMS tax is collected by states and not
municipalities. However, we must remember
that the Brazilian Constitution allocates 25%
of the total ICMS tax received to the municipalities. The states collect this amount and
pass it on to the municipalities according to
certain criteria established by law that are
used to calculate the Municipality Participation Index (Índice de Participação do Município), or IPM, in which the main component
is the so-called “municipal value added.” It
is precisely this that opens the possibility for
companies to receive tax benefits.
This happens because, in theory, new
investments will lead to an increased “municipal value added”, which in turn will increase the IPM amount. As the IPM increases, the municipality receives more ICMS tax
60
jul/sep 2012
transfer revenue from the state. Using this
increased transfer revenue that was caused
by the investor, the municipality “returns”
part of the ICMS tax that the company
paid, following criteria established in municipal law.
In general, the reimbursement is limited
to the amount invested in the new facility.
In some cases, however, municipal law also
imposes a time limit, depending on the situation. In any case, the reimbursement calculation formulas encourage companies to
add value locally, since the more local value
is added, the larger the reimbursement will
be and the more quickly the investment will
be recovered.
In many cases, the ICMS tax incentive is
part of a package that includes other tax benefits. These can include a property tax exemption (Imposto sobre a Propriedade Territorial
Urbana or IPTU), municipal fees exemptions
(taxas), reduced or no property purchase excise tax (Imposto sobre Transmissão de Bens
Imóveis or ITBI) and a reduction of the Service
Tax (Imposto sobre Serviços or ISS) charged
on any construction work (for example, building or expanding a factory).
However, before taking advantage of
these tax incentives, a company must first
carefully study the law of the municipality
in question. It must do this both to determine whether the incentives are really valuable (especially in regard to percentages
and reimbursement periods) and to evaluate the legality and constitutionality of the
municipal legislation granting the tax incentive. This analysis is particularly important in
light of the Fiscal Responsibility Law.
Among the items to be considered, we
strongly recommend that the company carefully read the terms of the law in the municipality in question. This is because certain
issues are frequently not sufficiently clear
and this can lead to problems when the tax
incentive is actually applied (especially the
reimbursement). If there are doubts, the
company must use all available means to
see that they are officially resolved, either
through a formal request for a ruling from
the appropriate municipal bodies (“Resposta a Consulta”) or by presenting suggestions for changes to the wording in particular laws. It is worth remembering that
these tax incentives are usually intended to
last for a number of years and during this
time new local officeholders will probably
be elected. Because of this, it is absolutely
essential that everything is made as clear as
possible before the company joins the program, so that possible misunderstandings
do not lead to future losses.
Additionally, since the reimbursement
will result in a municipal disbursement in
favor of the taxpayer, there must be a budget appropriation for the payment, which
must be made the year immediately before
the payments begin. Therefore, when a
company sees that it has already met all the
requirements to receive its reimbursement,
but the municipality has not included the
proper budget appropriation the previous
year, the taxpayer will have to wait another
year before receiving the money it expects.
Also in relation to this point, the taxpayer
must carefully check what the conditions for
beginning to take advantage of the tax incentive are. This applies both to the event itself that will lead to the reimbursement (the
fiscal year in which the IPM increases, the
year in which the ICMS transfer increases,
etc.) and to the consideration generally required by the municipality (minimum number of locally resident employees, vehicle
fleet licensed in the municipality, environmental requirements, etc.).
Another point to verify is whether municipal law complies with requirements in the
Brazilian Constitution regarding minimum
amounts spent on education and health. In
this regard, one must evaluate whether the
incentive will threaten mandatory expenditures the municipalities are required to make,
either through the reimbursement calculation
formula itself or through the inclusion of the
reimbursement in the annual budget.
If these tax incentives are properly managed, they will not result in legal violations
like those that occur in the context of the
so-called “Guerra Fiscal” or “race to the
bottom.” This makes them a good alternative for businesses seeking to expand.
Maurício Barros
Manager of Gaia, Silva, Gaede &
Associados in Sao Paulo
jul/sep 2012
61
Francisco Davos
President of FLSmidth Brasil
How is FLSmidth doing in 2012?
We are doing well. As a group, we recently
reported first half results for 2012 that include increases in order intake, backlog,
and revenue. Our situation in Brazil is also
very favorable.
Could you describe the activities
you have?
This past February, FLSmidth announced a
new Group strategy which organized our
company into four divisions; Cement, Non
Ferrous, Bulk Materials and Customer Service. This structure allows our “customer
facing” personnel to specialize in select
industries. At the same time, because some
administrative resources and back office
support are shared among the divisions,
this gives us flexibility.
As Brazil is a large and diverse country, our
office mirrors our global organization with
62 oct/dec 2012
a few exceptions. We do have sales and
customer service representation to support all of our technologies, and we also
have local specialists in many areas. For
example, our office in Sorocaba has a staff
of over 150 people with capabiltieis including project management, electrical engineering, automation, air pollution control,
process engineering, procurement, QA/QC,
and logistics.
In recent years, FLSmidth has acquired
many companies who have representation
in Brazil. For example, ESSA, a company involved in sampling and minerals laboratory
materials, had a presence in Belo Horizonte
which will continue.
FLSmidth is traditionally a major Cement Plant provider. There
have always been around three
major companies, Camargo Cor-
rea, Votorantim and lately Ricardo Brennand group and others. It’s said that China is really a
tough competitor; they cut prices
and deliver. Can you tell us about
how you are doing in the cement
business environment?
Several years ago, the Chinese entered
select markets globally. Their earliest, and
perhaps still largest market have been in
the Middle East. They accomplished this by
offeing very competitive pricing by sourcing
not only equipment from China, but also
providing Chinese labor to build cement
plants. In Brazil, this is a more challenging
business model to pursue, therefore their
market share has been more limitted.
In contrast, FLSmdith has a 100 year long
and proud history in serving the Brazilian
cement industry, and recent years have
only reinforced our position. For example,
our mill for cement grinding is the clear
market leader in the country having sold 18
OK mills to date. Regarding new plants, we
have major ongoing contracts with companies such as Votorantim, Cimpor, Margem,
and Brennand.
With the high demand for cement, most of
our customers have placed a strong value on
efficient project execution. We believe this
has helped us to compete. As mentioned,
we have extensive local capabilities, and
they are supported by both the US Project
Office as well as our global organization. We
have an excellent track record in delivering
our plants according to schedule that perform well right from the start. Also, our experience has been that cement producers in
Brazil consider the long-term costs of owning and operating a plant, and compare the
benefits from the competing technologies.
We see that as another area of our strength.
At the same time, we fully appreciate that
Francisco Davos
President
we must continuously find ways to be competitive with regard to costs.
How much does this demand represent in terms of the total business?
With high activity in most of our major
industries, Brazil is a critical region for
FLSmidth. And, in recent years, it has been
the largest single market for capital projects in cement and one of the larger markets for minerals.
Don’t you build cement factories
any more as you used to?
The large contracts which we are currently
executing in Brazil typically include equipment and services such as engineering,
project management, and commissioning.
Globally, we do have turnkey capabilities,
but that has not been the approach to projects in Brazil in recent years, but if the customers want it we can do it. .
But is it still FLSmidth?
Yes, whether we procure from a third party
or subcontract some assistance, we are the
ones with a direct relationship with the
customer. And, therefore we demand the
same level of quality as if we performed
the work ourselves.
How about innovation and business? I understand there is a
growing business for FLSmidth
in Brazil and worldwide. How is
your relationship with Vale, what
is the situation?
Yes, aside from product innovation, we are
also pursuing ways to innovate our offerings with new services and forms of contracts. A new contract with Vale S.A. is an
excellent example of this. Earlier this year,
we signed a long-term service contract
with Vale S.A. at their Onca Puma FerroNickel facility in Para Brazil. Vale is a Brazilian multinational, that is diversified in
metals and mining corporation.
Back in 2006, FLSmidth began a large project with Vale for a Ferro-Nickel facility. As
the project for the supply of this equipment
was coming to a close, Vale approached us
to extend many of our services and support.
As a result, we entered into a new contract
that includes support for Vale’s operations
and maintenance teams, optimization of
equipment, various training programs, and
even assistance with a preventative maintenance program. Years ago, once a site
was successfully commissioned, we would
leave and the relationship would then continue on a transactional basis whenever
they requested parts or services. But, this
was not in anyone’s best interest. Through
the course of a large project, our people
gain tremendous site specific knowledge
that, in the past, is virtually lost. A contract
like this keeps a large FLSmidth presence
on site and shares, and even grows, this
expertise to continue to benefit the client.
We are very excited about this contract,
and we are also very pleased it is with Vale
who has been such an important customer
to FLSmidth in both Brazil but also globally.
“
With
the high
demand
for cement,
most of our
customers
have placed
a strong
value on
efficient
project
execution
“
FLSmidth headquarter in Votorantim
oct/dec 2012
63
Brazilian Review
INTERVIEW
Are there no problems getting visas and all that?
No, there are certainly many regulations
and procedures to follow. We find the Brazilian authorities to be very reasonable and
cooperative.
In the case such as this new contract for
Vale, we are not using foreign personnel
to save costs or because we don’t want
to work with the local work force. That is
not it at all. Rather, when we use foreign
nationals, it is largely for unique expertise
that is not available locally. We are global
company whenever we do a contract anywhere, there is always some transferring in
and out of personnel. We believe this not
only enriches our capabilities and experiences, but also transfers much knowledge
to the local site.
You said you have four divisions.
How does your business split itself among these divisions?
In Brazil, the cement division is still responsible for the largest numbers in terms
of both invoicing and staff. Within NonFerrous, we have a lot of activity with
FLSmidth Krebs. Our air pollution control
group, part of Bulk, is very active in our office here and actually serves both minerals
and cement customers.
64 oct/dec 2012
You have been now 6 months in
this position at FL Smidth. What
is your background?
My entire career has been with process
equipment and technology products. My
background is in mechanical engineering,
but I also have master degrees in both
industrial administration and in business
management.
For the past 20 years I have held management positions at companies including
Baker Hugues, Usiminas Mecânica, and
Dedini, which is a huge company in Brazil
in the bio-fuel technology, i.e. sugar and
ethanol.
What about FLSmidth attracted
you?
For the past 15 years, I have been working in companies and markets that have
experienced very aggressive growth. I derived a lot of enjoyment from that kind of
environment, and I believe that is what life
will be like for me at FLSmidth. My first few
months on the job are proving this theory.
There are many challenges and it can be
very fast paced. But, it is rewarding. I get
to be creative, I get to do things no one
has tried before. It is not only a matter of
selling more, it is a matter of designing the
operations and support that is needed so
that you can sell. You need to have a special vision when you try to grow. You need
to have the right individuals in the right
place. It is something very important for
the company.
We have many markets, and diverse capabilities to serve these. There are just many
possibilities. I am personally fascinated by
the amount of new equipment related to
the mining industry that FLSmidth is putting into the market.
Which cities and states have you
lived in previously?
Most recently I’ve lived in Piracicaba in São
Paulo state. Prior to that, I lived in Belo
Horizonte in Minas Gerais state.
You are now taking over FLSmidth
Brazil. What will be your focus in
terms of business in the coming
years? Where do you want to
take FLSmidth Brazil within the
next 3-5 years?
We plan to roughly double our size. I expect
it to be very dynamic and I am sure there
will be some anticipated circumstances
and changing priorities. But, I see my focus
and my role to concentrate on a few areas.
First, we have many different technologies
What do you think will be the
biggest challenge for FLSmidth
Brazil in order to double the business by 2015?
As a group, FLSmidth intends to grow, and
grow aggressively. But, we do not intend to
double our business globally by 2015. Rather, that is a specific objective of our office
here in Brazil.
First, we need to win business and grow
market share. But, we can leverage our
global organization to support this. We
use the same business systems and established procedures and design standards everywhere in the world. Therefore, even the
doubling of our intake locally would not exhaust our ability to execute the projects. We
have the flexibility to direct resources to the
market with the highest activity, like Brazil.
At the same time, there are limits and we
will need to attract and retain talented
staff here that are Brazilian. In both cases, langauge skills are key. We need local
poeple to have competence in English to
collaborate with our global organizaiton,
and we also need to have some Portuguese
speaking members on our staff globally.
What do you think are the greatest opportunities in Brazil the
next couple of years? When you
look at the mining business, Vale
“
The
mining
sector will
continue to
represent
the greatest
opportunities
“
and many of them are the result of fairly
recent acquisitions. Therefore, we do not
necessarily have a team with years of experience working together who know each
other and have a deep understanding of all
the various capabiltities. For that, I believe
I can act as a liason, helping to bring everyone together.
In other areas, we have some capabiltites
that are not currently well represented in
Brazil. For example, this summer we finalized an acquisition of Ludowici, the world’s
leading provider of coal centrifuges, vibrating screens and other similar products and
services for the minerals industries. I will
be working to find the best ways in which
we can leverage these capabilities here.
Also, customer service will absolutely be a
main focus area. If we intend to double our
business, we certainly cannot afford to lose
customers to the competition! We need
customers to be happy so they continue to
buy from us.
doesn’t seem to be investing as
much money as some think they
were supposed to do. Vale has
cut down the investments for the
next couple of years. How do you
see that?
The mining sector will continue to represent
the greatest opportunities. Regardless of
any market cycles, the mining sector is Brazil
is large and long term it will only grow.
Regarding Vale, they still represent a very
large account for us. It is not just big projects, but we also support their ongoing operations and maintenance.
FLSmidth has had a presence in Brazil for
more than 50 years, and for most of those,
we were primarily focused on cement. I
have spoken much about the minerals business, but the cement industry remains critical. In fact, Brazil has now more cement
production than any other country in the
Americas. We have some opportunities in
not only new plants, but we are working to
increase our share of smaller projects and
upgrades too.
FLSmidth China has set up a business model. How do you see it?
Do you see any problems with
it in the medium-long term for
Brazil? Your product is made
70% abroad and then servicing
and the technical parts are done
here. Is it a problem at all?
FLSmidth China is to serve the Chinese market. We do source some components from
China and have some manufacturing capabilities there. But, whatever we do is according to our global standards for quality.
When you think as a global company, you
cannot have boundaries and frontiers. In
cement and minerals, markets fluctuate
and you cannot very quickly build up huge
domestic capabilities to coincide with an
upturn.
It is not practical for us to have large scale,
redundant capabilities all over the world.
The strategy of FLSmidth is similar to that
of many other global companies; centralize
appropriate resources that support local
hubs. Brazil is a huge market, so although
it is not exactly a project office with a global role, it has deep resources. Obviously,
we are Brazilians, so we are pushing and
investing to make what we have here in
Brazil even better.
You are not afraid in any way
that the Brazilian government
will change the rules? I have
been very close to the Oil & Gas
segment through Petrobrás and
have seen how they have settled
the contract with local content,
which is very tough. You are not
afraid that Brazil, for some technical or political reason, in the
near or long-range future will
change that?
This possibility always exists. If something
is efficiently procured in Brazil, our strong
preference is to procure it in Brazil. If there
is a need to solely supply local content, we
are, in many cases, at no disadvantage to
our competitors. If we are challenged to
source something suitable locally, it will
be very challenging for everyone else too.
I believe that the Brazilian industry is very
well-established and that the government
will do its best to help.
How does your company attract
the best talents - both Brazilian
and foreign?
Attracting and retaining talent is viewed
with extreme importance. I cannot emphasize that enough. In essence, we are
a specialized engineering, technology firm
oct/dec 2012
65
Brazilian Review
INTERVIEW
that sells equipment and services. But, we
do not really manufacture anything. Rather, what we sell is ourselves. If our people
cannot add value, then we have nothing to
sell. Consequently, talent management is
something that transcends our human resource organization and the responsibility
is shared throughout the leadership of the
company.
Most importantly, we are a growing and
successful company. This is essential for
providing opportunity for individuals. We
work to ensure that employees have access to information, we want them to know
what we are doing and what we are about,
even if it may not impact their daily work.
Similarly, we want to make sure all have access to opportunities for advancement and
enrichment. Legally, we are officially a Danish company, but we consider ourselves a
global company. For example, all jobs are
posted globally, and may transfer abroad.
Many of our training initiatives are global.
Recently, we hosted a sales training workshop in our Sorocabo office that will soon
be replicated in the United States and then
in Denmark in 2013.
How you see the Brazilian business environment today? Lula
had a kind of emotional political
strategy for Brazil while Dilma
has more of a kind of strategic
and rational approach to politics.
How do you see the future?
Regardless of who is in office, I believe that
among most foreign companies, Brazil has
a reputation for being a difficult place to do
business. But, I counter that, and suggest
they exchange the word “difficult” with
“complex”. Complexity is something you
need to learn to deal with, something that
may have some challenges but also some
benefits. For example, why is the money
market here not so free? I have seen that
viewed with criticism, but today we are
thanking God, because if you have huge
companies with dollar accounts, euro accounts and so, can you imagine the disaster on our hands? I think that our complexity has provided some insulation from the
crisis that is happening in the world. We
have a bank system that is extremely controlled, which can be a negative factor, but
66 oct/dec 2012
thank God we have it, otherwise we would
be in the same trouble as other countries
are now.
