Kulturen von Arbeit und Kapital

Teil 3: Kapitaleignerkulturen

8. Brasilien (Brasil): Weltmeister bei Sozialkontrasten

4. Einige brasilianische Unternehmen


von Margarete Payer

mailto: payer@payer.de


Zitierweise / cite as:

Payer, Margarete <1942 - >: Kulturen von Arbeit und Kapital. -- Teil 3: Kapitaleignerkulturen. -- 8. Brasilien (Brasil): Weltmeister bei Sozialkontrasten. -- 4. Einige brasilianische Unternehmen. -- Fassung vom 2005-12-26. -- URL: http://www.payer.de/arbeitkapital/arbeitkapital03084.htm          

Erstmals publiziert: 2005-12-26

Überarbeitungen:

Anlass: Lehrveranstaltung an der Hochschule der Medien Stuttgart, Wintersemester 2005/06

Copyright: Dieser Text steht der Allgemeinheit zur Verfügung. Eine Verwertung in Publikationen, die über übliche Zitate hinausgeht, bedarf der ausdrücklichen Genehmigung des Verfassers.

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Diese Inhalt ist unter einer Creative Commons-Lizenz lizenziert.

Dieser Text ist Teil der Abteilung  Länder und Kulturen von Tüpfli's Global Village Library



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0. Übersicht



1. Einleitung


Das Folgende kann nur eine etwas beliebige Auswahl brasilianischer Firmen darstellen. Die Repräsentativität der Auswahl wurde dadurch beschränkt, wie weit Informationen auf Deutsch oder Englisch zugänglich waren.


Abb.: Brasilien
(Bildquelle: Wikipedia)


2. Textil: Cia. Hering



Abb.: Hering Minirock
[Bildquelle: http://www.hering.ca. -- Zugriff am 2005-12-24]

Webpräsenz: http://www.ciahering.com.br/. -- Zugriff am 2005-12-24

"Hering.


Abb.: ®Logo


Abb.. Hering Tanga
[Bildquelle: http://www.hering.ca/. -- Zugriff am 2005-12-24]

The company is part of Cia. Hering, which includes

  • Hering Kids (basic children clothing),


    Abb.: ®Logo

  • Dzarm (basic clothing) and


    Abb.: ®Logo


    Abb.: dzarm gestreiftes Top
    [Bildquelle: http://www.dzarm.ca. -- Zugriff am 2005-12-24]

  • PUC (children clothing). Cia.


    Abb.: ®Logo

Hering is one of the oldest Brazilian companies still in activity, founded by brothers Bruno and Hermann Hering, in 1880. The company is still owned by the Hering family.


Abb.: Hermann und Bruno Hering
[Bildquelle: http://www.ciahering.com.br/empresa_ondecomecou.asp. -- Zugriff am 2005-12-24]

[..]

The company was created in Blumenau, Santa Catarina, and its headquarters and major factories are still in this city. Hering is the major employeer in the city (when not including public jobs).

Cia. Hering is Latin America's biggest textile-clothing retailer."


Abb.: Hering Capri
[Bildquelle: http://www.hering.ca/. -- Zugriff am 2005-12-24]

[Quelle: http://en.wikipedia.org/wiki/Hering. -- Zugriff am 2005-12-24]

 

3. Kugelschreiber: Compactor



Abb.: ®Logo

Webpräsenz: http://www.compactor.com.br/. -- Zugrif am 2005-12-25




Abb.: Compactor-Kugelschreiber

"Deutsche und brasilianische Wirtschaftsgeschichte

Pionier und "Patrão": Der Herr der Kugelschreiber

Jeder dritte oder vierte Brasilianer, der einen Scheck unterzeichnet, das A-B-C ins Schulheft malt oder ein Gedicht verfasst, - jeder dritte oder vierte Brasilianer, der zum Stift greift, hält ein Produkt von Victor Buschle in der Hand: einen Kugel- oder Faserschreiber der Marke Compactor.

Victor Buschle, der "alemão", - die 74 Jahre sieht man ihm nicht an - kann Bände über den Verlauf der Compactor-Geschichte erzählen. Es ist eine Erfolgsstory und auch eine Heldengeschichte, die von Hartnäckigkeit, Pioniergeist und Menschenführung handelt. In Brasilien gibt es viele Victor Buschles, man kann von ihnen eine Menge lernen.

Als Victor Buschle 1954 aus dem zertrümmerten Deutschland nach Brasilien kam und an der Via Dutra, 50 km außerhalb von Rio de Janeiro, ein 3.000 Quadratmeter-Grundstück kaufte, weideten dort noch Rinder. An Strom und Wasser war nicht zu denken, und die in Brasilien gefertigten Industrieprodukte waren einfach und schlicht.

"In Brasilien ist ein Wunder passiert", stellt der Ingenieur Victor Buschle fest und meint damit Brasiliens Aufstieg zum achtgrößten Industriestaat der Welt innerhalb von weniger als fünfzig Jahren. Heute seien die Bedingungen für Unternehmer, sich in Brasilien anzusiedeln, natürlich anders als 1954, aber er würde alles noch einmal und ähnlich machen. Denn: "Es hat sich gelohnt!"

Doch in Brasilien zu investieren heißt, wie fast überall auch, ein Risiko eingehen. Eine solide unternehmerische Basis in der Heimat - im Fall von Victor Buschle war es das Unternehmen des Bruders in Deutschland - und zuverlässige Partner in Brasilien sollten wenigstens in der Gründungsphase dabei sein.

"Es ist wichtig, dass Sie ein eigenes Marktsegment besetzen. Wir waren mit unseren Kugelschreibern die ersten in Brasilien." Die Geschäftsidee resultierte ganz einfach daraus, dass ein brasilianischer Importeur für Schreibwaren Bekanntschaft mit den Buschles in Deutschland machte.

Die Errichtung der ersten kleinen Fabrik in Brasilien gelang mit einem "jeito", einem Kniff: Brasilien förderte damals die Einwanderung von Technikern, die ihr ganzes Handwerkszeug mitnehmen durften. "Mein "Handwerkszeug" waren die Drehbänke, die Spritzgussanlage und auch ein Dieselgenerator für den Strom", erzählt Victor Buschle.

Die Werkstatt auf der grünen Wiese wuchs zu einem Unternehmen mit rund 600 Beschäftigten heran, mit ihm entwickelte sich die Landgemeinde Nova Iguaçu zu einem Vorort von Rio de Janeiro mit annähernd einer Million Einwohnern.

"Im brasilianischen Gesetzesdschungel brauchen Sie unbedingt jemanden, der Ihnen den Weg weist!" Die Lohnnebenkosten sind im Verhältnis so hoch wie in Deutschland, die Bürokratie ist nicht weniger haarig. Und das Auf und Ab der Konjunktur, der permanente politische Wetterwechsel? Victor Buschle hat sich aus der Politik herausgehalten und ist dabei gut gefahren. Und er hat sich nicht dazu verführen lassen, sein Kapital für "lukrative" Finanzanlagen einzusetzen. Nein, alles wurde in den Betrieb reinvestiert, ganz bieder und ganz vorsorglich. Inzwischen leitet der älteste Sohn, von Geburt an Brasilianer, das Unternehmen.

Was die weltweite Konkurrenz anbelangt, so stehen heute die Dinge anders als zu der Zeit, da Brasiliens Industrie abgeschirmt war. Die Globalisierung bringe Vor- und Nachteile, meint Buschle. Einerseits beschleunige sie den technischen Fortschritt, andererseits zwinge sie zu härtester Kalkulation. Doch gäbe es noch genügend Felder, wo die Produktion für den riesigen brasilianischen Markt (und den Mercosur) genau auf die Kundenbedürfnisse zugeschnitten werden müsse. Dazu gehöre beispielsweise die gesamte Umwelttechnologie.

"Hier können Sie aber nicht alleine und von oben entscheiden! Arroganz und Besserwisserei helfen kein bisschen weiter." Auf seine brasilianischen Mitarbeiter lässt Victor Buschle nichts kommen. Selbst zu Karneval wird auf einer Produktionslinie durchgearbeitet: Die Großhändler wollen ihre Bestände aufstocken.

"Sie müssen mit den Leuten reden; sie müssen deren Meinung erfragen. Brasilianische Arbeitnehmer sind sehr sensibel - aber wenn Sie sie richtig behandeln, hoch motiviert!" Auf eines ist Victor Buschle ganz besonders stolz: "Wir haben in 45 Jahren nicht ein einziges Mal das Gehalt unpünktlich gezahlt!"

Der alte Victor Buschle kennt seine Pappenheimer, und die sind vermutlich stolz auf einen solchen "Patrão", der sich nicht scheut, die Finger schmutzig zu machen, der ihre Namen kennt und auch hier und da einmal Taufpate spielt.

[Quelle: http://www.brasilianische-botschaft.de/wirtschaft/c151_pion.html. -- Zugriff am 2005-12-18]


4. Anlagenbau: Semco SA



Abb.: ®Logo

Webpräsenz: http://semco.locaweb.com.br/. -- Zugriff am 2005-12-25

Zu Ricardo Semler siehe:

Payer, Margarete <1942 - >: Kulturen von Arbeit und Kapital. -- Teil 3: Kapitaleignerkulturen. -- 2. Unternehmer. -- URL: http://www.payer.de/arbeitkapital/arbeitkapital0302.htm

"SEMCO SA PROFILE

Founded: 1953
Headquarters: Sao Paulo, Brazil

Originally a shipbuilding supplier, Semco now produces more than 2,000 products including dishwashers and digital scanners, as well as diversifying into banking and environmental services and managing non-core business of multinationals such as Wal-Mart and Carrefour.

Annual turnover of $160 million, up from $4 million when Semler took charge, often growing at 30-40 percent a year.

Employs more than 3,000 people with an annual employee turnover of just one percent. Workers set their own salaries, share company profits and hire and fire their own managers.

They say: "Our philosophy is built on participation and involvement. Don't settle down. Give opinions, seek opportunities and advancement, always say what you think. Don't be just one more person in the company."

[Quelle: http://edition.cnn.com/2004/BUSINESS/06/29/semler.profile/. -- Zugrif am 2005-12-25]

"One alternative approach is used by Ricardo Semler and the company he leads, Brazil-based Semco SA. Yes, that Brazil – the country in South America. Admittedly it’s a place known more for samba, string bikinis and hyper inflation, than new management thinking. But Semler’s ideas are worth considering. His new book, entitled – “The Seven-Day Weekend – Changing the Way Work Works” (the version published in the UK has a better subtitle – “Fleeing From the Corporate Gulag”), challenges just about every conventional belief underlying the performance-based management mindset that so dominates corporations here. What’s really intriguing is that Semler places as much importance on business performance as any Type-A honcho. And his company consistently delivers it. But the methods they use couldn’t be more different from those employed by the Jack Welch wannabes prowling around most executive suites today.

