The Danish-Brazilian Chamber of Commerce

April / June 2013
Danish-Brazilian Chamber of Commerce
Marina silva
Environmentalist
Leader
April / June 2013
Danish-Brazilian Chamber of Commerce
Marina silva
Environmentalist
Leader
20 april/june 2006
20 april/june 2006
EDITORIAL Brazilian Review
2013 will still be a
big challenge for Brazil
Marina Silva
Environmental Leader
6
INTERVIEWS
Marina Silva
Morten Soudbak
6
80
PROFILE
HRH Princess Marie
Danica, Per Barke Nevermann
Maersk Line
Maersk Oil, Luis Costa
Radiometer
ISS, Washington Botelho
Vestas, Paulo Fernando Soares
AVK
Hydro
Lego Education, Christian Maxe Petersen
Welltec
Widex
Copenhagen Zoo, Steffen Stræde
12
16
20
22
24
26
30
32
34
40
42
47
62
ECONOMICS
Octavio de Barros, Bradesco
Caio Megale, Banco Itaú
Cristiano Souza, Santander
Economical News
46
48
50
52
INFORMATION
Dual Citizenship
John Strand, Strand Consult
Innovation Center Denmark
Danish Tourism Global Leaders in Sustainable Fashion Cop18 in Doha
TRAVEL
Frederikshavn
Holstebro
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84
100
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The Brazilian growth in 2012 was only 0,9% which was extremely
disappointing with an inflation over 6%.
2013 will be another challenging year for Brazil with a growth between 2-3,5% and an inflation below 5% and many people predict that the interest rates might go up over the next few months
(currently 7,25%). Unemployment is still at a very low level and
more than 50-60.000 new engineers every year are still needed in
the oil and gas industry and many other key industries. President
Dilma is having a difficult time with the senate and congress and
‘royalties’ and many other important issues which must be solved
in 2013. World Cup 2014 is still not totally in line, and we hope all
the stadiums will be ready including Maracanã for the Confederations Cup. Many infrastructure investments like airports etc. must
be ready for the World Cup. Many key issues in regard to the Rio
Olympic games 2016 must be speeded up, and we hope that both
the governor and the mayor of Rio will push these important projects all the way. Petrobras as the biggest Brazilian company, is going through an extremely difficult time, and their share price has
been reduced more than 30% in the last six months.
The situation in Europe is still complicated and extremely difficult;
countries like Spain, Italy, Greece, Portugal, France, Ireland etc. are
all countries under heavy depth burden and very high unemployment which is causing instability both politically and economically.
Many experts are pointing to the ‘Nordic model’ for economic recovery which are the Nordic markets that are looked upon as being
able to adapt to the new economical reality of their countries and
is also planning for growth with political stability, still within the
‘welfare model’ of Scandinavia.
In United States economical situation is still unresolved and the 2013
annual budget is still not approved by congress and senate.
Hectic discussions are taking place with president Obama and the
two chambers. We hope this situation will be resolved immediately.
The Danish Brazilian Chamber of Commerce will be very active in 2013
Apr 8th – Luciano Coutinho (BNDES)
Apr 8th – General Assembly
May 7th – Business Council – MAN Diesel
Jun 20th– Fernando Henrique Cardoso (Chamber Prize)
Sep
– President Lula
Sep 26th– Business Council
Oct 8th – Danish Investment Seminar
Oct 29th– Grundfos
Nov 19th– Octavio de Barros – Bradesco
Dec 6th – Christmas Lunch
In May 2013 we will have an important visit by Danish Minister for
Trade and Investment Pia Olsen Dyhr, and a dinner is planned by
the chamber.
We wish all our members
and friends a very successful 2013.
16
Per Barke Nevermann,
Danica
Jens Olesen
President
Marina Silva
Marina, you’re a great representative of the Green Party which has
gained importance here in Brazil.
When can we expect to see you in
the Senate again?
I left the Green Party. I am not the one who
actually started the Green Party. I was a founding member of the Worker’s Party, though. I
left the Green Party in 2009 as there were too
many inconsistencies within it. I simply could
not stay on.
I am studying the possibility of becoming active
in the political scenario again. I am well aware
of the fact today that the legacy that was raised
in 2010 needs to be even further strengthened
because I believe that the big challenge before
Brazil is a change in the development model;
we need to move from an unsustainable model to a sustainable one. I
want to be certain about the nature
of my contribution, i.e. if it should
be in institutionalized politics or
within civil society.
I have always, both as a Senator and a Minister, had a strong
presence in social movements.
Now that I’ve not been affiliated to any political parties for
more than two years, I am assessing whether I should affiliate myself to a party again
and run for election or if I
should just remain a member of civil society.
Marina Silva
World Environmental Leader
6
apr/jun 2013
The Norwegians have the utmost
respect for your ethics in regard to
your stance on environmental issues.
I have strong ties of friendship with Norway
that date back to when I was the Minister of
Environmental Affairs. I dealt with Ambassador
Turid Eusébio and Mr. Solheim, the Minister of
Environmental Affairs and Foreign Affairs. They
were paramount in the plan against deforestation and in the creation of the Amazonia Sustentavel Foundation. Norway was the first country to believe in voluntary reduction of deforestation rates. Their stance was that if we had
a methodology capable of making a reality out
of what was being discussed, then they were
willing to help create a foundation to support
undertakings and acts that help preserve the
Amazon rain forest. The Norwegian government
acknowledged the work that had been poured
into this measure by the Brazilian Ministry of
Environmental Affairs, and Minister Solheim
was one of the big supporters. I was eventually
even awarded the Sofia Award by the foundation in Oslo. Since then, we’ve had a fruitful
friendship. I also have a lot of respect for the
Norwegian people because they form a wealthy
nation that is anything but ostentatious.
You were a representative at the
Olympic Games. How come? It was
a huge event and very few were invited to take part in it, but there you
were. That’s quite a feat!
I believe that everybody who took part in the
flag-carrying ceremony was there as a symbol
of one of the great causes of humanity. It was
a great pleasure and honour for me to be included in something that magnificent. I was
there to represent the challenges of protecting
Has the government been doing enough about the environment and climate changes? What
would you like to see done?
If we look at all the big challenges before
us in terms of the environment and in terms
of the crisis that has swept the world in recent years, then we’ll see that they are all
“
We’re
experiencing
a value crisis
of economic,
social,
environmental,
“
the planet and promoting sustainable development. We were there to promote the
important causes of peace, defense of diversity, the environment and justice. When
you are symbolically representing a cause,
you should not mistake the symbol for
what is being symbolized. What was being
symbolized is much bigger than the symbol
I was representing by being present there.
So, the presence of somebody from Brazil,
i.e. Latin America, who has a background
in defending the environment and advocating for sustainability served to symbolize the many hands and hearts around the
world that fight for the same causes. It is
as Victor Hugo said, ‘An idea whose time
has come’.
and political
dimensions
intertwined into a civilizing crisis. We’re
experiencing a value crisis of economic,
social, environmental, and political dimensions. When you stand before a crisis of
this magnitude, it’s really hard to affirm
that anybody is doing enough. I believe
that not a single nation is doing enough
or acting to the extent that they ought to;
everybody is making some degree of an effort but it’s far from enough. The votes cast
at the biodiversity climate conference were
insufficient as were the votes cast at other
summits such as the Convention to combat
Desertification, the Agenda 21 from Rio92,
and the implementation of the Earth Charter. Brazil has made valuable contributions
throughout the past 20-30 years. We have
solid legislation that is the result of work
done by a vast number of people, including
representatives from civil society. Brazil is a
country that has managed to reduce deforestation by 80% thanks to the deforestation
program that began being implemented in
2004. It’s a country that possesses more
than 70 million hectares of conservation
units; in size these units nearly equal the
apr/jun 2013
7
“
There are
also people in
the business
community who
are committed
to this agenda
and actually
pay a high price
for investing
Do you think that industries, political leaders and key people are
actually taking steps to help the
environment and address the climate changes?
We cannot make a broad sweeping statement about them all. Some government
agencies are making an effort to be proactive. There are also people in the business community who are committed to
this agenda and actually pay a high price
for investing into changing their production platforms, re-training their employees
and putting into practice their concern and
commitment to sustainability in their companies. These people are, unfortunately,
still the exception rather than the rule,
both in Brazil and in the world as a whole.
But they exist and I believe that they are
like David’s Star. Within this agenda there
is yet another group of people who are
very concerned with appearing to care
8
apr/jun 2013
“
areas of France and I think Italy put together. This vast area of conservation contains
a large social and cultural diversity. Here in
Brazil, we still have about 220 different indigenous tribes that speak 180 languages.
That is an unimaginable wealth. However,
I have to admit that the acts of the new
government leave me very worried. Instead
of expanding on the strides taken, they are
retreating. A clear example of this is the
new Brazilian Forestry Code.
into changing
their production
platforms
about the environment, but they are in fact
mostly concerned about their image. Actually doing something is what makes the
difference.
What do you think of Fabio Barbosa?
He’s a person who’s made a contribution as
a businessman, and who today tries to integrate both aspects into his business. Brazil has business people such as Guilherme
Leal, Ricardo Young, Fabio Barbosa and so
many others that I cannot mention all here.
They are the pioneers in terms of this agenda. It’s not possible to single out just one
person; it’s an entire group of people who
have become references. They were able to
create a strong movement that brought the
ISO 14 000 certification criteria to Brazil.
They really made an effort to make this a
reality. In terms of social and environmental responsibility, they founded the Ethos
Institute to deal with encouraging companies to adhere to the agenda. Fortunately,
Brazil has a business community in which
a lot of members concern themselves with
environmental issues, e.g. Roberto Klabin,
Israel Klabin, etc. They are vital to the
agenda as they work towards mobilizing
the entire sector to adapt to the necessary
changes in environmental and social sustainability standards.
You are a former Senator, you’re
the former leader of a political party, and you’re held in extremely high regard and known
worldwide. What would you recommend that other countries,
such as India, the US, China, etc.,
do to deal with the fact that they
have the size to be leaders in
terms of environmental action?
You have the clout to be able to
talk to these people first-hand,
to reach their governments and
confront these countries about
their importance in this struggle.
When I was the Minister for Environmental Affairs, I worked closely with a group
of countries that were in favor of extending the second commitment round of the
Kyoto protocol, i.e. the ratification of the
biodiversity convention. Unfortunately,
there are still countries such as the United
States that politically refrain from adhering to these agreements. Then there are
those such as Russia and China that do
not outright state that they will not adhere to an agreement, but in practical
terms do move in this direction. Other
countries within the G 77 group have a
very outdated view and do lobby work
for the oil industry. So, I do my main advocate work right here in Brazil. We are
an industrialized nation and also an agricultural one. We are an oil-producing nation as well. What we need to do is to use
the resources that are produced; including
the ones from the oil reserves, and invest
heavily into creating medium and longterm means of freeing ourselves from our
oil dependence. We cannot afford to keep
on believing that this source of energy will
last forever. It won’t last forever because
it’s a limited-supply source, and it cannot
be allowed to remain a main source as it
leads to the heating of the planet. The developed nations that are emitting carbon
levels never seen before need to make an
effort to take common responsibility for
these emissions. Countries in develop-
ment, such as Brazil, India, China, Mexico
and South Africa also need to make an effort to this extent. A principle of common,
but differentiated responsibility was created with significant help from the Brazilian diplomatic corps. The responsibilities
are common, and they are differentiated;
that does not mean that we do not hold
any responsibility. The great challenge for
any nation, whether it is a developed one
or one in development, is the change in
the model of development. We need to
go from a high-carbon to a low-carbon
economy. The huge economies are carbon
economies that urgently need to undergo
profound change.
What do you think has been your
biggest accomplishment in terms
of environmental work? What
has been your biggest contribution throughout all the time that
you’ve been involved with this
issue, both nationally as well as
internationally?
I think that any contribution that I might
have made would not have been possible
without the support from the Brazilian so-
ciety. It is a society that has broadened its
views and its commitment to protecting
the environment. Therefore, any undertaking that has been successful, whether it is
fighting deforestation to such an extent that
there has been an 80% reduction or the 4
billion tons reduction in CO2 emission during the past seven years, is really the result
of the awakening of the Brazilian common
awareness. Throughout the years, Brazil has
managed to create a society that occupies
itself with the environmental agenda.
What is your opinion about the
policies and regulations put
forth by the European Union in
terms of environment and climate changes?
The European Union has made valuable
contributions towards numerous environ-
mental conventions throughout its history, but perhaps not to the needed extent though. This is especially true when
it comes to financing the implementation
of the measures on the agenda. The funds
allocated have always been inferior to the
needed amount. The European Union has
always maintained its position that commitments should be made, though.
Is it very difficult to promote and
invest in programs that deal with
climate change in the middle of a
financial crisis? Is it going to be
even harder to plan and invest
into environmentally responsible
measures in a scenario of crisis?
The fact that I am acknowledging that this
is what is happening does not mean that
I agree with it. I believe that the environmental crisis is of a much graver dimension
than the financial one. If we do not have
resources and political priority allocated to
solve the environmental problems mediumand long-term, then the efforts spent on
solving the financial crisis will be lost, no
matter what. We’ll increasingly have to live
with catastrophes that will lead to huge
Maria Osmarina Marina Silva Vaz de Lima from Acre
apr/jun 2013
9
INTERVIEW
economic losses and equally big social losses; the investments that are being made
will come at a much higher price than if we
had made them in anticipation of what will
have to be done.
I am in utter disagreement with the fact
that IMF allocates USD 400 billion towards
relieving the ill effects of the financial crisis, yet they cannot raise USD 100 billion for
the environmental crisis.
You’re Brazilian and you live in
Brazil. What are you able to do
to teach people about these issues? Brazil will certainly be a pioneer within this scenario which
is a cause for great concern for
the younger generations. A lot
of people are worried about the
future, not least because of the
environmental problems.
The challenge that lies before us requires a
massive change. First of all, we need to be
very careful not to convey the illusion that
any one person or leader can be responsible
for promoting this change. A fundamental
change such as the one before us that has
“
I will continue
my fight to
defend the
environment.
I have no longer
the illusion
that one or
two individuals
will be able to
accomplish this
on their own
taken on the proportions of a civilizing crisis manifesting itself as profound economic
problems, as profound problems in terms
of values, and as profound problems within
the political scenario where power for the
sake of power has become a goal in itself
will require the joint efforts of society as
a whole. It’s a joint effort that will require
the participation of the academic world as
well as the business world. It’ll depend on
the common citizens, above all the young
generation whose members are presently
at risk of not having a future at all.
I agree 100% with you. You are
a very brave person on a mission that you want to accomplish, but at the same time, you
have a responsibility as you are
an influential person. You cannot
do it all by yourself, though, you
need a lot of people in different
positions around the world to be
able to accomplish your work. I
think that one of the most critical things in the world right now
is discovering how you and other
people like you might gain more
focus. I think we need people like
you, and not Bill Clinton and Al
Gore, to grace the covers of Time
“
Brazilian Review
magazine, Le Monde or Der Spiegel. These media outlets do not
seem to place a lot of importance
on environmental issues at the
present moment. You’re a courageous person that appears to be
fearless. What’s in store for you
next?
I will continue my fight to defend the environment. How is this going to happen? I
hope it’ll be in the best possible way. I no
longer have the illusion that one or two individuals will be able to accomplish this on
their own. I have always said that as long
as people consider a problem to be Dilma’s
problem or Obama’s problem, it’ll never be
solved. This is a problem that belongs to us
all. Every time that humanity has stepped
up and faced a problem as being a common problem instead of a problem of the
leaders circumstantially in power at the
moment, real change has taken place as a
result. In order to rebuild the countries that
were destroyed by WWII, for instance, the
governments did help, but what made the
difference was that society as a whole was
able to raise their heads and start rebuilding. We are, and I insist on repeating it,
living through a civilizing crisis that needs
10 apr/jun 2013
Marina Silva and
Jens Olesen in Brasília
the efforts of everybody at the same time,
namely the present moment. There’s no
way to transfer or delegate this to corporations or governments. People have got to
start acting. It’s like Gandhi said; “You’ve
got to be the change that you want to see”.
President Lula exercised a lot of
influence on the Brazilian people.
Now, we have a new president,
namely President Dilma. Neither,
in my opinion, can be called great
environmentalists. They might
believe in the cause, but it’s not
on top of their list of priorities
for Brazil at the moment. You’re
probably one of the only people
in Brazil capable of changing this
attitude. The only way to make a
movement successful is to have
the support of the people. 21%
voted for you in the latest election; next time it might increase
to 35%. It’s necessary to make
use of the support. I am particularly talking about your influence
in Brazil, but the environmental
issue is very much on the mind of
people in Denmark and Norway.
There is still not a single government that
is prioritizing the agenda to the extent it
should be. Nobody proposes making a
change in the present course. In the case
of Brazil, as I previously mentioned, we
have strived throughout the past 30 years
to achieve meaningful conquests, independently of the governments in office,
thanks to strong pressure from the Brazilian society. The developing countries suffer from the illusion that they need to copy
and repeat the models found in the developed countries. They really insist on it. I
say that we do not have to repeat the same
mistakes that the developed countries
have made. When they were made, people
weren’t necessarily aware of the damage
they were inflicting on the planet.
More than eight years ago, I tried
to convince the Nobel Committee
in Stockholm to institute a new
Nobel Prize based on achievements within climate, environmental and solidarity projects.
I wanted to make Copenhagen
the global Green City. The Danes
were extremely enthusiastic
about the project, but the Nobel
Committee didn’t even give me
a reply. What do you think about
this?
The Nobel Prize has been awarded to environmentalists in recent times. Wangari
Maathai received the Peace Prize as did Al
Gore for their work for the environmental
agenda. Obviously, the relevance of what
you’re proposing in terms of creating higher visibility and credibility for environmental causes would be really great. I believe
that when people such as Muhammad Yunus, Wangari Maathai – who unfortunately
no longer is among us -, Al Gore and others
receive this kind of acknowledgement for
their work, the cause receives a lot of due
attention. The agenda, however, needs to
be present transversally in all sectors.
This is an idea that underlies all our actions; it should be embodied in our undertakings. So, for me it makes perfect sense
to pay tribute to the environment. When
a Nobel Prize is awarded for economic
achievements, it’s a prize given for merits
within this specific field. It would definitely
be a boost to our work if a Nobel Prize was
instituted in our field; it would help us as
it has helped us in the past when environmentalists have been the recipients of Nobel Prizes.
What is your opinion about the
new legislation on forests, agriculture and the hydroelectric
complex at the Sao Francisco
River?
In the case of transposition of the Sao
Francisco River, this was a decision made
by the Lula government. There are those
in Brazilian society who state that there is
an alternative to this measure. However,
the government saw fit to go ahead with
the transposition plans. From a regulatory
viewpoint, the plans were drawn up according to the existing laws.
Curriculum Vitae
Maria Osmarina Marina Silva
Vaz de Lima
February 8, 1958) is a Brazilian
•(born
environmentalist and politician. Ms.
Silva was a colleague of Chico Mendes,
who was assassinated for defending
the Amazon environment. She was a
member of the Worker’s Party (PT) until
August 19, 2009 and served as a senator before becoming environmental
minister in 2003. In 1996, Ms. Silva
won the Goldman Environmental Prize
for South & Central America. In 2007,
the United Nations Environment Program named her one of the Champions
of the Earth and the 2009 Sophie Prize.
Running in the 2010 Brazilian elections
for the Green Party (PV), she earned
19.4% of the popular votes.
she, along with Cécile Du•Inflot,2010,
Monica Frassoni, Elizabeth May
and Renate Künast, were named by
Foreign Policy magazine to its list of
top global thinkers, for taking Green
mainstream. In 2012 she was one of
the eight people chosen to carry the
flag into opening ceremony of the
London Olympic Games
Would you like to leave a message for your admirers in Brazil
and around the world?
There is an Edgar Morin phrase that I really like. It goes something like this: in the
beginning, change is merely a detour; we
need to pay attention to which detours we
want to help grow. We already know that
the detour of unsustainable use of natural
resources cannot be allowed to persist and
grow as it is a detour that has sacrificed
the resources formed during thousands of
years in just a few decades. We need to
make the detour offering economic, social,
and cultural sustainability prosper and understand that this is not merely a way of
doing things, it’s a way of being, and it’s a
new vision of the world.
Marina Silva is in the progress of starting a
new political party.
JOL
apr/jun 2013
11
HRH Princess Marie
of Denmark
HRH Princess Marie Agathe
Odile of Denmark,
Countess of Monpezat
Early life
Marie Cavallier was born in Paris, France. She is the only child
of Alain Cavallier and Françoise Grassiot (née Moreau). She
moved to Geneva, Switzerland, after her parents divorced.
She has four half-brothers, Benjamin and Gregory Grandet,
both born in Switzerland, and Charles and Edouard Cavallier,
both born in Paris.
Education
After her parents divorced, Marie was sent to the prestigious
Collège Alpin International Beau Soleil boarding school in Switzerland, where members of the Luxembourg ruling house have
also studied. She attended Babson College in Wellesley, Massachusetts, for a brief time, to study international business and
economics and then went on to study economics in Genève. Marie earned a Bachelor of Arts at Marymount Manhattan College.
During her years in college, Marie worked for Estée Lauder, as
assistant to the public relations manager in 1994, and as an assistant to the managing director of ING Numismatic Group SA in
Genève.
After graduating, she started working for DoubleClick Inc, an
international advertising agency, in New York as international
marketing coordinator. Back in France, she worked for advertising agency Media Marketing. She then worked for Reuters financial news agency Radianz in Switzerland, took a position with her
stepfather’s company, REInvest in Geneva and worked as executive secretary in ING Numismatic Group SA until the engagement.
Princess Marie’s mother tongue is French. In addition she
speaks English, Spanish and Italian. In connection to her wedding
with Prince Joachim she started taking lessons in Danish.
Courtship
Marie first came to public attention when she was photographed on a private holiday in Avignon, France, with Prince
Joachim in August 2005. She celebrated the New Year 2006/2007
with HRH Prince Joachim, his former wife, the former Princess
Alexandra of Denmark, who now holds the title of Alexandra,
Countess of Frederiksborg, their two sons Princes Nikolai and Felix, as well as close friends.
In January 2007, Marie accompanied HRH Prince Joachim and
his children on a ski holiday in Switzerland. Later that year, Marie
joined the royal family for Easter at Marselisborg Palace, where
she met The Queen for the first time. Marie increasingly made
weekend visits from Geneva to Denmark in 2007.
12 apr/jun 2013
Engagement
li, and was sewn by a Danish woman working for the company.
On 3 October 2007, it was officially announced that Marie Cavallier was engaged
to Prince Joachim. On 21 November 2007,
the Royal Court announced that the wedding would be held on 24 May 2008.
Children
Marriage
The wedding took place on 24 May 2008
in Møgeltønder Church. Upon her marriage
to Joachim, Marie’s title is Her Royal Highness Princess Marie of Denmark, Countess of Monpezat. Marie, who had been a
French citizen and a member of the Roman Catholic Church, became, in connection with the marriage, a Danish citizen
and a member of the Evangelical-Lutheran
Church of Denmark.
Marie’s wedding gown was designed by
Spanish-Italian fashion house Arasa Morel-
On 10 November 2008, the Danish Royal
Court announced that HRH Princess Marie
expected the couple’s first child, due in
May 2009. Marie gave birth to a son at the
Rigshospitalet on 4 May 2009 at 4.57am.
The baby’s names, Prince Henrik Carl
Joachim Alain, were revealed at his christening, which took place on 26 July 2009 at
the Møgeltønder Church.
On 24 August 2011, the Royal Court announced that HRH Princess Marie expected
the couple’s second child, due in January
2012. On 24 January 2012, HRH Princess
Marie gave birth to a daughter. The princess was named at the christening as Athena Marguerite Françoise Marie.
HRH Princess Marie is also godmother to
Crown Prince Frederik’s and Crown Princess
Mary’s younger daughter, Princess Josephine. She is also a godmother to Magali
Siesbye, the daughter of Oscar and Britt
Davidsen Siesbye, Agathe Anna Steenstrup,
daughter of Peter and Henriette Steenstrup, whose son was in turn page boy at
HRH Prince Joachim and Marie’s wedding,
and most recently, Nicholas Bendtner, son
of Caroline Fleming and Danish footballer
Nicklas Bendtner.
Role as Princess
of Denmark
Marie started her role as princess of
Denmark shortly after her wedding, while
attending with her husband events and
activities from his patronages. She gave
an interview to Danish magazine Billed
Bladet, in which she explained that she was
apr/jun 2013
13
Titles
•6 February 1976 – 24 May 2008:
Miss Marie Agathe Odile Cavallier
in the process of making a decision on her
areas of interest in September 2008 and
mentioned her desire to have children.
The Princess’ first engagement and trip
abroad was to Morocco on 28 October
2008, when she handed out Lego toys to
orphanage children in Rabat. After this trip
abroad, the Princess accompanied HRH
Prince Joachim to Russia.
Marie’s first patronage came shortly
after her son Prince Henrik of Denmark’s
birth, when her patronage of Tønder Festival was announced. Tønder Festival is an
international folk music festival near her
official residence Shackenborg Manor in
Møgeltønder, where the Princess resides
with her family. Shortly afterwards, Marie
took over one of the Prince Consort’s duties as Patron of the Annual Literature Prize
that awards an annual prize for Frenchlanguage literature in Copenhagen. Marie
also took the patronage of ambassador to
Syddansk Universitet in Odense in September 2009.
HRH Princess Marie was presented on 17
November 2009 as patron of “The Danish
National Commission for UNESCO.