Brazil has so much to offer. Yes, there is a
lot of poverty but at the same time there is
a lot of richness. To understand this there
is a saying in Brazil that there used to be
many Brazils. In the past, people talked
about “Brasindia”, “Brasilindia”, “Belgium
Brazil” and things like that. There is not a
big market, but there is a market, and everybody wants to stay here. And those who
are not here are looking forward to coming
here and building a factory. The largest industries and most prominent multinational
companies are all well represented here. In
mining, we have one of the biggest mining companies. In oil, I don’t even need to
mention it, but Petrobrás is one of the top
companies within this segment in the world
and will probably become, within the next
5-10 years, the biggest resource with a big
investment. In Pulp and Paper and you see
that we are one of the biggest producers,
we have the biggest factory and right now
the biggest factory in the world is being
implemented in Brazil.
When you start to look at Brazil for a potential future, you have signs that are very
interesting. I have always been an optimist
about Brazil, I believe we will always remain the country of the future.
There is an optimist-optimist,
there is an optimist-realistic and
there is an optimist-cautious.
Which one are you?
I am an optimist-realistic. I value data. You
need to have the data to support your decisions and whatever you intend to do in
your life.
You are a very busy man, what do
you do in your free time, if you
have any?
This is a top secret thing, so to speak! I am
a family guy; I love to be with my children.
My daughter is 24 and studies in England.
It’s the first time she is away from her
parents. I also have a boy who is 21 and
is studying business administration in São
Paulo.
Also, I am a Boy Scout leader. I appreciate
the perspective of young people and their
Curriculum Vitae
Francisco Davos
Experience
5 years experience in executive posi•2tions
as CEO, and Vice-president in
several industry areas as
il&Gas, Biofuels, Process Equipment,
•OMinerals.
He worked in companies all
around Brazil such as:
siminas Mecanica, Praj Jaragua ,
•UDedini
and Baker Hughes Inc.
tart his career as Project Engineer
•Sand
Project Management at General
Motors, Confab Industrial and
Cotia Trading,
Vice President of ABIMAQ –
(2010/2013);
Guest Speaker in international
Workshops and Seminars like: (2008)
– Universidad of Illinois at UrbanaChampaign –
USA – The future of Biomass; (2007)
– Johannesburg – RSA – Ethanol as a
energy provider; (2006) – Orlando – FL
–
USA – Farm to Fuel Seminar – Brazilian Model for Ethanol; (2006) – California State University – CA – Ethanol
of the Future
•
•
•
•
Education
- Mechanical Engineer•Bing,S Technology
with MBA in Industrial Administration and Operations
dreaming, “let us take on the world, let’s
change it”. It is something very motivating. In Piracicaba, a city 100km from here, I
made some very good friends and still visit
at least once a month. Once a Boy Scout, a
Scout for life.
JOL
oct/dec 2012
67
Eduardo Grecco
Regional Vice-President
How is Christian Hansen doing
at the moment on the Brazilian
market?
Christian Hansen is doing very well; we are
not only growing along with the market,
but also in terms of market share. We are
today present in three of the most important food markets, namely cultures and
enzymes for dairy products and natural
colors for the entire food industry. Within
cultures, we are growing quite a lot and
gaining market share as well as expanding
as the Brazilian consumption is increasing, especially in products like yoghurts
where the penetration and the per capita
consumption is still very small, when compared to developed countries or even to
some of the emerging markets.
What is the growth rate for Christian Hansen this year compared
to the one in 2011?
Worldwide, it’s 9%, and our region is actually growing at a 20% level. So it’s quite a
significant growth for the reasons I mentioned before.
Your biggest clients are obviously big companies like Unilever, Nestlé, Danone, etc. How
many clients do you work with?
Is it very concentrated or do you
work with a lot of clients?
If you pick the dairy customers in the area
of yoghurts, they are very concentrated.
I’d say that five clients retain almost 85%
of the market, but when you look at the
cheese segment I believe that it is not different inform the scenario seen in Europe;
there are lots of big, medium-sized and
small clients. Within the color segment,
you do have a lot of medium and small
clients, but the big ones are very big.
Among them are the ones you mentioned, i.e. Unilever, Kraft, Danone;
they are really big, so it depends
Eduardo Greco
Regional VicePresident
68 oct/dec 2012
on the market, but I would say that our
80/20 customer is pretty much focused on
some big international key-accounts as
they are the ones that count the most.
You have around a hundred employees, and you have one factory, right?
Yes, we have one factory in Brazil.
How many distribution centers
do you have in Brazil?
We don’t have distribution centers. Our
products are very light. We sell more value
than volume. In some cases, our product
will go out by air, so it’s a highly value-added product; it’s not a heavy volume, so we
don’t need distribution centers.
Who is your competitor on this
market?
In the cheese and yoghurt market, the most
important would be Daniwhich is a German
compansco, the ex-Danish company that
now belongs to Dupont, and Sacco, the
Italian company. Then you have enzymes,
where DSM, the Dutch company, is pretty
strong and active here. Moreover, you also
have some local companies that would play
against us in this market as well. In the
color market, it is mostly Sensient, which
is an American company, GNT which is a
German company and Naturex, which is a
French company. It’s very specific on each
market. These would be our most important competitors. Depending on each market you look at, you have a different set of
competitors.
I do see this trend, not only because people
will keep eating, but especially in the case
of Brazil, where some of the good things
that Lula did were to increase the average
wages and also give a lot of subsidies to
the poorer classes, so it’s something that
we see very clearly. People are eating more
and better. The better aspect is very important because you know that we go for
the healthy food. So, if you talk about food
itself, yes, the food segment should grow
more than the economy as a whole, because there are lots of categories that still
have to be penetrated and an increase in
the average consumption on a per capita
basis still has to happen. The other factor is
because we deal with healthy food and the
healthy food segment will grow much more
than the average food segment. So, when
you talk about probiotics, you talk about
good yogurt, you talk about good cheese,
you talk about good food with natural ingredients; this food segment will grow
much more than the average segment. So I
really believe that we are on the right side
of the equation.
What are the vision and the mission of Christian Hansen?
What we want is to improve the food intake
and the health of people, and when we talk
about vision, we want to be the number
one of course in our areas of expertise, but
in a very sustainable way by respecting the
environment and everything but also in a
very profitable way. We are a public company and our shareholders deserve the very
best.
How many Danes do you have in
your organization in Brazil?
In Brazil, there is just this one that you can
see at this table. I was told that we used to
be a little bit more, but it varies. Sometimes
we have more, sometimes we have fewer.
At this very moment, we only have Gorm
working for us.
“
What
we want is
to improve
the food
intake and
the health
“
A lot of people think that the
food industry is an industry that
will continue to grow. I have spoken to the leaders of the major
food companies and they predicted a very strong growth rate
even in times of economic difficulties, simply because people
want to eat. Sometimes, in times
of crises they eat more than they
should and they drink more than
they should, that’s normally the
way it goes... Do you see it the
same way?
of people
The Brazilian economy is very
concerning for a lot of people;
some people even predict that
Brazil will have a really rough
CHR Hansen
headquarter in
Valinhos
oct/dec 2012
69
Brazilian Review
INTERVIEW
time for the coming eighteen
months. Do you think in any way
that this will reflect on your business?
Of course it will. When I told you that the
food segment will grow because consumption is growing, that’s a fact. But the acceleration of the growth will change a little
bit. That’s on the top light side. I would say
liquidity is also a point of concern, because
our consumers will face some trouble and
then they will pass these troubles backwards, so that might be another one. We
have to be prepared for this tough time. I
fully agree with you that the next eighteen
months to two years maybe are going to be
a bit tough. We have to be very clear here,
Brazil is pretty much dependent on the
prices of the commodities, the export that
we have to China and also to the European
community and to USA. You see that USA
is doing a little bit better now, but better
means not really great. So yes, it is going to
affect us, especially in the top line growth,
and in terms of liquidity and the way we
operate with our customers, I would say.
Do you have any major investments in mind for Christian Hansen in Brazil?
Not at this point. Our investments would
be minor and in the area of improving,
increasing a little bit and in maintenance,
but we do not have a master investment so
to speak. Because of the characteristics of
our products, we don’t have many plants or
many distribution centers. We have some
centers of expertise. Here in Brazil, we are
experts in production of some colors such
as annatto; it’s called Urucum in the local
language. In Peru, we produce other colors
like carmine. In Denmark and France, we
produce some other colors yet. We don’t
want to radically change these centers of
expertise, because we want to keep the leverage and the cost as low as possible. So,
we have investments in Brazil right now,
but not master ones.
When is Lars coming to visit you?
That’s a good question... When he visits us,
he visits the entire region, not only Brazil.
He comes to Argentina; he would probably
go to Peru where we have important investments. I believe it would be his next place
to visit. I don’t have the dates though.
Is it this year or next year?
No, I don’t see Lars coming here this year.
Next year maybe. There are meetings that
we have during the budget set-up, so there
will be a possibility of Lars coming to join
us around May of 2013.
If he comes, we would very much
like him to be a speaker at the
Chamber and invite the whole
community to hear him. You can
extend an invitation to him.
JOL
70 oct/dec 2012
Curriculum Vitae
Eduardo Grecco Lemos
•2011 - Chr. Hansen - Central & South America Vice-President
•2005 - 2010 Pactiv / Reynolds
•Packaging - CEO Mexico
•2000 - 2005 Reckitt Benckiser Latam
Sales Director
•1996 - 1999 Colgate, Kolynos - Sales
Director
•1989 - 1996 Unilever - Trade
Marketing Manager
Education
•BA - Fundação Getulio Vargas - SP
•Law - USP São Francisco - SP
oct/dec 2012
71
Scandinavia Designs
Pelikan chair
by Finn Juhl
72 oct/dec 2012
In the “Brazilian Review October/December 2007” issue
there was an introductory article about the newly established
Scandinavia Designs. The article described our initial ideas
about distributing a few Danish brands to selected Brazilian
clients. At the end of the article, we talked about our thoughts
and ideas of maybe opening our own showroom with a combined store in order to display both brands and products in the
right surroundings. “Our business model is flexible but let’s
see what the future brings” the article ended.
Right now you are reading the October/December 2012 issue of the same magazine. It’s been 5 years, but it seems like
yesterday. What has happened?
Scandinavia Designs is today located in the heart of Jardins. We followed the showroom idea and after some intensive search, we found an old fitness center that was left
overnight by the tenant. It took 4 months to transform it into
the 300 m2 white “cube” that is our platform, showroom &
retail store.
Cocoon by Eilersen
Today we are representing more than 25
brands. The majority is Danish but new arrivals from Norway, Sweden and Finland
have been added. We target 4 different segments: Architects, Consumers, Wholesale/
other shops and B2B/Corporate clients.
As “Scandinavian Originals” – we only
select objects that we love and see a potential in – that being furniture, lamps, objects and gift articles. The mix of products
we offer, and the layout or our store (with
elements of a gallery, museum, a normal
store and a showroom) makes our difference. Our customers are buying into the
Scandinavian lifestyle, we are not only selling them products.
Brazilians like design from Scandinavia.
Maybe that’s not that surprising as some
of the most renowned Brazilian designers were clearly influenced by some of the
famous designers from our region such as
Finn Juhl, Hans Wegner just to name a few.
Naturally it has helped that Brazilian media
has used Scandinavia Designs as a reference more than 800 times since we started
doing PR activities in 2008.
Business unusual
In addition to PR we have been hosting
events with different partners. One of the
unusual ones was a 60 minute panel discussion with HRH Prince Joachim talking about
Danes and Denmark. Another was Volvo’s
Chief of Design, Peter Horbury, sharing his
insights on Volvo’s design strategy.
The recent COOL DENMARK event was
unique not only because of HRH Crown
Prince Frederik and HRH Crown Princess
Mary participating, but the idea of integrating gourmet, design, architecture, music
and fashion into just one event was special.
Being “local Danish Brazilians” we are
often approached by Danish companies
that would like to do business here. Brazil
has been portrayed as one of the bailouts
of the current crisis in Europe. We normally
tell them the following. Yes, the potential is here. Yes, the market is increasing.
Yes, the economy is as stable as ever. BUT,
if you are not prepared for the long haul
with bumps on the road including one or
two budget overruns it’s better to go back
and reassess. You have to prepare for issues that normally for Danes are unintelligible. It took us a couple of years to really understand the term “Custo Brasil”.
Just look a couple of months back when
the “customs department” went on strike
which paralyzed both import and export
businesses. Actually McDonalds almost ran
out of French fries because they were short
of imported potatoes.
Grasshopper
from GUBI
Back to the future
There are many new upcoming and innovative designers entering the Nordic design
scene – and it makes it even more interesting to follow but also hard to choose new
brands or new products.
Lately we’ve introduced 4 new brands.
Finn Juhl – by OneCollection.
Recognized as the father of Danish Design, Finn Juhl became world famous for
designing the United Nations Trusteesship
Council. Among his most famous furniture
is the Pelican chair, the Poet Sofa and the
Chieftains chair. If you are in Copenhagen
it’s worth visiting “House of Finn Juhl” at
the Ordrupgaard Museum.
Northern Lighting is a very innovative
lamp manufacturer from Norway – inspired
by the Nordic light. They have a unique way
of being both warm, humorous and beautiful at the same time.
Lightyears from Denmark is also new
in our showroom. Functional lighting, but
at the same time offer an aesthetic experience, whether lamps are on or off.
Eilersen sofas. A competitive Danish alternative to the Italian manufacturers that
are dominating the market for imported
sofas in Brazil.
Nosy table
lamp by
Lightyears
Trash Me by
& Tradition
made out of
egg-boxes
apr/jun 2012
73
AJ Floorlamp - Poet sofa - Eye table Pendant by Verpan - Chieftans chair by Finn Juhl
Last year we introduced our corporate
catalog which showed a wide selection of
corporate gifts that makes a difference.
Giving companies a good opportunity to
differentiate themselves in front of their
most valued clients. Our clients include
both Brazilian and Scandinavian companies. Importing directly from manufacture,
enables us to pass on sizable discounts at
larger volumes. The challenge is getting
companies to accept that importing takes
74 oct/dec 2012
Caravaggio pendants from Lightyears TIO chair from Massproductions
time why they have to place orders in advance. Our 2012 corporate catalog is available directly from our website.
New store just opened
We have just launched a brand new online store that opens our doors to new
clients in all regions of Brazil. Not surprisingly it was a bumpy road getting the new
site launched, but at the end we believe it
was worth the journey. www.scandinaviadesigns.com.br.
Who knows what the future will bring?
Many new ideas will be nurtured, but in 5
years the “Brazilian Review October / December 2017” issue will give us some of the
answers.
Scandinavian Designs
www.scandinavia-designs.com.br
apr/jun 2012
75
Tivoli’s old and cherished
Pantomime Theatre
has seen an exciting
development over the past
few years. Challenging
premieres, international
ballet corps, a new ballet
school and a spectacular
Nutcracker production have
been milestones throughout
the change, which also
reveres the old pantomime
tradition. At the head of the
company is Artistic Director
Peter Bo Bendixen.
76 oct/dec 2012
News from
an old theatre
Keeping traditions alive
At the core of The Pantomime Theatre repertoire are 16 classic pantomimes starring
Pierrot, Harlequin and Columbine. Several
of the shows date from before Tivoli was
founded, and were first seen on the bill for
performances at the Court Theatre in Christiansborg by the families Price and Casorti
in 1800. The sixteen shows all have the
same plot: Columbine is in love with Harlequin, but her father Cassander thinks him
an unsuitable match and asks the family
servant Pierrot to make sure that the lovers
do not meet. Pierrot is easily tricked and
Harlequin has magic powers, so every show
ends with the fairy godmother blessing the
union of the two lovers. Each performance
runs for about 30 minutes and is a mix of
Columbine’s pretty tutu and pointed shoes
and Pierrot the clown’s basic humor.
Peter Bo Bendixen explains: “This is not
only a Tivoli Gardens tradition, which is important in itself. It is also a part of Danish
and European theatre history which is only
preserved in Tivoli; you will not see these
shows anywhere else, even though they
were popular throughout Europe 200 years
ago. Many of Tivoli’s guests have a long
history with the pantomime having seen
them since childhood and have a great love
for them. So, it is very important that we
take care of our heritage and make sure
that even children and youths today are
amused by the pantomimes. Ever since I
have been appointed artistic director, we
have taken a couple of the old shows every year and looked at them afresh. We
make sure that the story is clear and that
the steps, gestures, costumes and makeup are all aiding the storytelling. Since the
world is changing and people are chang-
ing, the pantomimes have to change with
the times, but in a subtle way, to remain
relevant to a modern day audience.”
And it would seem that this approach
works. Hundreds of people gather for each
performance, and many who pass the theatre on their way somewhere else stop to
enjoy this charming cocktail of graceful
ballet and good old slapstick fun”.
Staying fresh
However, to stay fresh Peter Bo Bendixen
also makes sure that his dancers are challenged with new works by internationally
acclaimed choreographers. Tim Rushton
(originally from the UK) and Marie BrolinTani (originally from Sweden) have choreographed two of the 2012 premieres which
also include a new ballet by English choreographer Michael Corder.
Renowned hip-hop choreographer Steen
Koerner has created four works for the Pantomime Theatre over the years using the
old characters and traditions in fresh and
contemporary ways.