Semco has 3,100 employees and growth in its business of 900% over the past ten years despite operating in volatile economic conditions throughout this time. The company rotates all leadership positions including the CEO and has no organizational chart and no HR department. Managers are hired not only by higher ups but by their subordinates. Semco's employees work in small, autonomous units. They make the decisions, choose their leaders, set objectives and decide who they need and what they should be paid. Salaries are openly disclosed and set using a process that weighs pay scales against the financial resources of the company and what other companies pay for the same task. Workers are given total flexibility to decide when, where, and how much they work.

In case you think Semco offers some sort of slacker’s paradise, think again. Says Semler, "The system is pretty unforgiving, because if you put your salary too high, and people don't put you on the list as someone they need for the next six months, you're in more trouble than you would be at General Motors." There is little bureaucratic control beyond financial accountability - almost everything depends on peer pressure. "We have a higher trust in human nature, but we're also convinced that peer control is fabulous as long as there is a common interest.”

Contrast Semco’s open process that trusts workers to act like adults and to police themselves with the closed and contentious pay-for-performance schemes and elaborate score keeping and enforcement mechanisms in place at many companies. In the former, rank-and-file workers have the authority to decide the game and how it’s played but take responsibility for winning it. In the latter, control of the game is often exclusively in the hands of top managers - they set the terms and determine who wins and who loses. Both types of organizations are performance-based. In which one would you rather work? See you in Rio."

[Quelle: Tony DiRomualdo. -- http://wistechnology.com/article.php?id=858. -- Zugriff am 2005-12-25]


5. Papier: Aracruz



Abb.: ®Logo

Webpräsenz: http://www.aracruz.com.br. -- Zugriff am 2005-12-25

"Aracruz Celulose is the world's leading producer of bleached eucalyptus pulp. The company is responsible for some 30% of the global supply of the product, used to manufacture printing and writing, tissue, and high value added specialty papers.


Abb.: Eukalyptus-Plantage inmitten des Urwalds
(Bildquelle: http://www.aracruz.com.br/microbacia/ing/galeria.php?galeria=eucalipto&pagina=1&foto=euca_08. -- Zugriff am 2005-12-25]

Aracruz's forestry operations are situated in the states of Espírito Santo, Bahia, Minas Gerais and Rio Grande do Sul. They involve some 255,000 hectares of eucalyptus plantations, intermingled with around 136,000 hectares of native forest reserves, which are of fundamental importance for ensuring the balance of the ecosystem.

The company runs a Forestry Partners Program that involves approximately 78,000 hectares contracted in partnership with more than 3,000 farmers in the states of Espirito Santo, Bahia, Minas Gerais and Rio Grande do Sul.

Aracruz’s nominal pulp production capacity, totaling some 3 million tons a year, is distributed between three pulp making units: Barra do Riacho in Espírito Santo, Guaíba in Rio Grande do Sul, and Veracel in Bahia.

In Espírito Santo, Aracruz operates a pulp making complex that is fully integrated with company-owned eucalyptus plantations and a specialized private port, Portocel, through which most of Aracruz's pulp production is exported. The Barra do Riacho Unit mill contains three production units with a total capacity of 2 million tons a year of pulp. Environmental control is ensured through modern systems that treat all solid, liquid and gaseous wastes.

At the Guaíba Unit, located in the municipality of Guaíba (RS), Aracruz operates a pulp mill that is also equipped with advanced environmental protection resources, with the nominal capacity to produce 400,000 tons annually of bleached eucalyptus pulp. This unit also produces some 40,000 tons per year of printing and writing papers, all of which is destined for the domestic market.

A third unit – Veracel Celulose, with nominal capacity to produce 900,000 tons a year of bleached eucalyptus pulp – is located in the municipality of Eunápolis, in the south of Bahia. This unit is a partnership with Swedish-Finnish group Stora Enso, in which each company owns a 50% stake.

In association with Weyerhaeuser of the U.S., Aracruz owns one-third of Aracruz Produtos de Madeira, which operates a high technology sawmill in southern Bahia, supplying top quality solid wood products made from eucalyptus plantation lumber to the furniture and interior design industries in Brazil and abroad.

Aracruz's commitment to sustainable development is reflected both in the company's management of its eucalyptus plantations and in its preservation of the natural ecosystems. Strict environmental practices at the company's pulp mill are also subject to a process of continuous improvement.

The company's standards of social responsibility are reflected in, among other aspects, a significant program of social contributions to neighboring communities in the regions in which Aracruz operates.

Four major shareholders control the company's voting shares: the Lorentzen, Safra and Votorantim groups (each owning 28% of the voting shares) and BNDES, the Brazilian National Economic and Social Development Bank (12.5%). Aracruz's preferred shares, which constitute 56% of the company's total outstanding shares, are traded on the São Paulo, New York and Madrid stock exchanges.

Updated on September 29, 2005"

[Quelle: http://www.aracruz.com.br/web/en/aracruz/aracruz_perfil.htm. -- Zugriff am 2005-12-25]

ROBIN WOOD zu Aracruz:

"Diga Nao Ao Deserto Verde - Sagt Nein zur Grünen Wüste

ROBIN WOOD Recherche in Brasilien über Aracruz-Celulose

Im Februar 2005 besuchten die ROBIN WOOD-AktivistInnen Peter Gerhardt und Melanie Hoffmann den brasilianischen Bundesstaat Espirito Santo, um sich über Auswirkungen der Zellstoffproduktion durch den Konzern Aracruz für die Menschen vor Ort zu informieren. Aracruz ist weltweit der größte Hersteller von gebleichtem Eukalyptuszellstoff. Um sein Werk mit Holz zu versorgen, hat Aracruz seine Eukalyptus-Monokulturen in den brasilianischen Bundesstaaten Rio Grande do Sul, Bahia und Espirito Santo auf über 252 000 Hektar ausgedehnt. Der Konzern betreibt zwei Zellstofffabriken, die größte davon in Espirito Santo.

Der Zellstoff wandert in unser Klopapier

Aracruz produziert fast ausschließlich für den Export, 97 Prozent seiner Produktion werden ausgeführt. Die beiden multinationalen Konzerne Kimberly Clarke (z.B. Haakle, Kleenex) und Procter&Gamble (z.B. Tempo, Charmin, Pampers) kaufen allein 45 Prozent der Jahresproduktion auf. Eukalyptuszellstoff wird vor allem für die Produktion von Hygienepapieren (Toilettenpapier, Papiertaschentücher, Küchenrollen etc.) eingesetzt, weil er die Endprodukte besonders "flauschig" macht. Faseranalysen, die ein US-amerikanisches Labor im Auftrag von ROBIN WOOD durchgeführt hat, kommen zu dem Ergebnis, dass in fast allen auf dem deutschen Markt gehandelten Hygienepapieren bis zu 60 Prozent Eukalyptuszellstoff enthalten sind.

Landaneignung durch Aracruz: Vertreibung, Betrug und Bestechung


Abb.: Lage von Espírito Santo
(©MS Encarta)

Als Aracruz 1967 die Zellstoffproduktion in Espirito Santo aufnahm, traf die Firma keinesfalls auf eine menschenleere Gegend. Es lebten dort u. a. die indigenen Völker Tupinikim und Guarani, Quilombolas sowie Kleinbauern und Menschen ohne Besitztitel, die Landwirtschaft für die Eigenversorgung betrieben. Sie standen dem Konzern bei seiner Landnahme im Weg. Augenzeugen von damals berichteten gegenüber ROBIN WOOD von dubiosen Methoden, mit denen der Konzern an sein Land gekommen sei. So seien Menschen ohne Besitztitel von ihrem Land vertrieben worden. Kleinbauern seien mit falschen Versprechungen zum Verkauf ihrer Grundstücke überredet oder bei der Kaufsumme betrogen worden, z.B. indem ihre Landflächen zugunsten des Konzerns kleiner gerechnet wurden, als sie tatsächlich waren. Um sich selbst die Finger nicht dreckig zu machen, bediente sich Aracruz dabei der Hilfe von Mittelsmännern.

Die Expansion von Aracruz setzt sich bis heute fort. Kleinbauern, die Land in der Nachbarschaft von Aracruz besitzen, klagen darüber, dass sie mit subtilen Gewaltandrohungen zum Landverkauf an den Konzern gezwungen werden sollen. Die Privatpolizei von Aracruz, Visel, arbeitet dabei nach Angaben der betroffenen Bevölkerung Hand in Hand mit der Militär- und Umweltpolizei. Anwohner berichteten ROBIN WOOD, wie Aracruz Beziehungspflege betreibt, damit dieses System wie geschmiert funktioniert. So würde die Militärpolizei von Aracruz mit Funkgeräten, Lebensmitteln und Benzin bestochen.

Der Landkampf der indigenen Bevölkerung

Tupinikim und Guarani gehören zur indigenen Urbevölkerung Brasiliens. Sie lebten in den Gebieten, in denen Aracruz seine Monokulturen ausgedehnt hat. Ende der 60er Jahre hatte der Konzern leichtes Spiel bei ihrer Vertreibung, denn die Ureinwohner hatten zu diesem Zeitpunkt keinerlei Rechte. Die rassistische Mehrheitsmeinung in der brasilianischen Gesellschaft ging sogar soweit, sie weniger als Menschen, denn als Teil der Natur anzusehen. In den darauf folgenden Jahrzehnten gelang es der indigenen Urbevölkerung aber, die Anerkennung ihrer Landrechte für die von ihr traditionell genutzten Gebiete zu erkämpfen. Aus diesem Grund spitzten sich in den 90er Jahren die Landkonflikte zwischen Aracruz und den Tupinikim und Guarani zu, die jetzt ihr traditionell bewohntes Gebiet von dem Zellstoffkonzern zurück forderten. Es gelang Aracruz aber, seine Plantagen in vollem Umfang zu behalten, indem der Konzern den Indianern ein "Abkommen" abtrotzte. Diese Vereinbarung wurde allerdings von den meisten Bewohnern der betroffenen Indianerdörfer als rechtlich nicht bindend betrachtet, denn es wurde aus ihrer Sicht von korrupten Dorfoberhäuptern ausgehandelt. Das Abkommen beinhaltete im wesentlichen folgendes: Aracruz verpflichtete sich zur Zahlung regelmäßiger Geldsummen und zu einigen Entwicklungsprojekten und durfte im Gegenzug 11.000 Hektar bestes Land, welches nach brasilianischem Recht den Indianerkommunen hätte zurückgegeben werden müssen, weiterhin behalten - für den Konzern ein hervorragender Deal.