The Princess’ third official trip was to
Hong Kong and China together with HRH
Prince Joachim in November 2009.
•24 May 2008 – present: Her
Royal Highness Princess Marie of
Denmark, Countess of Monpezat
Honours and decorations
National honours
•Knight of the Order of the Elephant
(R.E.)
•Commemorative 75th Birthday
•
•
Medal of His Royal Highness the
Prince Consort (Em.11.jun.2009.)
Commemorative 70th Birthday
Medal of Her Majesty The Queen
(Em.16.apr.2010.)
Commemorative Ruby Jubilee
Medal of Her Majesty the Queen
(Em.14.jan.2012)
Foreign honours
•Greece: Grand Cross of the Order
of Beneficence
In January 2010, the Danish Ski Federation
named HRH Princess Marie official patron.
In March 2010, Marie undertook her
fourth official visit abroad to Mexico City
with HRH Prince Joachim.
In April 2010, Marie paid a working visit
to the UNESCO Headquarters in Paris as patron for the organisation.
Leisure and personal life
Marie is an avid sportswoman and love
skiing with HRH Prince Joachin and the
family.
JOL
14 apr/jun 2013
apr/jun 2013
15
Interview in Børsen
Jan. 3rd 2013
Danish king of refrigeration
plays for high stakes in Brazil
Per Barke Nevermann
wants to give his
Brazilian industrial
empire the next
decisive expansion
boost. It will require
outside capital though.
The most successful Danish businessman
in Brazil has an outrageous plan. Per Barke
Nevermann has increased the activities of
former Sabroe Refrigeration– nowadays
known as Danica – on the Brazilian
market nearly tenfold since he acquired
it in 1998. In spite of innumerous pitfalls,
the possibilities in Latin America’s largest
economy are still plenty, and the 71-year
old refrigeration king is ready to lead his
life’s work, whose day-to-day management
is carried out by his son Steffen, into the
next phase.
‘I have financed everything by myself up
until now. We are about to reach a turnover
of a billion and want to make our largescaled expansion plans real, so it will soon
be time to bring in an outside investor,
e.g. a private equity fund,’ says Per Barke
Nevermann from the large terrace at his
800 sqm lavish mansion in one of the most
prominent neighborhoods in Sao Paulo.
Danica
Corporation
Danica
Corporation
A/S A/S
www.
danicacorporation.com
www.
danicacorporation.com
16 apr/jun 2013
Panels for cold storage
warehouses
Danica manufactures thermal isolation
panels and doors used in cold storage
and freezer warehouses, supermarkets,
production halls, and lately also in the
booming civil construction sector.
The common thread is that the panels are
easy to assemble and, therefore, easy to
install.
‘We were also hit hard by the crisis, but
turnover quickly bounced back to above
that of 2008. Prices are under pressure
though, as there is an overcapacity within
the field. A strong private equity fund could
help us buy up competitors and harness
synergy to ensure greater profitability,’
says Per Barke Nevermann.
He operates with three possible scenarios
for further developing Danica. The first one
entails that Danica continues operating on
its own with a lower growth rate than the
projected one. The second foresees a merger
with a small-scale competitor that would
result in a turnover of about DKK 1.5 billion,
whereas the third possibility is a merger with
a company the size of Danica or, perhaps,
even bigger. The third scenario could possibly
lead to the company going public, thus
becoming quoted on the stock exchange.
Likely stock exchange
candidate
“If I hadn’t purchased this place, we wouldn’t have stayed on in Brazil. It’s
paramount that the family feels safe,” says Per Barke Nevermann who’s here
depicted in front of his Brazilian home in Sao Paulo.
‘It is not important for me or Steffen
to maintain control. We both think
as financial investors. If Danica
undergoes a sudden expansion, we
do not intend to stand in the way of
its development,” says Per Barke
Nevermann.
Intense negotiations
He has already proved this once, as he
was in advanced negotiations about
a partial sale with one of the world’s
largest steel manufacturers, Arcelor
Mittal, right before the 2008 financial
crisis struck. The negotiations didn’t
result in a concrete offer, but they gave a
strong indication of the interest that the
European-based rivals that sell all over
the world except in Brazil, i.e. Thyssen,
Kingspan and Corus, have in buying
Danica.
Per Barke Nevermann does not want
to expand further upon the subject
of bringing outside equity into the
company beyond stating that a
resolution will be forthcoming in 2013.
The firm KPMG was hired in August
of 2010 to assess the possibility of
consolidating the thermal isolation
line of business. The most obvious
companies Danica has an interest
in buying are the number two and
number three on the market, i.e.
the family-owned Isoeste and MBP.
Number four and five on the market
ran into trouble and are now controlled
by an American licensor and the big
Brazilian steel manufacturer Usiminas
respectively.
F
A
C
T
The prospect of Danica going public is
seen as likely, but for that to happen
the company has to increase and, more
importantly, the Brazilian stockholding
culture has to mature.
‘The company might be a candidate for the
stock exchange in 2-5 years from now. For
that to happen though, private investors
need to gain importance on the Brazilian
stock exchange so that the listings will
decrease in size,’ says Fabio Nazari, director
of Capital Equity Markets in BTG Pactual,
Brazil’s most successful investment bank.
No matter the outcome, Per Barke
Nevermann’s achievements have been duly
noted in Danish business circles in Brazil.
‘Per Nevermann has done tremendously
well and is one of the few Danes who have
created a career for himself as well as
places of work for a lot of other people,”
says Jens Olesen, Brazil-veteran and
Chairman of the Danish-Brazilian Chamber
of Commerce.
•Per Barke
Nevermann
purchased the Latin
American operations of
Sabroe Refrigeration in 1998;
henceforth known as Danica.
•Manufactures more than 3 million
SQM of thermal isolation panels
and 25,000 doors annually.
•Has four factories in Brazil, one in
Chile and one in Mexico.
•Is market leader in Brazil with a market
S
H
E
E
T
share of 20%.
•While growth has traditionally been
generated by sales for cold storage
warehouses, supermarkets, and
production halls, residential projects
are expected to become a big
segment in the future.
•Owned by Per Barke
Nevermann and family
with a Danish holding
group on top.
apr/jun 2013
17
The Danica
Corporation
Advice from Per Barke
Nevermann, owner
of the cold storage
company Danica
Corporation
Bigger is better
•Think big to obtain success
in Brazil.
•“Small is beautiful” does not
hold true here.
Do not compare
with Denmark
•Accept the difficult work
conditions in Brazil. Do not
criticize Brazil, and find
people who are able to deal
with the conditions.
Expertise comes at a price
•Great Brazilian leaders
come at a high cost. If the
boss back home in Denmark
becomes jealous, then ask
him to swap places with
his Brazilian counterpart.
Leaders can often
successfully be recruited
from within the company.
Be visible
•Aim at increased productivity
constantly. There are plenty
of buzz words but in the end,
it’s all about the results.
Be present
•Send the most senior leader
to Brazil. The intuitive
feeling of what needs to be
done has to be rooted in the
very top.
18 apr/jun 2013
Scan pix
way
Danica is going to deliver housing for 7,600 workers in connection with the
construction of the world’s third-largest dam complex, Belo Monte, in Northern
Brazil. The order has a value of DKK 165 million
Brazilian government
loans behind
Danica’s expansion
The Danish refrigeration success has come at a
cost. The Danica Group carries a net debt load
of DKK 300 million. That does perhaps not sound
like a lot, but it is four or five times the operating
profit (EBITDA). Moreover, the interest rates for
the most creditworthy companies run at 1 or
2 percent a month and the entire earnings are
therefore eaten up. If this scenario were playing
out in Denmark, the warning bells would be
sounding at highest volume.
Owner Per Barke Nevermann shakes his head
at the comparison though, and reveals the
secret behind debt-financed expansion in
Brazil: low-interest government loans.
‘If we hadn’t received low-cost government
loans and tax subsidies to finance the
transition to new technologies, then Danica
would have looked very different today. It’s
accurate to say that government loans are
financing our growth. It couldn’t be different
though; our competitors’ growth is also
backed by government loans’, says Per Barke
Nevermann.
Changing to long-term loans
He tells that Danica is undergoing a large-scaled
refinancing process through which short-term
loans will be replaced with long-term ones,
particularly government loans which will
reduce interest payment. Furthermore,
one third of the operating profits, which
amounts to approx. two or three percent
of the total turnover, is generated by tax
breaks such as VAT exemptions.
‘We believe that we are equipped to
take advantage of the opportunities for
growth that we encounter. If they didn’t
exist, and we just had to trim, then we
could pay off our debts in five years. It
is our assessment though that we will
generate more worth by expanding,’
says Nevermann.
He is ready for the first phase of a
generational shift which will bestow
10% of the company to each of his three
children, Steffen, Tine and Nikolas.
‘Everything is done and ready. We cannot
outright give them the stock so they
have to obtain loans. We are waiting for
the optimal moment; the currency risk is
a factor in determining when that’ll be,’
says Per Barke Nevermann.
Søren Linding, Sao Paulo
Børsen - Jan 3rd 2013
apr/jun 2013
19
Upon its 100th anniversary in Brazil,
Maersk invests USD 2 billion in the country
The Danish company
which came to Brazil
in 1912 is having
16 vessels for local
operations built
and requests less
bureaucracy.
Interview in
Exame.com
20 apr/jun 2013
Sao Paulo - The Danish Maersk Line company, the largest maritime transport company in the world, came to Brazil exactly
100 years ago when its ship Laura Maersk
first anchored here. From then on, things
have changed radically, both for the country and for the company. International commerce has increased manifold and Maersk
has seen bulk freight of wood and charcoal
substituted by containers loaded with minerals, grain and soy.
“Small producers of commodities were
for years forced to transport their goods
aboard chartered vessels or ships belonging to the big global commodity producers.
This completely curtailed their abilities to
explore and open new markets because the
goods were all sent to the main harbors,
such as the Rotterdam one”, affirms Peter
Gyde, CEO of Maersk Line in Brazil.
According to Mr. Gyde, the current scenario is another altogether; the fact that
containers are now used has led to the viability of new commercial contacts through
door-to-door transport of goods. With
weights of up to 30 tons, these containers
can be loaded in less than five minutes.
Today, Maersk is responsible for the import of a great deal of the Asian cars that
arrive in the country, e.g. Hyundai and
Kia vehicles. Among the company’s other
clients are large-scale exporters of beef,
chicken and soy. Electronics, fruit, cotton
and coffee also cross the oceans aboard
the company’s vessels.
Although present in the country for one
hundred years, Maersk still sees plenty of
room for growth. Today, the company detains 15% of the Latin American container
transport market. As part of its plan to expand operations, the company will launch
two new SAMMAX (South American Maximum) vessels by March and will thereby
have completed the delivery of 16 new
vessels projected to be the biggest ones to
enter Brazilian harbors safely.
In an interview with EXAME.com, the
commercial director of Maersk, Mario
Veraldo, talks about what this will mean
for the global operations of the company.
EXAME – The company invested
USD 2.2 billion in the construction of 16 vessels to be used here
in Brazil, two of which are still to
be delivered. When will they effectively be put into operation?
Mario Veraldo – We will put them to work
in the middle of the year. This investment is
a clear indication of just how much Maersk
believes in Brazil. One of the things the
company has done is help the big beef
and chicken producers increase the number of markets they operate in. Therefore,
we needed vessels with a lot of outlets for
refrigerated containers. They are not ordinary vessels; they are vessels custom-built
for the Brazilian coast.
EXAME - Is the infrastructure of
Brazil still a bottleneck for business development?
Veraldo - There has been a lot of talk about
the terminal issue, but other investments
also need to be made, both within the harbors and in terms of logistic infrastructure
(in Brazil, Maersk has already destined USD
450 million for the Santos terminal). There
is also the major issue of bureaucracy. The
more containers you bring in, the more
pressure you apply to land infrastructure.
You need to be able to unload these containers rapidly; that is not what is happening today, though.
Laura Maersk arrived in Brazil in 1913,
wood and coal were transported in bulk
EXAME –The biggest Maersk vessel in operation in Brazil has the
capacity of 7,450 Teus (a unit of
measure that equals a 20-foot
container). The company has vessels with capacity of up to 18,000
Teus. Are there any plans to bring
these huge vessels to Brazil?
Veraldo – In spite of the vision of promoting growth in the country, bringing in a vessel of that size could very well prove counterproductive. The necessary investment
into doing so would be enormous. Moving
a vessel like this around requires meticulous planning during years. If we look at
the present conditions in Brazil, then it becomes clear that the vessels in use today
are the ideal sizes. What we actually need
is less bureaucracy.
Veraldo – Considering the size of
the investment that was made,
it is obvious that Brazil is very
important. We operate 500,000
Teus a year in Brazil; this gives
an idea of the magnitude of the
business we do here.
EXAME - What has the
shift from bulk freight
vessels to container vessels
meant for you?
Veraldo - It showcases Brazil’s evolution
on the international market. It also showcases to what extent we want to increase
our size within this market. What we see
today is that the Brazilian exporters of soy,
mineral, meat, etc. need to gain access to
markets where they have never done business before. A practical example is that we
today have containers with fertilizers arriving from Russia which are destined for the
inland regions. These same containers later
leave with soy for China.
“
This
investment
is a clear
indication
of just
how much
Maersk
believes in
Brazil
“
EXAME – How important
is Brazil in terms of the
company’s global operations?
Marcela Ayres, Exame.com
apr/jun 2013
21
Do it right, do it safely
Maersk Oil adopted the Incident-Free
Program to transform the company’s safety
culture and performance in two ways: the
first one focuses on the personal aspects of
safety, to create a culture where it can be
incident-free (Leading Safety) and another
one which deals with the technical processes that need to get right in order to be
incident-free (Process Safety).
In such an environment, safety is valuebased, as well as priority-based. Maersk Oil
believes that safety does not compete with
personal or organizational priorities. Doing
something safely is recognized as an inseparable element of “doing it right”, just
as much as efficiency, quality, productivity,
environmental and social responsibility, or
any other criteria of excellence.
Maersk Oil is an international oil and gas
company and part of the Danish A.P. Moller
– Maersk Group, a large international
conglomerate, which operates in over 130
countries. The Group employs roughly
117,000 people in the world.
Turning marginal and challenging fields
into commercial successes has been a cornerstone of Maersk Oil’s business since the
company was founded. This oil company
was established in 1962 after the group
was awarded a concession for exploration
and production in Denmark. The company
is independent and operates about 625,000
22 apr/jun 2013
barrels of oil equivalent per day (bopd) in
Denmark, Qatar, UK, Kazakhstan, Brazil and
Algeria. Exploration activities are ongoing in
Angola, Norway, the US Gulf of Mexico, and
Greenland and in the producing countries.
Through innovative technologies that
have made the company one of the global
players in E & P, Maersk Oil can transform
projects that few companies want to deal
with into commercial successes. It has
tradition in solving problems creatively,
mainly as a consequence of the experience
gained in the North Sea, and it is also very
recognized for maximizing oil recovery in
mature regions.
Maersk Oil also offers a powerful proposition for professionals who wish to be at
the forefront of global challenges, technologies and innovation in the oil and gas
industry. The company has a culturally diverse, stimulating environment where its
employees are empowered and supported
to make valuable contributions.
Technology is our
competitive advantage
Developing new technologies is a main
Maersk Oil differential. The company develops groundbreaking technologies and
uses these technologies abroad to become
a truly global player in the upstream business. The company focuses on these pioneering technologies and on harnessing
talent to continue to operate safely and
successfully, creating value for partners
and host governments. This tradition of
creative problem solving and innovation is
part of the company´s experience with the
challenging conditions of the North Sea.
Together with its technical focus, Maersk
Oil has patented dozens of methods that
have helped to improve the development
of difficult and marginal reservoirs. It has
also developed and mastered horizontal
well drilling, giving unprecedented access
to oil in thinly-spread tight reservoirs. From
1994 to 2010, the company broke old and
set new world records for drilling the longest horizontal wells.
The last Maersk Oil record stood at 12.3
kilometers in Qatar. It is researching biotechnological solutions to the challenges of
mature field operations. And it has turned
to nanotechnology to better explain our
chalk reservoirs and find a way of increasing oil recovery.
Brazil is core for Maersk Oil
In Brazil since 2001, Maersk Oil brings
to the country more than 40 years of experience and innovation in the exploration and production of the North Sea´s
offshore oil, considered one of the world’s
most difficult regions.
The company has participated in four
bid rounds and it acquired its first block
in 2001 in the 3rd bid round . In December
2010 Maersk Oil enjoyed important growth
in Brazil with the acquisition of SK do Brasil
Ltda. for USD 2.4 billion. It comprised three
blocks: BM-C-08 which includes the Polvo
Field (40% share, BP operated), BM-C-030
which includes the Wahoo discovery (20%
share, operated by Anadarko) and BM-C032 which includes the Itaipu discovery
(27% share, operated by BP).
The acquisition gave Maersk Oil access to
sizeable pre-salt assets offshore Brazil, one
of the most prolific regions in the world for
oil exploration and production. It offered immediate production and significant growth
potential. The acquisition transformed Brazil
into a core country for Maersk Oil and it will
strengthen its position in deepwater exploration and production, an area where it has
acquired acreage and built strong competencies in recent years.
For Maersk Oil, Brazil is one of the best
regions in the world for exploration and
production of oil and gas, with an attractive
combination of government take and technical risk. The company is looking at further
opportunities for growth, whether organic
(bid rounds) or through acquisitions. The
Maersk Oil competitive advantage is to be
financially supported by a large group with
a very strong balance sheet.
Currently Maersk Oil’s assets in the country include: 40% in block BM-C-08 (Polvo
field – 8,000 bopd share), 20% in block
BM-C-030, 27% in block BM-C-032, 20% in
block BM-C-34, 30% in block BM-C-37 and
30% in block BM-C-38.
Projects in Brazil
Maersk Oil Brasil has invested over half
a million dollars in a research project on
sandstone reservoirs in the Campos Basin.
The project’s goal is the study of sandstone
reservoirs, which are significant components of oil bearing rock intervals, similar
to the reservoirs in Polvo, Peregrino, PapaTerra and Maromba fields, among others in
the Campos Basin.
Investment in research is fundamental
to the technological advancement of the
oil and gas industry. Training students and
facilitating their contact with the industry
is another key goal of the project. It will improve knowledge of one of the main reservoirs in the Southwest part of the Campos
Basin, where Maersk Oil has two exploration blocks, BM-C-37 and BM-C-38, as well
as the Polvo field.
Maersk Oil Brasil also supports an initiative for disseminating geology knowledge
at some schools of Rio de Janeiro which
aims to attract new students to be geologists in the future.
This project, called Tomorrow’s Geologists, is developed by the Brazilian Petroleum Geologists Association (ABGP) with
The Geosciences Institute of Rio de Janeiro
University (UFRJ) and to implement it the
institution will buy and transform a bus
into a “laboratory-on-wheels” to circulate
among public schools. There is a Geology
Museum that is the basis for the project
within the university.
Not less important Maersk Oil Brasil has
Social Investments in Rio de Janeiro. The
purpose is to contribute to social inclusion
development initiatives, such as education
and training, health and safety, economy
development and environmental protection.
Curriculum Vitae
Luis Costa
•2010 – Managing Director of Maersk
Oil in Brazil.
• 2009-2010 – Maersk Oil Houston
• 2005-2009 – Worked El Paso E&P in
Houston
• 1997-2005 – Worked in Chevron
• Luis has both Portuguese and US
citizenship; he holds a degree in
Physics (Portugal), a Master’s degree
in Petroleum Engineering (HeriotWatt, UK), an MBA (INSEAD, France)
and has completed the Program for
Leadership Development at Harvard
Business School.
Maersk Oil Brasil
Rua Humaitá, 275 – 7o andar
22261-005 – Rio de Janeiro – RJ – Brazil
Telephone: +55 (21) 3032 2700
Fax: +55 (21) 2556 6172
www.maerskoil.com
Maersk Oil
apr/jun 2013
23
Profile for Brazil
Radiometer is a leading provider of technologically advanced acute care solutions that
simplify and automate all phases of acute care
testing. Radiometer offers solutions for blood
gas analysis, transcutaneous monitoring and
immunoassay testing for cardiac, coagulation,
and infection and pregnancy markers.
By providing fast and accurate acute diagnostic results, healthcare professionals can
make immediate and well-informed decisions
that enable them to improve patient care and
optimize patient flow in all acute care settings
– intensive care units (ICUs), emergency departments (EDs) and operating rooms (ORs).
Founded in 1935 and headquartered in
Copenhagen, Denmark, Radiometer was a
pioneer in blood gas testing, introducing the
world’s first commercially available blood gas
analyzer in 1954.
Radiometer’s products and services are
available in more than 100 countries around
the world through wholly-owned subsidiaries
and approved distributors.
Radiometer has been represented in Brazil
by the company Biodina since the 1970’s and
technical service and application support is
available in all Brazilian states. Clients include
some of the country’s best hospitals. The Latin
American region is managed from the Radiometer representative office in Mexico and its regional sales director Michael Mortensen.
Radiometer
24 apr/jun 2013
apr/jun 2013
25
Washington Botelho
CEO of ISS Facility Services
How old is the company?
ISS was founded in Copenhagen, Denmark
in 1901 as a small security company, so it’s
been operating for 111 years. Today, it’s
one of the leading global companies within
outsourced services.
ISS came to Brazil in 1973 when it bought
up a company called Continental. At first,
the Brazilian division only dealt with cleaning services. Throughout the years though,
we have taken over companies from other
segments and have thus expanded our
range of services. Nowadays, we serve the
entire Brazilian territory. ISS now offers services within the areas of industrial, building and road service maintenance, pest
control and landscaping as well as logistics
and administrative support. During its first
40 years operating on the Brazilian market,
the number of employees in ISS has risen
from 700 to 20,000.
What makes your company stand
apart within its segment?
We work with integrated facility solutions.
We have perfected the services rendered
to our clients who save money and time by
having us execute the tasks instead of trying to do them themselves. They are able
to focus on their own business instead of
having to deal with areas that are peripheral to their company activities. We adapt
the solutions offered to match the needs of
each client, we offer constant training to
our employees, and we have a round-theclock emergency service available.
Washington Botelho,
CEO - ISS Facility Services
26 apr/jun 2013
We have a concentrated client portfolio,
we hold our clients harmless during the
initial stages of labor-related lawsuits, and
we contribute to creating better synergy
which in turn leads to increased production
and reduced costs.
What are your main products and
services?
ISS outsources services within general and
specialized cleaning, landscaping and pest
control, administrative support, reception,
call center, help desk, catering, industrial
maintenance, utility operations, route
maintenance of no-breaks, air-conditioning, electric systems, hydraulic systems,
civil construction, predictive area, carpentry, masonry, illumination, and logistics.
What personnel management
practices of have you adopted,
and what incentive policies do
you offer your employees?
ISS is a company that focuses on people,
internal leadership principles and ethical
values. We thoroughly train our employees
at all levels and strive to motivate our staff
while making sure that this management
style is in line with the objectives and commercial strategy of the group.
We focus on five basic areas: employee
commitment, promotion plans, talent management, performance management, and
leadership development.
What does ISS consider to be the
most important aspect of its relationship with customers?
Our relationship with customers is based
on honesty, openness, responsibility, quality, and innovation. We aim at promoting
partnerships which give our clients ease of
mind and generate trust in the services rendered; our goal is to have every client satisfied by offering them the most efficient
services at a reduced cost.
How does ISS interact with HR
professionals within customer
companies?
The HR staff is in fact our direct contacts in
many customer companies, either because
they are the ones in charge of hiring outsourced services or because they are the
operational managers of the services we
render. There is also a relationship that
evolves from dealing with issues regarding
staff management, labor matters, workplace safety, occupational health, incentive
programs, productivity, quality management, integration with other departments
within the customer companies, indicator
management, satisfaction surveys, job profile definitions, etc; all of which require negotiation of transitional contracts or even
outsourcing of in-house resources to the
service-rendering company.
The 2008-2009 financial crisis helped boost
outsourced facility services. What actually
happens at times like these is that companies reduce fixed costs by changing them
into variable costs through the act of outsourcing services. By doing so there is also
a reduction in labor-related liabilities and
other indirect costs. Another factor that
contributed a great deal to the increase
“
Our relationship with
customers is based
on honesty, openness,
responsibility, quality,
and innovation
“
Has there been an increase in demand for support services such
as facility maintenance, cleaning, reception, landscaping, and
industrial maintenance? If so,
in which industries has this increase been seen, and what has
caused it?
apr/jun 2013
27
What improvements have occurred in your segment, and
which advances have there been
in this area?
The segment of facility services in Brazil has
matured considerably the past few years,
thus following the international trend of
subcontracting business procedures. Those
hiring services have begun to recognize the
relevance of our services and are making
use of the strategy of outsourcing. Moreover, there is a tendency to outsource the
management of a company’s facilities, not
only the direct execution of support services. Companies have become aware of
the importance of specialized management
of support services, even the peripheral
ones, due to the critical nature of operations such as building maintenance, utility maintenance, technical cleaning, urban
pest control, logistics, etc.
Which services and products in
the segment of support services are more commonly hired by
companies?
Technical and conventional cleaning services are among the most utilized services,
followed by services connected with the
premises which entail industrial maintenance, utility-related operations, building
maintenance, pest control and landscaping
28 apr/jun 2013
“
Facility
services in Brazil
has matured,
thus following
the international
trend of
subcontracting
business
procedures
“
in business was the arrival of new international companies on the market, foreign
investments, investments in industrial regions, and the increase in business capacity of the North, Northeastern and CentralWestern regions of Brazil.