“It is of vital importance that we as
a ballet company keep challenging ourselves. If the work is not interesting, I will
not be able to attract the best dancers, and
if the dancers are not good, we will lose interest from the public. We are lucky in that
many dancers from all over the world want
to dance with us, and that’s because we
bring something interesting to the table,”
says Peter Bo Bendixen.
The dancers are picked at auditions in
Copenhagen and London or sometimes
hand-picked by Bendixen who visits with
many ballet schools during the year. In
2012 there are dancers from Denmark,
Finland, Norway, Latvia, France and the
UK in the Company. They have all had to
learn to deal with the special conditions at
the Pantomime Theatre: “We have an old
theatre with a rake, a slope, like in the old
days. So, a dancer has to learn how to find
his balance. Also, we perform outdoors in
daylight. If it rains, people leave, and you
can see everything that is going on in the
audience: People talking to each other, eating ice creams or leaving in the middle of
the performance to keep an appointment,”
Bendixen explains.
The Nutcracker
The dancers in the 2012 Tivoli Ballet Company have a big assignment ahead of them.
After four half-hour ballets at the Pantomime Theatre, HM Queen Margrethe has
agreed to design the sets and costumes for
a new splendid production of The Nutcracker choreographed by Peter Bo Bendixen.
“We have moved the plot to Copenhagen in the 1870s. I have wanted to stage
the Nutcracker in Tivoli for a long time.
The music and the story have such great
appeal, and many of us will remember the
feeling of becoming enveloped in the fairy
tale as the performance progresses. For me
it seems natural for this fairytale to take
place in Tivoli.” Bendixen says. “I want to
present the Nutcracker as a show for the
whole family that will thrill children and
adults alike and allow them to share an experience with each other.”
Children will be cast as the many mice
of the Mouse King’s army. Most of the kids
will come from Tivoli’s very own new ballet school which opened with two summer
camps in July and August and has its first
full class in September.
“2012 is a busy year for us, but also a
very exciting year. I feel we now have the
company I have been working towards, and
we are ready for anything,” Peter Bo Bendixen concludes.
Tivoli
The Peacock Theatre
Curriculum Vitae
Peter Bo Bendixen
Bo Bendixen, born 1965, became
•Peter
artistic director at Tivoli’s Pantomime
Theatre in 2006. He is also in charge
of international ballet performances in
Tivoli such as the Alvin Ailey American
Dance Theater in September of 2012 and
Pilobolus’ Shadowland in April of 2013.
In November of 2012 Bendixen’s first
full length ballet as a choreographer
opens: The Nutcracker with set designs by HM Queen Margrethe.
Bendixen trained as a dancer at the
Royal Danish Ballet School from 1974
and was employed as a dancer at the
Royal Danish Ballet in 1983. His breakthrough came in 1985 when John Neumeier created the title role of Amleth
for him. In 1986 he was hired for John
Neumeier’s ballet company, Hamburg
Ballet. In 1989 Peter Bo Bendixen returned to the Royal Danish Ballet,
where he was appointed Soloist in
1991 and Solo Dancer in 1993. For a
number of years Bendixen was artistic
director for Principals and Soloists of
the Royal Danish Ballet, a touring division of that ballet company.
Peter Bo Bendixen has also been an
expert judge in talent shows on Danish TV networks.
•
•
•
Tivoli’s oldest existing building is the Peacock Theatre
from 1874. It is designed in the Chinese style with dragons and other characteristic symbols. The architect was
Vilhelm Dahlerup, who at the same time worked on The
Royal Theatre in Kongens Nytorv.
The theatre works in the old-fashioned way, where
backdrops and wing flats are operated by hand. Just
to lower the peacock curtain five stagehands are put
to work.
Above the stage are four Mandarin letters saying ‘Joy
Together With People’, which is taken to mean that you
find true happiness by sharing it with someone.oct/dec 2012
77
Valdemar Castle
Valdemar Castle was built by King Christian IV and stood completed in the year
1644. It was built for his son Valdemar who
however never moved in as he was killed in
battle in Poland in 1657. The estate reverted to Valdemar’s mother, Kirstine Munk,
the king’s mistress.
After the death of Prince Valdemar the
castle was never inhabited and slowly
started decaying until the property was
sold to a wrecker from Copenhagen.
In 1677 admiral Niels Juel, who commanded the Danish navy, won a significant victory
over the Swedish fleet close to the Bay of
Køge south of Copenhagen. A considerable
number of Swedish ships of the line and
smaller vessels were captured and the admiral received 10% of the value of the captured
vessels and provisions as prize money. But
at that time the King’s coffers were empty
after a yearlong campaign and he was not
78 oct/dec 2012
able to pay Niels Juel in cash. Instead the
admiral received a title of the crown land on
the island of Taasinge (the estate without
the castle) as all the buildings had been sold
to a wrecker. Consequently Juel had to buy
the castle and all the buildings from the new
owner who had luckily not commenced demolishing King Christian IV’s edifices – hence
the estate ended with our family in 1678 and
has remained in the family Juel since then.
Incidentally building materials as opposed to
labour were so expensive that a Copenhagen
wrecker could earn money by buying houses
and castles, tearing them down and shipping
the materials to Copenhagen by sailing ship.
The castle has been through three significant building and rebuilding periods.
First of all the construction of king’s initial
castle and further buildings where we unfortunately have no records except a print
from the period in an atlas over Danish cas-
tles, manor houses and listed buildings by
a gentleman named Resen. Upon receiving
ownership admiral Juel had to completely
rebuild the castle, domestic buildings etc.
for the second time. And in the 1750’ies my
great, great etc. grandfather rebuilt everything to how it stands today including the
two gate lodges, tea pavilion and mirror
lake and the two stable blocks.
The contents of the castle has been collected over the centuries following Juel’s
take over where the most important objects on view are the paintings and several
pieces of furniture and porcelain where
the most important pieces are included in
the picture gallery.
Valdemar Castle has always been important in the history of our country not least
because it is the only royal palace on private hands. We have been open to the public since 1974. Apart from the private apartment in the north wing the whole castle is
open where around 8.000 square meters
can be viewed including the chapel in the
south wing, the former private bed and
bathrooms, the ballroom, drawing rooms
etc. all furnished with historic pieces of art
and furniture.
We have about 30.000 guests, not including our concert and fairs, where we
have about 50/60.000 further visitors. The
fairs include an exhibition of jewelry, furniture and household decorative objects,
and at Christmas time we have a fair targeting the Yuletide traditions. Annually we
have an open air opera and in the summer
a modern music concert.
The family coat of armes, the traditional
and oldest, consists of a shield with a blue
background a gold star above three waves
with two human arms above holding a
golden star. The family Juel – now spelt
Iuel – has been on record in Denmark since
the 1350’ies. Where we originated is an unknown question. Some believe we arrived
from England after Thomas Becket was
murdered, but all this remains unanswered.
Later, when one of my ancestors married a
lady with the surname Steglitz von Brockdorff, our surname was changed to IuelBrockdorff with a more elaborate central
European type coat of arms. However in
our family we prefer the more primordial
original coat of arms with his motto ‘Nec
temere - nec timide’ translated to: ‘Not
rash – not timorous’. Being the admiral in
command, Juel had to stem his possible
temper but at the same time never show
weakness or cowardice.
On the estate we grow cereals, some
grass seed and rapeseed, and from the forests mostly beech wood, ash, maple and
some Norway spruce and some Christmas
trees are harvested. Unfortunately we have
no livestock – a farm without livestock is
sadly not a ‘real’ farm. However, we do
some shooting. We have fallow deer and
roe deer where the surplus is shot, always
shooting the weaker animals thus developing the stock. Pheasants are also shot.
Shooting driven pheasants flying high is
great sport. Usually with eight guests the
gentlemen spend the day in the fields and
forests, and the wives always join the men
for a black tie dinner in the evening.
Although being old and quite famous
there are no confirmed ghost stories attributed to the house although we have a true
story – time making it more and more romantic. The story from the late 19th century
about a very beautiful ‘circus princess’ and a
Swedish army officer, incidentally married in
Sweden. They fell terribly much in love. But
as the future was futile for them they decid-
ed to commit suicide in one of our forests.
They were found by one of the foresters who
placed a stone where he found the couple.
And today this spot is visited by hundreds,
maybe thousands each year and we often
find wreaths and flowers by the stone.
The castle, it is said, was visited by Hans
Christian Andersen but none of his authorship bears witness to this. But a poet, Ambrosius Stub, well known in Denmark, was
a tutor to the children of the time at Valdemars Slot. We have some of his original
manuscripts and our oldest oak tree, five
or six hundred years old, bears his name
The Stub Oak.
Niels Juel
oct/dec 2012
79
Baron Niels Iuel-Brockdorff and his wife Baroness Molise Iuel-Brockdorff
Running an estate is quite difficult in
Denmark of today. With a huge castle and
numerous listed buildings the cost of maintenance is exorbitant. This being the fact we
chose to open the house for paying guests
to help generate monies for the upkeep.
Although a great part of the world’s population is starving there is no possible way
of getting enough foreign aid for our produce to be purchased and sent to the needing. Most of our products are sold domestically or go to the EU. With wages at our
present level the profit margins are quite
small. My father remembered when 100 kilos of wheat could pay for a farmworker’s
daily wages, while now the same 100 kilos
will not even cover an hour’s wages for the
‘same’ employee. Farming and forestry is
not a good business but I think having an
estate is probably the most rewarding way
to spend one’s life.
You ask if we have a certain business
model by which we run Valdemar’s Castle.
Probably the same model as most present
owners of historic estates live by, ‘making ends meet’, and trying to maintain the
beautiful places that we love and that represent a great part of our country’s history.
Ensuring that the next generation can
take over is an ongoing consideration we
all daily spend time pondering over. It is
not easy bearing in mind the costs involved
with taxes, death duties or capital transfer taxes and so on. You ask if it always is
the first born son who is destined to take
over as the next generation. It is very common but once in a while the first born son
does not want to take on the responsibil-
ity, sometimes a generation is skipped so a
grandchild takes over instead. Sometimes
there are no sons and a daughter becomes
the next generation. And if the owner is
childless the estate will probably go to a
close family member.
In my case I have no sons but two daughters Caroline and Louise, 36 and 32 years
of age, and at present we are working on
passing the place over to my grandson,
Alexander, Caroline’s eldest son. And I am
looking so much forward to seeing the thirteenth generation of our family at Valdemar Castle ‘coming of age’ and thriving in
his job. My grandson is at present being
educated in the UK followed by university
somewhere relevant to his future active
life. He is completely bilingual and shall be
prepared to take over his father’s estate
in England while also running his Danish
property. He is a lovely young man and I
have great expectations regarding him as
my successor at this historic place.
I am glad and proud that you mention
Valdemar Castle as one of the most beautiful castles in our country which in fact
has many lovely stately homes. And you
ask how we manage to keep it in such
good condition. So far we have been lucky
and have managed to get donations which
help a lot. It has never been easy – but
remember – it is a way of life, a wonderful
way of life. I would never have been without. Taking care of the culture and history
of our estate shall in the future also give
my grandson the same feeling of achieving something meaningful and important
for the coming generations and the history of our country.
Baron Niels Iuel-Brockdorff
80 oct/dec 2012
oct/dec 2012
81
Brazilian Review
INFORMATION
VIKING Life-Saving Equipment
expands presence in Brazil
VIKING Life-Saving Equipment is the
global market leader in offshore and maritime safety equipment. Founded in 1960 in
Esbjerg, Denmark, the company has more
than 50 years of experience and today operates in every corner of the world. VIKING
provides the full range of safety gear, including liferafts, individually fitted and
standard evacuation systems, immersion
suits and lifejackets, fire-fighting gear and
life-saving equipment.
Brazil expansion
In recent years, VIKING has expanded its
business into Brazil in order to strengthen
its global network of safety solutions and
its position as the global marine safety experts. The company opened its first subsidiary office in Rio de Janeiro in 2009 with an
aim to offer even better service to its expanding portfolio of customers operating
82 apr/jun 2012
in the region. The VIKING service station
in Mage commenced its liferaft servicing in
November of that year, and the company’s
presence has continued to grow in size and
level of productivity ever since.
In September 2011, VIKING opened a second service station in the Sao Paulo seaport of Santos. With a daily capacity up to
15 units of 25-man liferafts, the Santos facility has been hailed as the largest liferaft
servicing station in Brazil – and maybe in
all of South America.
Two more service stations, one in Recife
and one in São Luis, will open for business
in the third quarter of 2012 and a third station is set to open in the fourth quarter of
2012. “Brazil’s highly developed offshore
and commercial shipping markets make it
a strategically important location for VIKING,” explains Sales Director Mette Line
Pedersen. “The additional premises will enable our company to be more cost effective
while focusing on reliable sales efforts and
top-notch servicing of safety equipment. We
are excited to be able to bring our unique
safety solutions for offshore platforms –
including evacuation systems, protective
clothing and lifesaving appliances – to even
more customers around the world.”
The Sugarloaf crew
Located in the company’s head office near
Rio de Janeiro’s famed Sugarloaf Mountain,
Sales Director Mette Line Pedersen and her
staff of 21 administrative and technical
professionals are dedicated to serving VIKING customers throughout Brazil.
“At VIKING, our global stock points ensure customers get fast delivery times at
competitive prices,” says Mette Line. “And
establishing a sales base in Brazil has given
us even better representation and coverage
in the region.” Mette Line has been with
VIKING Brazil since July 2011, and she has
worked hard to strengthen the company’s
commitment to superior customer service.
She has an extensive offshore background
that includes six years with VIKING in Singapore and three years in Aberdeen.
“All of us in the Brazil head office are focused on our customers,” says Mette Line.
“We make an effort to understand their
core business and their needs, so that we
can best assist them. Our Brazil branch offers everything from routine and emergency servicing of safety equipment on board
to VIKING’s range of total concept service
packages – all at competitive prices.”
The benefits of a global
network
VIKING has manufacturing facilities in Denmark, Norway, Thailand and the US, giving
the company full control over the value
chain and worldwide access to product experts. VIKING’s flexible service offerings include multi-year agreements at fixed prices
for predictable budgeting and full transparency, or attractive day rates that are
available with or without an agreement.
Viking Life-Saving Equipment
For more information about VIKING Life-Saving Equipment and
its products and services, visit
http://www.viking-life.com
apr/jun 2012
83
Ekorne’s sales office in South America
“Dream Team” in Brazil
From an office in Sao Paulo this group
is responsible for Ekornes’s sales activities
throughout South America.
Ekornes’ Stressless® brand is positioned at the high end of the Brazilian
market. This is a segment dominated by
Italian-inspired furniture, where both
interior architects and designers have a
great deal of influence. The challenge for
Ekornes has been to create a niche for our
recliners, focusing the attention on the
brand’s promise of superior comfort combined with attractive Scandinavian design. Efforts are currently being made to
develop alternative distribution channels
outside the traditional furniture shops in
order to reach more consumers.
After a great deal of hard work we have
been successful in launching our product
line at FNAC, a major French retail chain,
whose parent company PPR also owns the
Gucci and Yves Saint Laurent brands. FNAC
has 11 stores across Brazil. For further expansion outside the Brazilian market, we
are also looking towards Chile and Argentina as potential markets. This will be a next
step in our South American strategy.
84
jul/sep 2012
Development in Operationg Revenues the last ten years
Development in Pre-tax result (EBT) and Operating result (EBIT)
Ekornes Managing Director César Garrubo
Ekornes
aims to be
one of the
world’s most
attractive
suppliers
of furniture
for home
furnishings
jul/sep 2012
85
This is Ekornes
Ekornes ASA is the largest furniture manufacturer in Norway and owns such brand names as Ekornes*, Stressless* an
Svane*. Stressless* is one of the world’s most well-known furniture brands, while Ekornes*, Stressless* and Svane* are the
best known brands in the Norwegian furniture market. Manufacturing is handled by Group’s three production companies at
seven factories, six of which are located in Norway. Ekornes also has a sofa assembly plant, located in Morganton, North
Caroline, USA. The Group’s production are sold in large parts of the world through its own sales companies or importsnts in
selected markets.
Ekorne’s business its to offer products that, in terms of both price and design, appeal to a broad audience In addition, the
Group aims to develop and manufacture products offering excellent comfort and functionality.
Ekornes selss its products through specially selected distributors markets all over the world, and to parts of the contract
market in the Nordic region (maritime and hotel).
Ekornes ASA’s head office is located alongside the Group’s main Stressless* manufacturing facility at Ikornnes in Sykkylven,
on the west coast of Norway.
Ekornes ASA is the parent company of the Ekornes Group. The Group’s production facilities are organised according to product area: Stressless, Ekornes* Collection (sofas) and Svane* (matstress). Ekornes ASA provides all shared services, including
group management, marketing, purchasing, accounting and finance, as well as product development for the Stressless* and
Ekornes* Collection segments.
The Ekornes story began in 1934 when company founder, Jens E. Ekornes, started manufacturing furniture aprings at the J.E.
Ekornes Fjaerfabrikk in Sykkylven. The first Stressless* recliners were launched in the Norwegian market in 1971.