Heute leben etwa 2.200 Tupinikim und Guarani in sieben Dörfern in unmittelbarer Nähe der Zellstofffabrik. Während des ROBIN WOOD-Besuchs im Februar 2005 fand in dem Dorf Comboios eine außerordentlich bedeutsame Versammlung von vielen Repräsentanten der betroffenen indigenen Bevölkerung statt. Die 300 Teilnehmer beschlossen einstimmig, sich nicht weiter mit den Geldzahlungen von Aracruz abspeisen zu lassen. Sie wollen ihre 11.000 Hektar Land zurück. Aracruz weigerte sich bislang auf die Forderung einzugehen und bietet lediglich höhere Geldzahlungen an. Doch die Tupinikim und Guarani bestehen darauf, ihr Land zurückzuerhalten und wünschen sich bei diesem Kampf ausdrücklich die Unterstützung der Menschen im Norden.

"Wir können nur Indianer sein, wenn wir frei sind.
Welche Zukunft haben wir, wenn wir unser Land nicht wieder bekommen?"
Wilson, Oberhaupt (Caciki) des größten Tupinikim-Dorfes Caieiras Velha

 


links: Indigene wollen sich gegen Landraub von Aracruz wehren
rechts: Wilson, Oberhaupt (Caciki) des größten Tupinikim-Dorfes Caieiras Velha
(Fotos: ROBIN WOOD)

Situation der Quilombolas

Brasilien schaffte - als eines der letzten Länder auf der Welt - erst 1888 die Sklaverei ab. Aber schon vor diesem Zeitpunkt gelang es einigen der aus Afrika stammenden Sklaven zu fliehen. Sie siedelten sich meist in abgelegenen Waldgebieten an, um sich dem Zugriff von Sklavenhaltern und Ordnungskräften zu entziehen. Die Nachfahren dieser entflohenen Sklaven nennen sich Quilombolas. Bislang hatte diese Bevölkerungsgruppe keinerlei Eigentumsrechte auf das von ihr bewohnte Land. Dies hat die Regierung Lula vor kurzem geändert. Sie hat den Quilombolas weitgehend dieselben Landrechte zugebilligt wie der indigenen Urbevölkerung, d.h. dass traditionell von Quilombolas bewohntes Land jetzt in ihr Eigentum übergehen kann. Die größte Barriere bei dieser zunächst gut klingenden Regelung ist für die Menschen vor Ort, dass sie es oftmals schwer haben, den Nachweis für eine traditionelle Landnutzung zu erbringen.

Im Norden von Espirito Santo beanspruchen Quilombolas jetzt auch Land von Aracruz. Dadurch wird es auch in diesen Regionen zu Landrechtskonflikten kommen.

Ökologisches Desaster

Das von Aracruz genutzte Land war ursprünglich von einem der artenreichsten Waldökosysteme der Welt bedeckt, der Mata Atlantica (Atlantischer Küstenregenwald). Wie Augenzeugen gegenüber ROBIN WOOD berichteten, hat Aracruz vor allem in den 1970er Jahren große Flächen dieser Wälder gerodet, um genug Land für seine Monokulturen zu bekommen. Zu diesem Zweck wurden schwere Traktoren mit Ketten verbunden, die den gesamten Baumbestand niederwalzten. So wurde auf einen Schlag die gesamte Tier- und Pflanzenwelt beseitigt - für die Biodiversität der Region eine ökologische Katastrophe.

 


Aracruz hinterläßt eine ökologische Wüste
(Foto: ROBIN WOOD)

Massive Eingriffe in den Wasserhaushalt

Um den hohen Wasserbedarf für das Zellstoffwerk in Espirito Santo zu decken, hat Aracruz massiv in den Wasserhaushalt der Region eingegriffen. So sorgen jetzt unter anderem ein Kanal aus dem stark verschmutzten Rio Doce und verschiedene Staustufen dafür, dass genügend Wasser in die Flusssysteme in der Umgebung des Zellstoffwerkes geleitet wird. Durch diese Eingriffe haben die Menschen vor Ort erhebliche Nachteile zu erleiden.

Die Betroffenen berichteten ROBIN WOOD, dass mit dem Wasser des Rio Doce erhebliche Schadstoffmengen in die Gewässer ihrer Region gepumpt werden. Durch die Eingriffe in das Gewässersystem können Fischer nur noch gezeitenabhängig aus ihrem Hafen auslaufen. Ein Indianerdorf ist von Dauerhochwasser betroffen. Die Anwohner des Nachbardorfs Barra do Riacho berichten von einem dramatischen Fischsterben in ihrer Meeresbucht, in die Aracruz die Abwässer seiner Fabrik einleitet.

Außerdem kommt es nach Angaben der Bevölkerung durch die Eukalyptusmonokulturen zur Absenkung des Grundwasserspiegels. Anwohner klagen über ausgetrocknete Flüsse und versiegende Wasserquellen.

Agrochemikalien vergiften die Umwelt

Die Monokulturen von Aracruz können nur durch den massiven Einsatz von Agrochemikalien und Mineraldünger aufrecht erhalten werden. ROBIN WOOD erfuhr von schweren Vergiftungen bei Plantagenarbeitern, nachdem sie Pestizide ausgebracht hatten. Die Menschen, die in der Nähe von den Plantagen leben müssen, klagen über Fischsterben in den Flüssen und führen dies auf die Agrochemikalien zurück, die Aracruz verwendet.

Die Sicht von Aracruz

Im ROBIN WOOD-Interview mit Aracruz wies die Konzernführung sämtliche Vorwürfe zurück. Der Konzern verwies auf seine Umwelt- und Sozialprojekte und auf die Ergebnisse von wissenschaftlichen Untersuchungen, die keine ökologischen Nachteile durch die Eukalyptusplantagen erkennen lassen würden. Ein erstaunliches Ergebnis dieser von Aracruz finanzierten Forschung ist z.B., dass die Monokulturen günstiger für den Wasserhaushalt seien als der ursprüngliche Regenwald. Außerdem wurde darauf hingewiesen, dass Aracruz mit seinen Nachbarn - insbesondere mit den Indianern - hervorragende Beziehungen unterhalte.

Fazit: Die Position von ROBIN WOOD

Aus Sicht von ROBIN WOOD sind die Aussagen der vielen Menschen in Brasilien, die sich kritisch über Aracruz äußern, glaubwürdig. Sie kennen die Situation vor Ort aus eigener Anschauung und haben kein erkennbares Interesse, ihre Lebensumstände falsch wiederzugeben. Die Erklärungen von Aracruz entpuppen sich bei näherer Betrachtung dagegen in vielen Fällen als nicht haltbar. So sind die zahlreichen Studien, mit denen Aracruz die ökologische Unbedenklichkeit seiner Monokulturen zu beweisen versucht, ohne Ausnahme das Ergebnis von eigenfinanzierter Auftragsforschung. Auch von guten Beziehungen zu den Tupinikim und Guarani kann nicht die Rede sein. Das Gegenteil ist richtig: Die Indigenen führen gerade aktuell einen verzweifelten Kampf um ihr Land gegen Aracruz.

ROBIN WOOD fühlt sich daher solidarisch mit den Menschen, die in Brasilien Widerstand gegen die "grüne Wüste" aus Eukalyptus-Monokulturen leisten und sich im Moviemento (Bewegung gegen die grüne Wüste) zusammengeschlossen haben. Aracruz muss unrechtmäßig in Besitz genommenes Land schnellstens zurückgeben und sich endlich auch für die übrigen Probleme und Menschenrechtsverletzungen verantwortlich zeigen, die über 30 Jahre Eukalyptus-Monokulturen in Espirto Santo hinterlassen haben. Die Konsumenten der Produkte, in die der Zellstoff von Aracruz letztendlich wandert, wollen nicht, dass sie unfreiwillig zu Komplizen von diesen Raubau-Praktiken gemacht werden.

Wir danken allen Menschen in Brasilien, die sich die Zeit für uns genommen haben und von denen wir viel gelernt haben. Insbesondere möchten wir allen AktivistInnen der brasilianischen Organisation Federação de Órgãos para Assistência Social e Educacional (FASE) in Espirito Santo danken, die uns mit großem Engagement bei dieser Recherche unterstützt haben.


Peter Gerhardt, Hamburg im Mai 2005"

[Quelle: http://www.umwelt.org/robin-wood/german/trowa/urwaldpapier/index-onlineprotest-brasilien.htm. -- Zugriff am 2005-12-25]

Die Darstellung von Aracruz:

"The Watershed Project

In 2004, we completed 11 years of work on the Watershed Project, which focuses on key environmental and forest production issues and has contributed not only to the management of Aracruz’s plantations but also to the scientific community and public policies in general. The project involves integrated studies of water resources, soils and biodiversity, and is being developed in partnership with institutions in Brazil and abroad.

Most of the eucalyptus plantations in the watershed were harvested during the year, and two seminars were held to enable broad discussion and consolidate the results obtained so far. Some of the main results are presented on the next page.

Hydrological cycle

  • The use of water by eucalyptus plantations was found to be similar to native forests (around 1,100 mm/year),including the water absorbed by plants and returning to the atmosphere via transpiration,soil evaporation and rainfall interception by the forest canopy.
  • The efficiency of eucalyptus in the use of water was proven, confirming their capacity to produce more biomass per volume of water consumed when compared with other tree species.
  • Water use is concentrated in the first 1.5 meters of soil depth, where most of the roots are found.
  • No significant effect was discovered in terms of harvesting plantations on the surface run-off of water,a fact explained by the high water-retaining capacity of the soils.

The figure below shows the relationship between the input of water via precipitation (P)and the output via evapo-transpiration (ET)for each year over the last nine years.The eucalyptus plantations showed an ET/P rate of 0.79 compared with 0.85 for native forest, where the value 1.0 signifies equilibrium between water input and output in the basin.The results indicate that the average annual water consumption in the eucalyptus plantations was 1,131 mm, compared with 1,214 mm in native forests,while the average rainfall over the years of the study was 1,211 mm,indicating an excellent hydrological balance.

Water balance in the watershed

Physiology

Various examples of genotype planted on Company property were analyzed, identifying their physiological differences and behaviors, allowing an improved adaptation to use in different conditions.