What area does ISS invest most
in to improve the quality of its
services?
We are considered pioneers today in terms
of innovation within the service industry;
we bring incomparable expertise due to
our international experience. We work with
people, and therefore we need to invest
in our most important element, i.e. our
employees. We carry out constant training with emphasis on recycling technical
knowledge and developing positive attitudes to ensure greater commitment to
the job. We are implementing the Centers
of Excellence in Services model which ISS
already runs in more mature markets, such
as Europe, North America, and Pacific Asia
(Japan). In addition, ISS focuses on bringing management tools, redesigning procedures and incorporating technology with
management software and innovating procedures in line with top-notch equipment
and eco-efficient chemical products.
What will the company invest
into this year, and how large is
this investment going to be?
This year ISS Brazil is going to invest around
BRL 10 million in software, process redesign, Centers of Excellence and top-notch
equipment. This investment will revolutionize management and lead to an expressive
increase of quality for the end consumer.
What are the future challenges
and the perspective of growth
for ISS?
The greatest challenge of all is to ensure
the alignment of the entire organization.
We are aware that due to our size and the
complexity of the service segment in a
volatile and ever-increasingly competitive
macroeconomic scenario like the present
one, the stability of working with a landmark company such as ISS represents the
assurance of long-lasting partnerships and
mutual gains throughout the chain of value
established with our clients, shareholders,
and staff. We will strive to deliver integrated
facility services and facility management in
a consistent way by aligning our back office
structure with our frontline professionals,
constantly training our team, being close to
our customers and seeing to their demands
in terms of partnership consolidation and
expansion strategies all over Brazil.
In addition, we are committed to ensuring
that ISS always delivers the highest level
solutions with the best possible economic
benefits for our clients. We will increase
our efforts in the company’s existing Centers of Excellence and share the most efficient practices as a global company. We
will improve and enhance our systems and
procedures to deliver consistent levels of
services in the different locations where we
are operate by improving in-house proce-
dures, thus strengthening our trademark
and corporative image.
X-ray of the Company: Company’s foundation / Main activities /
Number of employees / Segment /
Location
(headquarters
and
branches) / Number of clients
Founded in Denmark in 1901, ISS is a service-rendering multinational company currently present in 60 countries. The company has over 540,000 employees all over
the world, 22,000 of whom work in Brazil.
According to the 2011 rank compiled by the
International Association of Outsourced
Professionals (IAOP), ISS is today the second-best outsourced service company in
the world, and the fourth biggest employer
in the world (Duns & Bradstreet).
Present in Brazil since 1973, ISS offers fixed
and mobile infrastructure maintenance
services, industrial maintenance, logistics,
cleaning, and support and technology services. In Brazil, ISS is present in Sao Paulo
city, São José dos Campos, Valinhos, Rio
de Janeiro, and Curitiba. Worldwide, ISS
is found in Europe, North America, Latin
America, Asia, and the South Pacific.
ISS Facility Services
apr/jun 2013
29
Vestas is expanding
their activities in Brazil
Vestas has been present in Brazil
for more than a decade. Based on
expected commercial activities in
the Brazilian market, Vestas established its headquarters in Sao Paulo
in 2008. The headquarters manages
all sales, operations and maintenance activities.
The headquarters in Sao Paulo,
our manufacturing facilities and
training center in Fortaleza, and the
services operations center in Natal
allow us to remain close to our customers and better understand their
needs and provide adequate customer service at all stages of a wind
farm project.
30 apr/jun 2013
Specialized in the planning, installation, operations and service of wind power
plants, Vestas Brazil supports customers in
the selection and design of new wind power
producing plants, in the execution of electrical works, installation and commissioning,
and- in providing assistance and maintenance once the plant is up and running.
By offering complete solutions for wind
power plants, we act as a strategic business
partner covering the entire wind project life
cycle, minimizing our customers’ risks and
increasing their return on investment.
Vestas has reached the mark of383 MW
capacity delivered accumulated Brazilian
Market, of which 222MW are in full operation and 161MW are being commissioned.
This represents a total of 202 wind turbines.
Throughout the Latin American region
Brazil is the country where Vestas currently
has the largest wind capacity delivered, followed by the Mexican market with 132 MW.
Among Vestas’ biggest projects in Brazil
are Ventos de Sao Miguel and Renascença
I, II, III and IV located in Rio Grande do
Norte, which total 150 MW. Energisa, Olho
D’agua, Sao Bento do Norte and Farol and
Boa Vista, total 80 MW with Galvão located in the same area.
At the end of 2011, Vestas established an
assembly facility dedicated to the assembly
of hubs in Fortaleza in the State of Ceará
and is currently in operations to satisfy the
needs of the project pipeline in Brazil. Vestas has also established a new operations
cluster in Natal dedicated to service and
maintenance activities, training, spare parts
management and supply chain activities.
At the same time, the levels of commercial activities in the country have resulted
in a significant contribution to the development of the local supply chain consisting
of a specialized network of sub-suppliers
delivering products and services in different stages of plant development wind.
One of the main goals of Vestas in Brazil
is helping to create the right conditions to
develop wind energy in the country as an
excellent complement to hydropower that
can play an important role in the diversification of the Brazilian energy matrix.
To enhance the benefits of wind energy
and to guide integration of wind energy,
Vestas has a regular dialogue with key
players across the country.
Vestas is committed to the Brazilian
wind energy market and to supporting
our customers in their business there. The
country has very good wind resources, and
the government has shown a commitment
to diversifying the country’s current energy
mix, while at the same time supporting the
creation of full highly technological value
chain in the country.
Currently the world’s sixth largest economy, Brazil is undergoing a boom which
leads to an increase in energy demand and
relatively high dependence on a single energy source, hydro.
The country’s economic long-term perspective, stable economy, natural resources and good business relations with other
Latin American countries make Brazil a
good place for investments attracting both
local and foreign companies.
This creates good opportunities to expand wind energy’s contribution to the
diversification of the energy supply. Moreover, what has happened during the latest
years in Brazil, just like in several other
markets, is that wind energy has become
a very interesting market segment for current energy players and newcomers with
good perspectives and reasonable returns.
Wind energy is no longer an “alternative”,
but an energy source which is becoming
on par with other more traditional energy
sources, such as oil and gas.
Vestas’ thirty years of experience as a
pure player have provided us with solid
technical expertise across the entire lifecycle of the power plant, extensive knowledge of emerging markets, an unmatched
service track record and overall service
performance that allow us to provide customers around the world with business
case certainty and clear added value.
Vestas do Brasil
Curriculum Vitae
Paulo Fernando Soares
•Paulo Fernando Soares has joined
Vestas Brazil in Nov 2012, as the
General Manager of the Brazilian
Operations. Vestas Brazil has its HQ
in São Paulo, a Manufacturing Plant
in Fortaleza and the Operation &
Maintenance Center in Natal. With
more than 900MW in installation and
orders, Vestas is one of the market
leaders in Brazil wind business.
•From Apr 2010 to Oct 2012, Paulo
was Group CEO of Kenersys Energy
GmbH, a company dedicated to the
manufacturing of Wind Turbines
located in germany and with operations in Europe, USA and India. Paulo
had global business responsibility
•From Jul 2005 to Mar 2010, Paulo
was CEO of Suzlon China in Beijing,
where he has established and developed Suzlon business from the startup phase to a full fledged company,
with a factory established in Tianjin
with capacity to manufacture 600
MW/year, and with offices in Beijing.
apr/jun 2013
31
AVK strengthens
its position in Brazil
AVK was founded in 1941 by Aage
Valdemar Kjær - hence the name AVK - and
began as a small machine shop in Galten
in Denmark doing plumbing work and
producing compressors for refrigeration. In
1970 the machine shop was taken over by
his son and present owner Niels Aage Kjær
who began by developing a resilient seated
gate valve destined for the water supply
sector. The first series of valves produced
by AVK was an important invention that
revolutionised the company and formed the
basis of the AVK that we know today. Over
time AVK expanded the production to also
include hydrants, fittings and accessories.
AVK of today
Today AVK has grown into an international
group of companies. More than 3000
dedicated employees worldwide - of which
approximately 750 are located in Denmark
- are doing their utmost to ensure that
AVK remains one of the world’s leading
manufacturers of valves, hydrants, fittings
and accessories for water, gas, wastewater
treatment and fire protection applications.
AVK has also built up strong brands supplying
valves and controls for water treatment, dams
& reservoirs, HVAC, chemical processing,
marine and other industrial sectors. As a
result of AVK’s expansion into these business
areas a new business unit, AVK Industrial
Valves, was formed in 2012. The companies
in AVK Industrial Valves offer comprehensive
product ranges and advanced technologies
under their own strong brand names such as
Orbinox, InterApp, Flonidan, Wouter Witzel
and Glenfield.
AVK Headquarters in
Galten, Denmark.
32 apr/jun 2013
AVK is dedicated to offer new innovative products and service of high quality.
A total of approximately 70 manufacturing
and sales companies supplies more than 85
countries with products and services. This
global network permits close cooperation
with our customers and end users. We act
with individualized designs and system
solutions enabling us to pay attention to
local values, standards and regulations
and thus en­suring a high level of service
and customer satisfaction.
We believe that staying close to our
customers is crucial for the continued
development of AVK; it is our customers
who can provide us with valuable market
and product feedback. Also, we believe it
is a benefit for both our customers as well
as for AVK that we are local but at the
same time able to offer the support of a
worldwide organisation.
Quality, innovation
and sustainability
There is an ever increasing demand for
even higher quality and innovation. At
AVK we are very dedicated to be top of the
line in both quality and innovation. AVK
products are made in modern factories
using high technology, computerized
machining centres, and robots for precision
and uniformity. Many years of experience
and use of state-of-the-art technology
for machining, coating, assembling,
testing, and handling have resulted in
top quality products that comply with the
most common national and international
standards and holds the major national
approvals.
Besides aiming to offer new innovative
products as well as products and services
of high quality we always keep the safety of
our environment in mind. Our products are
part of solutions used among other things
for reducing water consumption and water
pollution, minimising waste of potable
water, cleaning and recycling wastewater
for irrigation and for transportation
of water from reservoirs and lakes to
populations where water is scarce.
AVK also keeps focus on the environment
in our production. We have outlined a
number of very strict objectives for the
production companies within our group as
far as electricity and water consumption
are concerned. Also our efforts to preserve
our planet for future generations can
be seen in our choice of material, in our
production processes as well as the way we
approach the market with our mind-set and
our technologies.
It is not only within the AVK Group
that we focus on the environment. When
In the showlab at the AVK
headquarters customers are invited to
work with the products
looking for partners we also seek ones
with very high standards. We expect our
partners to adhere to the same standards
as we do.
AVK in Brazil
AVK began in Brazil about 20 years ago.
The beginning of the Brazilian adventure
started with agreements with local
manufacturers who agreed to sell our
products as supplement to their own, but
in 2008 we decided to establish our own
sales company and found a good location
in Indaiatuba in the state of Sao Paulo.
Today there are 10 dedicated employees
at AVK Válvulas do Brasil Ltda. They form
a team of professionals that among others
work closely with leading public water and
wastewater companies such as Sabesp,
Sanepar, Embasa, Corsan etc.
In order to further develop our business
in Brazil and because of an understanding
that Brazil puts more and more restrictions
on imported goods we have decided
to open our own factory. The year 2013
therefore holds an expansion for AVK
in Brazil. We will find a good location in
Indaiatuba and start building a factory of
initially about 4-5000 m2 expected to be
ready for production within the year.
With our own factory located in Brazil we
will be able to produce and stock the most
common valves on the Brazilian market.
This has great influence on our delivery
performance, making us able to deliver
requested valves within a short period
of time. We believe this will be of direct
benefit not only to our Brazilian customers
but to all of our customers in the countries
of South America.
AVK
apr/jun 2013
33
Hydro Alumínio Acro
15 years in Brazil
Ivar Venås, Managing Director
About Hydro’s Extrusion
Operations in Brazil
Tell us a little about Hydro’s
Operation in Itu;
Hydro started extrusion operations in Brazil
in December 97 motivated by the need of
Automotive customers for Specialty Tubing
products as well as a desire to grow in
emerging markets. Actually, on December
5th Hydro Alumínio Acro marked it’s 15
year anniversary.
It started out with the acquisition of a local
company operating two small extrusion
presses. Today the plant today operate
three extrusion lines whereof one is
dedicated to automotive, (Precision Tubing),
a fabrication unit, as well as well as a 17.000
ton/year aluminium recycling facility. The
installation of a fourth extrusion line is
the final stage. With this NOK 300 million
investment, capacity will be significantly
increased. The investment will also provide
capabilities to enter market segments where
Hydro is unable to supply today.
34 apr/jun 2013
Where do your products end up
and who are your customers?
Roughly 50% of the production ends
up in the Building and Construction
Segment, 25% in automotive applications
and another 25% in other industrial
applications. We count on the collaboration
of approximately 500 employees. Most are
based at our plant in Itu, but we also have
a sales office in Rio de Janeiro.
Hydro Aluminio Acro is a business to
business company, meaning we sell no
products directly to the end user. Since
2005 it has been a clear strategic objective
to increase the number of customers to
ensure a more robust business. As a result,
Hydro Alumínio Acro today can count with
more than 400 active customers spread
over a large number of different business
segments.
How is Hydro organized in Brazil, and how
does the extrusion company in Itu fit in?
Hydro is organized into divisions according
to position within Hydro’s value chain and
not geographical location. The divisions
are “Energy” based in Oslo, “Bauxite
and Alumina” with head offices in Rio
de Janeiro, “Primary Metal” with head
office in Oslo, “Rolled Products” based in
Germany, and “Extruded Products” based
in Lausanne Switzerland. Bauxite and
Alumina, Primary Metals and Extruded
products all have industrial operations in
Brazil. In addition Rolled Products has a
sales office in Sao Paulo.
There is no central organization for Hydro in
Brazil. The extrusion operation in Itu – SP
belongs to “Extruded Products” and report
to Switzerland. I realize this sometime
create confusion about who “in charge” of
Hydro in Brazil, but for the operations this
is very clear.
What is the size of the operation
in Itu in financial terms?
In a global Hydro context it is evidently
quite small. 2011 operating revenues and
income was approximately R$ 360 million,
(~NOK 1,1 billion). That compares to NOK
97,4 billion for the group as a whole.
When you look back at some 15
years of operation in Brazil, what
have been the major challenges?
When it comes to Aluminium Extrusion,
Hydro’s home turf clearly is Europe. It is
therefore natural that we started building
up the business more or less the same way
we do in Europe. However, Brazil is not the
same as Europe, and some of this we have
learnt the hard way.
The existence of some disloyal competition
in Brazil was no surprise. Hydro had been
operating extrusion operations serving
building and construction markets all over
Europe and in many other parts of the
world for a number of years and has always
managed to compete the “Hydro Way”
despite local competition “not playing
by the book”. Still the extent of disloyal
competition, with well over 100 family
owned extrusion companies, has been quite
overwhelming. This has only emphasized
the need for a clear differentiation strategy,
and more so than for most of our European
sister companies.
Tax legislation has been and still is a
challenge. The extreme complexity, coupled
with constant changes and conflicting
rules and interpretations at municipal,
state and federal level not only represent
a significant work load, but also risk and
unnecessary legal expenses. Adding to this
a legal system that take ages to reach final
conclusions, any international company
starting business in Brazil to likely to face
some unpleasant surprises.
You mention differentiation strategies, what do you differentiate
on?
Hydro’s typical extrusion companies in
Europe extrude custom shapes for their
customers. They rarely have proprietary
rights to products, but often provide design
services and other added value activities.
They differentiate on quality, lead time,
and on time delivery. Customers in general
stay loyal for years.
In Brazil, we have found that his does not
hold true. Customer loyalty takes long
to develop, and customers in general are
quicker to change supplier motivated by
even small price differences. Good personal
relationships seem to play a more important
role in Brazil. Frequent face to face meetings
with key customers is therefore important.
In addition, Hydro’s extrusion plant in Brazil
has over the years developed an extensive
catalogue of product solutions in particular
for the Building and Construction industry.
These are documented solutions tested
and certified by independent laboratories.
Today Hydro is a leading supplier of systems
for aluminium doors, windows and building
facades in Brazil. This has been a key factor
to differentiate the company form the local
competitors. Further we have taken steps
to be the best in short lead times. In a
country where most building projects are
delayed, this has also been a factor of
significant importance to our customers.
What about people, are you able
to fine qualified people to run
the business?
When I first came to Brazil, I had been
working for several years within Engineering
and Maintenance at our operations in USA
just some kilometers from the Kennedy
Space Center. The first thing that surprised
me when I arrived to Brazil was that our
technical personnel were mostly better
qualified that the technicians I was used to
working with in the USA. I believe
the saying that Brazil has the best
and the worst of everything for
the most is holding true. There
are good people available in
Brazil, but also the opposite.
Since the demand for qualified
labor is high, the price to get the
best is really high. As a result,
pay roll cost for top engineers
and key management positions
is in Brazil now are significantly
above levels we see in USA and
Central Europe.
Unfortunately we are not able
to compensate this high cost in
productivity due mainly to the
administrative
inefficiencies
imposed by local legislation. On
an international level, we are
therefore not able to compete on
cost. Thanks to import tariffs and
a relative high transport cost for
our products, it is still possible to
run a profitable extrusion business
in Brazil. However, it is far from
comfortable to know you rely on
tariffs to stay competitive.
“
Tax
legislation
has been
and still is a
challenge.
The extreme
complexity,
coupled with
constant
changes
“
Learning to operate
in a different country
apr/jun 2013
35
A leading supplier
What do you consider Hydro’s
major achievements in the
extrusion industry?
•Obra TREND CITY CENTER/Porto
Alegre/RS (under construciton)
Construtora : MAIOJAMA
Linha Hydro : ecofaçade = 240t.
Serralheiro ; Aluita
Obra Costão da Barra/Santa
Catarina/SC
Construtora : Procave
Linha Hydro ; Elegance
Serralheiro: Alumonta
Obra Serrador/Rio de Janeiro/RJ
Construtora : Becran Engenharia
Serralheiro: Metalúrgica Alumiquel
Fachada Hydro (retrofit)
•
•
•
•
•
•
•
•
•
•
•
You are installing a new press
line, this must mean you believe
in growth going forward.
Yes, we do believe in continued growth in
our main markets. One reason is the very
low per capita consumption on extruded
aluminium products in Brazil. This is far
behind the developed countries and also
very far behind a country like China. As
the middle class continue to grow in Brazil,
more apartment buildings are likely to be
built, more office towers are likely to be
erected. More urban transport will be
needed and more goods will need to be
transported. All of this will increase the
demand for aluminium.
In addition Hydro is working with several
partners to develop new aluminium
applications in Brazil. We have had a strong
focus on the solar industry for a number of
years, and it is only now that we start seeing
some projects get off the ground.
36 apr/jun 2013
Within transport, we have for a long time
been asking ourselves why we still see truck
beds made in wood or steel in Brazil, while
aluminium has nearly 100% penetration
for this application in Europe. Hydro has
developed solutions for the local market
and is working with several Brazilian
manufacturers to test out and prove this
application also in Brazil.
In addition we are working with some
universities to increase the knowledge about
aluminium and to stimulate development of
new applications. Personally I am convinced
we will continue to see significant growth
in demand for aluminium for several years
to come. Our company will be prepared to
take part in this growth.
Hydro and Orkla forming
a Giant World Leading
Extrusion Company
Just to round off, let me mention the latest
news within the global aluminium extrusion
industry. Hydro and Orkla made a press
release on October 15. Here is an extract;
“Norsk Hydro ASA and Orkla ASA have
agreed to combine their respective profiles,
building systems and tubing business,
creating the world’s leading aluminium
solutions provider. The new combined
company, to be named Sapa, will be a 50/50
joint venture owned by Hydro and Orkla.
The agreement covers Profiles and Building
System, as well as Extruded and Welded
tubes, of Orkla’s fully-owned Sapa and all
of Hydro’s Extruded Products business area.
Based on 2011 figures, the combined
company will have around NOK 47 billion
in annual revenues, underlying EBITDA
of around 1.9 billion and approximately
25,000 employees.* The new company will
have leading positions in Europe and North
America, and strong footholds in emerging
markets, including Brazil, Argentina, China,
India and Vietnam.
Completion of the transaction is expected to
take place in the first half of 2013, following
approvals from relevant competition
authorities. Svein Tore Holsether, currently
President and CEO of Sapa, will be President
and CEO, and Arnstein Sletmoe, currently
Senior Vice President and Head of Mergers
& Acquisitions in Hydro, will be appointed
CFO of the merged company. President and
CEO of Hydro, Svein Richard Brandtzæg,
will be the chairman of the company. Sapa
will have its headquarter in Oslo, Norway”
“
Ivar Venås
Hydro Alumínio Acro
As the
middle class
continue
to grow in
Brazil, more
apartment
buildings are
likely to be
built
“
Hydro Alumínio Acro is today recognized
as one of the top 3 system suppliers for
aluminium doors, windows and facades
in the country. According to our customer
satisfaction surveys, Hydro is probably also
the best in customer service.
Hydro has also established itself as the
reference supplier of aluminium tubing to
the Brazilian automotive industry.
Here are some reference projects within
civil construction;
apr/jun 2013
37
Marine Technology for Brazil
LMG Marin started its activity in 1943
and was founded by the three naval architects Mr. Lund, Mr. Mohr and Mr. GiæverEnger, who also created the name of the
company: LMG Marin. These gentlemen
headed the company through its first decades, founding the legacy of reliability,
experience and innovation.
As a leading naval architect and maritime engineering company in Norway, LMG
Marin has contributed to the development
of the modern maritime and offshore industries in Norway. With references from
more than 1000 ships built at ship yards
worldwide, LMG Marin has throughout
these years developed strong ties to the
maritime and offshore industries all over
the world.
Drill ships for Brazil
LMG Marin is one of Europe’s leading
independent naval architect and maritime
engineering companies, with a highly advanced engineering organization and an
experienced staff of well educated engineers and naval architects.
The company has up-to-date tools and
experience for most tasks in offshore engineering, and for the building and operation of reliable and economically attractive
ships and floaters.
When the Brazilian state oil company
Petrobras launched a gigantic building
program for a total of 28 drill ships, LMG
immediately notified their interest. In 2009
the Bergeners were prequalified by Petrobras, after knocking out major international competitors.
Last year, they landed the first contracts,
and gradually won even more, and when it
all ended, LMG had won the contract for 14
of the 28 ships.
LMG Marin made a contract with two
Brazilian shipyards to provide the complete
design of 14 drill ships to be delivered be-
tween 2015 and 2019. This is by far the largest contracts in companies 70 year history.
Norwegian equipment suppliers also
benefit from the LMG has been contracted
to design the Brazilian drillships.
So far, contracts for drilling packages for
all 14 vessels passed to Norwegian companies.
Seven of the vessels will be built at the
shipyard Jurong Aracruz, which is 50 percent owned by offshore Jurong Shipyard in
Singapore.
The other seven will be built at the Brazilian Estalleiro Atlantico Sul.
Gas Powered Ships
LMG Marin was also among the first to
design gas-powered ferries. With increasingly stringent emission requirements gas
powered ships are now relevant. LMG
Marin has already delivered 16 gas-powered ferries. That is more than any other
company in the world.
From ships to bridges
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]
38 apr/jun 2013
LMG Marin are increasingly focusing
more on other structures than ships, and
operations have therefore moved from ship
design to maritime engineering of floating
structures.
For example, LMG Marin has invested
heavily in developing floating bridges, and
has patented a solution for floating bridges
with the possibility of passage of up to 70
feet tall cruise ship. LMG uses much of the
same technology on floating platforms as
they use in the Northern Sea.
apr/jun 2013
39
Development of children`s creativity
through play and learning
Learning is at very core of the LEGO®
Group’s values. The company has been
engaged in the development of children’s
creativity through play and learning since
its founding in 1932. In 1980, following numerous requests from educators
to provide resources for use in schools,
the LEGO Group founded the Education
Division. Since then LEGO Education has
spent more than 30 years working with
educational experts and trusted partners in the education industry to develop
hands-on curriculum resources for teachers and students across the globe.
For people that are not directly connected with the educational industry it
can sometimes be difficult to understand
the difference between the LEGO Education brand and the well-known LEGO toy
which most people have at some point in
time come to know.
40 apr/jun 2013
Christian Maxe Petersen,
Regional Manager
What we in LEGO Education would like
to do is transform learning by increasing
success in the classroom. While test performance will also in the future be important,
we would like to try and help students to
be able to see the purpose of what they are
learning – and get away from the traditional
ways of learning where it was mostly about
memorizing a number of facts rather than
actually establishing a connection to real
life and society. Students learn by doing
– they feel, think, touch, see and move as
they employ their creative problem solving
skills. LEGO Education helps bring the practical things students are learning to life. We
have developed a wide range of resources
that are based on a set of pedagogical
principles for hands-on, creative learning
experiences. To ensure that the learning
experience is as successful as possible, and
that teachers really understand the versatility and applicability of LEGO resources in
covering the curriculum, we also provide
extensive training to teachers, administrators and students around the globe and of
course here in Brazil.
LEGO resources span the continuum
from preschool through university and provide valuable lessons in all curriculum subjects. Although our products have traditionally been focused on early learning and the
STEM curriculum (science, technology, engineering and mathematics), new resources
have been developed so that we also address humanities, language and literacy.
In addition to the LEGO bricks that I think
most people are familiar with, our solutions
include digital tools and a wide range of
comprehensive teacher guides and activity packs, designed to equip teachers with
the most innovative and engaging teaching
tools available – our product is as much a
philosophy as it is physical products.