Ekornes
86
jul/sep 2012
Malin Håkansson Teles, César Garrubo, na Flávia Barbosa Almeida and Hay Wernick
jul/sep 2012
87
Novozymes to expand
activities in Brazil
Cellulosic Ethanol is becoming a reality
in Brazil with Novozymes’ enzyme technology. The regional branch from the Danish
company, settled in Araucaria at Parana
State, works together with customers
across a broad array of industries to create
tomorrow’s industrial biosolutions, improving business and the sustainable use of our
planet’s resources.
As the world leader in bioinnovation,
Novozymes is determined to become a
worldwide reference in innovation for providing solutions to convert biomass into
chemicals and advanced biofuels[i]. Moving along the path to full-scale commercialization and the Brazil toward a more
affordable clean fuel for our cars, buses,
and trucks, enzymes enables cost-efficient
conversion of biomass to ethanol. The cutting-edge enzyme from Novozymes, Cellic
CTec3, decreases costs and increases yields
in production of advanced biofuels from
sugarcane bagasse and other agricultural
residues and waste.
By 2013, the Brazilian bioenergy company GraalBio will be among the first companies in the world to produce commercial
volumes of cellulosic ethanol when they
open their new facility in Alagoas State.
88 oct/dec 2012
The plant will produce 82 million liters of
ethanol per year from sugarcane bagasse
and straw and Novozymes will supply the
plant with enzymes.
As the advanced biofuels industry in Brazil scales up over the coming years, demand
for enzymes is expected to follow and Novozymes, that began its operations in Brazil
in 1975, has therefore begun searching for
locations for new enzyme manufacturing
plants in the country.
“Novozymes is proud to supply our customers in Brazil and Latin America with
the most advanced generation of enzymes
world-wide. Enabling cellulosic ethanol
commercial availability defines a new age
for the industry with more focus in sustainability and energy efficiency”, says Novozymes’ Regional President for Latin America, Pedro Luiz Fernandes.
The advanced biofuels industry is taking off in Brazil and Novozymes remain
confident that cellulosic ethanol will play
a significant role in Brazil’s energy matrix.
“To support this, we are looking to establish new enzyme production facilities in
Brazil, dedicated to making enzymes for
the biofuels industry. The location of new
plants will, among other things, depend on
where the industry is expected to scale up,
where Novozymes’ partners are located,
and where the best framework conditions
exist”, says Pedro.
Global production capacity of ethanol
from cellulose is estimated, under planned
construction, to reach about 57 million liters in 2012 and 945 million liters in 2014.
A recent study by Bloomberg New Energy
Finance estimates that the advanced biofuels industry has the potential to create millions of jobs, economic growth, and energy
security worldwide.
Looking at Brazil alone, the study shows
that the country could produce more than
170 billion liters of ethanol every year, replacing 83% of its gasoline consumption
by 2030. This would create 1.25 million jobs
and reduce CO2 emissions from gasolinebased transportation by 67%.
Novozymes
[i] Advanced biofuels are produced from cellulose in biomass such as wheat straw, corn
stalks, sugarcane bagasse, household waste,
or energy crops such as switchgrass. The biomass is first broken down into a pulp. Enzymes
are then added, turning the pulp into sugar
that can be fermented into fuels, feed, and
chemicals.
Alfa Laval Aalborg
Rua Divino Espírito Santo 1100
Carangola, Petrópolis - RJ
CEP 25715-410 - Brasil
Ph: 55 24 2233-9963
Fax: 55 24 2237-6603
[email protected]
Market leader to
Brazilian Industry in
oil & gas fired boilers
www.aalborg-industries.com.br
www.alfalaval.com
oct/dec 2012
89
Brazilian Review
PROFILE
Alfa Laval Aalborg Brazil
wins Large Boiler Project from
Rolls Royce Energy
32 WHRU’s For Rolls Royce /
Petrobras FPSO’s
Alfa Laval Aalborg finally had the contract
signed with Rolls Royce. The first purchase
order was received on the 21st of March.
The order is very important. 32 large
Waste Heat Recovery (WHR) boilers for
Rolls Royce gas turbines to be installed on
8 Petrobras FPSO´s. The total contract will
be around DKK 220 million.
It has been a long process, running
over 1 ½ years, with lengthily contract
negotiations in Brazil and USA. The
company was inspected and evaluated by
Rolls Royce’s auditor team twice before the
green light.
The 8 FPSO hulls are currently under
construction in Rio Grande do Sul.
Rolls Royce has plans to build a new
factory at Santa Cruz on the western fringes
of Rio de Janeiro city. Rolls Royce won the
90 oct/dec 2012
energy modules in a heavy competition
with other international gas turbine
suppliers as GE, Siemens and Dresser-Rand.
we delivered a similar, but smaller project
for the Mexilhão gas platform. This gave us
a strong reference. About 80% of Brazil’s
oil is produced offshore of Macaé.
Local Content Requirement
Brazilian local content requirements
have reached new heights for this sector.
In our case the requirement was 65%. This
will be verified by international inspection
companies as DNV.
Aalborg Industries in offshore
in Brazil
We have for several years been focusing
on offshore and have built up engineering
expertise in this area.
We have carried out a few projects for
Petrobras from our set up in Macaé, from
where we are supplying both service and
repair to the oil & gas platforms. In 2009
AI-RIO WHR Boilers
The 8 FPSO’s will be used for the first
phase of Santos Basin Pre Salt Project. The
FPSOs will produce oil and gas off the coast
of Brazil in the Lula and Guará oil fields,
which lie beneath more than 2000 metres
of ocean and a further 2000 metre thick
layer of salt.
The purpose of WHR boilers is to deliver
process heat (hot water) to the FPSO, where
pre-processing is taking place by separating
gas and oil and discharging water, in this
process steam is very important. Our WHR
boilers are placed after the gas turbines,
from where they recover the heat from the
exhaust gas.
Alfa Laval Aalborg - Brazil
Main Features
Service:.............................Process Water Heating
Nominal Duty:...................................... 26,8 MW
Operating Temp. (Water/Exhaust Gas):.... 130/493oC
Heating Surface:...................................... 2172m2
Total Length:........................................ 6,510mm
Total Width:.......................................... 5.700mm
Total Height:........................................19.477mm
Total Weght (Dry):................................... 72,2ton
Design and Manufacturing
Alfa Laval Aalborg
We had to follow strict Petrobras
and Rolls Royce specifications, and to
participate in many technical meetings to
get project approval.
A very comprehensive inspection plan
is being set up. It will include inspection
by end user Petrobras, the project owner
Rolls Royce, ABS- American Bureau of
Shipping, and ASME code adherence
controlled by Lloyds.
Alfa Laval Aalborg Brazil is a boiler and
energy company, with approximately 400
employees. We are since December 2010 a
member of Alfa Laval Group.
With more than 11.700 boilers delivered,
the company is market leader in the
industrial oil & gas fired boiler sector in
Brazil.
Knud Bach, Managing Director
Future / Prospects
We see a very promising FPSO WHR
market here in Brazil, where Alfa Laval
Aalborg Rio is very well positioned.
But our main market is the Brazilian
industry, where we remain confident of
Brazil’s continued development.
You cannot be global without being in
Brazil!
Knud B. Bach
Managing Director
Alfa Laval Aalborg Brazil
www.aalborg-industries.com.br
Business Luncheon
Octavio de Barros
Chief economist from Banco
Bradesco Octavio de Barros gave
a presentation to a full house at
the Danish-Brazilian Chamber of
Commerce with the title: GLOBAL
BAD MOOD AND IMPACTS ON THE
BRAZILIAN ECONOMY.
It was greatly appreciated.
JOL
oct/dec 2012
91
Oticon
(William Demant) in Brazil
Curriculum Vitae
Morten Helberg
Innovation, advanced technology, and
excellence in service. These are the fundamental standards for the William Demant
group in Brazil, a multinational holding
from Denmark that has been operating on
the Brazilian market for more than 60 years.
With experience and tradition in the hearing
aid industry, the company holds the leadership position within this business segment.
William Demant Brazil is active in three
different business areas, namely hearing
aids, diagnostic instruments and bone anchored hearing devices. Oticon is active in
wholesale of hearing aids, and the company works with Brazilian public institutions,
besides multibrand dispensers.
Through Telex Soluções Auditivas, this
company owns more than 70 shops throughout the country where the hearing impaired
can acquire hearing instruments with advanced technology that assist all levels of
hearing losses. Due to its well-trained audiologists and employees, hundred of thousands of Brazilians have recovered the joy
of hearing, together with self-esteem, communication skills, and social life.
Among the most modern hearing solutions sold by Telex is the instrument Claris
K 220, a complete premium hearing instrument line, almost invisible to the eye that
enables anyone who has a hearing difficulty
– from the smallest to the severest degree
- to feel confident to participate actively in
conversations, even in difficult situations.
Kids receive special attention by Telex.
The company has created an exclusive pediatric department named “Cuidado Auditivo
Amigo da Criança” (Child Friendly Hearing
Care). Its purpose is to help children with
hearing loss to reach their maximum potential. For that they count on this program
coupled together with counseling and fitting of hearing instruments and accessories.
Being connected is essential in today’s
world. To help the hearing impaired, “ConnectLine” is a product line that ensures
greater freedom and confidence in communication. This system connects itself
wirelessly to hearing instruments as well as
to TVs, radios, telephones and cell phones,
computers, MP3 players, videogames, and
even the car’s GPS system, ensuring that
•Born in Sæby - Denmark
•Education: MBA IMD
Work Experience
•KPMG
•Arla Foods
•Clarke Modet
•Oticon since 2003
the user experiences life the same way as
a normal hearing individual does.
Besides the hearing solutions customized for every kind of need, the company
also performs in another relevant field:
audiologic and otoneurologic diagnostic.
It distributes iInteracoustics in Brazil –
selling a complete line of equipment with
advanced technology, for the proper diagnostic of pathologies related to hearing
and balance, such as audiometers, impedanciometry, otoacoustic emissions, hearing
aid analyzers and VNG, an equipment that
offers an advanced technology to diagnose
balance disorders.
The group has created “Viva o Som”
Foundation, that promotes social deeds
in needy areas. The first project is in the
Amazon where it has a clinic for audiologic
assistance, donates hearing aids, promotes
lectures on hearing loss for parents, teachers and hearing care professionals. The
clinic depends on volunteers from many
different countries.
Oticon
Oticon laboratory
in Rio de Janeiro
92 oct/dec 2012
Introducing the new high tech
hearing aid with wireless connectivity!
Control your hearing aids from
a discreet distance with
RESOUND UNITE™ REMOTE CONTROL
Get ultimate portable voice
and sound streamer with
Hear TVs, computers and many other
audio sources effortlessly with
RESOUND UNITE™ MINI MICROPHONE
RESOUND UNITE™ TV
oct/dec 2012
93
GN ReSound
The GN ReSound Group is one of the
world’s largest providers of hearing instruments and diagnostic audiological instrumentation. The company’s primary goal
is to improve the quality of life for people
with hearing loss.
Years of experience in the field of hearing health care combined with intense and
comprehensive R&D has given GN ReSound
deep insight into both technology and human behavior. This is why, they believe,
they’re uniquely positioned to make a real
difference and have been able to provide
innovative solutions.
Now part of the GN ReSound Group, the
company ReSound was founded in 1943.
ReSound is known for providing excellent
sound by offering innovative hearing solutions that combine original thinking and
design with solid technology - all based on
deep audiological insight and understanding of hearing aid users. ReSound constantly strives to develop better solutions that
help people rediscover hearing - so they
can live rich, active and fulfilling lives.
An impressive heritage: With roots that
reach all the way back to the start of the
company, ReSound has been responsible
for a number of hearing industry firsts:
94 oct/dec 2012
WDRC (Wide Dynamic Range Compression)
broke new ground for sound processing,
DFS (Digital Feedback Suppression) was
the first system to effectively eliminate
feedback squealing and sound distortion,
and the world’s first open-standard digital chip set a new standard for flexibility
in programming. Also, the introduction of
ReSound AIR signaled the creation of an
entirely new type of hearing instrument: it
provided more natural sound and did away
with the discomfort associated with plugging the ear canal.
ReSound is represented in more than 80
countries and the Brazilian subsidiary is located in Sao Paulo. The company operates
17 own shops in the main cities of Brazil,
has more than 100 distributors and also attends the Governmental Health Policy.
http://www.gnresound-group.com/Recently available in Brazil is the breakthrough
technology of ReSound Alera®, considered
the best-selling hearing aid in 2011 around
the world. Using the pioneering sound processing technology of Surround Sound by
ReSound, ReSound Alera offers high quality
hearing in several segments.
ReSound Alera automatically adjusts to
the noise level around the users and lets
them focus on what’s important. This is one
of the greatest challenges of aided hearing but ReSound Alera allows the users to
focus on the main conversation – without
losing the sense of what’s going on around
them or being disturbed by it. So hearing
aid users will notice they can hear things
like a child whispering a secret – even in a
noisy, crowded place.
ReSound Alera has received great feedback from markets, for example from the
US. CEO Lars Viksmoen said: “In the US,
one of our early launch markets, the feedback on ReSound Alera® is very positive
and we can see that reflected in our results. Our current customers are excited,
and in addition we are not only winning
back lost customers, but also getting new
ones. And, on top of that, we are seeing
the top segments take off driven by customer preference and the focus of our promotional efforts.”
ReSound Alera offers a range of different
styles so users can choose the instrument
that’s exactly right for them. One of these
styles is the ReSound Alera Custom Remote
Microphone, which is a unique ReSound
innovation. Remote microphone technology takes advantage of the ear’s ability
to provide natural directionality and wind
noise protection. The unique design makes
it possible to make significantly smaller
and more open custom devices. With these
models in the ReSound Alera family, approximately 90% of all hearing losses can
benefit with the advanced hearing instrument technology.
Simultaneously with the introduction of
ReSound Alera, ReSound Unite® was introduced. ReSound Unite is a series of easyto-use wireless accessories that transmit
sound and commands directly to the hearing aids. ReSound Unite extends the range
of hearing aids, helping hearing impaired
people to hear even more when they’re on
the phone, watching TV, listening to music
or out with friends.
Built on a 2.4 GHz technology platform,
ReSound offers users a truly wireless solu-
GN Resound “Hearing Center” in Joinville
tion, which is unique to the hearing industry. ReSound Unite users have no need for
bulky devices around their necks and they
also avoid echoes and issues related to the
lack of synchronization between images
and sound. It’s just plug-and-play.
ReSound Unite currently offers three different easy-to-use accessories in Brazil:
The ReSound Unite TV™, where users can
hear crystal clear stereo sound from TVs,
computers and many other audio sources
- streamed directly to their hearing instruments from up to 7 meters away. Users can
hear both the streamed sound and people
around them. The ReSound Unite Mini Microphone™, a portable audio and sound
streamer, which users can clip onto clothing or plug into an electronic device to hear
voice or sound streamed directly to their
hearing instruments. It can be used in the
car, at home, at work or social events. And
finally, the ReSound Unite Remote Control™, which gives users discreet visual
control, making it easy to change programs
and adjust volume.
Just like users of ReSound Alera and ReSound Unite, professionals also enjoy the
benefits of the 2.4 GHz wireless technology: the introduction of the Airlink™ with
ReSound Aventa 3® fitting software allows
for truly wireless fittings. With the Airlink
there are no uncomfortable cables or intermediate devices for patients to wear.
The market – both professionals and end
users – agree: They love the easy wireless
fitting and the sound quality is perceived
as superior.
GN Resound
RS Alera 4
Full line up
oct/dec 2012
95
Grundfos offices in São Bernardo do Campo
Grundfos strengthens
its presence in Brazil
According fundamentals and consistent
indicators of the economy, Brazil is one of
the most important areas of business strategy within the overall advancement of the
Danish multinational Grundfos, one of the
players in the industry for pumping solutions.
With revenues of US$ 3.6 billion being
managed annually, the organization invests in the country’s potential; it’s a competitive market around 20 national and international groups.
Operating a unit in the municipality of
São Bernardo do Campo and with two
subsidiaries, in Recife and Rio de Janeiro,
the Grundfos Pumps subsidiary in Brazil
has been pushing for a major offensive
focused on strengthening the brand and
in the search for results. Objective: to
increase the client base and consequent
turnover, aiming to double revenue within
three years.
This action plan pillars are to raise the
company’s participation in the market, exploring new niches, expanding the supply
of the product line and to strengthen the
structure of customer service.
“We’ve always been a company focused
on product and technology development.
Now, we are improving the quality standard of customer service through a continuous improvement of service delivery
and an active trade policy,” said Sandro
Sandanelli, the newly appointed General
Director of the Brazilian subsidiary.
Sandro Sandanelli
General Director
96 oct/dec 2012
Potential Market
It is no wonder that Grundfos choose
Brazil as a priority because it is a market
that moves around U$ 1 billion per year
and has great sales representative in Latin
America. Just to give you an idea of the
real potential expansion of the Brazilian
market, the sector of pumping solutions
moves, worldwide, no less than € 30 billion
annually and approximately 10% of all the
electricity produced in the world is used to
drive pumps in several applications.
Here, the main targets are the segments
of sanitation and water supply, dealers, industry processes, air conditioning and pressurization, food, mining, petrochemical, etc.
Sandro Sandanelli highlights the great
opportunities that are opening especially
for the availability of pumping solutions in
the areas of water treatment and supply,
given the investments made in the infrastructure sector.