Soils

The soil management practiced in the Watershed Project is based on low environmental impact and has acted as a prototype model for the Company ’s other areas.Restricting soil preparation to the line of planting was proven to be important in maintaining the system ’s set of nutrients and organic matter.This is an indispensable condition for avoiding soil depletion.The current system of cultivation was found to be sustainable in terms of soil fertility due to the volume of debris left in the area combined with the corrective fertilizers applied during each new cycle.

Biodiversity

The bird studies showed that the eucalyptus plantations and their understory vegetation act as a corridor for biodiversity between native forest fragments.They also possess great importance as a source of resources for these populations.A total of 205 bird species have been identified in the watershed over the 11 years of study,along with an assessment of the effects of forest cultivation practices on these populations.

Research on the flora of the eucalyptus understory carried out at the end of two rotations revealed over 120 species growing in this vegetation.

Another campaign for monitoring the plant ecology and dynamic of native forest growth was undertaken in 2004.The results showed the ecological stability and conservation of these Atlantic Forest fragments.

Integration

The integration of various areas studied in the Watershed Project is being evaluated using a forestry process-based model to know the factors that influence tree growth. This model was fed with data obtained from the Watershed Project and is being applied to other Company areas in order to estimate and quantify the effects of climate and adopted management practices on plantation growth."

[Quelle: http://www.aracruz.com.br/ra2004/en/rsa_ambientais_projeto.html. -- Zugriff am 2005-12-25]


6. Bergbau: Companhia Vale do Rio Doce (CVRD)



Abb.: Betriebe von CVRD in Brasilien
[Quelle: http://www.cvrd.com.br/cvrd/hotsites/br_extrafiles/infofin/ra2001/operacoes_cvrd.htm. -- Zugriff am 2005-12-25]

Webpräsenz: http://www.cvrd.com.br/. -- Zugriff am 2005-12-25

"Vale

  • The Companhia Vale do Rio Doce was created by the Federal Government on June 1st 1942.

  • On May 7, 1997, the Consórcio Brasil, led by Companhia Siderúrgica Nacional (CSN), bought Companhia Vale do Rio Doce at an auction.

  • In March 2001, stock cross participation involving Vale and CSN are dissolved.

  • Now the group of controlling shareholders has participation of national and foreign institutional investors, in addition to a part of the employees of the Company's employees.


Abb.: Shareholding structure
 

Vale today

  • Companhia Vale do Rio Doce is the world's second manganese and ferroalloys producer, with an 11% share of the transoceanic market.

  • The Company is one of world's low-cost aluminum producers (bauxite, alumina and primary aluminum).

  • CVRD is also a great kaolin producer, used for paper linings, and potassium, a raw material for the fertilizer industry.

  • The company possesses vast mineral resources, with ample reserves of iron ore, bauxite, copper/gold, kaolin, manganese, nickel, potassium and coal.

  • Its iron ore resources are enough to keep the current levels of production during the next 30 years.

  • CVRD possesses 11% of the estimated worldwide bauxite reserves.

  • The company has a consolidated status as the most important investor in the logistics area in Brazil: it operates extensive net of railroads, ports, maritime terminals and carries through the coasting trade, offering the most complete intermodal service of the Brazilian market.

  • CVRD is one of the most important and productive Brazilian enterprise groups, with roughly 33.000 employees.

  • It is the company that more contributes to the surplus of the Brazilian trade balance.

  • In all its undertakings, Vale acts socially in a responsible way and occupies a leading position in the development of high technology projects, in harmony with the environment

Main Companies of the CVRD Group - September 2005

 Company

 Business Area

 Location

 Holding in Voting Capital (%)

 Holding in Total Capital (%)

 

 

 

 

 

Caemi

Iron ore, Pellets and Railroad

Brazil

100.00

60.23

Baovale

Iron ore

Brazil

100.00

50.00

MSG

Iron ore

Brazil

50.00

50.00

Samarco

Iron ore and Pellets

Brazil

50.00

50.00

Hispanobras

Pellets

Brazil

51.00

50.89

Itabrasco

Pellets

Brazil

51.00

50.90

Nibrasco

Pellets

Brazil

51.00

51.00

Kobrasco

Pellets

Brazil

50.00

50.00

GIIC

Pellets

Bahrein

50.00

50.00

Urucum

Iron ore and Manganese

Brazil

100.00

100.00

RDME

Ferro Alloys

France

100.00

100.00

RDMN

Ferro Alloys

Norway

100.00

100.00

RDM

Manganese and Ferro Alloys

Brazil

100.00

99.99

CPFL

Manganese and Ferro Alloys

Brazil

100.00

100.00

NES

Ferro-Silicon Alloys

Brazil

49.00

49.00

PPSA

Kaolin

Brazil

85.57

82.05

Salobo

Copper

Brazil

100.00

100.00

CADAM Kaolin

 Brazil

 60.23

 37.03

CMTR Manganese

 Gabon

 100.00

 100.00

Shandong Yankuang Int. Coking Co. Ltd Coking

 China

 25.00

 25.00

Henan Longyu Energy Resources Co. Ltd. Coal

 China

 25.00

 25.00

CMAB

Mineral Exploration

Chile

100.00

100.00

CMLA

Mineral Exploration

Chile

100.00

100.00

RD Argentina Mineral Exploration

 Argentina

 100.00

100.00

RD Venezuela S.A. 

Mineral Exploration

 Venezuela

100.00

100.00

RD Australia Pty Ltd 

Mineral Exploration

Australia 

100.00

100.00

Thetys Mining LLC

Mineral Exploration

Mongolia

100.00

100.00

RD South Africa

Mineral Exploration

South Africa

100.00

100.00

RD Moçambique

Mineral Exploration

Mozambique

100.00

100.00

Miski Mayo

Mineral Exploration

 Peru

100.00

 100.00

FCA

Railroad

Brazil

100.00

99.99

MRS

Railroad

Brazil

18.32

10.37

TVV

Maritime Terminal

Brazil

99.99

99.99

CBPS

Maritime Terminal

Brazil

100.00

100.00

Docenave

Shipping

Brazil

100.00

100.00

Albras

Aluminum

Brazil

51.00

51.00

Valesul

Aluminum

Brazil

54.51

54.51

Alunorte

Alumina

Brazil

61.74

57.03

MRN

Bauxite

Brazil

40.00

40.00

Infostrata S.A.

Geotechnology

Brazil

90.00

90.00

Ferro Gusa Carajás S.A.

Steel

Brazil

77.97

77.97

CSI

Steel

USA

50.00

50.00

Usiminas

Steel

Brazil

22.99

11.46

Siderar

Steel

Argentina

4.85

4.85

Consortium Igarapava

Energy

Brazil

38.15

38.15

Consortium Porto Estrela

Energy

Brazil

33.33

33.33

Consortium Aimorés

Energy

Brazil

51.00

51.00

Consortium Candonga

Energy

Brazil

50.00

50.00

Consortium Funil

Energy

Brazil

51.00

51.00

Consortium Capim Branco EnergiaI

Energy

Brazil

48.42

48.42

Consortium Foz do Chapecó

Energy

Brazil

40.00

40.00

Consortium Estreito

Energy

Brazil

30.00

30.00

Rio Doce Holdings Canada   Others Abroad

 Canada

 100.00

100.00

Rio Doce Private Limited  Others Abroad

 India

 100.00

100.00

Vale Overseas Limited   Others Abroad

 USA

 100.00

100.00

Itaco

Others Abroad

Bahamas

100.00

100.00

RDIF

Others Abroad

Cayman Island

100.00

100.00

RDI

Others Abroad

Belgium

100.00

100.00

RDE

Others Abroad

Madeira Island

100.00

100.00

RDA

Others Abroad

USA

100.00

100.00

RDAsia

Others Abroad

Japan

100.00

100.00

Global performance

  • The Companhia Vale do Rio Doce is a global company, with performance in 5 continents: Americas, Europe, Africa, Ásia and Oceania.

  • The Company has been developing activities in 14 Brazilian states and in the following countries: Brazil, United States, Peru, Chile, Argentina, Venezuela, Belgium, France, Norway, China, Japan, Mongólia, Bahrain, Gabon, Mozambique, South Africa, Angola and Australia.

  • With its controlled and associated companies in the whole world, in addition to other participation beyond consortiums, CVRD is today a company of global performance, whose growth reflects directly upon the development of Brazil.

Areas of Activity

Mining

  • Companhia Vale do Rio Doce is the world's largest producer and exporter of iron ore.
  • It also produces bauxite, potassium, kaolin, aluminum, alumina manganese, ferroalloys and cooper.
  • On June 2, 2004, CVRD inaugurated its first operation for copper exploration in Brazil: the Sossego Copper Project
  • The Company is also in the process of developing projects to produce nickel and coal.

Logistics

  • CVRD is responsible for 16% of cargo transportation in Brazil, 65% of harbor operations involving of solid grains and about 39% of national foreign trade transportation.
  • CVRD possesses the biggest railroad mesh of the country - with 9.306 kilometers - and is implementing the most modern program of renewal of the Brazilian railroad activity.
  • The orders of wagons had resulted in the occupation of 100% of the capacity of the national railroad industry.
  • Since 2000, the Company keeps the expressive annual growth rate - more than 9% - for third parties cargo transportation.
  • CVRD's transportation logistics joins important regions of the country, allowing the expansion of the Brazilian agricultural borders, mainly in the North and Center-Western regions.
  • With this, CVRD increases competitiveness of Brazilian products on international markets, in addition to bringing development to regions of the interior.

Electric energy

  • Companhia Vale do Rio Doce is one of the largest investors in electrical energy in Brazil.
  • Vale, jointly with their subsidiaries, associated companies and joint ventures, is the largest consumer of electrical energy in country.
  • The Company integrates consortia accounting for the implementation of 7 power generating plants, of which 4 - Igarapava, Porto Estrela, Candonga and Funil - are in operational status.
  • Another three plants are in phase of implantation in Minas Gerais: Aimorés, Capim Branco I and Capim Branco II.
  • Although not to be a business of the Company, the investments in this sector optimize the supplement of electric energy of CVRD.
  • Currently, the energy generated by their own plants is destined to the operational units, which considerably reduces cost figures.
  • As a consequence of investments under generation, in 2005 electrical power consumption of the Southern System will be wholly covered by the CVRD plants."

[Quelle: http://www.cvrd.com.br/. -- Zugriff am 2005-12-25]


7. Erdöl: Petrobras



Abb.: ®Logo

Webpräsenz: http://www2.petrobras.com.br. -- Zugriff am 2005-12-24


Abb.: Ölplattform von Petrobras
[Bildquelle: http://www2.petrobras.com.br/Petrobras/portugues/plataforma/images/imgPlataformaFixaGDE.jpg. -- Zugriff am 2004-12-24]

"The founding of Petrobras was authorized in October, 1953, by Law 2004, with the objective of executing, on behalf of the Federal Government, the activities of the oil sector in Brazil.