LEGO Education works extensively with
child development and educational experts
around the globe to design our resources
and solutions. Key advisors include professors from the Massachusetts Institute
of Technology (MIT), Carnegie Mellon
University, Cambridge University and Edinburgh University. Additionally, we have
partnered with companies such as National
Instruments to ensure that the solutions are
educationally sound and are also based on
world-class technologies.
In Brazil LEGO Education has been present since 1996 through partnership with
our exclusive distributor ZOOM. Initially the
business of selling our products were met
with a lot of challenges and in the first number of years we were limited to a few public projects in different areas of this huge
country. The main challenge is that the Brazilian curriculum does not include technol-
ogy as part of it and hence we have had to
come up with a way of linking our products
to the themes that are today included in the
national curriculum.
For this reason our partner, ZOOM, started looking into the best ways of approaching the Brazilian market, and after investing
a lot of resources the idea was brought forward to come up with a whole new business
model where written material is developed
for each and every school grade linking
technology, 21st century skills as well as our
products with the traditional themes in the
national curriculum. This material was first
developed in 2003 and today covers the entire range from Pre-school to University and
when this is combined with teacher training
and the LEGO Education products you have
the business model used in Brazil today.
Since the launch of this model we have
been successful in penetrating both the
public and private school market in Brazil.
We strive towards our goal of being able to
give a LEGO Education learning experience
to as many students as at all possible and
when we look back on the past 10 years, we
can say that we have reached more than one
million students in Brazil with our products.
This number is a milestone and something
to be proud of, but looking at the overall
size of the market in Brazil with more than
52 million students we also have to say that
we have a long way to go in reaching the
rest of the students, and this is a task we
very much look forward to taking upon us
in the coming years.
Christian Maxe Petersen
Lego education
apr/jun 2013
41
Welltec’s
Brazilian activities
Welltec® in brief
Welltec is a leading developer and provider of well intervention services to the
oil and gas industry worldwide. Our robotic technologies are tailored to enhance
recovery rates and enable operators to
conduct interventions safer, faster and
with higher accuracy.
Established in 1994 we have grown into a
global operation with more than 1,000 employees working in 24 countries. We provide
a wide range of solutions, from conveyance
of well logging and surveillance equipment
to complex clean-out, milling and maintenance operations. Our services and solutions address the entire life cycle of a well,
from drilling and evaluation, to completion,
production and plug and abandonment.
We opened our first Brazilian office and
service facility in 2005 in Macaé and expanded with an office in Rio de Janeiro in
2007. Due to our unique, innovative technology we have experienced significant
growth since the beginning and continue
to expand our services and explore new
ways to help national and international operators optimize production and increase
recovery rates. Welltec works in partnership with all the electric line providers and
hence provides services to the operating
companies either through direct contract
or as third party contractor.
Conveyance solutions
Welltec technology represents a breakthrough in deploying and operating oil
and gas well intervention tools without
the use of coiled tubing or similar heavyduty equipment. The technology is applicable for standard well completions, as
well as specialized cases requiring tailored
approaches. The technology is designed
to be light, agile and tough. As a result
the tools can be deployed by helicopter
or truck and only require small teams to
handle and operate.
The foundation of our conveyance solutions is the Well Tractor®, which was conceived by Jørgen Hallundbæk, our founder,
during his studies and later developed and
field tested in cooperation with a major
North Sea operator. Well Tractor® conveyance revolutionized the business, as it enables tools to be conveyed irrespective of
the inclination of the well. This facilitated a
step change in the technique of deploying
logging tools into horizontal and highly deviated wells without the use of drill pipe or
coiled tubing. The conveyance solutions are
designed to deliver well intervention tools
42 apr/jun 2013
The Power of Innovation
New technology transforms the way
things are done by removing costly and
environmentally-damaging inefficiencies
in oil and gas production, and the Well
Tractor® has proven to be a key change
agent in the quest toward zero emissions
and discharges due to the lightweight
solution it offers. It can extend the life
of the well and reservoir, because it is a
more precise and safer method than the
conventional alternatives.
By providing operators with a fast, light,
reliable solution, this technology facilitates optimized production and increased
recoverables, and enables continued production during the intervention or very
quickly thereafter. The economical aspect
of this is tremendous. Using precisioncontrolled robotic technology we can do
things that previously required heavy and
sizable equipment and dozens of people
with just a few highly skilled professionals. This in turn means reducing the risks
of environmental impacts and work environment issues.
“
Welltec
technology
represents
a breakthrough in
deploying and
operating oil
and gas well
intervention
tools
“
exactly where needed with robotic precision and has established Welltec as a world
leader in the development of cost-effective
and value creating conveyance solutions.
We continue to develop, test, manufacture and use proprietary technology and
equipment, and constantly work to push
the boundaries for what we can do to increase recovery and enable our clients to
cut costs and save time. Welltec has set a
number of world records and received numerous industry awards by simply doing
what couldn’t be done before.
Tractor based conveyance on electric
line is a quick, safe and reliable way of
performing the various well intervention
operations. It offers several advantages
to the operators in Brazil, such as a wide
variety of sizes, reliability, ruggedness and
high speed. The most frequent conveyance
jobs in Brazil include cement evaluations
and pipe recovery, and the conveyance
solutions provide the operator with a set
of equipment he can rely on to efficiently
deliver the cement bond logs in any size of
casing, as well as pipe recovery operations
in almost any size of pipe.
apr/jun 2013
43
Well Solutions
Welltec Brazil offers the entire portfolio
of Welltec Solutions and is supported by
decades of experience. Our primary services in Brazil to date include operating our
Well Tractor® to convey tools for cement
bond logging, perforating and pipe recovery operations.
Welltec also performs a wide range of intervention services in Brazil. Our mechanical solutions, designed for safe and efficient well management and maintenance,
range from clean-outs and setting and retrieval of plugs to complex milling jobs.
Interventions are carried out by positioning the tools where required and then exercising the necessary force to manipulate the
device being addressed. All operations are
controlled and monitored from the surface;
and because the tractor based technology
conveyed on electric line makes interventions quicker and safer, it is becoming a preferred solution in many Brazilian operations.
44 apr/jun 2013
“
Welltec
Brazil offers
the entire
portfolio
of Welltec
Solutions and
is supported
Mechanical intervention solutions include tools such as the Well Stroker®, Well
Key®, Well Cutter® and Welltec Setting
Tool®. The first of which proved its usefulness when an operator in the Guara Norte
field was looking for a safer and more efficient method of installing a telemetry
system in a vertical production well. The
operator had previously been using the
coiled tubing method, which requires two
runs; one to set the telemetry system and
another to retrieve the data. Not only was
the system installed in just one run, the
Welltec operation was also performed four
times faster, which meant the client saved
valuable rig time and optimized the operational efficiency.
Shifting from traditional intervention
methods to Welltec’s electric line mechanical solutions provides multiple advantages
for the Brazilian operators, such as real
time feedback, surgical precision and improved accuracy. Increased safety means
utilizing fewer people, requiring a reduced
number of lifts and eliminating the need for
explosives when performing operations.
“
Welltec embraces this concept in everything we do and continually strive for
simpler, safer means to accomplish the
goal. Very often, this results in an innovative, more cost effective method as well.
The latest innovation is being launched
this year: the Welltec Annular Barrier® for
zonal isolation. It has been developed in
conjunction with a number of global operators to solve the challenge of creating a reliable, life of well, annular barrier. As drilling technology continues to enable deeper
and more complex well designs, cement no
longer does the job. The Welltec Annular
Barrier® for zonal isolation provides the
next generation open or cased hole solution, truly enabling a reliable, life of well,
cementless completion.
by decades of
experience
Welltec® Coming up
In the coming years, Welltec plans to
increase activities in the Brazilian market
through the addition of assets to accommodate the growth. Conveyance Solutions
will continue to be quite active and will
be supplemented by the addition of more
Milling and Clean-out Solutions. As well,
our Welltec® Annular Barrier is receiving a
lot of interest for its unique capabilities in
well completions. We are bringing this and
our other solutions to the two big Brazilian
conferences this year, Brasil Offshore and
the Offshore Technology Conference Brasil,
where the industry meets to exchange new
knowledge and technology.
Brazil is an exciting place with an exciting future, one in which Welltec plans to be
an active participant!
Weltec
apr/jun 2013
45
A Risk-free
World
The global
winds are
changing
directions
46
apr/jun 2013
After the past five years’ turbulence, the mere
thought of 2013 not presenting any significant risks
in the international scenario may seem like heresy to
some people. However, this forecast may not be so
outrageous after all, considering we are already at
the point of cyclical recovery after a long and painful period of adjustments. That’s why the title of this
article is quite risky in itself; some ‘Black Swan’*
may appear before the end of the year that has only
just begun.
As a matter of fact, we are probably still going to see moderate market volatility due to the
remaining uncertainties in Europe, China, the US,
and the emerging countries. Nonetheless, we have
gathered information that suggests that neither
the well-known European problems as seen from a
systemic market contamination viewpoint, nor the
uncertainties related to the drastic deceleration of
China, which many foresaw for this year, are on the
2013 risk radar. As far as the American economy
goes, after the approval of measures to prevent
the worst of the fiscal cliff on New Year’s, a stronger recovery of confidence is expected. There are
indicators that point to an industrial revival and an
energy renewal along with an extensive deleverage of families and companies, and revival of the
labor market and real estate prices.
A hypothesis to be considered is that the obvious
improvement of confidence in the American economy may become the key to restoring trust, globally
speaking. Not that the American economy at this
point will be able to play its past role of locomotive,
nor that it will be able to take on a role similar to
that of China after the Lehman Brothers crisis. After
all, there is still an important fiscal adjustment to be
undertaken in the US in the coming years. However,
negotiations in the Congress show that the Republicans have taken a more flexible position, that the
Federal Reserve’s position indicates that the American economy needs fewer and fewer stimuli, and
that the beginning of the opening of the American 10-Year Treasury Rate (which is the main
thermometer of expectations) suggests that
the economy in the United States might be
going through the last phase of the present crisis. That is to say; the post-fiscal
cliff promises good news and that
will doubtless have an expressive
impact globally.
Octavio de Barros
The American revival also contributes to an atmosphere of restoration of trust in Europe. The previous
beliefs that the Euro-zone economies might implode
and that adjustments would be politically unsustainable are quietly being discarded. Besides these forecasts not becoming reality, it is also becoming quite
plausible that some growth will be seen in Europe in
2014, while 2013 will be marked by a final dose of adjustments, but with fewer financing difficulties, even
for countries like Greece. This change is the result of
Germany’s notable shift towards a more constructive direction and the advancement in regard to the
feasibility of bank supervision which will be the basis
of a greater fiscal integration. The masterly role of
the European Central Bank (ECB), led by its president
who bended the stance of more hard-line ECB directors, has changed the game of expectations. Nothing will be simple from this point in time on, but if
we take a look at the balance already achieved in the
current account through payments by countries in the
Eurozone, it appears to be possible that we will see
a rather renewed region in terms of competitiveness
within five years or maybe even earlier.
This change of winds in the global sphere reverberates in the world stock markets, which together
have surpassed the historical peak of points. As
everyone familiar with my thesis knows, more than
two-thirds of the Brazilian deceleration is rooted in
essentially external factors, so a global improvement should favor a recovery of the Brazilian economy within the coming two years. The exact impact
is hard to pinpoint but it should be considerable.
We are well aware of the difficulties we have
in Brazil, but I believe that the reasons attributed
to the bad performance of the Brazilian GDP are
greatly exaggerated. What Brazil actually experienced was a strong industrial crisis brought about
by global conditions. The industrial sector in Brazil
was caught completely unprepared due to competitiveness and cost issues that worsened with
delays in infrastructure investments in a scenario
of high salaries due to essentially demographic
reasons. Moreover, 2012 was a year in which everything that could go wrong, did go wrong. Other
difficulties that affect growth are a result of short
and long-term procedures and cumulative mistakes
which can only be overcome with pragmatism and
through important reforms geared towards the private sector in a new cycle of investments.
*The Black Swan theory by Nassim Taleb published in 2007 shows that it is impossible to foresee
the future since what we know is much less than
what we do not know.
Octavio de Barros
Chief Economist Bradesco
Widex invest in
own distribution
in Brazil
The family owned Hearing aid manufacturer Widex A/S has for several years
bought up its international distribution
network in order to strengthen its marketcontrol and pursue growth.
Widex has been present on the Brazilian market since 1963 through a distributor. Since 1984 the distribution taken over
by Kjeld Roslyng Jensen, a Danish citizen
with several years of Brazilian experience
as well as his Brazilian family.
During their administration the Widex
Kjeld Roslyng Jensen and Marcelo A. Smith de Vasconcellos, new CEO
hearing aids as well as other hearing related products expanded into a complete
national distribution network with shops
in all major states.
Following the other Danish hearing
aid manufacturers as well as the general
trend of the global hearing aid industry,
Widex bought the majority of the shares
of Centro Auditivo Widex Brasitom in December 2012.
The many years partner with minority
partnership, Marcelo A. Smith de Vascon-
cellos continues as CEO of Widex Brazil.
The health sector in general and the audiology sector in particular has expanded
a lot in the last 20 years which gives all
the opportunity to guarantee continuous
growth.
Kjeld Roslyng Jensen is happy to provide
for a solid continuation of Widex Brasil.
Illustration shows former and new CEO
of Widex Brazil on its head-office at Rua 24
de maio in the center of São Paulo.
Widex
apr/jun 2013
47
Brazilian Review
ECONOMY
Brazil in 2013
Recovery fraught with Risks
The past year was marked by surprisingly
weak growth and unexpected levels of low
interest and exchange rates. We expect the
current moderate rebound in activity to
continue (GDP growth of 3.0% in 2013), yet
the path to recovery has downside risks.
We also forecast more economic stimulus
from the government, through further tax
breaks.
The Year that Passed:
Disappointing Growth
Brazil’s GDP probably grew less than
1% in 2012. By any measure, that was a
negative surprise, since at the beginning
of the year expectations were for 3% or
more.
In particular, frustration was biggest
with investment. Up until the third quarter
of the year, gross capital formation had
contracted a cumulative 6% in five quarters. Industrial production also had a dismal performance, falling 3% in 2012.
What caused this is still a source of heated debate, with arguments ranging from a
painful inventory adjustment from overly
optimistic expectations built up in previous years, to the effects on business confidence of government policy uncertainty.
Strangely enough, employment held up
well. The jobless rate fell to its lowest level
in history, around 5%. Apparently, firms
thought it better to avoid layoffs even
as they cut production, hoping for better
times ahead. Probably this behavior was
motivated by the previous cycle. When
firms cut the payroll in the 2008-09 downturn, they had to re-hire only a few months
later, since demand recovered more swiftly
than expected. But they were only able to
do so by offering to pay higher wages.
In 2012, a tight labor market enabled
workers to receive pay increases and so
keep on spending. Tax cuts on durable
goods also helped as they made consumption more affordable, especially in terms of
cars. Consumers thus managed to weather
the headwinds from a tightening credit
supply.
Economist
Caio Megale
48 apr/jun 2013
By the same token, a heated labor
market kept the pressure on inflation, in
particular services, which went up 8% in
2012. The shock in food prices further compounded the problem. What kept the headline index from drifting above 6% was the
low inflation of regulated services (helped
by the government) and of industrial goods
(contained by tax exemptions).
Another surprise was economic policies.
The central bank cut rates by 525 bps, to a
record-low 7.25%, and said it plans to keep
it at this level for a “sufficiently prolonged
period of time”. The exchange rate regime
lost much of its flexibility. In the whole
second half of the year, the exchange rate
deviated very little from the range of 2.002.10 reals per dollar.
2013: What Kind
of Recovery?
Although disappointing, the rebound in
economic activity started in 3Q12, with a
0.6% seasonally-adjusted growth of GDP.
We expect 0.7% in 4Q12 and acceleration
to an average 0.8% per quarter throughout
2013, reaching a total of 3.0% over 2012.
One of the tailwinds will be a better
global environment than that of 2012, due
to smaller tail risks. That should have a
positive effect on domestic investment. Although it is a relatively closed economy, Brazil’s investment cycle is influenced by growth
and volatility in the global economy.
Private investment will also benefit from
the fact that firms have already completed
a full inventory cycle in 2012. They don’t
need to make further production cuts just
to adjust their inventories to a lower, more
desired level. And new investment becomes
more attractive with lower interest rates.
Consumption spending will remain a
driver of demand growth. If employment
holds to the current trend of moderate but
positive expansion, wages will keep rising,
maintaining a solid base for consumption.
Another minimum wage increase above
inflation at the beginning of the year and
continued tax exemptions for consumer
goods will also help.
To sustain the recovery, however, we expect the government to go for more economic stimulus through further tax breaks
and public bank credit.
Fiscal stimulus will remain an essential
part of the policy toolkit. Since the neutral
interest rate has fallen and has in turn reduced the interest payments due by the public sector, the government has more room in
the budget than in previous years. It can,
within certain boundaries, reduce taxes to
stimulate the economy without sending the
public debt/GDP ratio on an upward trend.
We believe the Central Bank intends to
maintain interest and exchange rates at
the same levels they were at the end of last
year to accommodate both a weak economy and inflation threats.
A too-intense depreciation of the exchange rate would create pressure on tradable goods, which have been a major anchor
of inflation in recent years. Non-tradable
goods such as services will probably continue to be burdened by the tight labor market. On the other hand, inflation dynamics
will benefit from the dissipation of the food
price shock and by another year of low increases in regulated prices, in particular, the
fall of energy tariffs through tax reductions
and anticipation of concession renewals.
Still, the outlook is fraught with risks,
some cyclical, some structural.
Companies are still very cautious. After
having invested substantially in previous
years, many suffered losses in 2012 as sales
growth fell short of expectations. Several
opted to scale back their operations and
postpone investment decisions, even for
conservative projects. Doubts about the
sustainability of consumer demand are also
blurring the scenario, due to uncertainty
regarding consumer leverage. Policy uncer-
tainty, with high-frequency changes in tax
rates and new subsidies, makes it harder
for firms to plan ahead. It could take longer
to generate a positive and self-reinforcing
mood of optimism again, which is fundamental for investment.
Structurally, the near exhaustion of the
labor factor of production will demand
more from the other factor, capital. Yet
creating the conditions necessary for investment, especially those transformative
large-scale projects, is easier said than
done. Making the resources available is
just the beginning. The public sector should
foster an effective regulatory environment,
with clear rules and less bureaucracy. It
should also resort to public-private partnerships or outright concessions when it is
not able to pursue the projects all by itself.
Finally, it should offer adequate rates of return as a way to bring in the most capable
private operators. Moving ahead with this
agenda will be both Brazil’s biggest risk
and greatest opportunity in 2013.
Caio Megale
Banco Itaú
apr/jun 2013
49
Resilient inflation
When it comes to inflation, 2012 ended
on a relatively bad note. IPCA, the consumer price index used by the Central Bank to
pursue the inflation target, rose 5.8% that
year, above market consensus (hovering
around 5.3%-5.4% for most of the year)
and even higher than what the Central Bank
had predicted (5.2% in its latest Quarterly
Inflation Report). Despite one or two factors having contributed to contain the rise
in prices, the basic dynamics of prices remains unchanged and is currently a risk for
keeping inflation high throughout 2013.
A quick comparison between the behavior of inflation in 2011 and 2012 should
present a favorable development last year,
as IPCA fell 0.7 percentage point from
6.5% and could be said to be converging
towards the target as constantly noted by
the Central Bank, albeit at a very slow pace.
However, two specific factors not linked to
decisions by policymakers helped inflation
being slightly lower in 2012. First, the rise in
regulated prices - those that have variations
50
apr/jun 2013
IPCA and market and regulated prices (% YoY)
IPCA
8
Regulated prices
Market prices
Target
Chart 1 – IPCA and market and regulated prices (% YoY)
7
Sources: IBGE and Central Bank of Brazil.
6
5
4
3
2
1
0
Jan -10
Jun -10
Nov -10
Apr -11
Sep -11
Feb -12
Jul -12
Dec -12
Sources: IBGE, Central Bank of Brazil.
determined by the government and which
answer for about 24% of IPCA - remained
rather contained at 3.7%, below the 4.5%
inflation target (chart 1 below). Second,
IBGE, the Brazilian official statistical agency,
changed the weights used to calculate the
IPCA, which led to lower inflation.
The first factor is rather straightforward.
In a year of mayoral elections, as in 2012,
it is normal for urban transportation not
to have its tariffs increased. Moreover, the
government has postponed the adjustment
in gasoline prices. Hence, transportation
was vital to keep regulated prices more or
less in check. As for the IPCA weights, it is
normal for IBGE to change the importance
given to goods and services in the calculation of inflation every five years to account
for changes in tastes or even include new
ones as they become available based on
a wide survey of population expenditure.
By chance, that change happened to be
scheduled for the beginning of 2012; it assigned lower weights to items that ended
Cristiano Souza
the year with high inflation and vice-versa.
Were it not for that methodological change
(just to reinforce it, a perfectly valid one),
IPCA would have been 0.5 percentage
point above year-end level, hence barely
changing at all in comparison to 2011.
Despite those factors helping bringing
inflation down, the 5.8% increase in 2012
was achieved with the relatively strong
pressure of market prices, which rose
6.5% in the year. That result came as a
bit of a surprise, as economic activity was
weak (the GDP may have barely grown by
1%). In fact, it used to be normal to see
a positive correlation between economic
activity and market prices in Brazil (stronger growth tied to high inflation, weak
growth and low inflation), a trend only
broken only in 2005 in the period between
1999 (the first year of inflation targeting)
and 2009. Since then, that relation has
weakened with inflation expectations
deviating further from the target and the
labor market remaining tight.
IPCA core measures (% YoY)
Ex-food at home and regulated prices
Target
7.5
6.8
6.0
5.3
4.5
3.8
3.0
Jan -10
Jun -10
Nov -10
Apr -11
Sep -11
Feb -12
Jul -12
Dec -12
Sources: IBGE, Central Bank of Brazil, Banco Santander.
IPCA (% YoY, dots represent year-end inflation)
9.0
Target
8.0
Forecast
7.0
6.0
5.0
4.0
3.0
2.0
Jul -13
Sep -12
Nov -11
Jan -11
Mar -10
Jul -08
Sep -07
Nov -06
Jan -06
0.0
May -09
IPCA
1.0
Sources: IBGE, Banco Santander.
Median inflation expectations (%)
5.7
2013
2014
5.5
5.3
5.1
4.9
4.7
4.5
21- Jan - 13
22- Dec -12
22- Nov -12
23- Oct -12
23- Sep -12
24- Aug -12
25- Jul -12
25- Jun -12
26- May -12
26- Apr -12
27- Mar -12
26- Feb -12
27- Jan -12
28- Dec -11
28- Nov -11
29- Oct -11
29- Sep -11
30- Aug -11
31- Jul -11
4.3
1- Jul -11
Hence it was not disparate to see high inflation regardless of low economic growth. In
that sense, core measures of inflation, which
should eliminate short-term fluctuation to
present the underlying trend of prices (the
long-term more stable trend) are also above
the target, with the trimmed means (that
shave off extreme variations) even heading
north (chart 2 below). That is where the outlook for inflation in 2013 takes off from.
This year already starts with some known
pressures. First of all, should our scenario of
a pickup in economic activity that would increase GDP growth to 3% be correct, that
would mean a still tight labor market with low
unemployment and rising wages that, alongside more credit, should exert pressures on
demand. As investments still struggle to grow
quicker, some mismatch between supply and
demand should keep adding to inflation.
Second, commodity prices have gone
up, especially food prices following the dry
weather that affected crops in the second
half of 2012 and thus pushed up the cost
of food. That is made worse by the third
effect i.e. that of a more depreciated exchange rate and its influence on inflation.
The dearer US dollar should make food
even more expensive, as well as lead to a
rise in the cost of some durable goods.
The looser fiscal stance (i.e. the measures taken by the government to boost
the economy) will amount to a fifth source
of pressure to prices. That comes in two
forms, both through tax cuts, which raise
disposable income, and government expenditures, which increase total consumption, hence also aggregate demand.
Finally, there’s the issue of regulated
prices. As usual, bus tariffs should go up,
even though that is scheduled to happen
by the end of the first half of the year rather
than in January. Gasoline prices may also
be increased. Both changes should be more
than compensated by the government’s
move of cutting electricity prices by 20%.
However, two problems stand in the way
of cheaper electricity. One is the revision
of electricity tariffs scheduled to occur in
some metropolitan areas; this would offset
part of the cut. Second is the possible effect of the low rain fall in the wet season,
which has not filled the reservoirs enough
and is forcing the electric grid to rely on the
more expensive thermoelectric generation.
In all, the outlook for inflation is not benign. We hardly expect prices to lose steam
Smoothed trimmed means
Non-smoothed trimmed means
Source: Central Bank of Brazil.
throughout the year and IPCA should hover
around 6% in the year, sometimes higher,
sometimes lower, but not too far from it. In
the absence of any external shocks, inflation
should not breach the 6.5% ceiling of the inflation target (chart 3 below), but we see no
stern measures being taken to bring it closer
to 4.5% either. The market’s expectation
which is based on a survey with more than
100 financial institutions also reflects that
(chart 4). We forecast the IPCA will go up
to 6% this year whereas the market median
forecast currently stands at 5.5%. Should
inflation remain somewhere close to those
figures, we will see it in the upper region of
the target for the fourth year in a row.