To serve its more than 2000 active customers, the company has 120 employees,
and as part of the portfolio are names like
Sabesp, Sanepar, Casan, Corsan, Petrobras,
Vale do Rio Doce, Odebrech, Walmart, Carrefour, Extra, Albert Einstein, among others.
Focused in the path of growth, Grundfos
aims to advance the average rate of 25% per
year until 2014. “Our main focus is growth,
which are not discarded, for the next five
years, plans for acquisitions and a new
plant,” as the General Director appointed.
Infrastructure
In order to provide a personalized customer service and strengthen the brand,
Grundfos comes to equipping on products
and services and also geographic coverage.
In June, this year, the company completed
a major investment with the implementation of SAP in all areas including production.
Internally, the company is restructuring
and increasing the scope of activities of the
Service Division.
Among the measures put in place is the
expansion of the workshop area - the idea
is to turn it into an extension of the customer’s premises. This new work profile
aims to increase the productivity and reliability of the products supplied, and to accelerate the market response.
Even more modernized, the workshop
will host an industry parts inventory with
over 100 pump wear model kits, not to
mention that, by the end of the year, 20
trainings are already scheduled.
Regarding the external measures,
Grundfos has aligned its activities with
the growth potential of the Brazilian
market, to put into operation its first two
branches in the country, located in Recife
and Rio de Janeiro.
The two new bases are allowing business to further consolidate the brand in
the Southeast and Northeast of the country, strengthening contacts with customers and establishing new market strategies. By expanding the coverage area and
further qualifying the range of services
and solutions available in two strategic
points in the country, Grundfos makes the
approach with the customer as a great
competitive edge.
Releases ahead - Grundfos action plan
also contemplates the continuous presentation of news to the market. The latter is
the S-tube impeller equipped with a new
hydraulic concept. Newly released on the
world market, the product equips submersible S and SL line pumps.
Among its differentials, the product has
one of the best hydraulic efficiency indexes in the market reaching up to 84%,
without compromising the free passage
of solids with diameters up to 160 mm.
This means greater pumping capacity
without blockages.
Another good news is regarding the
expansion of the pumps portfolio for the
industrial sector, thanks to the release of
stainless steel (Stainless Steel, SS) NK/NKG
sleeve model and the NB/NBG monoblock.
They are indicated for the water treatment and general industries: textiles, sugar
and alcohol, chemical, pulp and paper,
marine, biofuel plants, etc., and are applied primarily in pumping operations of
industrial and sea water , solvents, acids,
chemicals, various oils, oil and water at
high temperatures.
The group
Grundfos was founded in 1945 in Bjerringbro, Denmark. With over 18,000 employees, the company has over 80 offices in
45 countries and more than 5000 products
and solutions offered.
Considered one of the most innovative
organizations in the international arena,
the company invests 5% of its revenue in
activities related to R&D (Research and
development).
Grundfos
http://br.grundfos.com
S-Tube 2
Glaspump v3
Norwegian
Ambassador
Norwegian Ambassador Eusebio Turid
Bertelsen Rodrigues decorated with the
“Grand Cross of Cruzeiro do Sul” in a ceremony at Itamaraty on 22nd of August.
JOL
The exhibition
“Three Norwegian
Photographers”
has great success in Natal
The Exhibition ‘Three Norwegian Photographers’ - Rune Johansen, Per Berntsen and
Verona Vinkelmann - was seen by more than
300 people on the opening night at the Natal
Municipal Culture Center. The exhibition had
an excellent coverage in the press and the
Norwegian Consul Gutemberg did a wonderful job.
JOL
oct/dec 2012
97
Lundbeck
Lundbeck is a Danish
multinational
pharmaceutical
company committed
to enhancing the
quality of life of
people suffering
from mental health
diseases.
98 oct/dec 2012
Mental Health Diseases
Past & Present
According to the World Health Organization (WHO), over 700 million cases of
mental health are registered each year.
Mental health diseases are severe and
life threatening conditions that affect the
quality of life not only of patients but also
of caregivers.
The company was founded by Hans
Lundbeck in 1915 and since the early days
it has been experiencing outstanding
growth, becoming one of the most important enterprises from Denmark nowadays.
We employ more than 5,000 employees
across the Globe.
Based on Latin America’s growing importance in the global pharmaceutical
market, Lundbeck started up its operation
in Brazil in mid 2001. At first, products
were introduced for the treatment of depression followed by others for Alzheimer
Disease (AD), schizophrenia, bipolar disorder and other debilitating diseases.
In Brazil, we count on close to 100 employees and a leadership position in the
therapeutic areas of depression and AD
which should be expanded by the launches of new products in the years to come.
Research & Development (R&D)
Lundbeck is a global leader in R&D with
nearly 1.200 well-trained scientists working in this area. The company invests
around 20% of its revenues ex clusively
in the development of innovative medication, aiming to bring new treatment options to millions of people suffering from
mental health diseases worldwide.
Lundbeck offices in Rio de Janeiro
Curriculum Vitae
Future
Lundbeck is prepared and confident to
face the future challenges in the short and
longer terms. In the short term, the company is strengthening its financial prospects by milking mature products while
in the long run the plan is to more than
double the size of the business by launching potential blockbuster products from
2015 onwards. The pipeline displays 7
compounds in late stage of clinical development which is a privilege to any phar-
maceutical company regardless of its size.
We will continue to strive to bring significant innovation to patients and families dealing with mental health diseases,
always following our values: passionate,
responsible and imaginative.
I am honored to be part of the Lundbeck
family.
Fábio Augusto Deleuse
General Manager Lundbeck Brazil
www.lundbeck.com.br
Fábio Augusto Deleuse
• General Manager of Lundbeck
Brazil since July/2012
• Brazilian native, married with two
daughters
• MBA, post-graduation in marketing
and graduation as attorney at law
• 18 years of experience in the
pharmaceutical industry with 7 of
them spent abroad
• Leadership roles in global, regional
and local organizations
oct/dec 2012
99
Luiz Fernando Zanutto
Vice President Latin America
How is Danfoss doing in Brazil?
We are doing very well, we double sized the company
in the last 2 years.
Was that Brazil or Latinamerica?
Latin America also did very well but certainly Brazil
gave the extra mile.
Did all the Danfoss divisions in Brazil do
well?
Some divisions are doing better than others, but all
are gaining important market share.
What was exactly the growth from 2010
to 2011 in market share and in volume?
It’s difficult to consolidate in just one answer, since
we are in different markets and we have different positions. In the refrigeration and air conditioning Danfoss is a clear market leader while in others we have
been gaining positions very fast.
You run a very important division; are
you going to launch new projects and
products in the Brazilian Market, which
will make it easier and offer a new portfolio for your clients?
We are launching new products and solutions regularly
with strong focus on climate and energy. This is our
main value proposition and contribution to the market.
Our last big hit was the One Gear Drive, which is a permanent magnet motor dedicated to conveyors mainly
used in Food & Beverage industries. This is more than
a new product it is a new concept that among other
benefits reduces energy consumption by 30%.
Tell us what are the divisions of Danfoss?
In Brazil we have 3 main divisions: Power Electronics
(frequency Converters), Refrigeration Components,
and Commercial Compressors. We have also starting
business like Heating Systems which are solid in other
regions like Europe.
What is the business outlook for 2012?
2012 started with some uncertainty and low activity
level. I could not say precisely in which level, but we
believe it will recover after Q3.
ERC Refrigeration Controller
100
oct/dec 2012
Frequency converter FC302
How many employees do you
have in Brazil?
Around 200.
When is Niels B. Christiansen
(President and CEO of Danfoss)
coming?
All people that take these kinds
of jobs have to travel a lot, they
have to be global players.
How are they divided between
sales, technicians etc?
Niels was supposed to come in June for the
Rio +20 conference, but we recently have
been informed that it will not happen.
The only way is travelling, business is not
behind our desk, but at the customers sites
and offices. We need to be on the road all
the time.
Around 40% in Sales & Administration and
60% in production.
Are all of your employees Brazilians?
No, we have foreigners, we have people
from Chile, Denmark, Argentina, Venezuela
etc… . Danfoss as a global company promotes this rotation.
Was 2011 a successful year globally for Danfoss?
How long have you been with
Danfoss?
Last December I completed 10 years.
How much of your time do you
have to travel?
Last year, I travelled 21 weeks out of Brazil. I also travelled inside Brazil, but I don’t
know exactly how much.
Are you married, and do you
have children?
Yes, I am married with an engineer, and I
have an 11 year old son.
What is your background?
I am an electrical engineer post-graduated
in business.
Yes, it was one of the best years in the history. It was very good in terms of organic
growth and profitability.
How much does Brazil represent
on the Latin-American business
in terms of sales and profits?
Latin America represents about 5% of the
total global business. Brazil is half of Latin
America and is the 8th most important
market for Danfoss. We can say we are
growing profitably.
Who is the second market?
Mexico is the second market representing
around 20% of LAM.
How many people do you have
working totally in Latin-America?
Around 1500.
Danfoss Global has been very
involved in Brazilian operations,
when do you expect a visit from
Jørgen Clausen?
Jørgen Clausen has been here in some
opportunities, the last one was in 2009.
I don’t know when he will be back, but I
hope soon, his presence always inspires us.
Luiz Fernando Zanutto
Vice President Latin America Drives Division, Danfoss do Brasil
oct/dec 2012
101
The focus
on climate
and energy
is our main
contribution
to the
market
New industrial automation steam valves
Have you lived and work for other companies out of Brazil?
Yes, I worked for a German company , an
equipment manufacturer for breweries
and general beverages industries, during 8
years. I lived late in the 90´s between Dortmund and São Paulo for 2 years.
Danfoss is a global company, a
regional company, a local company. How will Danfoss move
forward in this region which,
in my opinion, will grow faster
in the next decade? How will
Danfoss prepare themselves for
that? What are the vision
and the mission for
the future?
EFIT 550 thermostat intelligence
102
oct/dec 2012
Danfoss plans to grow
double faster in Latin
America than in developed regions like Europe.
It is obviously a consequence of different markets
growth levels, which we
want to support by offering
high quality products and services portfolio in climate & energy. Benefitting from our strong
reputation in traditional markets like Food & Beverage and Air
Conditioning we are moving to new
markets like Oil & Gas, Biofuels and
Mining, where we believe we can create
strong value to the market.
Tell us about Green Energy, I know
you are particularly involved in
it; it is the future and big concern
of the world. How are you going
to tackle that, which roles will
you be playing?
We discuss climate and energy everyday.
This is in our DNA, we are not only discussing it recently, we are not “in the
wave” of energy. Since Danfoss exists it is
somehow connected to climate & energy.
It’s our main business proposition and our
main reason to exist. Our contributions
are very strong on the product design and
construction permeating the total supply chain. We estimate that our products
saved globally more than 350 mi tons Co2
in 2011 and we clearly see opportunities
to achieve more ambitious targets within
the next years.
What do you think is going to be
Danfoss greatest challenges in
Brazil and in Latin-America?
Our main challenges are related to the
well known macro problems of Brazil like
high operational costs, qualified resources,
bureaucracy, complex and endless tax system etc… Danfoss is present in Brazil since
1968 and never gave up, never returned
to Denmark. Our company trusted in Brazil for the last 44 years, despite of tough
challenges. The confidence in the country is
much higher now, what make us believe in
the long term continuation here.
Curriculum Vitae
Luiz Fernando Zanutto
Education
How many Brazilians do you have
training at Danfoss in Denmark
and in Danfoss’ international organizations?
We normally have people coming and going to Denmark and other countries.
How many do you have out for
training right now?
I don’t know exactly, but I would say between 10 and 15 people trained in Denmark
this year.
Do they stay for a year or two or
less?
It depends on the situation, but normally
people stay there only for days or few
weeks. We have more short training education programs.
for Power Electronics in USA or Ricardo
Schneider which is President of a Danfoss
joint venture. I believe Danfoss will have
more and more Brazilians and Latin Americans in top positions.
Would you like yourself to go
abroad for Danfoss?
It is possible but needs to make sense. I do
not plan my carrier on where, but on what,
any change has to be meaningful for me.
Opportunities of learning and contributing
are in everywhere, restricting ourselves to
a country or region sometimes means losing good or perhaps unique opportunities
in our lives. I am available to be in any part
of the world since the project is good.
JOL
Development Program –
•Advanced
INSEAD (2011)
Management - USP Vanzoline
•Project
(1999 - 2000)
Engineer - UNESP
•Electrical
(1988 - 1992)
Experience
President of Sales & Marketing
•Vice
in Danfoss LAM - since beginning of
2010.
Sales & Marketing Manager
•Regional
for Latin America in the Food &
Beverage segment at Danfoss Drives
- since 2004.
Project Manager of ADSL
implementation at Ericsson do Brasil
- in 2001.
•
•Manager at KHS Industria de
Maquinas
How many do you get from Danfoss in Denmark to work here?
We have in the moment one person in Brazil and 4 in Mexico. I believe it will increase
in the next years due to the growing importance of our region.
The Brazilians who work for Danfoss, like Sven Ruder (CEO of
Danfoss-Sauer World), he is the
good example of a Brazilian
who went all the way up. I am
sure there are others, because
Brazilians are very good in many
areas. Can you comment?
Mr. Sven Ruder had a successful career in
an important global position. It certainly
contributed to the Brazilians Executives
reputation and opened new opportunities
of international careers inside the group,
like Mr. Arnaldo Ricca who is President
Variable speed
compressor
oct/dec 2012
103
Christian Wolthers
has success in Santos
How did you come to Brazil?
I have a Danish traditional family in Brazil,
but it all started up in 2006. I went to Brazil
to do an internship at my family’s company
Wolthers and associate. Wotlhers is run
by my cousin Rasmus who is the current
CEO. It’s an international coffee trader. I
worked as a trainee for one year in the coffee business, mostly within trading, but I
fell in love with the actual coffee part. The
taste and the whole romantic story of coffee, i.e. from seed to cup as we call it. One
year later I went back to Denmark where I
did some lectures for Estate Coffee which
is Claus Meyers’ coffee brand in Denmark,
and I started doing some consultancy jobs
by myself and ended up with a small company with my associate Mikkel Pilgaard
Madsen, who was one of the top baristas
in Denmark at the current time.
When was this?
This was in 2007-2008. It all started because of my grandfather who came to Brazil to buy coffee for a Danish supermarket
chain and ended up falling in love with a
beautiful Norwegian woman, who was my
grandmother and they ended up having
four kids, John, Christian, Susie and Anne
Kristin. These four kids were raised in Brazil
by Danish and Norwegian parents, always
with contact to Denmark and Scandinavia,
so their holidays were almost always spent
in Denmark and they were raised with
Scandinavian values and traditions. My
mom took me to Denmark when I was four
years old after divorcing and she raised me
in Denmark in Ry, more specifically in “lille
Ry”, where I lived most of my childhood.
I later went on to study at the business
school in Silkeborg and ended up at the
University of Aarhus, taking a bachelor in
104
oct/dec 2012
Brazilian Studies. So I am here because of
my family, because of everything they created and all the opportunities they gave me
down here to grow as a professional and
at a personal level in order to get to know
my roots, my country and the cultural mix.
Fortunately, they were able to give me a job
and introduced me to a whole new world,
namely that of coffee. Then my cousin
Rasmus had an idea for his new office, he
bought a new office. Herman Frille, the
Norwegian coffee king, bought a building
in Santos, and Rasmus opened the Wolthers office in this building. But the building
was pretty big, so Rasmus gave me a call in
late 2008 asking me to come down and give
him a hand as he was building a concept
for a coffee shop, and I said ok. I talked to
the university because at that time I was
studying, I had my little band in Denmark,
we were playing gigs here and there, and
I was doing coffee consultancy. I thought
that three months sounded interesting. So
I came down, and the idea was actually not
“
Yes, Rasmus owned the name, he had
bought the rights for the “Bikkini Barista”
name six years earlier, because maybe one
day... He had something telling him that this
was a good idea, a good name. You can say
it’s a universal name, Bikkini Barista, you
can say it in Portuguese, you can say it in
Danish, you can say it in English. It sounds
the same everywhere in the world, so it has
a universal appeal. A cosmopolitan appeal
is what I actually call it. This cosmopolitan
appeal makes it what it is.
It’s funny that the logo of Bikkini
Barista contains a surf board.
What is the Wolthers family’s
connection with surfing?
only opening a coffee shop. Because of the
size of the building which was a multiplex,
a coffee house or a restaurant would be
opened and then later on, they put in the
“balada”, and they had this great idea of
using the space for three distinct spaces,
i.e. for a coffee shop, a restaurant and a
night club.
So, this was how Bikkini Barista
was born?
Yes
It actually has a part of a long board, and
then a coffee bean inside. My mother and
my two uncles were all great surfers; my
two uncles are legends in Brazil, pioneers
on the Santos surfing scene. My uncle John
is currently one of the top three legacies in
the country in longboarding while Christian
was one of the great radical surfers and still
is, although he is a little older now. Christian started up Viking Surfboards, shaping
boards, and now has Viking Surfboards
which is a company based in Rio that sells
surfboards in the U.S. in Southern Florida,
in Brazil and in Denmark as well. They are
two pioneers within the surfing and that’s
why we have surf boards inside Bikkini, our
family has a lot of surfing in the genes. My
uncle John saw some guy surfing on Discovery Channel or some other network on
TV, so he went into his mom’s laundry room
and took the ironing board, cut up the bot-
“
Was Rasmus the one that came
up with the basic idea?