Petróleo Brasileiro S/A began its activities with assets transferred from the former National Council of Petroleum (CNP), which maintained its supervising role:
  • Oil fields with capacity to produce 2,700 barrels per day (bpd);
  • Assets of the Commission of Industrialization of the Bituminous Shale;
  • Mataripe refinery in Bahia State (currently RLAN), processing 5,000 bpd;
  • Refinery in construction phase, in Cubatão-SP (currently RPBC);
  • Twenty oil tankers with a capacity to carry 221 thousand tons;
  • Recoverable reserves of 15 million barrels;
  • Oil products consumption in Brazil of 137,000 of bpd;
  • Fertilizer plant under construction, in Cubatão (SP).

Over more than four decades the company has become the Country's leader in the distribution of oil products, an activity not covered by the Government monopoly, and is internationally acknowledged as one of the fifteenth largest oil companies in the world today. Leading the sector in the development one of the most advanced deepwater and ultra-deep water technology for oil production, it was awarded the Offshore Technology Conference (OTC) prize twice in 1992 and 2001, the most important award in the sector.

In 1997, Brazil, as a direct result of Petrobras' activities, became part of the select group of 16 nations that produce more than 1 million barrels per day. In this same year Law no. 9478 was approved, opening the activities of the Brazilian oil industry to private initiative.

The same law, created the National Petroleum Agency (ANP), in charge of regulating, contracting and inspecting the activities of the sector and the National Policy Council Energy, responsible for designing public energy policies.

Since then Petrobras has doubled its production which in 2003 exceeded 2 million barrels of oil and natural gas per day. And it will continue to grow.


Abb.: Einige der Offshore-Aktivitäten von Petrobras
[Bildquelle: http://www2.petrobras.com.br/ri/port/images/mapas/E&P_UN-BC.jpg. -- Zugriff am 2005-12-24]

In 2003, coinciding with the celebration of its 50th anniversary, Petrobras identified new light oil provinces in Espírito Santo and Sergipe. The discovery can be considered the Company's biggest achievement in the oil exploration and production area since it found oil in the Campos Basin in 1974.

2004 was characterized by important Petrobras achievements. The Company announced a 20% increase in the oil and natural gas reserves in Brazil and abroad. This was fundamental to indicate the oil company's efficiency and highly relevant for Brazil.

On May 12 2005, Petrobras surpassed the production mark of 1.8-million barrels of oil a day for the first time, bringing Brazil very close self-sufficiency. Meanwhile, on August 12, the Company broke the Brazilian drilling depth record with a sloped well that extended 6,915 meters beyond the bottom of the sea. The well was drilled in Block BMS-10, in the Santos Basin, which is located 200 km away from the southern coast of the city of Rio de Janeiro.

Keeping pace with the changes in national and international scenarios, Petrobras is ready for the new era of free competition, adopting new business-oriented perspectives and assuming greater corporate autonomy.

No doubt that behind Petrobras' success there are to be seen the capabilities of all its units throughout the country: refineries, production and exploration areas, pipelines, terminals, regional management and the larger fleet of oil tankers. "

[Quelle: http://www2.petrobras.com.br/portal/ingles/petrobras.htm. -- Zugriff am 2005-12-24]


Abb.: Poster des Programa Petrobras Fome Zero (Null Hunger)
[Bildquelle: http://www2.petrobras.com.br/ResponsabilidadeSocial/portugues/DownloadFomeZero.asp. -- Zugriff am 2005-12-24]

"Introduction

Petrobras has added to its core business the principles of human rights, labor, environment and fighting against corruption, when in 2004 it joined one of the most important projects of corporate social responsibility in the world, the Global Compact.

The company set a new performance benchmark in the area of Social Responsibility when it launched the Petrobras Zero Hunger Program on September 1, 2003, agreeing to invest R$ 303 million by the end of 2006 in actions to strengthen public policies against poverty and starvation. Many actions are being implemented throughout Brazil, with direct participation of the communities, contributing towards a better quality of life for the Brazilian population.

By means of a public selection process, the company chooses projects that are aligned with the Program's activities, with priority given to education and professional training, jobs and earnings, guaranteed rights of the child and adolescent, and social and volunteer projects.

Petrobras is a company facing major challenges and believes that its business performance should include economic, social and environmental aspects. The company is renowned for its hallmark of excellence in the production of petroleum, gas and byproducts, and is now committed to extending the quality of the results of its community actions to the socio-environmental area.

The Petrobras Zero Hunger Program consolidates the new view of the company to place its technology and workforce at the disposal of the population's welfare, to transform the reality of the poorest communities, permitting them to be included with dignity in Brazilian society.

This is the road proposed by Petrobras to fight against poverty in Brazil: Development with Citizenship."

[Quelle: http://www2.petrobras.com.br/ResponsabilidadeSocial/ingles/PetrobrasFomeZero/Apresentacao.asp. -- Zugriff am 2005-12-24]


8. Flugzeugbau: Embraer



Abb.: ®Logo

Webpräsenz: http://www.embraer.com. -- Zugriff am 2005-12-24

"Embraer has become one of the largest aircraft manufacturers in the world by focusing on specific market segments with high growth potential in commercial, defense, and executive aviation. We develop and adapt successful aircraft platforms and judiciously introduce new technology whenever it creates value by lowering acquisition price, reducing direct operating costs, or delivering higher reliability, comfort, and safety.

As a result, our aircraft provide excellent performance with day-in and day-out reliability, while being economical to acquire and cost-effective to operate and maintain. Equally important, we provide a superior product package, with comprehensive aircraft and after-sales support for parts, services, and technical assistance.

Embraer was Brazil’s largest exporter from 1999 to 2001 and the second largest in 2002, 2003 and 2004. It currently employs more than 16,500 people, 85.5% based in Brazil, and contributes to the creation of more than 3,000 indirect jobs.

Based in São José dos Campos, Brazil, Embraer was founded in 1969 as a government initiative and then privatized on December 7, 1994.

The company currently employs more than 16,500 people, and is publicly traded on the New York and São Paulo Stock Exchanges. Brazilian interests - investment conglomerate Cia. Bozano and pension funds PREVI and SISTEL - control 60% of the voting shares.

A leading group of European aerospace companies - Dassault Aviation, EADS, Safran, and Thales - jointly owns another 20 percent.

Embraer’s well-established family of regional airliners places it among the four largest commercial aircraft manufacturers in the world.

The ERJ 145 twin-turbofan jetliner has opened new markets in the 50-seat category, while its smaller derivative, the ERJ 135, addresses needs for a regional jetliner in the 30- to 40-seat market, and the ERJ 140 fills the 44-seat niche.


Abb.: EMBRAER 195
(Pressefoto Embraer)

To better serve the commercial airline industry, Embraer has developed a new jetliner family in the 70- to 110-seat category, comprised of the EMBRAER 170, EMBRAER 175, EMBRAER 190 and EMBRAER 195. This new family ensures the continued success of our line of commercial products and strengthen our position in the commercial jet market.

Embraer's defense aircraft provide advanced, fourth-generation technology and superior mission performance while meeting the budgetary requirements of defense programs worldwide.

Every Embraer aircraft begins with an in-depth assessment of our customers' mission. Years of experience have taught us that ground conditions are seldom ideal and that turnaround times are short.

Maintenance materials are usually scarce, and pilots often need to return to base on severely damaged aircraft. Designed to meet these challenges, our Defense aircraft have earned the praise of both the pilots who fly them and the ground crews who maintain them in a constant state of readiness.


Abb.: F5 BR
(Pressefoto Embraer)

All our defense aircraft provide state-of-the-art electronics, reliability, and high mission effectiveness. Combine that with low acquisition and operation costs, and it's easy to see why more than 20 air forces around the world rely on Embraer Defense Systems for surveillance, combat, and training missions.


Abb.: Legacy Executive
(Pressefoto Embraer)

Embraer has also made headway into the executive aviation market. Based on the proven ERJ 135 platform, the new Legacy 600 is the ideal balance among size, speed and range.

It offers a large cabin volume with super mid-size price, high dispatch reliability, and low direct operating costs."

[Quelle: http://www.embraer.com/english/content/empresa/profile.asp. -- Zugriff am 2005-12-24]

"Monday, April 5, 2004

CNN: How important is Embraer to Brazil? I'm thinking both in terms of its prestige company but also perhaps its importance in terms of trade balance?

MB [Embraer's CEO Mauricio Botelho]:

I think it is important. We have been ranked in the first position among the Brazilian exporters for five or six years. We were ranked in the first place for three consecutive years but after 2001 we've come down. Last year, we ranked third so it is a significant contribution. Since the company was privatized in 1994 in January '95 up to last year we've exported something around $15billion with a net contribution for trade balance in the range of $5.5billion. We have taken a company that was in dramatic situation with losses and lack of investment and we have built up a company which is very strong in the world market and has a very good image with customers from the financial community and the industrial community.

We have been creating jobs in Brazil. We have contributed to the development of the universities and the teaching systems. We have our own aeronautical engineering graduate school at a Masters level, which is outstanding. Each year and a half, we graduate 200 specialists in aeronautical engineering, totally cost by us. We make a very strong social contribution not only in terms of paying tax but also to the communities in which we operate.

I say that no matter what we do for social reasons there's no better benefit than the good development of your own business because that is when you really promote growth for all the employees, their families, those that you hire, companies that you sub-contract and so on. There are forecasts that the total number who are impacted by our activity in Brazil is more than 150,000 people. And that really gives us a lot of satisfaction."

[Quelle: http://edition.cnn.com/2004/BUSINESS/04/05/go.embraer.boetelho/. -- Zugriff am 2005-12-24]


9. Schusswaffen: Taurus



Abb.. Taurus PT 24/7 2005 NRA handgun of the year
[Bildquelle: http://www.taurususa.com/main/index.cfm. -- Zugriff am 2005-12-25]
 

Webpräsenz: http://www.taurususa.com. -- Zugriff am 2005-12-25

"Taurus is a Brazilian gun manufacturer, and is well known for making cheaper replicas of handguns produced by popular American firearms manufacturers. One of their most successful handguns has been their PT-92, a model similar to Beretta's model 92 line (see article on Beretta 92 for a list of differences). Taurus also manufactures the famous Raging Bull.