Cristiano Souza
Senior economist
Grupo Banco Santander
apr/jun 2013
51
Brazilian Review
ECONOMY
20 Richest People in the World
Competitive Edge
Ranking
1
2
3
4
5
6
7
8
9
10
11
12
Canada
South Korea
Australia
China
Spain
India
Chile
South Africa
Poland
Russia
Colombia
Mexico
13
Brasil
Rank
Name
Net Worth
1
Carlos Slim
US$ 77,9B
2
Bill Gates
US$ 65,6B
3
Amancio Ortega
US$ 37.5B
4
Warren Buffett
US$57,2B
5
Larry Ellison
US$40,6B
6
Ingvar Kamprad
US$48,9B
7
Charles Koch
US$44,3B
7
David Koch US$44,3B
9
Christy Walton
US$ 34,2B
10
Jim Walton
US$ 32,7B
Source: CNI/Ibope
Best countries to be
born in 2013
Rank
Country
1
2
3
4
Switzerland
Australia
Norway
Sweden
11
Rob Walton
US$ 32,2B
12
Alice Walton
US$ 31,8B
5
37
Denmark
Brasil
13
Li Ka-Shing
US$ 29,3B
14
Alwaleed Al Sau
US$28,3B
15
Bernard Arnault
US$28,2B
16
Liliane Bettencourt
US$28,0B
17
Karl Albrecht
US$27,7B
18
Sheldon Andelson
US$25,9B
19
Mukesh Ambani
US$25,7B
20
Stefan Persson
US$25,6B
Source: Economist Intelligence Unit
International
Transparency
Corruption Level
Rank
Less Corrupts
1
Denmark
2
3
4
5
Finland
New Zealand
Sweden
Singapore
69
Brasil
Source: NGO International Transparency
Source: Bloomberg
52 jul/sep
jul/sep
2009
2012
jul/sep
apr/jun
2009
2013
53
Ranking of Entry for Anti-Dumping Investigations
(from May to September of 2012)
Rank
Countries with
the Highest GDP
Growth, %
1Mongolia
18,1
2Macao
13,5
3Libya
12,2
4China
8,6
5Bhutan
8,5
6East-Timor
8,3
7Iraq
8,2
8Mozambique8,2
9Rwanda
7,8
10Ghana
7,6
Source: América Economia
Country
Nª of Actions
1Brasil
27
2Australia
3Canada
4China
5Indonesia
6Argentina
7
European Union
8India
9Turkey
10USA
17
9
7
7
5
4
4
2
2
Source: Estado de S.Paulo
Transport Matrix
USA
Canada
Russia
Germany Brazil
Waterway 25
35
13
29
13
Railway
50
52
83
53
27
60
Source: Estado de S. Paulo
20 most powerful people in the world
1 Barack Obama
President, USA
2 Angela Merkel
Chancellor, Germany
3 Vladimir Putin
President, Russia. 4 Bill Gate
Cochair, Bill & Melinda Gates Foundation. 5 Pope Benedict XVI
Pope, Roman Catholic Church. 6 Ben Bernanke
Chairman, U.S. Federal Reserve. 7 Abdullah bin Abdulaziz al Saud
King, Saudi Arabia
8 Mario Draghi
President, European Central Bank. 9 Xi Jinping
General Secretary, Communist Party of China. 10 David Cameron
Prime Minister, United Kingdom. A
11 Carlos Slim Helu
Chairman, Carlos Slim Foundation. 12 Sonia Ghandi
President, Indian National Congress. 13 i Keqiang
Vice Premier, People`s Republic of China. 14 François Hollande
President, France. 15 Warren Buffet
CEO, Berkshire Hathawy. 16 Michael Bloomberg
Mayor, New York City. 17 Michael T. Duke
CEO, Wal-Mart. 18 Dilma Roussef
President, Brasil. 19 Manmohan Singh
Prime Minister, India. 20 Sergey Brin & Larry Page
Cofounders, Google. Source: Forbes
54 jul/sep
jul/sep
2009
2012
Highway
25
13
4
18
Age
51
58
60
57
85
59
88
65
59
46
72
66
57
58
82
70
63
65
80
39
jul/sep
apr/jun
2009
2013
55
Brazilian Review
ECONOMY
Biggest Retailers of
Brasil by Revenue
CompanyIncome
(R$ billions)
Pão de Açúcar
46,59
Carrefour28,83
Walmart Brasil
23,46
Lojas Americanas
10,20
Máquina de Vendas
7,20
Vehicles Production
in Brasil
Year
Number in millions
2003
1,68
20042,12
20052,35
20062,40
20072,82
20083,05
20093,07
20103,38
20113,41
20123,36
Magazine Luiza
5,27
Raia Drogasil
4,67
Drogarias Pacheco e SP
4,45
C&A3,84
Casas Pernambucanas
3,17
McDonald’s3,11
Záffari & Bourbon
2,99
Lojas Renner
2,89
Farmácia Pague Menos
2,78
Brazil Pharma
2,55
Lojas Marisa
2,45
Lojas Riachuelo
2,44
BMW
General Motors
Hyundai
Toyota
FIAT
JAC Motors
Nissan
Chery
Ford
PSA Peugeot Citroën
Renault
Volkswagen
Mitsubishi
Suzuki
Companies with biggest growth
Source: Economática
56 jul/sep
jul/sep
2009
2012
Source: Times Higher Education World University
Rankings 2012-2013 e Ministério da Educação
US$ 2,5 billions, Araquari (SC)
US$ 1,7 billions, 4 cities
US$ 600 millions, Piracicaba (SP)
US$ 600 millions, Sorocaba (SP)
US$ 5,9 billions, Betim (MG) and Goiania (PE)
US$ 530 millions, Camaçari (BA)
US$ 1,5 billion, Resende (RJ)
US$ 400 million, Jacareí (SP)
US$ 2,6 billions, in 3 cities
US$ 2,2 billions, Porto Real (RJ)
US$ 880 millions, São José dos Pinhais (PR)
US$ 5,2 billions, 4 cities
US$ 560 millions, Catalão (GO)
US$ 60 millions, Itumbiara (GO)
Source: O Estado de S. Paulo
Source: Estado de S. Paulo
CompanyGrowth (in RS$ billions)
1 Ambev
2 Bradesco
3 Vale
4 CCR
5 Souza Cruz
6 Cielo
7 Natura
8 Itaú Unibanco
9 BM&Fbovespa
10 Sabesp
4.684
2.853
2.575
2.356
2.057
1.804
1.653
Car Companies Investments in Brasil
Makro5,65
5,50
1 – USA
2 – Portugal
3 – France
4 – Spain
5 – Canada
6 – UK
7 – Germany
Source: Anfavea
Cencosud6,23
O Boticário
Major Destinations
for Brazilian Exchange
Students
76,7
24,9
17,2
12,8
12,1
11,0
9,6
8,4
8,1
7,9
Companies with biggest decrease
Company
1 Petrobrás
2 OGX
3 Eletrobrás
4 CSN
5 CPFL Energia
6 Cesp
7 Santander
8 Eletropaulo
9 Telefônica
10 Ampla Energia
Variation (in R$billions)
-36,7
-29,9
-16,9
-4,5
-4,4
-4,2
-4,0
-3,8
-3,1
-2,9
Source: Economática
jul/sep
apr/jun
2009
2013
57
10 Companies with most complaints in Procon
Complaints by thousand
1 Oi
120,4
2 Claro/Embratel
102,7
3 Itaú
97,6
4 Bradesco
61,3
5 Vivo/Telefônica
44,0
6 Sky
33,5
7 TIM/Intelig
32,3
8 Santander
31,9
9 Ponto Frio/Casas Bahia
28,5
10 Máquina de Vendas
26,8
Source: SINDEC
Current Power
Division
PartyMinisters
1 Firefighter Corps
PT17
2o Media
PMDB5
3o Supreme Federal Court
PSB2
4o Voter System
PR1
5o Judiciary Power
PP1
6o Police
PC do B
7o Congress
o
PRB1
Source: IBOPE
Source: América Economia
20022012
Ministers21
Servers
Wage Expense
38
810,0 mil
984,3 mil
R$116 bilhões
R$155 bilhões
Source: América Economia
58 jul/sep
jul/sep
2009
2012
Chamber of Commerce
Rio de Janeiro 2013
March 7th – 20:00
March 26th – Morning
Maritime and Offshore
presentations from OSX and
Petrobras
June 4th – Morning
Presentation from the
Municipality of Rio de Janeiro –
What can our city do better for
our businesses?
September 10th – Morning
Growth of the Esplanada in Ten years
The Danish
The Danish Parliament –
Committee for Growth and
Business, Rio visit
Social Trust Ratings
1
Agenda
Company presentation of new
arrivals in Rio
November 26th – Morning
Wrap up of 2013 and an
economical/market outlook for
2014.
jul/sep
apr/jun
2009
2013
59
Dual Citizenship
Today the Danish law is constructed in such a way
that foreigners who immigrate to Denmark can obtain
Danish Citizenship, but Danes who immigrate to other
countries have to renounce their Danish citizenship if
they obtain citizenship in their another country.
40% of all ‘new Danes’ keep the citizenship of their
native country and thereby in affect become double
citizens with two passports. Danes who move abroad
has no such options. It depends on the nationality
laws in your current home if you lose your citizenship
automatically when you receive Danish citizenship, or
whether you should apply to be released from your
previous citizenship in your home country authorities.
Children born abroad by Danish parents however are
usually exempt from these rules and can keep their
Danish citizenship. It has long been a wish for Danes
living abroad to be able to obtain double citizenship,
since they feel that it is unfair as they do not feel any
less Danish because they have chosen to live in a foreign country.
It is a fundamental principle of the Danish legislation that dual citizenship should be limited, as much
as possible. There are of course a number of situations
where dual citizenship is accepted. This applies for example to persons who are born with dual citizenship.
For example child who is born of Danish parents in the
United States where the child also obtains U.S. citizenship at birth.
Denmark is one of just seven EU countries not permitting their citizens to take citizenship in another
country if they qualify. The rest of the 20 EU states
allow and recognize dual citizenship among their nationals. But some have more relaxed rules than others.
For example Ireland and Portugal, whose populations
have been through episodes of mass emigration, are
equally tolerant of dual citizenship both for their citizens and newcomers. In France the numbers of dual
citizens are close to five million, out of a population
of 65 million. However, the principle has often been
criticized and, in 2012 right leader and presidential
candidate, Marine Le Pen, asked for it to be revoked.
But now things seem to be change. A majority in
parliament say they are prepared to support a bill allowing dual citizenship, due to be presented by the
Justice Ministry later this year.
Margrethe Vestager, leader of the Radikale party,
which has been one of parliament’s strongest voices in
favour of dual citizenship, called it “a gift” that foreigners would be allowed to retain their original citizenship
and be afforded “full access to the country they will
contribute to and where their children would grow up”.
Sweden and Finland both used to have similar laws
prohibiting dual citizenship, before overturning them
in 2001 and 2003, respectively. At the same time all EU
countries except Holland and Austria allow dual citizenship. On the 17th of December 2012 the ministry of
Justice made the following declaration that the government has decided to establish a ministerial working
group to come forward with proposals for a possible
models to accept double citizenship. The ministerial
working group will finish its work in the spring of 2013,
and we hope that during 2013 this will lead to a new
law allowing dual citizenship in Denmark. We will keep
all our members updated all the time.
Danes Worldwide
60 apr/jun 2013
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
apr/jun 2013
61
Copenhagen Zoo
a modern Zoo in the city
Copenhagen Zoo is situated
within the city limits of
Copenhagen and covers an area
of 11 ha. Today it is home to
more than 3,500 animals of 240
different species.
62 apr/jun 2013
Since its opening in September 1859,
Copenhagen
Zoo
has
experienced
significant changes. Older, outdated
exhibits have been gradually renovated or
replaced with modern, spacious enclosures
that meet the higest standards of animal
husbandry and welfare. The latest
successfully completed exhibits include the
Elephant House designed by the reknowned
British architect Lord Foster, a walkthrough Aviary with free-flying flamingos,
ibis and spoonbills and the Arctic Ring with
underwater view of the polar bears, Arctic
bird species and seals, which opened to the
public on 5 February 2013.
In accordance with today’s mission of a
modern zoo, it is an institution dedicated
to conserving our global wildlife heritage
by keeping a large number of endangered
animal species and participating in many
conservation programmes. Today the Zoo is
an active nature conservation organisation
with a global perspective and network.
One of Copenhagen Zoo’s main
conservation programmes is the Lion
Tamarin programmes of Brazil. In 1996
Copenhagen Zoo’s Director for Research
and Conservation was invited to join the
International Committee for Conservation
and Management of Lion Tamarins (ICCM),
which is an advisory body to the Brazilian
government on conservation management
for the four species of lion tamarins
(golden, golden-headed, black and blackfaced). The same year Copenhagen Zoo
entered an agreement with Poço das
Antas Biological Reserve north of Rio de
Janeiro to finance part of the expenses for
rangers who monitor the lion tamarins year
round – the monitoring provides important
information which is essential when making
decisions about the management of the
reserve. At the time two of the four rangers
were to be dismissed due to lack of funds.
Copenhagen Zoo’s commitment meant that
the monitoring could continue and as time
went on a close collaboration between
the group of rangers, the ecology team,
researchers and the Zoo deleveloped.
Based on the Zoo’s support a whole new
concept for raising funds for conservation
programmes was developed – a concept that
has subsequently been taken on by other
programmes and zoos. The ”adopt a group”
concept means that a zoo pays a yearly
amount (e.g. Copenhagen: US$ 5,000) and
in return receives field reports regularly.
The reports are not long and scientific – it
is more like a daily journal which can be
used in the zoos’ education activities. A
window to nature is open and the zoo
visitors can get an insight directly from the
field and thereby increase awareness of the
conservation project. In return the project
receives a regular income enabling the field
activities to continue in the future.
On basis of Copenhagen Zoo’s support
a long series of important monitoring
activities have been carried out and several
articles have been published. As a result of
this long-lasting collaboration Copenhagen
Zoo is considered the main contact for the
tamarin programmes in Europe.
In 2008 Copenhagen Zoo’s support was
extended to include rangers in the União
Biological Reserve 30 km from the Poço
das Antas reserve. Funding had been
discontinued so the project was about to
close down. It would have been the end of a
project that had already collected valuable
apr/jun 2013
63
data and carried out unique monitoring
of the lion tamarin population since the
first translocations in 1994. Copenhagen
Zoo now pays for the whole monitoring
programme in União and receives field
reports regularly.
Last but not least, Copenhagen Zoo’s
Director for Research and Conservation
is the custodian of the Lion Tamarins of
Brazil Fund, which was established in
1990, to raise funds for the many research
activities taking place in the lion tamarins’
distribution area. The fund raises money
from zoos throughout the world and
awards grants of US$ 20,000-50,000 yearly
to selected projects in Brazil.
In addition to the lion tamarin
conservation programme Copenhagen Zoo
is actively involved in in situ conservation
and research on southern white rhinoceros
in South Africa, and in ecology research on
the Malayan tapir (Tapirus indicus), flatheaded cat and Asian elephant in Malaysia
and Indonesia. The Zoo also participates
in the EU-Life project on reintroduction
of the locally endangered European
fire-bellied toad. Furthermore, the Zoo
contributes to the research studies of the
okapi in DR Congo. The Zoo also grants
financial support to field projects for the
conservation of the rare Amur leopard, for
diet selection and population performance
of the black rhinoceros and for scientific
projects at Chengdu Research Base for
Giant Panda Breeding in China.
In addition to participating in conservation
programmes internationally, the Zoo and
its scientific staff are constantly increasing
its activities and involvement in a wide
range of scientific research projects at MSc
and PhD level. And as another part of the
scientific work, which forms an integral part
of a modern zoo‘s mission, Copenhagen Zoo
holds the international studbook for muskox
and the European Studbook for
chimpanzee.
Last but not least, the
Zoo focuses on innovative
interpretation through display
and education. The Zoo
Education Service offers teaching
with live animals for all age
groups from preschool to adults.
Furthermore, a wide range of
instruction materials have been
created for use before, during
and after a visit to the Zoo. Every
year, more than 65,000 school
children visit the Zoo as part of
their schooling. The Zoo also
supports education and public
awareness by offering a wide
range of interactive displays,
speaks, competitions and events
to the public.
Copenhagen Zoo puts great
emphasis on its environmental
policy and is certified according
to ISO 14,001 and EMAS III. The
most recent initiative is a climate
Steffen Stræde
64 apr/jun 2013
partnership with the Danish company
DONG Energy with the aim of becoming
more „green“, by purchasing sustainable
energy such as power from wind mill parks.
Copenhagen Zoo is a member of the
following international organisations: The
European Association of Zoos and Aquaria
(EAZA), the World Association of Zoos and
Aquariums (WAZA), the International Union
for Conservation of Nature (IUCN) and the
IUCN/SSC Conservation Breeding Specialist
Group (CBSG). In 2002 Copenhagen Zoo
established CBSG Europe – the European
branch of the global CBSG.
Curriculum Vitae
Steffen Stræde
•CEO of Copenhagen Zoo
•Steffen Stræde is coming from a
position as CEO of the packaging
company A.C. Schmidt A/S where
he had worked since 2008.Steffen
Stræde holds a Master of Science in
Forestry and has a PhD. in national
parks.
•Steffen Stræde’s professional
background as project manager
in respectively WWF and DANIDA,
chief of department in Rambøll, CEO
of Knuthenborg Safari Park and,
most recently CEO of A.C. Schmidt
A/S means that Copenhagen Zoo
is getting itself a CEO who unites
specific know-how within the field
with strong and relevant managing
experiences that will ensure that the
positive development that the Zoo is
well-known for will be continued.
apr/jun 2013
65
Danish Design in World Class
www.bodum.com
66 apr/jun 2013
BODUM’s history dates back to 1944,
when Peter Bodum launched the company
in Copenhagen, Denmark. Renowned
for its iconic French Press coffeemaker
and signature Scandinavian design
aesthetic, BODUM has grown into a global
housewares brand, with distribution in
more than 55 countries. Bodum is still
100% family owned and today it has its
headquarters in Triengen, Switzerland.
The Scandinavian head quarters lie in
Humlebæk. The products are made in
Portugal. Bodum employs 600 people on a
world scale. Headquartered in Switzerland,
the company continues to develop all
products in-house under its core principle
that good design should be both functional
and affordable. The range of products
extends from coffee, tea and glassware
to kitchen electrics and gadgets. A familyowned company, the brand is directed
today by the founder’s son, Jørgen Bodum.
Besides being known for the aesthetic
quality of their products, Bodum is
recognized. As a leading maker
of French presses, vacuum coffee
brewers (the “Santos”), and doublewalled beverage glasses made
of borosilicate glass. It has registered
“FrenchPress” as a trademark in many
territories.
Bodum is known for using borosilicate
glass which is very durable when exposed
to thermal shock or high heat conditions
such as encountered in kitchen ovens and
microwaves. It will not shatter or explode
as occurs with lime soda glass. Borosilicate
glass is also used in research and
manufacturing laboratory environments
where strength and durability are often
critical.
Although Bodum has become somewhat
synonymous with the French press, the
company is much more than just the French
press. The company has an annual turnover
of more than 130 million USD.
Since the late 70s, the Bodum continuously
opened stores including Paris, Tokyo,
Sydney, New York, London and is currently
sold in about 55 countries. Bodum plans
to open 700 new shop across the united
states in the department store
J.C. Penney.
Bodum
apr/jun 2013
67
John Strand
the IT guru
More than 3 million Brazilians are paying
to learn Spanish and English via their mobile phone. The problem is that the Brazilian government is charging over 40% tax
on that education.
There is no doubt that mobile phones can
be used for a great number of applications
- including education. The Brazilian mobile
operator Vivo has been very successful in
marketing and selling language services,
enabling their customers to learn Spanish
or English on their mobile phones via SMS.
Critics may claim that you cannot edu-
cate people properly in that way. But there
is no doubt that these types of applications
can generate interest in learning new languages and furthermore encourage participants to take the next step and enrol
in a real language school where they can
receive more intensive education.
Strand Consult would like to highlight
five very important points to be learned
regarding the current Brazilian mobile language school situation:
1. The mobile phone can be used to offer
educational programs.
2. There is a large demand and need for
learning new languages in Brazil. 3 million Brazilians from primarily the lower
classes of society are sending out a big
message - “we would like to learn new
languages”.
3. Mobile operators like Vivo are showing
a mature corporate social responsibility
by offering this type of educational service to their mobile
customers.
4. Language schools that offer more intensive courses can use this type of activity to attract new customers to their
schools.
5. It would appear that the Brazilian politicians are not in touch with what their
citizens really need, or the importance
of this type of activity and education for
their society to move forward.
Everybody who works in the mobile industry knows and understands that the
mobile telephone is an extremely versatile
platform that can be used for many different applications and situations. That
customers do not necessarily need to have
smartphones is very obvious when you
see what Vivo is doing in Brazil. The users can access their course via SMS, IVR,
WAP, Apps and via the Internet. The service is totally interactive with immediate
feedback to the users. The fact that 3 million Brazilians are paying 2,99 R$ a week
to participate in mobile language courses
on their mobile phones, shows that this
market probably has a global value that is
larger than even the currently bestselling
smartphone apps like Angry Birds. In other
words, you do not necessarily need smartphones to service the needs and demands
of mobile customers.
John Strand
68 apr/jun 2013
Strand Consult has been following the
value added services market for many
years, so it takes a great deal to impress
us. However what we are currently seeing
in Brazil impresses us a great deal. Brazilian mobile operator Vivo is using a very
simple application together with a business model and content partner to make
an educational service available that many
Brazilians really need and can benefit from.
And millions of Brazilians are purchasing
and using this service.
Brazil is one of the countries where
Strand Consult has done a great deal of
work and had many assignments through
the years. Anybody who has been following the development of Brazil for the past
10 years can only be impressed by the way
the country is maturing and growing in all
areas, including financially.
Brazil is also a country that still faces a
number of challenges. One very important
challenge is improving and expanding education and another is trying to minimise the
corruption which there is unfortunately still
far too much of in Brazil.
An additional challenge is that the Brazil-
ian telco market is one of the markets with
the highest industry taxes in the world.
Brazilian politicians do not differ between
traditional telco services and telco services
that the country can actually benefit from
- like this mobile language service that has
over 3 million Brazilian customers.
The result is that this mobile Brazilian
language school hands over a large part of
their turnover directly to the Brazilian tax
authorities. In other words the Brazilian
government is in reality taxing the education of one of the poorest segments of the
Brazilian population.
In our opinion this Brazilian case shows
how important it is for mobile operators,
governments and educational institutions
and schools to be able to create constructive partnerships to take advantage of the
mobile operators’ large customer bases
and boost interest for education - which
is the single most important factor to any
modern society.
More operators around the world - and
especially the Third World countries should launch activities similar to Vivo’s
language service. They will thereby help
influence and motivate populations to increase their level of education, by giving an
increased number of people access to more
different types of education on a simple
and available platform.
For this type of activity to be successful
politicians must differ between traditional
telco services and value added educational
services. If politicians choose to tax educational content on mobile phones, they are
misusing the telco market and preventing
the mobile industry from making an important contribution to help develop society in
countries like Brazil.
We hope that the Brazilian politicians will
re-evaluate how to tax their telco industry
and especially make an effort to reduce
the very high taxes that are currently being charged on helping educate the poorer
segments of the Brazilian population via
mobile services.
If you would like to learn more about
Strand Consult’s experiences and knowledge in this area, please do not hesitate
to contact us to receive more information
about our mobile reports and workshops.
Strand Consult
Danish Parliament’s Business,
Growth and Export Committee
visits São Paulo
The Danish Parliament`s Business
Growth and Export Committtee visited
São Paulo on March 4th with ten Danish
member of Parliament in presence.
The Danish companies Grundfos, Lego
and the ISS made presentations to
the Danish parliamentary group and
it created a lively dialogue and many
questions. Jesper Rhode Andersen,
vice-president of the Chamber was the
moderator of the meeting.
Ambassador Svend Roed Nielsen and
Consul General Nicolai Prytz were also
part of the official delegation.
AMK
apr/jun 2013
69
Innovation Centre Denmark
helping Danish companies innovate
and grow through partnerships in Brazil
The general perception of commercial
innovation is closely linked to the creation
of values that can be sold on the market.
In other words, commercial innovation can
be defined as the development of solutions
that meet new - often inarticulate - needs,
or add value to old needs through the conversion of ideas and inventions into new
products, processes or services - leading
from concept to invoice.
The starting point and basis for all commercial innovation is knowledge, and in today’s global economy with its ever increasing international competition, obtaining
the newest and best knowledge becomes a
key factor in a company’s – or even a country’s development and growth.
In Denmark we only produce a very small
fraction of the worlds’ new knowledge,
making it natural - but also essential – for
us, our universities and innovative companies, to continuously look beyond our
own borders for knowledge that can create
valuable and marketable products, processes or services.
70 jan/mar 2013
Innovation Centre Denmark
expands in global hotspots
In a unique collaboration between the
Danish Ministries of Foreign Affairs and Science, Innovation and Higher Education, Innovation Centre Denmark (ICDK) has been
created with the purpose of helping Danish universities and innovative companies
get access to the best foreign knowledge
environments, new technology, networks
and capital – all elements that are of crucial importance to ensure and improve the
competitiveness of Danish companies and
the further development of Denmark as a
knowledge society.
As part of its national Innovation Strategy and Strategy for Emerging Markets, the
Danish Government’s recently announced
the opening of three new innovation centres
in São Paulo, Seoul and Bangalore complementing the four existing centres in Shanghai, Hong Kong, Silicon Valley and Munich.