My life
has been
entrepenuership
and focusing
to create
new ideas
in all kinds
of areas
tom part and went to the beach in Santos
and started surfing with that. With an ironing board! That’s how it started.
That’s a great story.
Yes, it is, it is very romantic, and then he
and Christian got hooked on surfing. They
were the Danish surfers in Brazil. Everyone knew these two Danish blond surfers
and they are very respected on the surfing
scene today, so this is how surfing got involved both physically in Bikkini with the
appearance of the board in our logo and in
the concept of the whole idea with the laidback attitude. In Denmark we live in a society where we don’t have much inequality,
it’s a very equal society. For Danes it can be
boring sometimes, but it is actually a great
thing, because here in Brazil, unfortunately
we see a huge difference in people’s lives
and in their economic capacity and so on.
But what Bikkini really is, is a place that you
can go, no matter who you are, you will get
well treated and this is the Scandinavian
concept of our line of thought. We have all
types of crowds and I love the guy that is
the owner of all the buildings, as much as I
love the costumer who worked all month to
be able to come in once a month.
oct/dec 2012
105
Brazilian Review
INTERVIEW
“
It is great
to be young
and have a lot
of energy...
to create new
ideas and
concepts...
Brazil gives
you all the
opportunities
So, have you been able to dissolve the otherwise very radical
social differences among classes
in Brazil inside the night club?
Not inside the night club because actually,
you see it a lot in the night and in the event
industry. You have an event and you see a
difference from high scale events to low
scale events, but what we do is pretty much
all about respect. I think if somebody has
someone to look up to, they see me in the
house, they see my family, my cousins, my
friends and I think they see that we don’t
care. We care about people being nice to
each other, people having fun. It reflects
on our guests, so somebody who started
out being someone who wanted to show
off and tell a lot about how this person is
or how much money I have, well, that attitude doesn’t exist anymore. Now it’s just
about having a great connection. We have
this great vibe at Bikkini that means that
people respect each other very much and
they feel at home.
“
So Bikkini and the Brazilian branch
of the Wolthers family have defi-
nitely changed your life?
Yes, in a remarkable way because the essence of my life has been entrepreneurship.
Most of all my undertakings have been
product development even if the product
was a human or a package; it has all been
about creating a product, creating things in
all kinds of areas. I have been doing lectures on coffee
Coffee...
Coffee was the initial idea, because I was
actually brought here to confer the Scandinavian coffee appeal to the coffee shop.
But we saw that it was so much more than
just coffee. We were working on this concept and we decided that we were going
to put in some Scandinavian elements, so
we have Arne Jacobsen chairs, art by my
aunt Maibritt, in short these kinds of Danish elements in the house, some colors that
represent what we could find in Denmark
in a nice lounge. We have the second floor
that is kind of a cool bar like in Copenhagen, then we have the coffee shop. These
things gave us the opportunity to mix everything we love, all the concepts, not only
mine but our family concept into a product.
They gave me the opportunity to mix it all
together and blend it in some innovative
way. Bikkini Barista, the main concept, we
have the “casca” which is the platform, a
multiplex, and the concept is called coffee
and clubbing. Coffee here represents everything from business, friendship, education, etc. I am who I am because of coffee.
Could you talk about these other
opportunities that have been a
sort of spin-off from Bikkini?
It started out through a friend of mine, a
soccer player, who one night said to me
“Crica, do you think you can get me a job
playing in a Danish soccer club?” And I said
HRH Prince Joachim
106
oct/dec 2012
Curriculum Vitae
Christian Wolthers
Education
•Mølleskolen - Ry, Denmark.
HX - Silkeborg Business School,
•HDenmark.
reen Bean Classifier and Coffee
•GCupper
- Associação Comercial,
Santos, Brazil.
razilian Studies - unfinished
•BBachelor,
Aarhus University,
Denmark.
Professional Background
“Maybe if you can find six other players
that want to do the same thing and send
me their videos and material. Then I have
a small portfolio and I can see what can
become of it. The next day I had six phone
calls from six players, some in São Paulo
State, some here, i.e. some players from
Santos, and they sent me their material.
This led to YouPlay Management, which is
run nowadays by Sean, my friend who used
to be a DJ at Bikkini, but who’s now back
in Copenhagen working within the soccer
business.
YouPlay Management is management of foorballplayers?
What we really do is handling. We try to
create opportunities for Brazilian players to go to Scandinavia and play soccer
there. We have an on-going dialogue with
the Scandinavian clubs, Sean has a past
in Danish soccer, and so he has technical
knowledge and lives in the country whereas I handle the more cultural aspects... Actually I analyzed the players’ mind, because
this is the biggest problem with what they
call tropical players in Scandinavia. 90% of
all players that come from Brazil, Africa or
whatever, they might be great players, but
they might not have the necessary education, know-how or sufficiently strong mentality to get through all of these things that
you have to go through to play in the Danish second division or first division.
Have you already sent players to
Denmark?
Yes we had two soccer players come to
Denmark already. This first guy we had do
a try-out in Denmark. Bruno Agnello, who
was my friend, he went to try out in a reserve match with A.B. versus F.C. Copenhagen, but he unfortunately distorted his
knee and had to go back for surgery in Brazil. Secondly, we had the former Brazilian
national team player, Edmilson ... Edmilson
was in Denmark testing with three teams
and came back to Brazil testing with two
and ended up signing with União Imperial
and he is now a player here in Brazil playing
in the Brazilian league, but Edmilson came
to Denmark in late December. He called me
after a match he played for the team, and
he said “I couldn’t feel my legs, I couldn’t
feel my feet.” The players were actually running on the field, crying asking the
judge to stop the game because the cold
was too brutal, it was snowing and raining.
So, we haven’t seen the last new
project from Christian Wolthers?
Hopefully not! I can say that we now have
six ongoing projects which are consuming
a lot of time and energy but you know, the
more products you have and the more things
you have to take care of, the better you get
at being in charge. You become a good leader. When you have more, you know how to
get more and to take care of more.
You know how to juggle with
more balls...
Exactly. And I am learning that step by
step. I’m learning thanks to the help and
support of my family and friends, and well,
this is it.
But people like Neymar, Ganso
and Rubinho, do they come to
Bikkini Barista?
Yes, they have been there various times.
They are clients and they have to be treated
with the same respect conferred to all our
clients. We are lucky enough to have had
Rubinho visiting us and Neymar as well.
The failure is not trying.
At least in my point of view it is. It is allright to believe differently but I think Brazilians could learn a lot from entrepreneurs.
LSH
•Sales - McPhone, Silkeborg, Denmark.
ales - Hans of Grethe, Kaffe og The,
•SAarhus
Denmark.
rading Assistant, Wolthers & Associ•Tates,
Santos, Brazil.
arista - Sigfred’s Kaffe Bar, Aarhus
•BDenmark.
offee Consultant - Estate Coffee,
•CCopenhagen
Coffee Roasters, Copenhagen, Denmark.
offee Consultant - Compass Coffee,
•CArrhus,
Denmark.
Position
2009 – Present: Co-owner,
•MPRarch
and CMO, Bikkini Barista
Barista, Multiplex Club with
Bikkini
Café, Restaurant and Nightclub in
Santos, Brazil.
011 – Present (1 year): Co-founder,
•2Co-owner
and CMO, Avant Imóveis
Avant Imóveis, online based real
estate business, operating in the
metropolitan area ‘Baixada Santista’
on the coast of the São Paulo state,
Brazil. Now also operating in Florida,
USA, and in the Bahamas.
anuary 2012 – Present: Co-owner and
•JOnline
Strategist, Morre Que Passa
Morre Que Passa is humor website
with comical images and videos
launched in 2012.
eptember 2012 – Present: Founder,
•SCo-owner
and Online Strategist,
Lindizzima
Lindizzima is a Brazilian fashion, beauty
and health blog launched in 2012.
010 – Present: Co-founder and
•2CEO,
Youplay Management
Youplay Management is a football
management agency, located in
Santos, Brazil and Copenhagen,
Denmark.
oct/dec 2012
107
Copenhagen is cooking
Copenhagen
has become a
gastronomic hotspot in recent years,
and New Nordic
Kitchen is creating
a buzz all over the
world – and with
good reason!
108
oct/dec 2012
If someone had predicted ten years ago
that Copenhagen and Nordic cuisine would
become the next ‘it’ kitchen, not many
would have believed it.
Today it’s a different story. The city is
home to restaurant Noma, voted the best
restaurant in the world in 2010, 2011 and
2012, and Rasmus Kofoed, from Michelin
restaurant Geranium, has been voted the
world’s best chef.
Innovative and green
There is no question that restaurant Noma
has had a huge impact on the success that
the Nordic kitchen enjoys today. When
the restaurant started in 2003 not many
believed in the concept of local and often
unusual produce used in innovative ways.
The Danish chef Claus Meyer, founder of
Noma, is the man behind the concept ‘New
Nordic Kitchen’ which became more concrete as a concept in 2004, when some of
the greatest chefs in Scandinavia formulated the ‘New Kitchen Manifesto’.
The New Nordic kitchen is characterized by
using local and seasonal produce in new and
often never thought of combinations - where
else would you find musk ox from Greenland,
fish, lambs and wild berries from Iceland and
herbs from forests beaches in Denmark on
the menu? To add to that the city’s restaurant
scene is largely green, carbon neutral and
organic, and Nordic cuisine has also proved
to be a healthy diet both on the subject of
weight loss and preventing cancer.
Northern Europe’s
largest food festival
If you are visiting in February or August you
can enjoy Copenhagen’s very own food festival – Copenhagen Cooking – which treats
you to tasty experiences.
The festival, which began in 2005, has a
multitude of events on offer. From Michelin
dining, oyster cruising, ecological produce
markets and gastronomic street parties.
Many of the events in the August edition of the festival are on city squares and
streets, and Copenhagen is buzzing with
gastronomic events – in 2012 more than
130 culinary experiences during 10 days in
late August.
A Michelin star city
Copenhagen’s restaurant scene is considered
one of the best and most innovative in Europe. The 2012 edition of the Michelin Guide
has awarded Copenhagen’s restaurants a total of 14 stars. Not only is that more than any
other Scandinavian city, it is also more than
other European cities such as Hamburg, Amsterdam and Vienna and Rome.
The restaurant scene in Copenhagen
is – considering the city’s size – large and
diverse. But a good indicator of quality is
the Michelin restaurants which should be
booked beforehand:
Noma: based in a converted 19th century
warehouse beside the harbour in Christianshavn, the restaurant was voted the
world’s best three times in a row in 2010,
2011 and 2012 by Restaurant Magazine.
Nomas chef, René Redzepi blends the most
exciting contemporary techniques with the
finest Nordic ingredients. The ingredients
are sourced from as far away as Iceland,
the Faroe Islands and Greenland. In 2005
Noma achieved it first star, and in 2007 a
second star was added.
Geranium: A lucid, light and dynamic
kitchen. The chef at Geranium, Rasmus
Kofoed, won the world championships in
cooking - better known as the Bocuse d’Or
- in January 2011. Thus you are guaranteed
the highest possible quality.
Restaurant Herman:
Received its
first star in 2009. Radical interpretation of
traditional Danish cuisine in the restaurant
in Tivoli.
Relæ: The head chef, Christian Puglisi, is
a former chef at Noma and secures a creative kitchen free from the cultural heritage
pushed upon the traditional Michelin-star
driven restaurant, without being labeled as
one of the usual, fine-dining, brasserie, or
bistro restaurants.
Kokkeriet: A charming place located
near the yellow row houses of Nyboder
from the 1600’s. The kitchen can be defined
as modern European, flavored with Danish
finesse and old traditions.
KiinKiin: The only thai restaurant in the
world with a Michelin star is in Copenhagen! Beautiful and innovative thai kitchen.
Søllerød Kro: A historic coaching inn to
the north of Copenhagen - this restaurant
is known for the unfussy, peerless quality
cooking of chef Jakob de Neergaard. In 2007
Søllerød Kro was bestowed its first star.
AOC: The sensory gastronomy is an up to
date modern food style within the “New
Nordic Kitchen” based on innovation and
playfulness to create clean, tasteful, surprising and elegant dishes using fine Nordic product from earth to sea.
Den Røde Cottage: Offers culinary
treats a little north of Copenhagen close
by the water in idyllic settings. Here you
can enjoy a cosy evening in the company of
modern gourmet food, created by the restaurant’s experienced and reputable chefs.
Grønbech & Churchill: The kitchen is
a combination of the classic and the subtle
with vegetables as the key part prepared
by one of the best chefs in Denmark, Rasmus Grønbech.
Hot restaurant scene
and cool classics
Copenhagen is also home to a number of
great eating places serving innovative Nordic cuisine as well as international. Bistros,
brasseries and restaurants with unique décor and a relaxed atmosphere have popped
up in the city making it one of the most exciting culinary destinations to visit.
A couple of these are situated in the
trendy Meatpacking district on Vesterbro.
Here you will find Fiskebaren (The Fish
Bar), a trendy eating spot serving delicious
food with an emphasis on seafood, and
the unpretentious PatéPaté, which is also
a great late-night spot for drinking wine
while hanging out with the boho in-crowd.
On BioMio you can try organic food while
watching the chefs at work.
Inner city also boasts a number of great
restaurants. Situated on King’s Square
is hot spot Geist, one of the most talked
restaurants in the city serving high quality food in great designer surroundings,
and Marv & Ben serving Nordic cuisine in a
beautiful old apartment.
Another trend is to try ‘Smørrebrød’
(open sandwich) - a daily staple for many
Danes, and a truly classic taste of the nation’s traditional cuisine. Invariably based
on rye bread, smørrebrød can have an
almost limitless number of different toppings, from herring, to raw beef, seafood
and egg. Smørrebrød has become very popular in the recent years, especially among
young people. Some of the great smørrebrød restaurants are Schønnemann and Aamanns which have reinvented this Danish
lunch classic.
With an informal attitude and an innovative kitchen, the gastronomic scene of Copenhagen is definitely worth a visit!
Wonderful Copenhagen is the official
convention, event and tourism organization for the Capital Region of Copenhagen. Wonderful Copenhagen deals with
all aspects of tourism: Leisure, business,
convention, events, cruise and airline accessibility.
Wonderful Copenhagen
More on gastronomy and eating
www.visitcopenhagen.com/eat-and-drink
More on Food festival Copenhagen
Cooking www.copenhagencooking.com
Formel B: A highly acclaimed Modern
Scandinavian restaurant was the city’s third
restaurant to win a new star in 2006. The
restaurant re-opened with a completely
new concept in January 2011. Less polish
and more authenticity, with focus on the
raw materials.
Kong Hans: a modern Franco-Danish
cellar restaurant housed in one of the city’s
oldest buildings.
Era Ora: Multi-course feasts, and me-
ticulous attention to detail in this Italian
kitchen (they fly in ingredients fresh from
Umbria weekly) are legendary on the Copenhagen culinary scene.
oct/dec 2012
109
Danish Pavilion at Rio Oil & Gas
The biggest ever!
In 2008 we had 16 companies at the
Danish Pavilion. A new record was made
in 2010 with 22 participating companies. In
2012 we are happy to present 28 participating companies making it the biggest ever
Danish oil & gas pavilion in the Americas.
Based on the interest we see from the Danish companies we were expecting quite a
big group of exhibitors. Still, with 28 companies, we quickly sold out the extra space
we had acquired for this year’s pavilion,
and we have been forced to change the
design of the pavilion to provide space for
even more companies.
The pavilion is divided into two sections.
We have one section for the companies
wishing for their own stand. This is typically the bigger Danish companies with several activities in the Brazilian market. We
also provide a common area for the smaller
Danish companies, or companies strong in
other sectors, and entering the Brazilian oil
& gas sector. It is important for us – and
in line with the government’s BRIC strategy - to provide a platform for the large
percentage of Danish companies that falls
into the group of small and medium sized
enterprises (SME’s).
H.R.H. Crown Prince Frederik
at Rio Oil & Gas 2012
We are very happy that HRH Crown
Prince Frederik will be heading the Danish
delegation at Rio Oil & Gas 2012. HRH The
Crown Prince has visited Brazil on several
occasions and knows the country well, and
Rio Oil & Gas numbers
2010
2008
•Visitors: 53.000
• Exhibitors: 1.300
• Countries represented: 51
• International pavilions: 12
• Area commercialized: 37.000m²
• Visitors: 39.000
• Exhibitors: 1.200
• Countries represented: 22
• International pavilions: 8
• Area commercialized: 35.593m²
110oct/dec 2012
we are sure that having such a prominent
head of delegation will be invaluable in
opening the doors to the central actors in
the Brazilian oil and gas industry. In 2010,
we were lucky to have HRH Prince Joachim
heading the Danish business delegation at
Rio Oil & Gas, resulting in several top level
meetings for the exhibitors at the Danish
Pavilion. The feedback from these meetings
has been great, and we are now looking
forward to Rio Oil & Gas 2012.