Abb.: Raging Bull
(Bildquelle: Wikipedia)

History

From tools to handguns

From humble beginnings as a small tool manufacturer in Porto Alegre, Brazil over 60 years ago, Forjas Taurus (translation: Taurus Forge) has become a diversified, international company and one of the largest small arms manufacturers in the world. The company produced its first revolver in 1941. The gun combined elements from several Manufacturers of that day, including Colt, Smith & Wesson and certain Spanish brands. This first revolver was designated the Model 38101SO. Taurus soon became a major factor in the South American market and experienced continuous growth.

First forays in the US market

In 1968, the company was ready to venture into the U.S. market. This was accomplished by employing the services of a succession of U.S. distributors over the next several years. Their efforts met with only marginal success.

The Bangor Punta years

In the meantime, Smith & Wesson had been purchased by a conglomerate named Bangor Punta. In 1970, Bangor Punta also purchased 54% of Taurus. Thus, the two companies became "sisters". Smith & Wesson never owned Taurus. They were both independent companies. However, during the next seven years, a great deal of technology and methodology was passed between the two. What may come as a surprise to some is that more of what was "right" in Porto Alegre was sent to Springfield than was sent from Springfield to south of the equator.

The buyback

1977 saw the present ownership buy 54% of Taurus outright from Bangor Punta. At once a quest to improve overall quality of Taurus product was initiated. Taurus handguns produced in the past decade have consistently been of higher quality than their Smith & Wesson counterparts. Also, the company now began a dynamic expansion program.

The Beretta connection

Beretta had won a huge contract in 1974 to produce small arms for the army of Brazil. Part of the deal was that Beretta construct a Brazilian factory and use Brazilian labor. This they did, in the southwestern coastal city of Sao Paulo. When the contract ran out in 1980, Beretta sold the complete plant to Taurus. Taurus now owned everything that once belonged to Beretta, including drawings, tooling, machinery, and a very experienced work force. Taurus was in the pistol business, and immediately sought to improve on the Beretta design, resulting in the popular and acclaimed Taurus PT-92 and PT-99 9mm pistols.

Taurus USA

The next milestone for Taurus came in 1982. Brazil management opened an affiliated company, Taurus, in Miami, Florida. Sales that first year in America were limited, as a solid distribution system had to be established. Taurus guns had not been advertised or written up in the shooting press. Taurus was truly an unknown commodity in the United States. This situation was to change dramatically in the next few years.

The Lifetime Repair Policy

At the Dallas, Texas S.H.O.T. Show in 1984, Taurus was to make an announcement that was to have a tremendous impact on the entire industry. Taurus became the first company to offer its customers an unqualified LIFETIME REPAIR POLICY. This one brilliant piece of marketing changed the course of the company in the firearms market. Only recently has this policy been matched. It has never been exceeded. In 1984, this daring innovative policy made everyone sit up and take notice of Taurus Firearms. The U. S. company has posted record years ever since...

There was cause for celebration in 1994 when Forjas Taurus received the prestigious ISO 9001 designation from the International Organization for Standardization for superior manufacturing and marketing practices. Only one other firearms company in the world has obtained this designation. Currently, Taurus U.S.A. is at work to share this honor with the parent company.

Its American subsidiary is Taurus USA."

[Quelle: http://en.wikipedia.org/wiki/Taurus_%28manufacturer%29. -- Zugriff am 2005-12-25]


10. Linux-Distribution: Conectiva



Abb.: ®Logo

Webpräsenz: http://www.conectiva.com.br. -- Zugriff am 2005-12-24

Webpräsenz von Mandriva: http://www.mandrivalinux.com. -- Zugriff am 2005-12-24 

"Conectiva ist eine Firma und eine gleichnamige Linux-Distribution.

Firmengeschichte

Conectiva wurde am 28. August 1995 von Arnaldo Carvalho de Melo gegründet. Es hat seinen Sitz in Curitiba , Parana (Brasilien). Weitere Niederlassungen sind in Manaus und São Paulo. Zur Zeit sind ca. 60 Mitarbeiter bei der Firma beschäftigt.

Im vergangenen Finanzjahr konnte das Unternehmen Einnahmen in Höhe von 1.7 Mio EUR erwirtschaften und erreichte während des letzten Halbjahres laut eigenen Angaben den Break-Even-Point. Zu den in der weltweiten Linux-Community wohlbekannten technischen Errungenschaften von Conectiva gehören beispielsweise auch die Portierung von apt auf RPM sowie der neue Smart Package Manager. Die Linux-Distribution basiert auf Red Hat Linux und ist im spanisch-portugiesischem Sprachraum (d.h. Lateinamerika) verbreitet. Bekannt wurde Conectiva in Deutschland durch seinem Beitritt zu United Linux.

Am 24. Februar 2005 wurde bekannt gegeben, dass Conectiva von dem französischen Linux-Distributor Mandrake für 1,79 Millionen Euro aufgekauft wurde. Durch diese Fusion wurde auch ein neuer Name gefunden: Mandriva. Als Ziel der Übernahme wurde vor allen Dingen eine Erweiterung des Bereiches Forschung und Entwicklung genannt. Zur Zeit wird Conectiva in Mandriva eingebaut. Conectiva verliert damit den Status einer eigenen Distribution und kann als eingestellt betrachtet werden.

Produkte

Die Crystal Icons für KDE, die von dem Conectiva-Mitarbeiter Esveraldo Coelho gestaltet wurden, und die Paketverwaltung unter Debian GNU/Linux, die APT-Tools, sind von Conectiva. Ferner wurde von Conectiva die Grafische Benutzeroberfläche Synaptic entwickelt. Conectiva beschäftigt u.a. Rik van Riel und den Kernel-Maintainer Marcelo Tosatti.

Conectiva ist die passende Linux-Distribution für den Lateinamerikanischen Markt. Sie entwickeln eine Reihe von Produkten und zusätzlichen Dienstleistungen, die auf die Nachfrage für Open Source Tools zielen, so in etwa wie Literatur, Manuals, zusätzliche Software wie Linux Tools und "Embedded Systems", OEM Programme, und das "Revista do Linux" (Linux Magazin). Ebenso bietet Conectiva Beratung, Schulung und technischen Support in ganz Lateinamerika durch ihre eigenen Servicezentren und zertifierten Partnern an.

Conectiva entwickelt auch im Bereich des Linux-Kernels, der Hochverfügbarkeit von Linux und auf dem Gebiet der Treiber. Ferner: XFree86, Netzwerk Protokolle, Firewall, Linux-Cluster, Performanceanalyse und -optimierung, Datei- und Resourcemanagement. Seit seiner Gründung hat Conectiva Lösungen für den Unternehmensbereich entwickelt und besitzt jetzt eine breite Produktpalette, die unter anderem Software für Geldautomaten und Kassen in Finanzinstituten, infrastrukturelle Lösungen für den öffentlichen Auftraggeber sowie ein komplettes Linux-Angebot aufweist, das durch große Handelsketten in Brasilien vertrieben wird."

[Quelle: http://de.wikipedia.org/wiki/Conectiva. -- Zugriff am 2005-12-24]


Abb.: Marcelo W. Tosatti (1983 - )
[Bildquelle: http://kerneltrap.org/node/1880. -- Zugriff am 2005-12-24]

Marcelo W. Tosatti (* 1983 in Curitiba) ist einer der Linux-Kernel-Programmierer. Er ist seit der Version 2.4.16 (26. November 2001) verantwortlich für die Wartung der Kernelversionen 2.4.x

Leben


Abb.: Lage von Curitiba
(©MS Encarta)

Tosatti wuchs in Curitiba (Brasilien) auf. Im Alter von 12 Jahren, als sein älterer Bruder Nei anfing, Computersysteme zusammenzustellen und zu verkaufen, begann auch er sich verstärkt für Computer zu interessieren. Er beschäftigte sich mit DOS und BASIC und begann sich etwas später für C zu interessieren. Er eignete sich die Sprache autodidaktisch durch Ausprobieren und Lesen verschiedener Bücher an.

1995/1996, im Alter von 14 Jahren, hatte er zum ersten Mal Zugang zum Internet und erfuhr von Linux. Er bestellte Linux FT und ersetze damit einige Windows NT-Server eines lokalen ISP. Kurze Zeit später bekam er ein Angebot von Conectiva und arbeitete dort 6 Jahre lang, wo er sich erstmals für die Kernelentwicklung interessierte. Er behob einige Fehler in den Versionen 2.2/2.3 und verwaltete die Kernel-RPMs von Conectiva.

Als die Version 2.4 bereit für die Veröffentlichung war, wurde allgemein angenommen, dass Linus Torvalds den Posten des Maintainers an Alan Cox abgäbe. Da Cox sich aber entschied, sich aus der Verwaltung zurückzuziehen, schlug er Tosatti als Nachfolger vor. Anfangs war Tosatti aufgrund seines jungen Alters von 18 Jahren heftig umstritten, viele glaubten, er sei noch zu jung um eine solche Herausforderung anzunehmen. Durch die große Unterstützung von Torvalds und Cox konnte Tosatti aber seine Position behaupten.

2003 lernte er seine Freundin Suzana kennen und zog nach Porto Alegre um, wo er zur Zeit für die Cyclades Corporation arbeitet."

["Established in 1991, Cyclades has grown from a provider of serial communications cards for Linux to the proven worldwide leader in Out-of-Band Infrastructure (OOBI) management solutions.

The company, founded by John Lima and Daniel Dalarossa, has grown to become a global organization with more than 350 employees in 19 locations including Australia, Brazil, Canada, China, France, Germany, Italy, Japan, the Netherlands, Singapore, Spain, Sweden, the United Kingdom and the United States." http://www.cyclades.com/company/our_history.php. -- Zugriff am 2005-12-24]

[Quelle: http://de.wikipedia.org/wiki/Marcelo_Tosatti. -- Zugriff am 2005-12-24]

Interview mit Marcello Tosatti:

"Marcelo Tosatti became the maintainer of the 2.4 stable kernel when he was 18 years old in November of 2001. His first kernel release was 2.4.16 on November 26'th which very quickly followed the earlier 2.4.15 to address an issue with filesystem corruption. Two years later, he has recently released 2.4.23 and plans to soon put the 2.4 stable kernel into maintenance mode, only addressing bugs and security issues.

Living in Brazil, Marcelo currently works for Cyclades Corporation. In this interview he looks at how he became the 2.4 maintainer, the challenges involved, and brings us up to date with the current status of the 2.4 kernel.

Jeremy Andrews: Please share a little about yourself, your background, and how you first started working with Linux...

Marcelo Tosatti: My interest for computers started with influence from my older brother Nei Tosatti (he used to buy spare sparts and and "assemble" computers to sell them... that was around 1994, I was 12 years old). Before that happened, I was an average kid who didn't enjoy school much (I wish I did).