ICDK in São Paulo will be co-located
with the Danish Consulate General and
will serve as a facilitator for cooperation
and lasting partnerships between Danish
companies and Brazilian higher education,
research and innovation environments.
In connection with the announcement of
the new centres Danish Minister for Science,
Innovation and Higher Education Morten
Østergaard noted the importance of an increased internationalisation and the strategic presence of our universities and innovation companies in global hotspots:
“For a small, open economy as the Danish, it is crucial to be present in the leading research- education- and innovation
environments. The new centres in South
Korea, Brazil and India shall collect new
knowledge, attract talents and investments as well as strengthen the export
and competitiveness, to the benefit for
growth and employment in Denmark”.
•
Danish Minister for Trade and Investments Pia Olsen Dyhr elaborated:
“With the new innovation centres we
can help Danish companies who have
research- and innovation driven needs in
three central growth markets. Via these
centres, it will become possible for Danish companies to create partnerships in
international innovation environments.
Through knowledge, Danish companies
will become more competitive and at the
same time, we help them develop solutions for the emerging markets”.
•
What does ICDK offer?
The objective of ICDK in São Paulo is to
help Danish companies and institutions
identify new technologies and potential
research- and innovation partners with a
view to develop and globalize the companies, their business models and strategies,
and Danish higher education and research.
Especially for the large number of Danish small and medium-sized companies,
gaining access to the latest international
knowledge or the right international development partner can be an extremely difficult and expensive exercise.
Through ICDK we will offer targeted
counselling on the Brazilian market for
commercial innovation. We will help Danish
companies scout for technology, promote
research projects, find the right research
and development partners or get access
to Brazilian students and professionals
e.g. through our new Top Talent Brazilprogramme aiming at attracting young talented Brazilians to Danish educations and
careers (as presented in the latest issue of
Brazilian Review of January-March 2013).
We will also help evaluate the market potential for innovative technologies, review
business plans and provide adequate and
up-to-date information on e.g. intellectual
property rights, patents, access to venture
capital, the Brazilian innovation system
and its legal and financial incentives at
state and federal level.
So, whether you are a Danish start-up, a
corporate company, a researcher or a university, ICDK hopes to become your natural
partner if you want to turn knowledge into
growth.
With the establishment of ICDK and our
new focus on commercial innovation it is
our expectation to create value for Danish companies regardless of where they
may be in their development process – as
we will be offering companies professional
counselling and services from the concept
development stage until the entering into
distributor agreements and sales.
One of the main strengths of ICDK is
precisely to bridge the gap between the
Consulate General’s and the Danish Trade
Councils existing export promotion services and the collaborative activities within
research and higher education that has
been developed over recent years.
Focus on Brazilian strongholds
ICDK allows everyone from start-up companies with “two men and a good idea”
to major, well-established companies to
improve whatever they do through links to
“the best and the brightest” in São Paulo
and the rest of Brazil’s most interesting innovation environments and technological
hotspots.
Recent international reports has put São
Paulo and the greater São Paulo area (including Campinas) on the map as one of the
world’s rising sites for scientific production
and as a healthy and promising environment for commercial innovation activities.
Furthermore São Paulo is by far the largest
start-up ecosystem in Brazil and home to
some of Latin Americas best universities with the very interesting characteristic that
in the period from 2001 -2010 two out of
the three biggest patent assignees in Brazil
were public research institutions (USP and
UNICAMP – only surpassed by Petrobras).
ICDK will operate and offer its services
focussing on a number of scientific and
commercial areas and sectors where Brazil
and especially São Paulo presents international strongholds. Initially, we foresee
special opportunities within e.g. sectors as
food sciences and agro technologies and
will offer targeted counselling the Danish
innovative environments and companies
active in these areas.
Over the last decade and especially since
2009 we have witnessed a steep increase
in the number of Danish-Brazilian co-authorship of scientific publications and areas such as plant, animal and agricultural
sciences, which are by far the fields where
Brazil and São Paulo have the highest
shares of the world’s scientific publications
(approx. 4%). Furthermore, food sciences
and agro technologies are areas where Brazil compared to other growth markets and
international R&D and innovation hotspots
has a very high intensity of knowledge production – all in all making the sector very
attractive for a number of Danish companies interested in expanding their network,
development activities and consequently
business and sales to one of the largest
markets in the world.
Consul General Nicolai Prytz
Anders Ødegaard Christiansen
Innovation Attaché
apr/jun 2013
71
Frederikshavn
The blue city with the green visions
The proximity of
the sea has always
attracted many
visitors from around
the world; they
come to shop, to
experience the unique
atmosphere and they
stay for a while or
settle here.
72 apr/jun 2013
Frederikshavn looks to the horizon and
is pleased to welcome the outside world to
a region which likes to be challenged and
disturbed. Challenges and disturbances are
what make us break away from habitual
thinking and develop.
Since the first people arrived here,
the sea and the land have been the most
important sources of survival for the local
community. The sea is referred to as the
‘Blue Gold’ - the land as the ‘Black Gold’.
The port of Frederikshavn is one of the
largest ferry ports in Europe, frequented
daily by thousands of passengers. Thanks
to the many ferry departures, we remain
closely linked with our neighbors in
Norway and Sweden, with the Island of
Læsø and the rest of Europe. In addition
to ferry traffic and industrial activities, the
port is also the base for Denmark’s biggest
naval fleet.
Frederikshavn has a rich and varied
geography. From the air, the countryside
presents a stunning pattern of vibrant
green woods, plantations and fertile
agricultural land, dune landscapes in the
subtle hues, sand-colored beaches and the
blue sea which surrounds it all. The history
of the changing landscape stretches back
thousands of years to after the last Ice
Age. When the ice retreated, the land rose
by as much as 60 m in some coastal cliffs,
creating distinctive cliffs and flat beaches
along the coast, for instance in the scenery
found when approaching Frederikshavn
from the south. Here stands Pikkerbakken a beautiful, green crest. From the top there
are fantastic views across Frederikshavn
and on a clear day also to the Island of
Læsø. The towering Pikkerbakken stands in
striking contrast to the flat, grassy beach
area and the blue ocean below.
The varied and unique countryside
which characterizes the region and the
nearness to the sea offer plenty of scope
for development. The local Palm Beach is a
shining example of how it does not have to
cost a lot or be very complicated to create
experiences which attract both locals and
visitors. One of the longest pedestrian
shopping streets in Denmark is found in
the centre of Frederikshavn, only a stone’s
throw from the ferry terminal. The range
of shops, restaurants and accommodation
offered far exceeds what one could expect
in a town the size of Frederikshavn.
Taking the move by the naval hero Peder
Wessel Tordenskiold to Frederikshavn
as a starting point, several hundred
enthusiastic citizens make history come
alive several times a year. They call it ‘story
living’ because it is about living out the
story of Tordenskiold and his deeds, and
about life in the small fishing community
Fladstrand in 1717. The Days of Tordenskiold
in June - the largest 18th century festival
in Scandinavia attracts approx 1,000 active
participants and around 40,000 spectators!
Everyone comes for the all-in experience of
stepping onto the authentic set by the old
gunpowder magazine at the harbor where
the beautiful wooden ships are moored,
as the soldiers dressed in the 18th century
uniforms salute the King.
Frederikshavn has everything that
citizens and visitors could ask for. There are
large recreational areas in which to relax
or exert.. You can pick your own fruit from
trees and bushes, or dig up vegetables from
the fertile soil. You can taste all manner of
healthy delicacies from nature’s own larder.
You can feel the breeze on your face and the
hive activity at the port of Frederikshavn
or the harbor of Strandby owned by the
local fishermen. You are always welcome in
Frederikshavn.
The Triangular Hat
Arena Nord
The Days of Tordenskiold offers an
exceptional meal experience throughout
the year at the Triangular Hat where guest
provision coupled with 1717 narratives
about the Days of Tordenskiold over
many years have developed and refined
into a comprehensive voluntary and
professional organization. With realtime acting and dining, guests will now
be able to experience strong elements
from Tordenskiold days all year round in
Frederikshavn. The focus of cooperation is
to create a meal experience that connects
history with seafood such as crabs, mussels
and lobster and combined with the area’s
unique maritime history and culture.
Close to the centre of Frederikshavn you
find Arena North. With its 7000 sqm Arena
Nord is the largest culture, conference and
sports center in Vendsyssel. It’s located
a 45-minute drive from Aalborg Airport.
Architecturally and aesthetically Arena
Nord is one of a kind with its circular
shape and breaks with the conventional
view of what a conference center should
look like. The total area with its decor
is suitable for all purposes. Behind the
shiny glass façade, a bright and spacious
lobby welcomes guests, and it serves as
a practical connective link between the
large round Arena, the other halls, cafés
and information area. From the foyer a
wide staircase leads to the upper floor
where fixed balcony seats, conference and
meeting facilities are located.
http://dentrekantedehat.dk
www.arenanord.dk
Facts
Population: 61,158
Area: 643 km2
apr/jun 2013
73
Palm Beach
Palm Beach has quickly become a magnet
for tourists and locals, who like to go for
a swim. Palm Beach has broken away from
the norm for Danish and North European
beaches. The purpose is exactly to challenge
the conventional idea of what is possible on a
Danish beach. Palm Beach itself is about 400
meters long and 30-50 meters wide. The sand
beach is child-friendly, and the water is clean
and clear. Sand dunes provide shelter from the
wind and room for undisturbed sunbathing.
Do you prefer enjoying your day at Palm Beach
in the shade? Then feel free to choose a spot
under the seaweed-sunshades or under the
palm leaves. Borrow a lounger for free if you
prefer to avoid getting sand into your bikini/
shorts. A beach bar (or outdoor kitchen) is
located in the middle of the beach. With some
creativity, you’ll have the perfect setting for
your own beach party. Six beach volley courts
(international measurements) and two beach
handball courts are located in between the
sand dunes behind Palm Beach. Another one
is located in the middle of Palm Beach and a
beach volley net is located in the water.
www.palmestranden.dk
74 apr/jun 2013
Energy City
Frederikshavn
Energy City Frederikshavn is a
business promoting projects intended to
supply the municipality of Frederikshavn
with 100% renewable energy. The task
of the Energy City is to coordinate
and initiate various pro­
jects within
renewable energy in order to create
green growth, and ge­nerate future new
local jobs in the clean-tech sector. The
ambition is that a defined geographical
area has to be transferred to 100%
renewable energy by the end of 2015.
Afterwards the entire muni­cipality must
follow by the end of 2030.
In order to achieve that goal
Energy City cooperates with univer­
sities,
educational
institutions,
businesses, inventors and citizens
for creating a ’demonstratorium’ for
testing sustainable climate and energy
technologies in full-scale.
www.energibyen.dk
Curriculum Vitae
Lars Mejlvang Møller
of Frederikshavn Municipality
•Mayor
- Liberal Party
January 6, 1958 in Stenhøj near
•Born
Frederikshavn.
•Studied at Sindal School.
•Vocational education in farming.
•Independent farmer from 1984.
to Kirsten since 1987, father
•Married
of 3 children.
of LandboNord Farmers’
•Chairman
Association 1997-2004.
of the Agricultural Council
•Member
of Denmark.
of the Danish Farmers’
•Member
Associations.
apr/jun 2013
75
Redrawing the map of
Danish tourism
The world’s first LEGOLAND® and a living Viking heritage centre – these are just
two of Denmark’s tourism highlights not to be missed, according to destination
manager André Meyer from DMC Nordic. He believes Danish tourism needs a
shake up. Denmark isn’t just a gateway to Scandinavia, he says. Many Danish
attractions can easily be reached from Germany, offering the chance to create
new, engaging itineraries for the evolving Brazilian market.
With offices in five countries in Scandinavia and the Baltic, international destination
managing company DMC Nordic organises
incentive travels, conferences and industry
visits in a vast region that stretches from
the Arctic north to Denmark’s southern border. Originally from Rio de Janeiro, André
Meyer moved to Denmark 14 years ago to
complete a marketing degree at the Copenhagen Business School. After playing an active part in the Danish tourism campaign in
Brazil in 2010, André joined the DMC Nordic team in 2011. As a meeting destination,
Copenhagen is a perfect product, he says.
76 apr/jun 2013
The city’s top-of-the-line infrastructure allows conference-goers to whiz to their hotel – literally in minutes. And adding to this
the city offers a wide choice of attractions
for relaxation and urban spice. But when it
comes to leisure and incentive trips, Brazilians are usually looking for a combination
of destinations.
“For most Brazilians, travelling to Europe is still a relatively new luxury. The
classic highlights – Lisbon, London and
Paris – are still the top choices. But now
I see a new generation looking to shake
up the combo and include cities such as
Berlin, which is booming with Brazilian
visitors. And although the tourism industry sees Copenhagen mainly as a gateway
to Scandinavia, the city can also easily be
twinned with Berlin. Brazilians love shopping – and Copenhagen with all its flagship stores and small Scandinavian design
boutiques offers great choice. This year,
there’s a big promotional push in Brazil
for tourism in Germany, but I could easily see Denmark as part of this message
since many Danish attractions can also be
reached from Germany.”
André Meyer
Manager DMC Nordic
When asked which destinations in Denmark he believes would interest South
American travellers, André once again redraws the map.
“I believe a two-day tour of some of
Denmark’s great highlights would be a very
interesting experience, including destinations such as Odense, LEGOLAND®, Aarhus and Ribe. And Skagen is also an inspiring location – one that also allows you to
continue north to Norway. These itineraries
and products need developing but the destinations are already there and waiting,”
André Meyer concludes.
www.dmcdenmark.com
CopenhagenEditors.com
in association with VisitDenmark
Danish highlights
City of Ribe
Reaching back 1,300 years, Ribe
is probably Scandinavia’s oldest
city. And with its 800-year-old cathedral and cobbled streets little
has changed in the city for centuries. Ribe is also home to a handson Viking heritage centre with reconstructed longhouses, open-air
markets and heritage crafts.
LEGOLAND
Denmark is home to the world’s
first LEGOLAND®, which is still
Europe’s biggest. There are whiteknuckle rides and theme park fun –
and a Miniland featuring the world’s
most famous landmarks made with
20 million LEGO® bricks.
City of Aarhus
Among the attractions of Aarhus,
which is Denmark’s second-largest
city, is an art installation by DanishIcelandic artist Olafur Eliasson that
crowns the city’s art museum – a
glass skywalk that lets you soak in
the cityscape while bathed in the
hues of the rainbow. Aarhus is also
known for its boutique shopping.
Seaside town of Skagen
Denmark’s northernmost town,
Skagen is known for its windswept
beaches, drifting sand dunes, classic seaside hotels and superb local
seafood. Travellers can continue
to Norway via ferry from Frederikshavn or flight connection from
Aalborg Airport.
www.visitdenmark.com.br
VisitDenmark
Islands Brygge 43
2300 Copenhagen S
Denmark
Tlf.: 32 88 99 00
Fax: 32 88 99 01
E-mail: [email protected]
apr/jun 2013
77
Redrawing the map of
A Taste of Denmark
“Discover what life is like in
Denmark – head to Odense.”
So says destination manager
Thérèse Andersson from NW
Production. The hometown of
fairytale writer Hans Christian
Andersen, Odense is an easy
daytrip from Copenhagen
and an inspiring destination
not only for its romance,
but also for its easygoing
contemporary living.
Many travellers looking for a true taste
of Scandinavia combine scenic Nordic destinations – such as a cruise in the Nordic
fiords – with urban experiences in cities
such as Oslo, Stockholm and Copenhagen.
NW Production is a destination managing
company that specialises in such Scandinavian experiences. Based in the Swedish
city of Malmö close to the Öresund Bridge
– Europe’s longest combined rail and road
bridge, connecting Malmö with the Danish
capital – the company handles incentive
travels to all Nordic countries from Iceland
to Finland and helps organise conferences
and events. Destination manager Thérèse
Andersson has welcomed Brazilian visitors to Scandinavia since the company first
entered the Brazilian market in 2011. And
early in her career she spent time living and
working in Mexico and Spain to gain firsthand experience.
“Brazilians are very open people and
that’s why it’s important to offer experiences that are really engaging. Copenhagen
is a great destination because there is so
much to see and do. And one of the city’s
great attractions is the very, very good restaurant scene – the best in Scandinavia.
Not only do you enjoy excellent food but
the atmosphere is great too. The Danes are
very good at that,” Thérèse says.
Asked what other destination in Denmark she would recommend, Thérèse is
quick to suggest the city of Odense on the
island of Funen.
“Odense is a very easy daytrip from Copenhagen. Travellers experience the landscape on route and get close to everyday
life in Denmark – such as tasting Danish
pastry from a bakery shop. And then there
are all the Hans Christian Andersen attractions, such as the fairytale parade. Visitors
often find the parade fascinating even if
they don’t know all of Andersen’s tales.
So combining a visit to Copenhagen with
a daytrip to Odense is a great way to discover Denmark,” says Thérèse Andersson.
www.nwproduction.se
78 apr/jun 2013
Odense
The city of fairytales
‘The Little Mermaid’, ‘The Snow Queen’ –
where would Disney be without Hans Christian Andersen? The city of Odense, hometown
of the legendary fairytale writer, has dedicated several museums to its famous son. A daily
parade of Andersen’s many fairytale characters takes place in July and August.
Visitors can also meander downstream in
a riverboat from the heart of Odense to the
Funen Village, which is an open-air museum
with historic farms – and even old breeds of
farm animals – from the age of Andersen.
Opening in 2013 is a new extension to the
city’s townhouse museum, which relates the
story of the island of Funen.
The pedestrianised city centre is also home
to a contemporary arts centre and among the
old converted textile mills you’ll find alleys
and courtyards with galleries, design stores,
restaurants and boutiques.
Thérèse Andersson, Destination Manager
www.visitdenmark.com.br
apr/jun 2013
79
Morten Soubak
The Dane who brought Brazilian
Handball into the world elite
Morten Soubak, you have made
the Brazilian national handball
team world-class. How long have
you been in Brazil?
I have been here since June of 2005.
What led to your coming here;
what is your background?
I moved here twice actually. The first time
came about as the result of a contract
with FIF (Frederiksberg Idræts Forening) in
1992. <missing>… By 1993, I had gotten
the names of possible contacts from Claus
Andersson, so I grabbed my backpack and
showed up at the Mccann Erickson office in
Sao Paulo with a guy called Marcus Garcia
to inquire about becoming a coach in Brazil.
I also traveled up to Aracaju to meet with
the President of the handball confederation,
which is still based there, and put in my
name. At first, nothing came of these visits,
but a year and a half later I got a call from
the people in Sao Paulo, who asked me to
coach a local team from ´95 on. I arrived in
Brazil in 1995 where I coached a men’s team
in Osasco until 1996. I then moved back to
Denmark and somewhat lost touch with the
people I had met in Brazil. In 2004 I received
a call from the same guy who had been behind bringing me to Osasco; he wanted to
know if I would be interested in coming to
work for Sport Clube Pinheiros where he was
now the head of the Cup division.
I was of course interested; it was a way to
do something completely different from
what I had previously done in my coaching career. I have a passion for Brazil and
Morten Soudbak
80 apr/jun 2013
the Brazilian people, so I was happy for the
opportunity that presented itself. I came to
Pinheiros in 2005 and coached their men’s
team until 2008. In 2009, I became the
coach for the women’s national team.
You became the national champions when you were coaching
Pinheiros, isn’t that right?
Yes, we became Brazilian champions in 2007.
We had won the Brazilian Cup tournament
in 2006, and we won the renowned Brazilian
championship Jogos Abertos twice for the
city of Santo Andre who had purchased us.
Moreover, we came in second in a number of
other tournaments and championships.
What was your initial impression
of the Brazilian national team
when you became their coach?
I was in doubt as to the best approach to
take with the players before meeting them
for the first time. I was well aware that the
very best players were not found in Brazil;
they were in Europe. I became the coach
about six months after the Olympic Games
in Beijing. I did not know a lot about the
women who played in Brazil. I had not paid
close attention to the Brazilian women’s
national handball team, but I followed the
European teams, and therefore I knew a
lot about the Brazilian players working in
Europe. What happened when I took over
was that a large number of players stopped
playing on the national team or requested
a leave from the team. Some of the players
had injuries and others were not released
for playing in the World Cup by their clubs.
My first year as the coach was a hodgepodge of trying out different players whom
I did not know at all beforehand.
Winning the gold medals at the Panamerican Games in Guadalajara
I had 26 players in 2011 and 24 in 2012.
The final team for the Olympic Games was
made up of 14 players. The World Cup team
had 16 players.
Did you play with the same team
for the World Cup and the Olympic Games?
Yes, very few changes were made. We had
players from within Brazil as well as from
European clubs participating.
I have heard that the Brazilian
goalie plays for Viborg, is that
right?
No, she actually plays for Randers. It’s quite
a neat story as it was me who brought her
to Denmark initially. I brought the first Brazilian handball player to Denmark in 2004.
She played for FCK from 2004-2005 while I
was their coach. She then went on to play
for a German club where she had a Danish
coach. He eventually left the German club to
work for Randers. When he left, he ended
up bringing some players, including Chana,
with him to the Randers team. I believe that
Chana has played for Randers ever since.
Tell us a bit about the World Cup
which was held in Sao Paulo and
Santos, please.
There are lots of interesting stories to tell
about the World Cup. Historically speaking,
it’s the first time ever that a Senior World
Cup in Handball was held on American soil.
Brazil being chosen as the host for a senior
championship was quite a feat! When it was
announced that we would host the World
Cup, it of course motivated the Brazilian
players enormously as they would have the
home court advantage. We were all extremely motivated by the fact that we were going
to play on Brazilian soil. There were a lot of
discrepancies among the participants on the
team; some had already played in previous
World Cups, while others were complete
novices. In July of 2011, five months before
the World Cup, we hosted the Pan-American
championship in Sao Benardo. The International Handball Federation, IHF, was present, and the World Cup groups were drawn
at this occasion. As the host nation, we were
allowed to choose which group we wanted
“
I have a
passion for
Brazil and
the Brazilian
people, so I
was happy
for the
opportunity
that presented
itself
“
How many players were there on
your team?
apr/jun 2013
81
How many matches did you win?
We won all the matches in our group and
placed first. We then had to play against
the Ivory Coast. If we won that match we’d
be in the quarter finals. Winning turned out
to be a piece of cake, and we were then
up against Spain. It was a nerve-wrecking
match. We ended up losing the ball and
lost the match by one goal, and that was
the end of Brazil in the World Cup. That was
not nice at all.
“
Brazil
played a
wonderful
World Cup
and we nearly
became the
“sensation”
at the Olympic
Games in
London
“
to join. I chose the group made up of France,
Romania, Cuba and Japan. This might have
been a rather peculiar choice for some, but
I figured that we would have to win over
these nations, if we were to go on and place
first, second, third or fourth. I believed that
we could make it. For the first time in a long
while in the World Cup, the matches were
sudden death games after the initial group
matches. So, the winning teams would be
catapulted directly into the round of 16,
quarterfinals, semifinals and finally the final
itself.
The first match of the World Cup was us
playing Cuba at the Ibirapuera Park stadium; there wasn’t a great turnout for this
match in spite of the stadium being able to
seat a large crowd. This actually surprised
me; I thought that since handball is a big
sport in schools, and since there were a
lot of handball players in Sao Paulo, there
would a lot of spectators. However, as each
match was played, the number of spectators steadily grew as the media picked up
its coverage of the Cup.
More and more people started to find it
interesting to follow the Cup, and the stadium started filling up. The atmosphere
and excitement improved match by match.
When we played France, we were hopelessly behind, but managed to turn the game
around and win the match. The match
ended up being a hit media-wise and was
broadcasted on networks other than just
the regular sports ones.
What happened during the Olympic Games? You were ahead by
nine goals and you still ended up
losing. What happened?
We won our group round. Nobody had expected Brazil to win their round at the Olympic Games, but we did. What was even less
expected was that Norway basically placed
last in their group. They came in fourth and
were nearly eliminated from the Games. I
think that Norway deliberately decided to
play against Brazil; they knew that if they
lost their last match against Spain, they’d
meet Brazil because of the other results already in. I believe that Norway found it preferable by far to play us instead of Russia or
Montenegro, and they knew that if they lost
to Spain, they’d play us. That was the dis-
tinct impression I got from watching them
play that match. However, I had already before the Olympic Games stated that it was
completely indifferent which team we’d
meet at what point during the Games; all
the teams were of a very high standard, and
we’d have to take it all in stride.
What happened then was that we played
tremendously well against Norway and at
half-time we were ahead by three goals. We
were of course very pleased with this partial result. We truly believed that we would
win the match. We had played two training
matches in London the previous March; one
of them was against Norway. That match
ended in a tie, so our confidence as to our
chance of beating them was strong. When
the match resumed after half-time, we got
ahead by six goals within the first minutes.
What then happened is inexplicable to me;
the Brazilian team simply fell apart and we
couldn’t get back on track.
In a situation like this, frustration of course
mounts in me, sitting there on the coach’s
bench, as they do in the players on the court.
When we analyzed the match after it was
over, we could see that we marked them efficiently for a while where they only managed
to score two goals during 13 minutes. Then,
they scored eight goals during counterattacks. That should not have been allowed to
happen. However, it is what actually did happen, and it was one of the main reasons we
lost the match. I still have not recovered from
that loss, but I guess I’ll get over it one day.
Did you place fifth?
Sixth. France had also won their group
round, and they were also eliminated during the quarter finals, in their case, against
Montenegro. In the end, the teams that had
placed fourth within their respective groups
ended up playing each other in the final.