The Brazilian Oil & Gas
sector in impressive growth
The Brazilian oil & gas as well as the marine and offshore sectors are all in amazing development. Indeed, these sectors are
expected to be key growth areas in the future development of the Brazilian economic
growth. Denmark is not the only country to
have discovered this opportunity, which
makes it all the more important that we
focus our efforts to best help Danish companies take advantage of the opportunities
presented.
Basically, the oil and gas reserves found
in Brazil are among the biggest in the world
found in the last 30 years. Based on these
discoveries, the oil and gas output in Brazil
is expected to double by 2020. On a broad
scale this means a doubling of everything
HRH Crown Prince Frederik and Michael Bak, Hempel
necessary for producing oil at the ultradeep offshore levels found in Brazil, from
oil wells, platforms, and tankers down to
supply ships and all products and services
needed along the production chain. This
boom in expectations for the oil & gas sector has spread to related sectors and the
amount of new shipyards now being built
in Brazil is impressive.
The Danish Consulate in Rio
de Janeiro expands with new
Danish Marine & Offshore club
With decades of experience from the
North Sea, Danish companies are well positioned to help Brazil take on these new
opportunities. The ultra-deep oil levels in
Brazil require high quality and cutting edge
technology - and here Danish companies
have a great advantage, being world leaders in quality and efficiency.
To help assist Danish companies entering Brazil, the Consulate in Rio de Janeiro
has expanded and moved into bigger offices. At the same time we have expanded
our incubator services in Rio de Janeiro and
we are inaugurating a new Marine & Offshore Club. Basically, we wish to create a
platform where we take Danish companies
by the hand and help them into Brazil, by
assisting them with the services needed to
set up and run a local office. This ranges
from providing an address needed to set
up an office, to basic office assistance and
sales support.
Peter Efland,
Vice-Consul,
Consulate Sub-Office, Rio de Janeiro
28 Members of the
Danish delegation at
Rio Oil & Gas 2012
1- Accoat A/S
2- Blue Water Shipping A/S
3- Cubic Modulsystem A/S
4- Danfoss VLT Drives Brazil
5-Danbor
6- Desmi Ro-Clean
7-EKF
8- Ellehammer A/S
9- Esvagt A/S
10- Falck Nutec
11- First Purple Publishing
12- Flsmidth Inc.
13- Grundfos do Brasil Ltda.
14- Haldor Topsoe América Latina
S.A.
15- Hempel A/S
16- Johnson Controls - Building
Efficiency, Brazil
17- J. Lauritzen Offshore
18- Maersk Oil Brasil Ltda
19- Maersk Supply Service
A.M.Ltda.
20- Maersk Training Brasil
21- Maersk Drilling
22- Man Diesel and Turbo
23- National Oilwell Varco
Denmark (former NKT
Flexibles)
24- Oreco A/S
25- QualiWare Inc
26- Ramboll Oil & Gas A/S
27- Terma A/S
28- Viking Life-Saving Equipment
oct/dec 2012
111
The Rising C-Class of Brazil
Brazil has for most of its history represented some of the world’s starkest economic divides. There where the super-rich
and super-poor, but as Brazil in the last
decade or so has experienced a solid economic growth, it is estimated in this period
that over 40 million people has joined the
ranks of the middle class, or the Class C as
it is known in Brazil. According to the economic think-tank Fundação Getulio Vargas
the middle class, is defined as households
with monthly incomes of $600 to $2,590.
In 2011 Brazil’s middle class was the largest
of the five ‘official’ social classes in Brazil,
comprising 54 percent of the population.
The middle class of Brazil has grown so big
that it has come to be called the ‘Belly of
the Market’. In the last year alone 2.7 million Brazilians moved up into the middle
class. In 2011, the middle class had swollen
to more than 105 million, accounting for 46
percent of the country’s buying power. Now
there are as many upper and middle class
Brazilians as there are people in Britain
and France combined. This metamorphosis
is largely the product of a solid economic
growth and record low levels of unemployment, among other factors, but also social
programs, such as the one that pay Brazilians for keeping their kids in school has
contributed greatly to this change. Before
this economic change, businesses would
focus solely on selling the most basic items
to the lower income classes, or they would
concentrate on selling luxury goods to the
upper segments. Now however, businesses
are racing to tap into this new lucrative segment of the Brazilian population. Tapping
The bulging pyramid
% of Brazilians in each social class
1992
2010
20301
A/B (more than
USD 50k/year)
5.4
11.0
20.0
C (USD
12-50k/year)
32.4
50.8
D-E (until USD
12k/year)
62.1
Estimated
SOURCE:: FGV, MCM, McKinsey
1
112oct/dec 2012
and ...
60.0
38.2
20.0
into these new markets doesn’t just require
businesses to treat these newcomers to the
consumerism as their higher income counterparts. According to the Indian scholar
C.K Prahalad, the author of the book ‘The
Fortune at the Bottom of the Pyramid’,
businesses should be proactive in fulfilling
specific needs and wants of the low-income
consumers. They should specially design
and develop quality products and services,
or they must alter them and make them
available at lower cost. In other words businesses needs to innovate and rethink their
strategies in order to serve this market.
Companies such as the Brazilian retail chain
Casas Bahia and the fastfood chain Habibs
are well known examples of these new innovative strategies. Casas Bahias has had
great success in making goods available
for lower income segments via installment
plans, and today make a good business
charging interest rates. Most retailers offer credit through partnerships with banks
or simply through credit card issuers, and
some retailers make more money offering
credit to C-class consumers than with their
own retail sales. The fastfood chain Habibs
is another example of company that made
their products available to low income segments by selling cheap, and made good
earnings on the sheer number of sales
made. But building a profitable business
for Brazil’s middle class requires more than
low prices because the middle class is a
demanding group of consumers with their
own unique needs and wants. To succeed,
retailers and consumer-products companies
need to understand these consumers’ desires. The belly of the market is hungry, but
it will not eat just anything.
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Our moving coordinators have the most updated informations about all the
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oct/dec 2012
113
Christmas in Denmark
Danish Christmas Traditions
Christmas is richer in traditions than any
other annual holiday. A genuine Danish
Christmas is the old-fashioned kind when the
Christmas tree is beautifully decorated, carols are sung, and the dishes served are like
the ones we remember from our childhood.
Advent wreath
Danish Christmas begins with the lighting of
the first candle on the Advent wreath on the
first Sunday of the four Sundays preceding
Christmas Eve, i.e. December 24. Adventus
is a Latin term that means ‘coming’, and the
Advent is of course the countdown for the
coming of what the Christmas holiday celebrates, namely the birth of Baby Jesus. The
Advent wreath tradition is upheld in nearly
all Danish households.
Around the turn of the last century, the
Advent tradition - which originally consisted
of lighting a single candle – was replaced
by a new fashion from Austria and Germany,
namely using a wreath that could display
the four candles commonly used towards
Christmas in an orderly manner. Over time,
the wreaths gained various kinds of decorations, being that churches often chose to
display them with purple ribbons. It was
114oct/dec 2012
not until the 1930s though, that the tradition
became firmly rooted in all Danish homes.
The Advent wreath is traditionally made
of spruce twigs. It might be decorated
with pinecones and red berries, and it
is adorned with white candles and hung
from the ceiling by red ribbons. The four
candles are lit one at a time on Sundays
preceding Christmas; all four candles will
thus be burning on the last Sunday before
Christmas Eve.
Christmas Luncheon
Beer is very popular at the annual Christmas luncheons that are hosted by most
Danish companies for their employees. A
lot of hotels, inns and restaurants offer
traditional Danish Christmas luncheons
throughout the entire month of December
and each and every canteen from Skagen
in the north to Gedser in the south are focused on the important theme of what they
should serve for their Christmas luncheon.
A traditional Danish Christmas luncheon
requires certain food, such as different types
of salmon and herring, warm dishes such
as fish filets, Cumberland sausage, Danish
meatballs, roast pork, bacon & apples, ten-
derloin steaks, black pudding,
liver pâté with bacon, minced
beef patties with fried eggs and
roasted duck, as well as cold
cuts, chicken salad, fruit salad and
cheeses with fruit and almond rice
pudding with cherry sauce. All in all,
the selection is so sumptuous that it takes a
strong constitution and a determined mind to
survive the initial proceedings of Christmas
every December.
Advent calendar
The Christmas tree
Danish children have one or several Advent
calendars which count down the days before
Christmas and are tied in to the Christmasthemed series running daily in December on
the national TV networks. A lot of children
also have a gift calendar through which they
receive a small present every day in December. An alternative is a gift Advent calendar
where the recipient gets a slightly more costly present on each of the four Advent Sundays preceding Christmas Eve. Just like all
other Christmas preparations their function
is to help heighten the level of anticipation
and excitement leading up to Christmas Eve.
If things had to be exactly according to
tradition, the Danish Christmas tree should
be a Common Spruce. However, the tradition
with having a Christmas tree indoors dates
back a couple of hundred years; there was no
such thing as central heating back then. All
homes were cold and damp, and therefore a
perfect environment for the Common Spruce
that loses all its needles once it’s placed in
a warmer setting. Homes nowadays are of
course heated and therefore most presentday Christmas trees are of the Normann variety. This kind of pine has a bluish hue to it;
the needles are soft and withstand an entire
Christmas without shedding.
For a lot of people it has become a delightful tradition to pick out and cut down
their own Christmas tree, but others have
to buy their tree at one of the thousands
of sales points throughout the country. It is
often the Danish scouts who are behind the
sale of Christmas trees. This way, they combine doing good deeds with making money
for their organization.
Christmas crafts
and baked goods
As Christmas approaches, the Christmas
preparations are notably stepped up in
most Danish homes because everybody has
had the rituals for ensuring a genuine oldfashioned Christmas imprinted in them from
an early age on.
Christmas might be much more commercial nowadays, but the big majority of Danes
still prefer the free, cozy Christmas preparations when it comes to planning for the year’s
biggest celebration. During the two weeks
immediately before Christmas people bake
traditional Christmas goods such as ginger
snaps, crullers, vanilla wreath cookies and
pepper nuts. Naturally, children are at the
very heart of these activities.
While the oven is working to its fullest capacity, Christmas hearts are being cut out and
braided, and other kinds of decoration are being made out of silver and gold foil and silk
paper. The entire family pitches in to make everyone’s favorite confectionary chocolates out
of indispensible ingredients such as marzipan,
nougat, nuts, almonds, dates, candied fruit,
and chocolate covering. Luckily, the demand
for clean nails and hands is at its highest at
exactly this time of year!
The Christmas tree
is decorated
The Christmas tree is chosen as late as possible and is then decorated when the children
are not able to wait any longer. This typically
takes place a couple of days before Christmas
Eve. Anything goes in terms of decoration,
as long as it stays within certain parameters.
There should be a star in the top of the tree
and the lights have to be candles. If old-time
traditions are honored, the tree should be
adorned with festoons of the Danish flag,
Dannebrog, cornets filled with cakes and candies, small toy musical instruments and tinsel.
Danish design, though, has long exercised
its influence on this area as well as on many
others, and several internationally known
Danish companies, e.g. Georg Jensen,
launch innovative, elegant Christmas deco-
rations and ornaments every year. These
are treasured items, not only by the Christmas–loving Danes but also by connoisseurs
throughout the world.
Even though the puritans demand candles
on the Christmas tree, electric light strings
are also becoming increasingly popular in
Denmark. It has to be the clear bulb ones
though; nobody wants to display the colorful ones!
It used to be the head of the family that
was solely responsible for the decoration
of the Christmas tree. It was then solemnly
presented to the rest of the family when dinner had been eaten and the children were so
worn out and exhausted that they no longer
were able to fully enjoy the occasion.
Nowadays, children actively participate in
the decoration of the tree. It is first and foremost a celebration for their benefit, so why
not let them join in the fun of decorating the
tree? The same is true for the time Christmas dinner is served; today, most families
eat early so as to ensure that the children
present will have as much fun as possible on
Christmas Eve.
oct/dec 2012
115
Christmas in Copenhagen at night
Christmas Eve day and
Christmas Eve
In Denmark, the highlight of Christmas is
Christmas Eve on December 24. Just like
any other major holiday, it is actually the
evening preceding the day itself that is
the most exciting, e.g. New Year’s, Midsummer, etc.
Most families make do with a light lunch
and try to put their children down for a nap
in the afternoon. This always proves to be
impossible as they are much too excited
to be able to fall asleep. In the old days,
people used to give their pets and farm
animals some extra food or treats because
legend had it that animals gained the ability to speak on Christmas Eve and nobody
wanted to risk that the animals talked badly about their owners!
A great number of people then attend the
Christmas service at their local church. Not
so much for the Christian message as for
maintaining a nice and solemn atmosphere.
Generally, dinner will be ready at about 6
pm. Most Danes eat roast duck, but goose
and roast pork are also very popular main
courses. Danish Christmas dinner does not
usually include a first course.
The duck or goose is served with a
prune/apple stuffing and with side dishes
consisting of red cabbage, boiled potatoes, beetroots, and caramelized potatoes. The dessert is always rice pudding if
the family is very traditional. If not, then
116oct/dec 2012
almond rice pudding with warm cherry
sauce is typically served for dessert. Either
way, the dessert contains a hidden whole
almond. The person who finds this almond
receives the traditional ‘almond present’
bought for this occasion. If children or
childish individuals are present –and they
often are – it is not unheard of that the
hostess provides up to three presents, one
for the person who wins this little game
and one for each of the people sitting to
his left and his right.
‘Dancing’ around the
Christmas tree
When dinner has been duly eaten and the
candles in the Christmas tree are lit, people join hands forming a circle around the
tree and then walk around it while singing
carols and hymns. It is not always possible though, to actually ‘dance’ around
the Christmas tree due to spatial limitations, but it is also perfectly fine to simply
sit peacefully on a chair and enjoy the cozy
Christmas atmosphere. If snow starts falling outside at this point, well, then Christmas is about as idyllic as it possibly gets!
There is a multitude of Danish Christmas
hymns. It varies from family to family which
ones are always sung, and thus end up being passed down from generation to generation as part of the individual treasure
chest of family Christmas traditions. The
order in which the hymns are sung is also
an important aspect of a traditional Christmas celebration.
It is only about half the hymns that are
sung on Christmas Eve though, that are
actually solemn. The rest are cheerful carols that lend themselves to repetitions and
chain dancing.
When the children cannot stand singing any more hymns and carols, the time
has come to open the gifts in the presence
of everybody. Often a person is chosen to
hand out the presents – he or she might be
dressed up as Santa Claus or not. It is polite to wait for the recipient to open his or
her present and express their appreciation
before the next gift is handed out. In this
manner, the general excitement gives way
to a calmer atmosphere.
Later in the evening when all the presents have been opened, it is common to
serve fresh fruit, confectionary chocolates,
baked goods, coffee and perhaps a glass of
brandy or liqueur. Rarely does anyone consume a lot of alcoholic beverages on this
evening; Danes generally go to bed before
midnight on Christmas Eve.
Christmas Day is a day for sleeping in
and resting, while the children have time
to enjoy their new toys and other presents.
The next day, i.e. Boxing Day, duty calls
again for the Danes: It’s then time to go
and eat a huge Christmas luncheon with
their immediate family and perhaps some
very close friends.
JOL
oct/dec 2012
117
Jens Olesen, Lord Mayor Frank Jensen, and Jens Kramer Mikkelsen, CEO City & Harbour
Goodwill Ambassador meeting
Copenhagen 26th – 28th of August
KBA
Dental Care
Dr. Karen Bygdal Andreasen
English, Danish and Portuguese spoken!!
General Practice – Adults and Children:
Functional Jaw Orthopedics Specialist
R. Vieira de Moraes, 420 - cj. 32 - Campo Belo - São Paulo
Tel (11)5531-4698 • Emergencies: (11) 9.9811-6172
[email protected]
118oct/dec 2012
More than 60 Goodwill ambassadors for Copenhagen and their wives attended a three day
meeting at hotel Marriott where the Goodwill
Ambassadors were acquainted with the latest
activities/events of Wonderful Copenhagen and
Copenhagen Capacity, which we all know have
record numbers in tourist visitors to Copenhagen
this year. The goodwill ambassadors prepared a
white paper on how to be number one in Copenhagen again in “Competitiveness” with full
recommendations to the government, business
leaders, and also to the Confederation of Danish
Industries, etc. The white paper was extremely
well received by the audience and the press. At
the same time special events took place at Kronborg castle with HRH prince Joachim with a magnificent performance by a Shakespearean actor.
The next evening lord mayor Frank Jensen invited
150 people to the city hall with exciting speeches
and electrifying entertainment. The goodwill ambassador meeting was a great success and a lot
of activities will be followed up on the next couple of months headed up by our chairman Jens
Kramer Mikkelsen.