At the time I learned how to use DOS and started playing with BASIC/games/etc. A bit later I got interested in C and learned a bit of it (reading books) and practicing (I remember compiling with "BCC").

I heard about Linux when I first had access to the Internet (around 1995/1996), and I bought "Linux FT" from some company in my hometown. At the time I was working on a local ISP, and I replaced some of the NT servers they used with Linux. Then I had the chance to work with development at Conectiva (where I worked for the next 6 years and got interested in kernel development).

I'm 20 years old now. I lived my whole life in Curitiba, Brasil with my parents, and finished high school there.

In July 2003 I met Suzana and moved to live with her in Porto Alegre (more to the south). At the same time I quit my job and go to Cyclades.

JA: This means you were 13 or 14 when you started working for Conectiva? How did you come to start working there at such a young age?

Marcelo Tosatti: Yes... I was working on the ISP I mentioned when I mailed Conectiva asking for a job and we talked, and I started working with them.

JA: What were some of your contributions to Linux development prior to becoming the 2.4 maintainer?

Marcelo Tosatti: I fixed some VM problems on 2.2 and 2.3/2.4 (most fixes related to the "memory reclaiming logic").

I used to maintain Conectiva's kernel RPM.

JA: You recently started working for a new company. Can you offer any reflections on what lead to this decision, and on how it's going?

Marcelo Tosatti: I left Conectiva because I worked 6 years there, and I felt I needed to change (do something different, work with a different company).

Cyclades offered me a good job position, with nice projects. Cyclades builds special purpose hardware (console servers, power managers, etc) which now run Linux. I'm working with their embedded distro and kernel which are used on these machines (most of them use PPC processors). I am doing some driver work right now.

JA: I remember when Linus was getting ready to hand off the 2.4 kernel, everyone (including Linus) was expecting that he would give it to Alan Cox. How was it that you instead became the 2.4 stable kernel maintainer?

Marcelo Tosatti: Alan decided to stop maintaining and he suggested me. I had the time and the will to do it.

In the beginning it was too much pressure (from the media, etc) but now it got better in that aspect.

JA: Now that you've had quite a bit of experience maintaining a stable Linux kernel, what do you think?

Marcelo Tosatti: Well I think over time I made a lot of progress in my relationships with developers (knowing who you can trust, who you can request for help, etc).

A lot of people seem to dislike my maintainership (www.kerneltrap.org people for example :)), but I think most developers are fine with it.

Not as excellent as Andrew or Alan would do, but still...

JA: There is indeed a small but vocal group on KernelTrap that have said negative things about your maintainership of the 2.4 kernel, however I don't feel that they in any way represent KernelTrap readers as a whole.

Have you received any feedback from Linus, Alan Cox, or Andrew Morton regarding your maintainership of the 2.4 kernel?

Marcelo Tosatti: I asked Linus once about what he thought about my 2.4.x maintainership and he said he didn't have any complaints.

I believe Alan is also OK with it.

JA: What is the biggest challenge for you in maintaining the 2.4 Linux kernel?

Marcelo Tosatti: Well, I believe unmaintained code. All core parts are well maintained, however there are a few drivers and subsystem which are not. I obviously dont know all the code, so...

Also I wish all bug reports were nicely and well reported, but that is not always the case for several reasons (not everyone has the time, etc).

I think there is not much of a big challenge in maintaining 2.4 thanks to all the subsystem maintainers and people from the community who help with 2.4 bugfixing. I could make a giant list.

JA: You've been managing the 2.4 source tree with BitKeeper now for over a year. Has it proved to be an improvement over what you were doing before?

Marcelo Tosatti: Yes. Everything is well logged and commented. You can go back and see each changeset in detail (usually you have the full message from the email which the patch posted with an explanation).

Also the process of merging is much easier.

JA: With the recent release of 2.4.23, there were a number of VM related changes, including the removal of the OOM killer. Can you describe the intention and potential impact of these VM changes?

Marcelo Tosatti: The OOM killer can deadlock in some conditions, and can also kill tasks by mistake (accounting of shm/mlock'ed pages is not correct). Also it had problems with no swap setups.

For those who want the old OOM killer behaviour (which is useful if you expect to run hogs, etc), it will possible to select OOM-killer the next 2.4.x version.

JA: What conditions would cause the OOM killer to deadlock? Also, can you elaborate on why the OOM killer sometimes would kill tasks by mistake?

Marcelo Tosatti: It might select a TASK_UNINTERRUPTIBLE task (sleeping on NFS, for example), waiting on a NFS server which is down, which hangs the box for unlimited time.

A problem for servers is that OOM killer might kill big tasks (lets say, 3GB databases, etc) instead of smaller hogs (lets say, 1GB mozilla's). (that case the lack of the OOM killer will kill the right process).

The OOM killer can also detect the need of killing a process in cases with lots of mlock()'ed memory (which wont be swapped out) but still theres some swap free.

There are also some other corner cases which the OOM killer gets wrong (one of them related with small memory configurations).

JA: Will the optional OOM killer in 2.4.24 be identical to what was the default in 2.4.22?

Marcelo Tosatti: Yes.

JA: Historically the 2.4 VM has been a bit of a bumpy ride. How stable do you feel it is today?

Marcelo Tosatti: The 2.4.23 VM is pretty fast (fast in comparison with other 2.4's). I received a lot of successful reports.

The last VM changes in 2.4.23 also do a better job at HIGHMEM memory reclaiming/balancing.

There still a few problems with lots of HIGHMEM and some specific workloads, but thats pretty much all.

For most uses I think the VM has been very stable since 2.4.17/2.4.18.

JA: How much memory is considered "lots of HIGHMEM", and what are the remaining problems?

Marcelo Tosatti: More than 4GB and with lots of filesystem activity (using lots of files).

The inode reclaiming routine fails to free inodes which have pagecache data. With highmem that becomes a real problem. Andrea has a fix for this (inode_highmem from -aa tree)

JA: You recently announced your intention to put the 2.4 kernel into maintenance mode after the upcoming 2.4.24 release. What has lead to this decision?

Marcelo Tosatti: It's a timing issue. As I answer this question, 2.6.0 is out. Developers should concentrate on 2.6.0. It is stable for most users.

People who still use 2.4 will have their setups supported without any major modifications.

The same thing was done to 2.2 when 2.4 was getting into production.

JA: What are some of the main areas you'll be focusing on during the 2.4.24 release cycle?

Marcelo Tosatti: Merge the remaining "obviously safe" -aa (and other trees) fixes and make it sure it's stable (help tracking and booking of problems that show up in lkml or privately).

JA: What's else do you intend to merge from -aa?

Marcelo Tosatti: inode_highmem and maybe some other race fix.

JA: How long before we should expect to see 2.4.24?

Marcelo Tosatti: About mid-Feb 2004.

JA: How do you decide when it's time to release another version of the kernel?

Marcelo Tosatti: It depends on what are the modifications being done. We want the modifications to be well tested. For example, 2.4.21 had a big IDE update... that release took a lot of time to released.

If less modifications are done, the time to release a kernel can be smaller.

JA: Once 2.4.24 is released, you should have more time to focus on other things. How do you expect to spend this new found spare time?

Marcelo Tosatti: I want to get more involved with kernel development. I haven't had much time to do it since I started maintaining 2.4. I will also get more involved into the cyclades projects.

JA: What area of the kernel do you intend to get involved with?

Marcelo Tosatti: I'll try to get involved with the VM again (help bug chasing, etc), and try to help in general as I can.

There are some modifications from Cyclades (in the PPC architecture code) which I want to get merged.

JA: There recently was a lengthy debate on the Linux Kernel mailing list regarding whether XFS should be merged into the 2.4 kernel. Can you explain your reasons for not wanting to merge XFS?

Marcelo Tosatti: I did not want to merge XFS because I wasn't sure about the reliability of the VFS modifications.

Christoph Hellwig reviewed the patches which made me much more comfortable to merge them (the modifications got pretty straightforward after he and Nathan Scott from XFS agreed).

JA: Have there been any reported problems with XFS since it was merged?

Marcelo Tosatti: Yes, a problem was caused by a full filesystem in some cases IIRC. It's already been fixed.

JA: During the 2.4.23 release cycle, a bug was fixed in the do_brk() function. This bug was recently exploited in a high profile break-in of four Debian Project Linux servers. Why was 2.4.23 not released sooner when this bug was first fixed?

Marcelo Tosatti: When I first applied the fix (sent from Andrew Morton), I didn't realize it was an exploitable bug (I understood it could crash the box).

If I knew it I would have release the kernel a bit earlier.

JA: What reflections can you offer on SCO's recent allegations against the Linux kernel?

Marcelo Tosatti: I'm far from being a well informed person on this matter (I dont follow the case closely or anything), but my personal conclusions are that SCO does not threat Linux. They will loose in court.

JA: Have you had a chance to work with the new 2.6 kernel?

Marcelo Tosatti: I'm trying to get it to work on some of Cyclades boxes... (the kernel needs some modifications to work on them).

I'm also using 2.6 in my desktop.

JA: What do you feel are some of the more exciting new features in 2.6?

Marcelo Tosatti: The most exciting thing is the speed. It is really fast.

Also the infrastructure is much much better now (driver API, VM, IO, FS'es).

JA: What do you think will be some of the areas focused on during 2.7 development?

Marcelo Tosatti: It's hard to say, but I believe mostly VM/block IO (SCSI, IDE), networking...

JA: You've worked with Andrew Morton while maintaining the 2.4 kernel. How do you think he'll be as the 2.6 maintainer?

Marcelo Tosatti: I believe Andrew will be a great maintainer. He is very very skilled, and also knows how to have good relationships with people.

JA: How do you prefer to spend your time when you're not busy maintaining the 2.4 stable kernel?

Marcelo Tosatti: Well, I like to spend time with my wife, watch TV, read (computer and non computer related material :)), visit friends, etc.

JA: What types of non-computer books do you enjoy reading?

Marcelo Tosatti: Well there's not so much of a "type"... I usually read books that some friend suggests. I just started reading the bestseller "Stupid White Men".

JA: Is there anything else you'd like to add?

Marcelo Tosatti: Thanks for www.kerneltrap.org!

JA: Thank you for taking the time to answer my questions, and for all the time you've put into maintaining the 2.4 stable kernel. I rely on this kernel day in and day out, and it has proven to be quite stable for me."