Oh, that’s right. The Norwegians of course won again. Well,
you have now brought Brazil up
among the six best teams within
handball from somewhere in the
vicinity of the top twenty. Do you
believe that Brazil has a chance
of winning medals at the coming
Morten Soudbak and Pelé
in Copenhagen
82 apr/jun 2013
World Cup or Olympic Games?
We made huge strides from 2009 to 2012.
We have had to conquer and overcome a lot
of obstacles. As a team, we have made extraordinary progress, and some of the players have undergone fantastic individual development. But first and foremost, we have
become an internationally renowned team.
Do you mean that they need to
start playing for clubs abroad?
Yes, for European clubs.
Is it hard for a Brazilian to get to
play in Europe?
Yes, it is, but there has been a shift in attitude within the past two years; agents and
clubs are now more interested in Brazilian
female players. I always say that if one is
a Brazilian soccer player, then it’s a mere
formality to be signed on by a club in Europe, but if one is a handball player, then
the reception is much less enthusiastic.
This scenario is changing though.
Do you encourage the players to
seek to certain countries?
Yes, I do.
Are these countries in Eastern
Europe?
No, not at all. I would much rather see
the players go to places like Scandinavia,
Spain, France, Austria, Germany, Slovenia,
etc. We have a relatively new project with
Hypo Wetter Österreich through which we
have had eight Brazilian players on the
same team for the past two seasons.
Isn’t that an excessive number?
That might be. They are in the same club
and train together. They play against the
same opponents; they play in the Champions’ League, etc. We of course hope that
their experiences will benefit the Brazilian
national team in the long run. I am hopeful that we’ll be able to make similar – not
identical - arrangements for some of the
very young players so that they’ll get to
play in Europe as well.
The Norwegians have always
been good, but I think that they
are especially great presently.
They are extremely well-organized, and
they are determined to win.
What will you have to do in order
to ensure that Brazil has a shot
at winning a medal in the 2016
Olympic Games?
Brazil youth national team won the Olympic bronze medal in Singapore
We’ll have to think outside the box. We’ll
need to have the courage to try new strategies. We have to be more team-oriented;
the Brazilian players are normally very individual-minded. I have to implement some
changes there. We have to do things that
nobody else dares to do. We have to develop and strengthen each player so that
they’ll be the best at exactly their position
on the team. We also have to make sure
that we train more than the other teams
do. If we train to the same extent that other
teams do or as much as Norway does, then
I don’t believe we will make it. We have to
train harder than the others.
Is it a problem that the Brazilians
are more individual-minded? It’s
kind of ingrained in them, isn’t
it?
The fact that there are Brazilians between
the ages of 28 and 33 who have played in
Europe for 6-11 years is very important for
our team development. These players have
gradually moved to better and better clubs,
and today they play for clubs that participate in the Champions’ League, that is to
say, clubs that are among the top three
in the League, etc. It’s actually indifferent
whether they play for Swedish, Danish,
Hungarian, Russian or Austrian clubs, what
matters is that they have learned to play as
part of a team. The fact that we have eight
players on the same team in Europe will
also work to our advantage. Some of the
Brazilian players’ ingrained individualism
has disappeared as a result of having been
integrated into playing systems within the
European clubs. That’s why I insist on the
necessity of the players going abroad to
play.
Are the players willing to go
abroad?
If they aren’t, then they won’t make it onto
the national team.
Are you able to help them get a
contract abroad?
Sometimes I help players make contacts
abroad, or I talk to agents on their behalf.
They of course have to be players of a certain standard in order to secure a contract.
I do not broker contracts for the players
though. Within the past month, I have been
surprised to hear about some players signing contracts that I had no involvement in
whatsoever. It makes me very happy to see
players do well internationally. I believe
that 6-10 potential national team players
will be playing on contract within the coming eight months.
What is your dream for the 2016
Olympic Games in Rio? Is it to
win a medal?
My dream for Rio is doubtless to become
Olympic champions.
That’s quite ambitious!
Yes, it is.
How old are you?
I am about to turn 49 and involved in handball since 1987.
JOL
apr/jun 2013
83
Copenhagen Fashion Summit 2012 took place at the Copenhagen Opera House
Global Leaders
in Sustainable Fashion
On the brink of potentially dangerous
climate change and with attention to corporate social responsibility soaring
to new
heights, the world needs innovators who
can lead the push toward a more sustainable economy. The Danish fashion industry
has the potential to be one such innovator, working creatively and proactively to
address critical environmental, social, and
ethical challenges on a global scale. Already Danish brands like Ecco, Jackpot, Aiayu, New Generals, Katvig and A Question
Of have created successful businesses with
high environmental and social standards
without compromising design and quality.
It might sound like a paradox that the
fashion industry engages in sustainability – the industry primarily builds its entire
business model on increased consumption
through constant launch of new collections. However, perhaps the fashion industry holds part of the solution to the global
challenges we face? Along with the rest
of the Nordic fashion industry, Denmark is
right now working hard to take the lead on
making the fashion industry sustainable.
The Power of Fashion to Create Change
Fashion has always reflected and influenced trends and tendencies. Fashion
changes, amplifies and seduces us as individuals and has become a strong cultural
factor in today’s society. Consequently, fashion holds the power to influence and change
the society, and thereby set the agenda.
84 apr/jun 2013
A Question Of
The Danish fashion industry is Denmark’s
fourth largest export industry and is a
key driver for job creation and economic
growth. Over just a few years the industry
has grown rapidly to be a crucial factor for
the Danish economy and a unique platform
for marketing and visibility. With an export
share of more than 80% of revenue the industry is considered to be one of the most
important future sources of income and
growth drivers for Denmark.
With influence comes responsibility. As
one of the most polluting industries in the
world that daily exploits human resources
to send cheap products quickly to market,
the fashion industry in recent years has acknowledged its responsibility within ethical, environmental and social performance.
While the international fashion industry
primarily works with sustainability from
a risk minimization approach, the Danish
fashion industry focuses on the unique opportunities for (green) growth embedded in
the sustainability agenda. Under the heading ‘sustainable fashion’ the Danish fashion industry works hard to take a leading
position on sustainable solutions to global
and socially relevant issues in the international fashion industry.
And there are great opportunities for
growth if more focus is put on sustainability and development of green technologies.
A recent survey conducted by Messe Frankfurt shows that the market for sustainable
fashion consumption was growing about
Her Royal Highness Corwn Princess Mary of Denmark at the
Copenhagen Fashion Summit catwalk show
Trash-Couture
10% more than the market for non-sustainable fashion. This development is currently
changing the market and leaves untapped
potential for growth. An emerging trend
that the Danish fashion industry and Danish companies have a unique opportunity
to take a lead on.
Unique Opportunity
for Denmark
Besides consuming large quantities of
water, chemicals, energy and other raw
materials, the fashion industry is known
for exploiting low-cost labor in developing countries. Danish Fashion Institute has
worked hard to make the fashion industry
join forces for being much more environmentally and ethically aware throughout
the entire value chain.
Denmark has now a unique opportunity to take a leading position as the first
country to actively take ownership on the
sustainable fashion agenda and make Denmark the key reference point for agendasetting and a hotbed for the most visionary
strategies.
Danish fashion companies are among
the most advanced in the world within, for
example, improving health, environmental
management and cleaner technologies in
the global fashion industry. Danish companies were among the first to put eco-labels
in its products and still count as pioneers
in the field of organic and cradle-to-cradle
approaches. Many of the companies that
have set up production facilities in lowwage countries, have included the tradition of high Danish standards and stand as
good examples of how to engage in local
New Nordic
Fashion show
in Helsinki.
Dress by
Susanne
Rützou
A Question Of
apr/jun 2013
85
responsible production while while running
a healthy business.
In the years 2009-2012, the network organization Danish Fashion Institute initiated a number of projects, all of which have
been intended to kick-start a long-term
strategy that motivates and assists the
Danish fashion industry in the integration
of sustainability into their business processes and practices. 2013-2015 will showcase concrete change and action-oriented
projects initiated in cooperation with the
Danish fashion industry.
The Danish fashion industry consists
primarily of small and medium-sized enterprises and employs about 10,000 people
(2012). Many start-ups demonstrate how
sustainability is an integrated part of the
strategy and make quality and aesthetics
go hand in hand with social responsibility and sustainable business models. Also,
the established fashion companies have
changed the processes that will guide
them. IC Companys employed in 2011, a CSR
Manager and in 2012 Bestseller recruited a
high-profiled manager to spearhead their
overall CSR and communication efforts.
In the near future, raw materials and resource efficiency will become crucial for business - including the fashion industry. With a
growing middleclass demanding a high level
of material goods including clothes, the current volume of cotton and oil based fibers
Trash-Couture
available are nowhere near adequate. However new innovative materials made from for
instance wood, seaweed, cow milk, or crab
shells, which all are plentiful in the Nordic
region, can help meeting the demand. Potentially, this can become a new export success, help secure jobs and potentially even
revitalize production in Denmark.
Most companies in the Danish fashion
industry have established strong relationships with their foreign suppliers to create
the best conditions for sustainable production. Denmark is among the countries
where most fashion companies per capita
have chosen to let themselves and their
suppliers get certified by international
standards such as SA8000, BSCI (Business
Social Compliance Initiative) or other internationally recognised standards.
Pooling Resources to
Achieve Global Positioning
To fully integrate sustainable business
processes is a long-term learning and training process for most companies. Few Danish fashion companies have the resources
required to initiate and lead this learning
process. It requires coordinated efforts and
access to information, knowledge, a wide
network and an efficient platform to facilitate the industry-specific needs.
This is the reason why the Danish Fashion Institute and a total of 10 partners from
the Nordic fashion industry, have initiated
the NICE project. NICE stands for Nordic
Initiative Clean and Ethical. In short, NICE
is a joint commitment from the Nordic fashion industry to take a lead on social and environmental issues.
It is the first time that the entire Nordic
fashion industry cooperates on a joint project with the same goal: To motivate and
support industry in integrating sustainable
principles and practices. The reason for
this cooperation is a shared desire to be
leaders in sustainable fashion on a global
scale in order to increase competitiveness.
The Nordic cooperation has been successful in creating the critical mass needed to
actually be able to create change. NICE is
coordinated from the secretariat based at
Danish Fashion Institute.
Setting Global Targets to
Create Sustainable Change
The timing around the NICE project has
proved to be right. There is great interest
in the topic in the industry and the international spotlight is set on Scandinavia and
Copenhagen as a thriving center of sustain-
86 apr/jun 2013
able fashion. More and more international
fashion companies are waking up to the reality that companies must take responsibility for the triple bottom line, People, Planet
and Profit – the social, environmental and
the financial bottom line.
Most of the work within NICE is deliberately focused on regional and national
levels. However, on a biennial basis Danish Fashion Institute organises the Copenhagen Fashion Summit – the world’s largest summit on sustainable fashion. This is
whereUnder the patronage of the Royal
Highness Crown Princess Mary of Denmark
over 1,000 designers and decision makers
from leading global fashion companies,
experts, politicians and NGOs to inspire
and challenge the industry to set new,
ambitious targets for the development of
sustainable fashion. On 3 May 2012, the
Summit saw the launch of the world’s first
industry-specific Code of Conduct based on
the principles of the UN Global Compact.
Danish Fashion Institute participated in
Rio+20 to promote the results from the
Copenhagen Fashion Summit which also
showcased among others the fantastic
story of Brazilian brand Osklen.
Agenda setting events like Copenhagen
Fashion Summit has the potential to create
a real movement in the fashion industry – a
driving force and common will to change
things around production and consumption
of fashion. If sustainability and responsibility becomes a real choice when consuming
fashion and if the consumer acknowledges
the “cool factor” the fashion industry has
the ability to also affect the option of sustainability in other decisions and actions
such as the purchase of organic food and
investing in an electric car etc. In other
words, fashion has the potential to drive a
new responsible lifestyle.
The next Copenhagen Fashion Summit
will take place in Spring 2014. Learn more
at nordicfashionassociation.com
Development Director - Jonas
Eder-Hansen and CEO Eva Kruse,
Danish Fashion Institute
Copenhagen Fashion
Summit catwalk show.
Dresses by Camila Norrback
and Hanna Felting
apr/jun 2013
87
The Nordic Model
sets the pace
Danish Economy in 2013
Denmark and other
Nordic countries as global
role models
The respected magazine “The Economist”
had a very interesting and positive analysis
of the economic and political situation
in the four Nordic countries – Denmark,
Sweden, Finland and Norway in its February
2nd edition this year.
The overall message was that the Nordic
countries in time had restructured their
economies to the new global realities and
challenges. They had managed the economic
downturn in the EU better than most other
European countries and by slimming and
modernizing their public sector, they had
been able to keep the essential elements
of the Nordic welfare model and a globally
competitive private sector. So how is the
economy doing in Denmark now?
88 apr/jun 2013
The global financial crisis of 2008 and the
ensuing instability within the euro area has
not left Denmark untouched. Nevertheless,
in the contemporary European context,
the country is still characterized by a rare
macroeconomic stability of low public
debt, high export surpluses, low inflation
and relatively manageable unemployment
levels. Two issues seem to be of particular
importance for revival of economic
activities; on the one hand a stabilization
of near markets and re-initiation of growth
in the Eurozone, and on the other, the
restoration of confidence and investments
in the private sector. Growth rates for 2012
have turned out to be slightly negative, but
are expected to rise to 1.3% this year and
possibly reach close to 2% in 2014 in case
of a shift in regional economic tides.
Euro Crisis
Being a small and a very open
economy, Denmark is extremely sensitive
to international economic trends, and
especially developments within the
Eurozone. Estimates from the IMF indicate
that the negative consequences, if the
crisis should get out of hand, could lead
to negative growth of around 1.5% in
core Euro countries and up to 4% in
countries directly affected by the crisis.
Coordinated efforts in the handling of
the crisis within the Eurozone have led
to a recent narrowing of the interest gap
between GIIPS countries (Greece, Italy,
Ireland, Portugal, and Spain) and Germany,
which points in a positive direction. On
the other hand, uncertainty about Great
Britain’s attachment to the EU and the
unexpectedly high recessionary effect
of public spending cuts imposed upon
the GIIPS economies present some
clear uncertainties as to whether
a turning point in the crisis is near.
All depending on the stabilization of the
Eurozone, official estimates based upon
different IMF scenarios indicate Danish
growth rates for 2013 spanning from 0.2
(negative), 1.2 (baseline) and 1.7 (positive).
Danish Exports
Throughout the crisis, Danish exports
have remained relatively stable due to
continued growth within important trading
partners in near markets. A stagnation
in demand within the EU because of
economic uncertainties from late 2011 has
been offset by reliance upon sales mainly
to the US and China. Thereby, recent
numbers indicate a significant surplus on
the balance of payments of DKK 103.9
billion, USD 18.4 billion – in the period from
September of 2012 to September of 2013.
Yet, a slowdown of economic activity in
Germany and Sweden -which otherwise
have proved to be important destinations
for Danish goods and services during the
crisis - may have a generally negative effect
upon exports in case that a recovery within
the EU is delayed.
Public Sector
In contrast to many other European
countries, Danish public finances are
relatively sound, and the country appears
to be able to abide by the fiscal targets
within the Stability and Growth Pact.
From a present level of around 45% of
GDP, public sector debt is expected to
decrease to approximately 43% of GDP in
2013, well within the EU ceiling of 60%.
The actual public budget balance deficit
is expected to decrease to 2.5% of GDP
in 2013, from a level of around 4% in 2012
due to extraordinary expenditures that
year. It is hereby expected to lie within the
EU requirements of 3% to be reached no
later than 2013. Denmark is also set on
course to comply with the structural deficit
targets of maximum of –0.5% in 2013; this
is expected to reach -0.2%.
In its plan for the development of the
public sector towards the year 2020, the
Danish Government has established a level
Employment
for the annual growth of the public sector
at around 0.8 % of GDP. This has been
defined as the necessary level in order to
secure the provision of welfare obligations,
in a context in which a growing number
of older generations leave the Danish
labor market. Due to the introduction of
new sanctioning mechanisms towards
municipalities and regional governmental
institutions, they very seldom exceed
central spending targets. This means that
in 2012, public spending is expected to
have grown at a rate below 0.25% of GDP.
With the present targets for the expansion
of the public sector, the private sector is
expected to increase its total part of the
Danish economy towards 2020.
Competitiveness
The main challenges for Danish
businesses in the beginning of 2013 can
be summarized as low demand combined
with many years of low productivity
development. Since the year 2000, Danish
wage costs have increased 20% more
than those of neighboring countries, but
productivity development has only risen
slightly, not keeping up with competitors.
The rise in Danish wages which increased
dramatically from 2006-08 is now lower
than the general pace of wage increases
in the Euro area. This has in fact meant
that Danish competitiveness has risen for
the first time in 15 years. A range of labor
unions have furthermore restrained their
wage demands to such a degree that with
a present inflation rate of 1.5%, real wages
for many groups of skilled workers are
actually decreasing.
Important factors to have in mind when
evaluating the Danish business climate
are also the extremely smooth regulatory
environment, easy access to capital as well as
the country’s well-developed infrastructure.
These were all significant factors in making
Denmark ranking fifth on the World Banks
“2012 Ease of Doing Business Index”.
With the global recession caused by
the financial crisis throughout 200809, unemployment in Denmark rose
strongly, though from a historically low
pre-crisis level. In 2010 private sector
employment stabilized on the level at
which it has remained until today, though
public employment has continued to fall,
mainly because of the implementation of
strong measures to punish municipalities
and regions for transgressing budgets.
Within the private sector, employment in
manufacturing has been hit hardest in
comparison to construction and services.
The continued slight downwards trend in
manufacturing occupation should be seen
as a prolonged tendency ongoing since
the 70s, when this sector started declining
gradually compared to other parts of the
economy. At present 168,000 people are
unemployed, which is a number that is
expected to rise to about 180,000 in 2013.
Projections suggest a recovery of the labor
market in 2014 with moderately reversing
employment trends.
Compared to many other European
countries, Denmark has a very flexible labor
marked with a high degree of turnover and
relatively low long-term unemployment.
Seen in a historical perspective, the present
Danish unemployment rate is not
very high, though the steep drop
in employment just after the
crisis has meant that a significant
number of people have lost their
jobs in a relatively short time
span. This has also generated
a pressure on politicians to
actively stimulate employment,
especially because of recent
cuts in unemployment benefit
schemes. From a situation
in 2006-08 in which a huge
demand lead to overheating
and bottleneck problems, the
unemployment gap in 2012 rose
for the first time to a positive
level, at which the economy
would be able to absorb some
30,000 without any inflationary
pressures occurring.
open economy such as the Danish one,
an eventual revival of economic growth
seems to depend upon on a general shift
in economic activity in the Eurozone. Still,
certain significant domestic circumstances
also point towards a positive outlook for
such an upturn, whenever it may occur.
In the housing market, a slow stabilization
of prices after a strong decline since 2006
seems to be in sight. Though the housing
market is still fairly quiet with a low rate of
sales and a relatively long waiting time to
get houses sold, the latest projections point
towards increased activity and the possibility
of a slight increase in prices in 2013-14. In the
years following the crisis, both households
and businesses accumulated historically
large savings due to uncertainties about
the future. Because of instability within the
banking sector, many businesses chose to
consolidate themselves, meaning that total
private savings along with households from
2008 to 2011 amounted to some staggering
DKK 400 billion (USD 75 billion). Positive
estimates of the increased boosting effect
that the gradual spending of these assets
could have on growth, indicate a rate above
2% during the coming years - in case that
consumer and business confidence truly
returns.
Svend Roed Nielsen
Ambassador
Domestic Drivers in
2013
The present stagnation in
Danish economy is primarily due
to low internal demand because
of the burst of the housing
bubble and global repercussions
of the financial crisis. In an
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89
Holstebro Municipality
a cultural pearl
The town and
the municipality is
a dynamic hub for
both art, culture,
commerce,
commercial
development
and tourism.
To the west, the mighty North Sea roars
against the coast. To the north, east and south,
flat farm land and spectacular nature mingle in
a neat pattern. And right there, in the middle of
it all, one of Denmark’s cultural and commercial
pearls – Holstebro – is situated.
The town is famous and praised both in
Denmark and abroad for wanting to “set
the cultural agenda locally, nationally and
internationally”. This deliberate venture has
created the identity of the town – and made
all of Holstebro Municipality into a dynamic
hub for culture, music, ballet, sport, commerce,
commercial
development,
environment,
education and tourism.
Every day, both the citizens of and the many
guests in Holstebro experience what it means to
be in a town and an area with a clear mission:
We have drops of culture in everything!
Cultural venture a success
It is one thing to determinedly focus on
cultural development on all levels to create
lasting values. But it’s a whole other kettle
of fish to actually succeed.
This is something that Holstebro quite
rightly can boast about having done.
Holstebro is the town for lovers of dance,
young and old, and has for example been
dubbed The Town Of Ballet. This is due to,
amongst other things, Holstebro being home
to one of the two ballet schools of The Royal
Danish Theatre outside of Copenhagen.
Musically, Holstebro has a unique food
chain, embracing all ages and musical
genres. Holstebro Music School plays a
pivotal role in this as one of the most
efficient music schools in Denmark.
The theatre environment here offers
varied and multi-faceted experiences, and
the town is home to three professional
regional theatres, each with its own identity.
Odin Teatret is the oldest regional theatre
in Denmark, and also does work around the
world. The theatre group was established
in 1966 as Nordisk Teaterlaboratorium
in Holstebro. Odin Teatret has its own
publishing house and film production as
tools for documentation and research.
The sculpture “The Citizens
Of Holstebro” is created by
the artist Bjørn Nørgaard.
90 apr/jun 2013
Facts about Holstebro
Musikteatret Holstebro is the town’s
artistic centre for concerts, musicals,
opera, theatre, ballet and family shows.
The other two regional theatres are
Operaen i Midten, a West Jutland opera
company, and Black Box Theatre that aims
to put performing arts on the edge.
Besides this, Holstebro is one of the
leading municipalities in Denmark when it
comes to developing talents within music,
sports and art. Sports-wise, Holstebro
Municipality has been an elite sports
municipality since 2004. On a creative level,
Dansk Talentakademi is the leading centre
in Denmark for artistic talent development,
with a focus on music, art & design, dance,
musical & theatre, and writers.
Art in the urban life
Holstebro’s philosophy about art and
culture being accessible in the streets,
squares and green areas of town instead of
being hidden away, emerged just under 50
years ago.
Mayor at the time Kaj K. Nielsen had
promised himself as a young man that if he
ever achieved deciding influence, he would
make art and culture come to the people.
In the mid-1960s, together with city
manager Jens Johansen, he purchased the
sculpture “Woman On Cart”. It is created
by the Swiss sculptor Alberto Giacometti,
and is today the most famous citizen of
Holstebro, and the symbol of the town’s
strategic venture into art and culture.
Since then, many other works of art
have joined it, and uniquely, many of them
can be experienced as permanent fixtures
both in the charming pedestrian street and
elsewhere in town.
You can also get up close to the art
indoors, for example at the town hall and
at the art museums.
A beautiful
commercial town
When people talk about Holstebro’s
reputation as a commercial centre, there is
truth in it, as the town has been rewarded
on several occasions.
Four times, Holstebro has been awarded
the title of Most Beautiful Commercial
Town in Denmark. Once, Holstebro has
been given the honour of becoming Best
Commercial Town in Denmark, and twice,
the town has been named Town Of The
Year.
This is, amongst other things, due to
the atmosphere in the pedestrian streets
with several hundred shops, cafes and
restaurants, the large stores on the
outskirts of town, and the art which is
everywhere in streets and on squares.
• Just under 1,400,000 oneday visitors visited at least
one place in Holstebro
Municipality in 2010
• In 2010, there were 618,000
overnight stays in the
various places to stay in the
municipality
• Tourists turned over 591m
DKK in total, divided
between 57% Danish, 28%
German, 5% Norwegian, and
others.
In the smaller urban communities Ulfborg, Vemb and Vinderup – there are
also many types of shops. Furthermore,
you can strike a bargain in the workshops
and galleries of the local artists, or in the
farm shops selling local foods around the
municipality.
Important commercial
development
Collaboration
on
commercial
development and entrepreneurship is
one of the great challenges in Holstebro
Municipality, and an important part of this
is the development park Nupark on the
outskirts of town.
Nupark is brimming with synergy, energy
and opportunities day and night.
apr/jun 2013
91
This commercial hub is home to,amongst
others, Nupark Innovation A/S which
is West Jutland’s centre for commercial
development and growth. The aim is
to develop new companies through
investment and consultancy – primarily
with a focus on smaller and medium-sized
companies.
Sea, nature and shops
Tourism-wise, Holstebro Municipality
lives up to what all studies show: That most
people want to holiday in places with sea,
nature and shops.
All of this is just outside the door in
the municipality. There is something for
everyone: Those who just want to relax.
Those who come for experiences. And
those who appreciate an active holiday and
who want to explore town and nature by
foot or bicycle.
Many of the nature areas and plantations
in the municipality are open to the public,
and hiking paths and other facilities have
been created. At the same time, Holstebro
Municipality is the municipality with the
best and most well-developed bicycle lane
network in Denmark.
A green municipality
Holstebro Municipality is a green
municipality situated on the west coast of
Denmark, and home to countless windmills.
The municipality also has one of the
best biogas plants in the world - Maabjerg
BioEnergy – delivering climate friendly
district heating to Holstebro Municipality
Holstebro has been rewarded Most Beautiful Commercial Town in Denmark four times.