JOL
Isabel
Allende
wins the
H.C. Andersen
Literature
Award 2012
in Odense
Yu Wenxia,
China
The 62nd edition of the Miss World pageant was
held on August 18, 2012 in Ordos City, Inner Mongolia, China. 116 contestants from all over the
world competed for the crown, marking the biggest turnout in the pageant’s history. Ivian Sarcos
of Venezuela crowned her successor Yu Wenxia of
China at the end of the event.
oct/dec 2012
119
Denmark has great success
at the Olympic
Fie Udby Erichsen wins the silver
medal in Women’s Single Sculls Rowing
Games in London
Lasse Norman Hansen wins the gold medal in
Men's Omnium - Cycling Track
Mathias Boe & Carsten Mogensen
won the silver medal in Men's
Doubles - Badminton
Allan Nørregaard & Peter Lang won the
bronze medal in Men's 49er - Sailing
Joachim Fischer Nielsen &
Christinna Pedersen won the
bronze medal in Mixed
Doubles - Badminton
Jonas Høgh-Christensen wins the silver
medal in Men's Finn - Sailing
Jacob Barsøe - Morten Jørgensen - Kasper Jørgensen
- Eskilde Ebbesen won the bronze medal in Men's
Lightweight Four - Rowing
Rasmus Quist Hansen & Mads
Rasmussen won the gold medal in
lightweight double sculls - Rowing.
96 oct/dec 2012
Anders Golding wins the silver
medal in Men's Skeet - Shooting
Michael
Phelps
Michael Phelps is the
most winning athlete
to compete in the
olympics - winning
his 22nd gold medal.
Bolt the fastest man
in the world wins three gold medals
Usain Bolt wins three gold medals at the Olympic Games in london.
Bolt wins 100m, 200m and a new world record in 4x100m Relay 36,84 seconds.
Serena William
wins Wimbledon for
Federer wins
Wimbledon for
the seventh time
the fifth time
Serena Williams beats
Victoria Azarenka 6-3, 7-6
Roger Federer beats
Andy Murray in the
final 4-6 7-5 6-3 6-4 oct/dec 2012
97
SPORTS
Brazilian Review
Spain defeats Italy
to win the European
Championship
Fernando
Alonso leads
the Formula 1
Pos
Pilot
1
Fernando Alonso
2
Sebastian Vettel
3
Kimi Raikonen
4
Lewis Hamilton
5
Mark Webber
Equip
RBR-RENAULT
297
Mclaren-Mercedes
261
Ferrari
245
Lotus-Renault
231
Mercedes
136
98 oct/dec 2012
The European Championship final was won by Spain 3-0
Pts
Tour de France
won by Bradley Wiggins
the first englishman ever
Bradley Wiggins (GRB)
Jurgen Van Den Broeck (BEL)
Tejay van Garderen (USA)
Team Sky
87:34.47
Chris Froome (GRB)
Team Sky
+ 3.21
Vincenzo Nibali (ITA)
Liquigas-Cannondale
+ 6.19
Lotto-Belisol
+ 10.15
BMC Racing Team
+ 11.04
Serena
Williams
wins U.S. Open
for the fourth time
Andy Murray wins US Open
for the first time
Andy Murray won a five sets victory in a fantastic final that had a duration of almost five
Serena Willians beats Victoria Azarenka
hours 7-6, 7-5, 2-6, 3-6, 6-3. This was one of the best finals ever played at the US Open.
6-2, 2-6, 7-5 in a very disputed match.
Alberto
Contador
wins Vuelta
a España
1 201 CONTADOR, Alberto STB 84h 59’
2 9 VALVERDE, Alejandro MOV + 1’16’’
3 101 RODRIGUEZ, Joaquin KAT + 1’37’’
Olympic
Games Results
London 2012
Rank Country
1
Gold SilverBronze Medals
United States
46
29
29
104
38
27
23
88
3 Russia
24
26
32
82
4
29
17
19
65
2 China
Great Britain
5 Germany
11
19
14
44
6 Japan
7
14
17
38
7 Australia
7
16
12
35
8 France
11
11
12
34
9
13
8
7
28
9 Italy
South Korea
8
9
11
28
14
27
3
2
5
4
9
3
17
9
Brazil
Denmark
oct/dec 2012
99
The Sea Route to the Major Cities of
Northern Europe
Sail with
DFDS
Seaways to
Copenhagen,
Oslo,
Amsterdam,
and
Newcastle
124
oct/dec 2012
Why spend your holidays and vacation on long bus
rides and boring flights if you can sail to Northern Europe’s major cities with luxurious passenger
ships, packed with adventures? On board DFDS
Seaways’ ships you will find everything your heart
desires within gastronomy, entertainment and
comfort. So why not relax by the pool, enjoy a nice
dinner and sleep in a newly made bed while moving from A to B? You avoid airport queues, save
a hotel stay and get plenty of ocean views in the
bargain.
For 145 years DFDS Seaways, the Danish shipping
company, has transported passengers back and
forth between the world’s major cities. Today, the
tradition-rich company has 6 modern passenger
ships sailing on 3 different routes in Northern Europe: Copenhagen-Oslo, Amsterdam-Newcastle
and Esbjerg-Harwich/London. All ships have recently been refurbished and offer attractive facilities such as restaurants, bars, café, nightclub,
children activities and much more. Most ships also
have a pool, jacuzzi, sauna, wine bar and a cinema
and some even a casino and a tax-free shop.
World-class service and quality is available on DFDS
Seaways’ passenger routes. This is illustrated,
among other things, by DFDS Seaways being awarded with the prestigious World Travel Award for “Europe’s Leading Long Sea Ferry Operator” no less than
four years in a row from 2006 to 2011. The award,
based on votes from consumers and professionals
worldwide, is regarded as the tourist industry’s most
prominent recognition.
DFDS Seaways’ two flagships, MS PEARL SEAWAYS
and MS CROWN SEAWAYS, sail between Copenhagen, the Danish capital, and Oslo,
the Norwegian capital. The
ships are among the most
luxurious passenger ships in Scandinavia,
and they each have a cabin capacity of
about 2100 passengers. On board there is
an abundance of leisure activities. In the
pool area, passengers may indulge in jacuzzi and sauna, among other things. On
the sundeck, soft deck chairs, cool cocktails and a unique view await the passengers. And in the wine bar, the ship’s wine
waiter offers rare wines, select cognacs
and exquisite tapas.
The service on board is of a very high
standard. The same applies to the food.
In the last few years, DFDS Seaways has
upgraded the food concepts on all ships in
order to offer passengers a wider selection
and even higher quality. The restaurant 7
Seas offers a buffet adapted to modern
food culture. It consists of a wide selection
of dishes, including lots of freshly caught
fish and shellfish. And in the Explorer’s
Steakhouse, meat of the very finest quality is served. Passengers may also, at selected times of the year, experience special
food events and theme
cruises. This applies to
the WineCruise with focus on wine tasting and
gastronomy, or the Master Brewer Cruise with
a tempting beer menu
and beer tasting in collaboration with Skands,
the Danish microbrewery. Last, but not least
the gourmet restaurant
Marco Polo serves sublime a la carte menus all
year round.
The activities on the
ships between Copenhagen and Oslo also
comprise bars with
exclusive drinks cards
and a large selection of
beers from Scandinavia and the rest of the
world. Maritime decor
and quiet piano music
create a relaxed and pleasant atmosphere
in the Navigators’ Bar, while professional
live bands strike up for dancing in the
nightclub Columbus Club. The discotheque
offers new hits and good classics from the
DJ’s mixing desk. On board MS CROWN
SEAWAYS the discotheque is located on
the upper deck from where the sky is vis-
ible through a large glass dome above the
dance floor. You can try your luck in the
casino on board MS PEARL SEAWAYS. Let
yourself be drawn into the thrill of the spinning wheel at the grand roulette table at
the exclusive Compass Casino or try your
hand with a game of Blackjack or have fun
at the slot machines.
On board DFDS Seaways’ ships between
oct/dec 2012
125
Brazilian Review
TRAVEL
Oslo and Copenhagen there are tax-free
shops with Danish design, including utensils, jewellery and accessories. The tax-free
shops also sell handbags, perfume, candy,
chocolate, wine, beer and spirits and branded clothes such as Gant, Lacoste and Timberland. Prices are between 25 and 70% below Scandinavian shop prices, and for most
European and overseas passengers much
money can be saved.
The access and the exit are some of the
specific highlights of the cruise. On the
cruise between Copenhagen and Oslo
the ship passes several sights, including
Kronborg, the Danish castle known from
Shakespeare’s Hamlet. The ship also passes
through Oslo Fiord – a very unique and
beautiful experience of nature.
126
oct/dec 2012
The well-appointed cabins of the ships,
available in different categories and price
ranges, offer the passengers comfortable
accommodation. All cabins are provided
with air conditioning, bath and toilet. The
Commodore Owner Suite, the largest cabin type, comprises a large living room with
seating arrangement, TV and a separate
bedroom. Commodore Balcony, covering
an area of 25-27 m2, comprises own balcony and a settee arrangement with TV.
Both the ships from Copenhagen and Oslo
depart every day at 4.45 pm and arrive on
the following morning at 9.45 am. After a
good night’s sleep in the ship’s cabins, the
passengers can go ashore in Copenhagen or
Oslo, respectively – full of energy and ready
for sightseeing in the Scandinavian capitals.
More information about the ships and
cruises of DFDS Seaways is available at
www.dfdsseaways.us
Visit Denmark
For further information - please contact:
International Sales Manager, Tommy
Brink, DFDS Seaways, Sundkrogsgade
11, DK-2100 Copenhagen
E-mail [email protected],
tel. +45 33 42 31 92.
oct/dec 2012
127
Christmas in
Tivoli 2012
Once again, Tivoli in the heart of Copenhagen turns
on the full Christmas spirit with activities to thrill you,
scenery to enchant you, shopping to tickle your fancy,
and eating to tickle your taste buds. A newly designed
Nordic area shows you both Father Christmas and live
reindeer, and a lavish production of the Christmas classic The Nutcracker opens in the Tivoli Concert Hall.
16 November – 31 December. (Closed 24 and 25 December). Opens every day at 11 a.m. Closes at midnight Fridays and Saturdays and 10 p.m. on other days.
New Nordic Area and the Return of the Pixies
This Christmas at Tivoli, guests are welcomed by a new
Nordic setting with Father Christmas residing in the
Pantomime Theater, built 1874. The stalls and decorations take inspiration from Danish and Scandinavian
tradition and live reindeer add to the Christmas feel.
The little pixies or gnomes
(in Danish: the nisse)
are back by popular
demand. In last
128
oct/dec 2012
year’s Russian theme, the pixies had been omitted. This
became one of the most commented on issues in 2011,
and Tivoli designers therefore began working on a plan
to bring back the little Christmas ‘nisse’.
Russian Basilica and
Nutcracker Theme
The spectacular Russian basilica from 2011 remains the
focal point of the central Tivoli square with its nine onion
shaped domes and impressive Christmas tree. Surrounding the basilica are shops and food outlets as well as the
Siberian Lantern ride, one of Tivoli’s 28 Christmas rides.
A new addition to the scenery will be Nutcracker decorations linking the gardens to the new splendid production
of the Nutcracker which opens in the Tivoli Concert Hall
22 November choreographed by Tivoli’s Peter Bo
Bendixen with set designs and costumes by
Queen Margrethe of Denmark.
Facts
Opening hours
Copenhagen Nutcracker
in royal setting
Christmas Eve
at the Nimb
Across the world, The Nutcracker is performed at Christmas time, and for many,
Christmas is not perfect without it. This
lavish new production moves the plot to
Copenhagen in the eighteen seventies.
Clara’s Christmas Eve includes guests such
as Hans Christian Andersen, August Bournonville and Tivoli director Bernhard Olsen.
Naturally, Clara’s Dreamland is the Tivoli
Gardens where all sorts of magic happen.
This you will see for yourself when stepping
out into Tivoli after the performance.
The Nutcracker is Queen Margrethe’s fifth
production as a set designer for Tivoli. The
previous four have been for the Pantomime
Theatre. This is her biggest production yet,
with costumes for 36 dancers in however
many roles. The Queen’s designs are always
very colourful and she has a special love of
fun and surprising gimmicks, such as sets
or props that change into something else.
If you happen to be in Copenhagen on
Christmas Eve you can book a table at the
Nimb Brasserie. The Tivoli Gardens are
closed, but the excellent chefs and waiters
at the Nimb Brasserie will make sure you
have a festive evening in the elegant yet
cosy atmosphere at the Nimb.
New Year’s Eve
For the first time in over ten years, Tivoli will
be open on New Year’s Eve. Tivoli’s restaurants will take bookings for New Year’s parties and there will be grand fireworks at
midnight.
•16 November – 31 December. (Closed
24 and 25 December).
Opens
every day at 11 a.m.
•
•Closes at midnight Fridays and
Saturdays and 10 p.m. on other days.
Admission
•DKK 95.
•Free for 0 – 7 years of age.
•Copenhagen Card also valid.
Information
•www. tivoligardens.com and
www.nimb.dk
•Tickets for The Nutcracker:
www.billetlugen.dk
Figures
•70 shops
•28 rides
•Over 50 places to eat
•1,000 spruce decorate Tivoli together
•
•
with 7 tons of spruce branches and 3
kilometres of spruce garlands.
2,500,000 fairy lights form part of the
Christmas illumination
One single outlet sold 13,450 litres of
glögg (mulled wine) and 56,350 aebleskiver (apple dumplings) in 2010.
oct/dec 2012
129
New CEOs of
Danish companies
Thomas Jürgen Weidauer
LEO Pharma
Brazilian-Review
Fábio Augusto Deleuse
Lundbeck
Sandro Sandanelli
Grundfos
The Board:
Oct/Dec 2012
President
Jens Olesen
Editor
Jens Olesen
First Vice-President
Jesper Rhode Andersen (Ericsson Telecomunicações)
Rua General Almerio de Moura, 780
05690-080, São Paulo-SP
Tel.: (+55 11) 3758-2101
Fax: (+55 11) 3758-5986
Website: http://www.danchamb.com.br
E-mail: [email protected]
Second Vice-President
Peter Grangaard Gyde (Maersk)
1946-2012
20 april/june 2006
Finance Director
Per Lerdrup Olsen (DI)
Executive Secretary
Anders Munroe Kjersem
Directors
Francisco Davos (FLSmidth), Kjeld Roslyng Jensen (Widex),
Zacarias Karacristo (Danisco), Knud Bach (Alfa Laval Aalborg),
Willy Lehmann Andersen Jr. (Danflow), Gustavo Mizraje
(Novo Nordisk), Eduardo Grecco Lemos (Chr. Hansen), Pedro
Luiz Fernandes (Novozymes) Miguel dos Santos (Danfoss),
Luiz Antonio Guimarães (Cheminova), Marcelo Hutschinski
(Vestas), Erik Christensen (Graber), Finn Egholm (ISS),
Fábio Augusto Deleuse (Lundbeck), Alejandro Giangaspero
(GN Resound), Thiomas Jürgen Weidauer (Leo Pharma),
Christian Maxe Petersen (LEGO Educations), Michael
Kristensen (Lauritzen Offshore), Vitor Pacheco Muniz Junior
(Coloplast), Kjeld Aabo (MAN-Diesel), Sandro Sandanelli
(Grundfos), Michael Bak (Hempel).
Washington Botelho de Souza
ISS Facility Services
Chamber Representatives
Rio de Janeiro Knud Bach, Alfa-Laval Aalborg
Paraná Pedro Luiz Fernandes, Novozymes
Rio Grande do Sul, Frank Woodhead)
Assistant
Marcelo Cançado Passarelli Scott
Translations between Danish, English
and Portuguese
Brasseriet,
Lisbeth Jarl Jørgensen & Anita H. Thomsen Luciano
Graphic Production and Desktop Publishing
Nobreart Comunicação Ltda. (+55 11) 3739-4947
Print
Editora Referência (+55 11) 2065-0763
Brazilian Review is a quarterly publication of the
Danish-Brazilian Chamber of Commerce.
The opinions expressed in this publication are those of
the authors or persons interviewed and do not necessarily reflect the views of the editors or the Chamber.
Reproduction of any kind of material from this
magazine is not allowed without written permission
from the Danish-Brazilian Chamber of Commerce.
Como instrutor físico, Jonathan sabe que para mudar é preciso estabelecer objetivos,
ter um método para atingi-los, assim como receber todo apoio para superar os desafios
que possam surgir. Nós, da Novo Nordisk, adotamos uma abordagem semelhante para
conduzir mudanças nas sociedades em que atuamos. Seguindo o princípio do Triple
Botton Line, consideramos o impacto econômico, social e ambiental em cada ação
que realizamos para alcançar nosso objetivo de um futuro mais saudável para as pessoas.
A filosofia do Triple Botton Line direciona nossos esforços em combater as mudanças
climáticas, que, de certa forma, está relacionada com a pandemia do diabetes quando
relacionamos isso ao consumo excessivo e a um estilo de vida pouco saudável. Desde
2004, nossa emissão de CO2 foi reduzida pela metade, atividade realizada em parceria
com a World Wildlife Foundation. E conseguimos isso, sem nunca perder nosso foco
principal que é promover mudanças positivas na vida de pessoas com diabetes.
Saiba mais sobre a Novo Nordisk: www.novonordisk.com.br
mudando
o diabetes
20 april/june 2006
®
Mudando o Diabetes e o logo do Boi Apis são marcas registradas da Novo Nordisk A/S. NNK-002-06/2012
mudando o diabetes.
mais que um objetivo,
essa é nossa missão.
JONATHAN CHARLESWORTH
Treinando para mudar o diabetes, África do Sul
Jonathan é portador do diabetes tipo 1