Not least due to its cosy atmosphere in the charming pedestrian street.
and the neighbouring municipality Struer.
With its status as a climate municipality,
Holstebro Municipality is committed to cut
its internal CO2 emissions with two percent
a year. On top of this, the municipality
strives to become independent from fossil
fuels and instead focus on renewable
energy.
We stick together
In other words, Holstebro Municipality is
a pulsating area with its very own identity
and visions.
These have been created by the
municipality, the citizens, the business
community and the culture and educational
institutions standing shoulder to shoulder
and pulling together. This is what makes
the municipality successful in doing what it
has set out to do.
We do what we want – and what we
believe in.
Mayor H.C. Østerby
Holstebro Municipality
Curriculum Vitae
Hans Christian Østerby
•Chairman of the Culture and Leisure
department 2006-2009.
•Former Headmaster (for 15 years)
•Social Democrat
•Member of the City Council for 11
years
•Chairman of the Culture and Leisure
department 2006-2009.
•Mayor since 2010
•57 years old
You can find more information
about Holstebro’s history,
accommodation, attractions, events,
activities, restaurants, etc. on the
websites www.holstebro.dk and
www.visitholstebro.dk.
92 apr/jun 2013
The world-famous sculpture
“Woman On Cart” by Alberto
Giacometti is the most famous
citizen of Holstebro.
apr/jun 2013
93
Brazil
in the lead
Danish export up by 21% in 2012
94 apr/jun 2013
Largest export product goods for jan-nov 2012
Export of goods
Volume in million Dkk
Medicinal and pharmaceutical products
Pct. change to jan-nov 2011
Share of total
export of goods
2.135
75,3%
43,3%
Machinery and equipment for the industry
458
12,3%
9,3%
Chemical materials and products
388
57,1%
7,9%
Power engines and motors
336
282,9%
6,8%
4.930
15,7%
Total export of goods to Brazil
Svend Roed Nielsen
Ambassador
Export of goods 2011 and 2012 (jan-nov)
1.000
900
Million Dkk
800
2012
700
600
500
400
2011
300
200
100
0
jan
feb
mar
apr
maj
jun
jul
aug
sep
oct
nov
Danish export of services to Brazil
5.000
4.500
Million Dkk
4.000
3.500
3.000
2.500
2.000
1.500
1.000
500
-
2006
2007
2008
2009
2010
2011
2012
Danish export of goods to Brazil
Million Dkk
Brazil is leading among the BRIC countries when it comes to growth in Danish
exports in 2012.
The latest figures of Danish exports for
the whole of 2012 shows a very positive
picture of Danish exports to Brazil. Our export of goods has increased from DKK 4.7
billion in 2011 to DKK 5.8 billion in 2012.
This is on top of an increase in each of the
previous 2 years of more than 45% year-toyear growth.
Furthermore, our export of services has
gone up with 17% and totaled an amount
of DKK 4.7 billion in 2012 – the larger part
being from sea transport services.
Our export of goods to the BRIC countries (Brazil, Russia, India and China) was
up almost 13% with an increase of exports
to China close to 17% and a more flat development for Russia and India. Exports to
the US were also up at close to 15%, but
there was no increase in exports to the EU
countries as a whole.
The result in Brazil was somewhat a
surprise because the first seven months
showed a negative trend for Danish exports
compared to 2011, but the last five months
in particular totally changed that picture.
It is also remarkably to see such an increase in Danish exports in a year where
the Brazilian economy showed growth of
only about 1% and an overall fall in imports. Danish companies have thereby
been able to gain market shares in Brazil.
Well done.
The sector specific export figures for all
of 2012 have not yet been released from
Statistics Denmark, but figures for the first
11 months of 2012 show that pharmaceuticals, not least insulin, and industrial equipment, including wind turbines, now make
up an even bigger share of Danish exports
to Brazil.
I very much hope this positive trend in
Danish export to Brazil will continue in 2013.
6.000
5.500
5.000
4.500
4.000
3.500
3.000
2.500
2.000
1.500
1.000
500
-
2006
2007
2008
2009
2010
2011
2012
apr/jun 2013
95
Lionel Messi
wins Ballon d’Or
Barcelona and Argentina forward Lionel Messi wins the Ballon d’Or 2013
ahead of Ronaldo & Iniesta for a record
breaking fourth consecutive time.
Spain wins the the 2013 World
Men’s Handball Championship,
Denmark wins silver
The 23rd World Men’s Handball Championship
won the title, beating Denmark in the final 35–
took place in Spain from 11 to 27 January 2013.
19. Croatia took the bronze medal and Slovenia
This was the first time Spain hosted the World
came in fourth.
Men’s Handball Championship, becoming the
JOL
twelfth country to host the competition. Spain
Novak Djokovic wins the
Australian Open 2013 Men’s Singles
Novak Djokovic defeated Andy Murray in an over three hours and 40 minutes
long game, winning 6-7 (2-7) 7-6 (7-3) 6-3 6-2, his fourth victory in the Australian
Open. The win maintained his world number-one ranking.
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Victoria Azarenka
wins the
Australian Open 2013
Women’s Singles
Victoria Azarenka retained her Australian Open title and kept hold of the world
number one spot with a 4-6 6-4 6-3 victory over Li Na in the Melbourne final.
JOL
96 jan/mar 2013
jan/mar 2013
97
Baltimore
Ravens win
Super Bowl
XLVII
American Football Conference (AFC) champion Baltimore Ravens defeated the National Football Conference (NFC) champion
San Francisco 49ers by the score of 34–31
and became the National Football League
(NFL) champion for the 2012 season.
AMK
Stéphane Peterhansel and
co-pilot Jean-Paul Cottret
wins the 2013 Dakar Rally
After two weeks of racing, French pilot Stéphane
Peterhansel and co-pilot Jean-Paul Cottret have
won the 2013 edition of the Dakar Rally in a heavilymodified MINI Countryman ALL4. The podium finish marks MINI’s second Dakar victory and Peterhansel’s eleventh career win, a record for the race.
Held in South America for the fifth consecutive time,
the 2013 edition of the grueling race took competitors 5,000 miles through Peru, Argentina and Chile
while crossing harsh terrain such as the Andes
mountain range and the Acatama Desert, widely
regarded as one of the driest areas of the world.
AMK
98 jan/mar 2013
jan/mar 2013
99
COP18 in Doha
At the Climate Change Conference COP18 in Doha
agreement has been reached to extend the Kyoto
Protocol with eight years until 2020. The Kyoto Protocol was originally signed in the ancient Japanese
imperial city in 1997. The agreement came into affect
seven years later, when Russia finally joined it. According to the Kyoto Protocol, nearly 40 industrialized countries committed to cut down CO2 emissions.
The developing countries have no reduction targets
for greenhouse gases, nor does the current emerging
economies China, India and Brazil. The EU has taken
the brunt of Kyoto. It was originally thought that CO2
requirements should be increased in the next stages.
100
apr/jun 2013
Japan and Canada have said that countries will not
help to extend Kyoto into a new period. The same message has come from Russia and the United States was
never part of the deal. The UN climate talks failed to
deliver increased cuts to carbon pollution, nor did they
provide any credible pathway to $100 billion per year
in finance by 2020 to help the poorest countries deal
with climate change, according to the 700 NGOs who
are members of Climate Action Network-International
(CAN-I). Even though the agreement was extended
for eight years it does still have loopholes that allow
carry over, use and trading of hot air. There was a call
for Kyoto Protocol countries to review their emissions
The results of COP18/CMP8
1) Amendment of
the Kyoto Protocol
The Kyoto Protocol, as the only existing
and binding agreement under which
developed countries commit to cutting
greenhouse gases, has been amended so
that it will continue as of 1 January 2013.
Governments have decided that the
length of the second commitment
period will be 8 years.
The legal requirements that will allow
a smooth continuation of the Protocol
have been agreed.
The valuable accounting rules of the
protocol have been preserved.
Countries that are taking on further
commitments under the Kyoto Protocol have agreed to review their emission reduction commitments at the
latest by 2014, with a view to increasing their respective levels of ambition.
The Kyoto Protocol’s Market Mechanisms - the Clean Development Mechanism (CDM), Joint Implementation
(JI) and International Emissions Trading (IET) - can continue as of 2013.
Access to the mechanisms will be
uninterrupted for all developed countries that have accepted targets for
the second commitment period.
JI will continue to operate, with
the agreed technical rules allowing
the issuance of credits, once a host
country’s emissions target has been
formally established.
Australia, the EU, Japan, Lichtenstein,
Monaco and Switzerland have declared that they will not carry over any
surplus emissions trading credits (Assigned Amounts) into the second commitment period of the Kyoto Protocol.
•Elements of a negotiating text are to
be available no later than the end of
2014, so that a draft negotiating text is
available before May 2015.
In Doha, the UN Secretary General Ban
Ki-moon announced he would convene
world leaders in 2014 to mobilize the
political will to help ensure the 2015
deadline is met.
•
•
•
3) Completion of
new infrastructure
•
•
In Doha, governments significantly advanced the completion of new infrastructure to channel technology and finance to
developing nations and move toward the
full implementation of this infrastructure
and support. Most importantly, they have:
endorsed the selection of the Republic
of Korea as the location of the Green
Climate Fund and the work plan of the
Standing Committee on Finance. The
Green Climate Fund is expected to
start its work in Sondgo in the second
half of 2013, which means that it can
launch activities in 2014.
confirmed a UNEP-led consortium as
host of the Climate Technology Center
(CTC), for an initial term of five years.
The CTC, along with its associated
Network, is the implementing arm of
the UNFCCCs Technology Mechanism.
Governments have also agreed the
constitution of the CTC advisory board.
•
reduction target inline with the 25-40%
range by 2014 at the latest. While it could
have been stronger, the decision reinforces
clear moral obligation for countries to increase their emission reduction targets
prior to 2020 and provides opportunities
for them to do so. It was agreed to make a
work program on loss and damage to help
victims of climate change. It will start immediately and a decision to establish institutional arrangement, such as an international mechanism, at COP19. Developed
countries failed to agree a way to account
for their carbon in a comparable way.
Several countries point to the absurdities
in the Kyoto framework. For example, shipping and aviation are exempted from regulation of their CO2 emissions. Apart from
that the division between developed and
developing countries today seems rather
arbitrary. Many countries with high GDP per
capita are categorized as developing countries. This applies to Qatar, which ranks as
one of the world’s richest countries. On the
other hand a country like Romania is considered as a developed country.
The COP18 was by many considered a failure but the European union chose to commit to a cut down of emissions to 20%. The
text is going to be revised in 2014 where
these values will be revised.
AMK
•
•
•
2) Time table for the 2015 global
climate change agreement and
increasing ambition before 2020
Governments have agreed to speedily
work toward a universal climate change
agreement covering all countries from
2020, to be adopted by 2015, and to find
ways to scale up efforts before 2020 beyond the existing pledges to curb emissions so that the world can stay below
the agreed maximum 2 degrees Celsius
temperature rise.
A significant number of meetings
and workshops are to be held in
2013 to prepare the new agreement
and to explore further ways to raise
ambition.
Governments have agreed to submit
to the UN Climate Change Secretariat,
by 1 March 2013, information, views
and proposals on actions, initiatives
and options to enhance ambition.
•
•
•
•
4) Long-term climate finance
•Developed countries have reiterated
their commitment to deliver on promises to continue long- term climate
finance support to developing nations,
with a view to mobilizing 100 billion
USD both for adaptation and mitigation by 2020.
The agreement also encourages developed countries to increase efforts
to provide finance between 2013-15 at
least to the average annual level with
which they provided funds during the
2010-2012 fast-start finance period.
This is to ensure there is no gap in
continued finance support while efforts are otherwise scaled up.
Governments will continue a work
programme on long-term finance during 2013 under two co- chairs to contribute to the on-going efforts to scale
up mobilization of climate finance and
report to the next COP on pathways to
reach that target.
Germany, the UK, France, Denmark,
Sweden and the EU Commission announced concrete finance pledges in
Doha for the period up to 2015, totaling approximately 6 billion USD.
•
•
•
apr/jun 2013
101
The minister for trade and investments
to inaugurate the Danish
stand at Hospitalar 2013
With a continuously growing healthcare sector in Brazil
that has shown double digit growth for the past decade,
the possibilities for suppliers in the sector seem endless.
Further, this sector is considered one of the most
promising in Brazil with an estimated compound annual
growth rate (CAGR) of 12.6 per cent from 2011 – 2015.
It is therefore not surprising that so many companies
choose to participate in the second largest healthcare
trade show in the world, “Hospitalar”.
102
apr/jun 2013
By far the largest of its kind in Latin America and second only to the world leading fair
“Medica” in Germany, the Hospitalar trade
show gathers more than 92,000 professional
visitors from all of Brazil and a total of more
than 60 countries. The fair displays everything from the most sophisticated state-ofthe-art medical technology to the more basic
equipment, using simple and advanced solutions, in a wide variety of alternatives in
quality and prices. The Hospitalar tradeshow
is considered to be the great thermometer of
the healthcare sector in Brazil, whose total
revenue amounts to approx. USD 219 billion
annually, a figure that corresponds to about
9 per cent of the GDP.
Brazilian import of medical devices totaled around USD 5.5 billion in revenues in
2012, and Danish devices and pharmaceuticals are acknowledged by the large players
in the market. Albert Einstein Hospital in
São Paulo, for instance, which is considered
the best of its kind in Latin America, closed
an order with the Danish company Radiometer last year, attracting attention from the
Royal Crown prince couple upon their visit
to Brazil in September of 2012.
Hospitalar has grown nearly 20% a year
over the past four editions and the 2012
event attracted more than 1,250 exhibitors.
On top of this, all indicators show that the
2012 edition was the best in the history of
the trade show, with record numbers in immediate business and prospective deals with
hospitals, clinics and laboratories from all
over Brazil and from abroad. International
participation is also more popular than ever
and the 2012 edition showed a large increase
compared to previous years; companies from
France, Italy, Germany, Egypt, England, Denmark, Sweden, United States, Argentina,
China, Taiwan, Korea and Uruguay were all
present with national stands. Hospitalar has
also grown into a focal point for sharing of
New Norwegian
Ambassador
Aud Marit Wiig
Jimmy Kortegaard Lau Olsen, General Consulate São Paulo
new technologies and ideas for doctors
and other health professionals. With nearly 60 seminars and events held simultaneously during the fair, gathering more than
6,000 attendees, the Hospitalar fair is thus
a great place for healthcare professionals
to network and get updated on recent development and technologies.
Keeping in mind the importance of
Hospitalar, the Danish Consulate General
in São Paulo will for the 20th consecutive year organize a Danish stand where
various Danish companies join forces and
showcase their unique products. According to Consulate sector expert Jimmy K.L.
Olsen, Danish companies should be aware
of the potential of the market and the importance of Hospitalar “With the growth
rate that the Brazilian healthcare industry
is experiencing it is simply a market that
you cannot afford to not take seriously.
Whether you are already present on the
market or in the startup process, the Hospitalar trade show is imperative for your
success”. He further explains “The Brazilian business culture to a high degree promotes direct contact with potential customers and many companies expect you to
be at Hospitalar as a reference. This year,
Hospitalar coincides with the visit of Min-
ister for Trade and Investments Pia Olsen
Dyhr, and we have made sure to utilize her
presence to promote Danish participants
at Hospitalar. The Danish stand attracts a
lot of attention that is difficult to get as
a sole exhibitor and through the Minister
visit we can expand this even more”.
The Danish minister for trade and investments, Pia Olsen Dyhr, will inaugurate the
Danish stand at this year’s edition of Hospitalar, thus securing further promotion of
Danish healthcare companies.
Hospitalar 2013 will take place in Expo
Centre Norte in São Paulo from May 21st
– 24th, and this year the Danish stand will
consist of a record 184 sq. meters with 10
Danish exhibitors.
Aud Marit Wiig (born July 29, 1953) is a
Norwegian diplomat. She was born in Mandal, and holds a Master of Philosophy. She
started working for the Norwegian Ministry
of Foreign Affairs in 1983. She served in the
Norwegian embassy in Pretoria from 1996
to 2001, and worked as head of department in the Ministry of Foreign Affairs from
2001 to 2004. From 2004 to 2007 she was
the executive director of the African Development Bank. She then served as the Norwegian ambassador to Pakistan from 2007
to 2008, and as deputy under-secretary of
state in the Ministry of Foreign Affairs from
2009.
JOL
Knud Bach
honored with the
Chamber Medal
Danish Consulate General
The Danish Consulate
General in São Paulo
Rua Oscar Freire 379 cj. 31
01426-900 São Paulo
Contact: Mr. Jimmy K.L. Olsen
E-mail: [email protected]
Phone: +55 (11) 21270750
apr/jun 2013
103
Brazilian Review
EVENTS
Rio Chamber Event
The Brazilian Economy and its Many
Taxation Implications on Our Businesses”
, Professor Istvan Krazner Ph.D of FGV enlightened the group on the difficulties we
encounter when doing business in Brazil.
There are 58 different types of taxes in Brazil. We discussed how power struggles between municipalities, states, and the federation play out in higher taxations. Since
2000, the tax burden (carga tributaria) has
almost continually increased to 36% of the
GDP and reached record heights in 2012.
The many taxes paid are decentralized
because it is generally not believed that
taxes would be fairly distributed if they
were paid to a centralized organ instead.
Many serious attempts have been made
to streamline the taxation policy and restructure it to a more convenient and
transparent system, but they have been politically blocked as they would represent a
direct attack on the government’s revenue.
2012 will close with one of the most disappointing growth rates in a decade, close to
1%, mainly due to barriers to consumption
and productivity. Brazil has let itself become
very expensive within the current regime in
the current commodity cycle (an extremely
productive industry) allowing to overcome
some of the structural deficiencies.
It was easy to ignore policy restricting
pressures at a 4.5 % growth rate, but it is
inevitable at 1.5%.
Jan Lomholdt
Rio Chamber
Business Luncheon
Ambassador
Svend Roed Nielsen
at the Danish Chamber
Ambassador Svend Roed Nielsen gave a very interesting
speech, for a full house, about “Challenges for Danish companies
in Brazil and other Latin American countries”. The presentation
was very open and a dialog took place with many questions.
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96 apr/jun 2013
INTERNATIONAL MOVINGS
TEAMWORK INTERNATIONAL MOVING is an agile and modern company, that
counts with professionals with wide experience on international moving.
Our philosophy is 100% based on Client Service.
- Multi-language staff (Portuguese, English, Spanish, Japanese, Danish, German).
Our services go beyond the moving day, they are based on the services and
informations that we provide during all stages, from the initial visit to your residence
until the arrival at the final destination.
Our moving coordinators have the most updated informations about all the
aspects of a move, which guaranties that all necessary documents will be
requested. We help with all paperwork and with the notary services
(cartório). We also offer consular support.
Our packing material follows the highest international standard.
The packing material counts with specific boxes for:
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Clothes
China
Paintings
Books
Cd’s
Shoes and Suit pockets
Comforter pockets
Dissecants (to avoid mould and humidity)
SÃO PAULO: R. Adherbal Stresser, 454 A – São Paulo, SP, Brasil – CEP 05566-000 Tel. (55 11) 3785-3425
RIO DE JANEIRO: R. São Félix, 830 – Rio de Janeiro, RJ, Brasil – CEP 21235-610 Tel. (55 21) 2481-2531
[email protected] www.teamworkintl.com.br
apr/jun 2013
97
Vila Isabel
Olivia
Culpo
Wins the Rio Carnival
Vila Isabel wins the Carnival for the third time and Rosa Magalhães Carnival Designer
wins her eighth title. Rosa Magalhães is the most winning Carnival designer in the history
of the Rio Carnival. Rosa Magalhães created the Hans Christian Andersen samba parade
for Imperatriz Leopoldinense in 2005.
JOL
from
Rhode Island,
USA wins
Miss Universe
2012
Rosas de Ouro
wins the São Paulo Carnival
106
apr/jun 2013
apr/jun 2013
107
The Danish Cultural Institute
April – June 2013
Danish children and youth theatre in
Brazil 2013/14
April 2013 – May 2014
Curitiba, São Paulo and
Rio de Janeiro
The visit of a Danish delegation in
November of 2011 showed that there
is great room for children’s theatre in Brazil. Therefore a Brazilian delegation was sent to Denmark to find future partnerships and inspiration. As
a result of this, a larger project with partners such as SESC Sao Paulo, the
Curitiba Theatre Festival and Sao Paulo Escola de Teatro are now organizing several events on theatre for the young crowd. This includes visit of
Danish theatre groups at festivals, seminars and workshops. It all ends in
May of 2014 with a mini Danish showcase event.
Mostra de Musica dinamarquesa II
April-May - São Paulo
Together with SESC Sao Paulo the Danish music festival will repeat the
success it experienced in 2012. Three to five Danish bands will play concerts in one of SESC´s best venues.
The bands are carefully selected by
SESC and are all bands that played
in the SPOT Festival in Aarhus 2012.
You might ask why. The answer is
that the SPOT Festival is where the
newest and best music in Denmark
plays first – so let us give Brazil a
chance to hear some of it!
Give a Story
April - Rio de Janeiro
Hemisfério
April - Brasilia and São Paulo
The film and sound art festival Hemisfério
was carried out with great success for the
first time in December of 2012. It was held
at one of the leading cultural venues in Rio
called Comuna. Hemisfério is all about the
new and upcoming artists and this festival is a playground for them to explore. Varieties of films were shown during three days with a sound artist
concert closing the festival. Next, the festival will be in Matilha Cultural in
Sao Paulo and Brasilia!
Dinâmica Dinamarquesa
Friday February 22 - The Week Club, Sao Paulo
Saturday February 23 - Green Sunset Party, Sao Paulo
March 1-3 - Rio de Janeiro
With focus on the BRIC countries and the delegation in November of 2011,
the institute is proud to present, in connection with Danish genre organizations, the music project Dinâmica Dinamarquesa. 21 jazz and electronic
musicians were selected to give concerts and exchange ideas with local
artists in Rio de Janeiro and Sao Paulo. The project runs from August of
2012 until December of 2013. It was put together by the the Danish Cultural Institute, Music Export Denmark, Jazz Denmark and the Ministry of
Culture and the Ministry of Foreign Affairs. The Brazilians are due to get
jazzed up a bit and explore the wonders of the new electronic scene coming from Dinâmica Dinamarca!
The first artist arriving in 2013 is the
DJ Peter Visti, who has had a long DJ
career and is known for his melodic
Balearic house. He has played all
over the world and is coming to Sao
Paulo for the first time.
108
jul/sep 2011
The city of Rio and the Danish Cultural Institute make the pre-defined Danish project Tell
Me Stories which centers around story telling.
Who better to tell a story but children? This is
why the project will be carried out in public schools. It also involves workshops and seminars about stories. In the end, this will give the children
tools to create, read and write.
C:NTACT
April - Rio de Janeiro
It must be the first time in history that the Betty
Nansen Theatre in Copenhagen and the city of
Rio de Janeiro are working together. Nonetheless, it is a fact that the pilot project of the
social-cultural theatre C:NTACT is soon to be
present in Rio. Two schools from Rio´s South
Zone and two schools from the Rio´s North
Zone, which are very different in terms of milieu and economic capacity, will make a theatre play together. The children are in the middle of
elementary school and in the middle of getting an experience of a lifetime.
www.dankultur.dk
Language School
January-December - Rio de Janeiro
This semester, the Danish Cultural Institute’s very
own language school offers classes at both beginner and intermediate level for Brazilians who
wish to learn the Danish language. Furthermore,
we are opening a long distance course in Sao
Paulo and there will also be a division in Brasilia.
More specifically, we are working intensely to create a language course specifically for companies
so that they will be better suited to go deal with
Danish matters. Come learn a new language!
jul/sep 2011
109
Survey for Exports goods to Brazil
the last years compared with other countries
Export in Euro
2012
2011
2010
Germany
11,623,226,790
11,104,290,393
10,316,704,140
Denmark
774,232,995
610,788,614
426,785,915
Finland
724,826,028
543,573,369
545,829,982
Holland
3,104,934,191
2,331,749,062 1,861,691,221
Sweden 1,352,713,901 1,479,375,405 1,134,191,574
Norway
772,143,515642,308,000702,693,000
Source: Royal Danish Embassy, 2013
Year-to-Year in %
Germany 2012
2011
4.7
7.6
Denmark 26.843.1
Finland
33.3-0.4
Holland
33.225.2
Sweden -8.6
Norway
30.4
9.4-16.8
Source: Royal Danish Embassy, 2013
Brazilian-Review
Apr/Jun 2013
President
Jens Olesen
Chamber Representatives
Rio de Janeiro Jan Lomholdt, Inventure
Paraná Pedro Luiz Fernandes, Novozymes
Rio Grande do Sul, Frank Woodhead
Editor
Jens Olesen
First Vice-President
Jesper Rhode Andersen (Ericsson Telecomunicações)
Assistant
Fernão Kastrup Prates
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)
1946-2013
20 april/june 2006
The Board:
Finance Director
Per Lerdrup Olsen (DI)
Translations between Danish, English
and Portuguese
Brasseriet,
Lisbeth Jarl Jørgensen & Anita H. Thomsen Luciano
Executive Secretary
Anders Munroe Kjersem
Graphic Production and Desktop Publishing
Nobreart Comunicação Ltda. (+55 11) 3739-4947
Directors
Francisco Davos (FLSmidth), Kjeld Roslyng Jensen (Widex), Zacarias
Karacristo (Danisco), Knud Bach, 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),
Jan Lomholdt (Inventure), Christian David Christensen (Nordea).
Print
Referência Gráfica (+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