[Quelle: http://kerneltrap.org/node/1880. -- Zugriff am 2005-12-24]


11. Software: Datasul



Abb.: ®Logo

Webpräsenz: http://www.datasul.com/. -- Zugriff am 2005-12-25


Abb.: Hauptsitz von Datasul in Joinville, Santa Catarina
(Pressefoto Datasul)


Abb.: Miguel Abuhab, der Gründer von Datasul
(Pressefoto Datasul)

"Datasul started its activities in April 1978, in Joinville, SC [Santa Catarina], advising companies on the implementation of their data processing centers. Afterwards, the company has shifted the focus on the development and commercialization of portable systems for dif-ferent available equipment. Datasul bet on microcomputers, and in 1988, installed the first integrated ERP System. In the following year, it launched Magnus, an integrated application system for enterprise management written in a fourth generation language. In the year 2000, the company has con-solidated its international prominent position among the largest world suppliers of solutions for enterprise management with Datasul EMS Framework."


Abb.: Lage von Joinville
(©MS Encarta)

[Quelle: http://www.datasul.com/historico.asp. -- Zugriff am 2005-12-25]

"Datasul was born to transform the best practices of management into solutions for business management. The company is on business since 1978, and stands out amongst the largest companies of collaborative solutions for management and business relationships, being also a leader in the application of the Theory of Constraints' concepts (TOC - Theory Of Constraints) on its products and services, which increase the efficiency of the ERP (Enterprise Resource Planning) systems. With its headquarters located in Joinville, SC, Datasul stands out due to the proximity and the good relationship with its users. The company has nearly 40 franchises as well as distribution channels nationwide, and in Argentina, United States and Mexico.

The company has a task force of 2 thousand service professionals, more 80 thousand active users, 2 thousand customers located in approximately 2350 sites and 40 thousand ERP modules installed.

Datasul accomplishes its mission of increasing customer competitiveness by taking them to new management levels, with the utilization of computerized systems in the management of businesses originated by the two movements of connected economy, where the companies need to be agile in order to adapt themselves to the market demands and fast to attend the customer needs.

The first movement, based on the ERP systems, enables the integration in the internal business processes of the companies, automating financial, commercial, Logistics, and production procedures, etc.

The second one, the B2B (Business-to-Business), generates the business relationship processes between the companies through the Internet. Datasul's enterprise management systems are integrated and are complemented from two focuses: enterprise management and enterprise relationship

Datasul, positioned as the best national company for enterprise software, according to the ranking of the Getulio Vargas Foundation, São Paulo, has a large experience and knowledge, which gives it credentials to offer complete and innovative solutions in products and services for the business world, with an absolute success on the markets of small, medium and large companies from the most diverse business segments. It also enables the user companies, guaranteeing results with products of excellent management contents, unbeatable cost-benefit relation, and adequate to customer needs, increasing their participation in the market and creating their own competitive differential. Datasul is concerned with the total satisfaction of the customer having its Quality System certified by ISO 9001 standards, applicable to development, commercialization, installation, support and software Plant Maintenance, as well as training services to the customers. The company is certified since 1996 by BRTUV (national accreditation body), and RWTUV (international body), with re-certification valid until March 2003."

[Quelle: http://www.datasul.com/apresentacao.asp. -- Zugriff am 2005-12-25]


12. Medien: Organizações Globo


"As Organizações Globo são um conglomerado de empresas brasileiras concentradas especificamente na área de mídia e comunicação, mas incluindo também bancos, mercado imobiliário e indústria alimentícia.

A primeira iniciativa da holding foi o jornal A Noite, fundado e dirigido por Irineu Marinho [1876 - 1925], no Rio de Janeiro, então capital do Brasil. Em 1925, com o sucesso do vespertino, Marinho decide fundar um segundo jornal, O Globo, para concorrer com os demais como Correio da Manhã, O Paiz, Gazeta de Notícias, Diário Carioca e Jornal do Brasil. Com a morte repentina de Irineu Marinho apenas semanas depois, seu filho Roberto Marinho herdou o jornal e passou à direção da empresa. Trabalhando ativamente no Jornalismo e na administração, decidiu ampliar o negócio e investir em outras mídias além da impressa. Em 1944, inagura a Rádio Globo, também no Rio.

O grande salto da empresa aconteceu com a inauguração da TV Globo (criada em 1964 e transmitida a partir de 1965), com a qual a empresa se tornou líder no segmento de mídia e expandiu negócios até atingir e consolidar o monopólio de facto no Brasil e estabelecer negócios no exterior - como com a portuguesa SIC.

Sobre a Globo, manifestaram-se pessoas como Chico Buarque de Holanda: "O poder da Globo é assustador" e Leonel Brizola: "Tudo na Globo é tendencioso e manipulado, [A Globo] ataca e tenta desmoralizar os homens públicos que não se vergam diante do seu poder". O próprio Roberto Marinho teria dito certa vez: "Eu uso o poder, eu sou o poder". Mais informações podem ser vistas no documentário Muito Além do Cidadão Kane.

Empresas das Organizações Globo
  • MIRA - Mídia Impressa e Rádio
    • Infoglobo (antiga Empresa Jornalística Brasileira)
      • jornal O Globo
      • jornal Extra
      • jornal Diário de S. Paulo (antigo Diário Popular)
      • agência O Globo de notícias
      • portal Globo Online
      • portal Globo.com
      • portal Planeta Imóvel (em parceria com grupo OESP)
      • jornal Valor Econômico (em parceria com grupo Folha de S. Paulo)
    • Sistema Globo de Rádio
      • Rádio Globo AM
      • Rádio Globo FM
      • Rádio Mundial AM
      • CBN (rede e três emissoras: Rio de Janeiro, São Paulo e Belo Horizonte)
      • 98 FM
      • BH FM
      • RadioClick.com - portal de rádio digital (transmissão online das rádios analógicas e webrádios)
  • Globopar - Globo Comunicações e Participações S.A.
    • TV Globo e Rede Globo de Televisão - televisão comercial aberta
    • Globosat - produtora de canais por assinatura
      • Globonews - canal de TV por assinatura all-news
      • SporTV - canal de TV por assinatura all-sports
      • Rede Telecine - canal de TV por assinatura de filmes
      • GNT - canal de TV por assinatura de documentários
      • Multishow - canal de TV por assinatura de shows, seriados e entretenimento
      • Universal Channel - canal de TV por assinatura de filmes e seriados (Em parceria com a Universal Studios
      • Canal Brasil - canal de TV por assinatura de filmes brasileiros
      • Futura - canal de TV por assinatura de programação educativa (em parceria com outras empresas)
      • Shoptime - O canal não pertence mais a programadora Globosat Canais, a programadora vendeu o canal para a empresa Americanas S/A.
      • Premiere - canal de TV por assinatura pay-per-view
        • Premiere Sports
        • Premiere Shows
        • Premiere Combate
    • Distel S.A. (antiga Globo Cabo)
      • NET - distribuidora de canais por assinatura a cabo
        • NET Serviços (Em parceria com a mexicana Telmex)
        • NET Brasil
        • Virtua - serviço de acesso à internet por meio de cabo
      • Sky Brasil LTDA - Operadora de Tv por assinatura via satélite. (Em parceria com a The Directv Group e a News Corporation, de Rupert Murdoch)
    • Editora Globo
      • revista Época
      • revista Galileu (antiga Globo Ciência)
      • revista AutoEsporte
      • revista Casa&Jardim
      • revista Crescer
      • revista Criativa
      • revista Globo Rural
      • revista Marie-Claire (detentora dos direitos de publicação no Brasil)
      • revista Pequenas Empresas Grandes Negócios
      • revista Quem Acontece
      • revista Única
      • revistas da Turma da Mônica (detentora dos direitos de publicação dos personagens infantis de Maurício de Souza)
      • Globo.com - provedor de acesso à internet, de hospedagem e de conteúdo
      • Globo Cochrane - gráfica
    • Som Livre (marca fantasia da Sigla - Sistema Globo de Gravações Audovisuais Ltda.) - gravadora. A gravadora não pertence mais a GloboPar, ela foi vendida para a Videolar.
    • Comercial RGE Ltda. - gravadora
  • Inbasa - Indústria Brasileira de Alimentos
  • Seguradora RoMa S.A.
  • Banco RoMa
  • Imobiliária RoMa
  • Fundação Roberto Marinho - financiamento de projetos filantrópicos e educativos"

[Quelle: http://pt.wikipedia.org/wiki/Organiza%C3%A7%C3%B5es_Globo. -- Zugriff am 2005-12-25]

Webpräsenz von Rede Globo: http://redeglobo.globo.com/. -- Zugriff am 2005-12-25


Abb.: ®Logo

"Rede Globo is Brazil's biggest television network and also number one producer and provider of Portuguese language television programming in the world. Is also the third biggest TV channel of the world, being watched by 80 millions people daily.

History

Globo started airing on April 26, 1965 in Rio de Janeiro. In 1966 it started to air in São Paulo. The network was aired by Roberto Marinho [1904 - 2003]  and the Marinho family.


Abb.: Roberto Marinho (1904-2003)
[Bildquelle: http://ww.nelves.com/marinho.html. -- Zugriff am 2005-12-25]

Rede Globo is present in all states of the country and is the market leader, with a share of 40-60% of the audience. The national news, "Jornal Nacional," was the first to be transmitted nationaly in Brazil.


Abb.: América was a massive soap opera success watched by 70 million people daily.

It is famous for the telenovelas (soap operas) which, together with the news and football, dominate primetime viewing in Brazil. These are exported all over the world, especially to Portugal where they have a cult following, and are also shown dubbed into different languages.


Abb.: Big Brother Brasil is a mainstream success.

Centers and Afiliates

Rede Globo has a main production complex in Rio de Janeiro called Projac, where most of their shows are produced, and another center in São Paulo. Projac is one of largest TV production centers in the world and the biggest in Latin America, with numerous scenographic cities as locations for soap operas.

Afiliates cover 97% of territory of Brazil. Is regonized the biggest world TV network in territorial distance enclosing all interior in States of Brazil.

Rede Globo have its own TV stations in Rio de Janeiro (Rio de Janeiro State), São Paulo (São Paulo), Brasília (Distrito Federal), Belo Horizonte (Minas Gerais) and Recife (Pernambuco).

International

TV Globo Internacional operates satellite television channels around the world, including the United States, Europe, Japan and Africa, bringing a mix of entertainment, news and sports programming to Brazilian and other Portuguese-speaking people. It also operates a similar channel in Portugal, called GNT.

Controversy

Rede Globo has and has had for many years by far the biggest number of viewers in Brazil, thus also having the power to influence election results, especially with the use of it's news broadcasting in manner that is favorable to its proprietors' preferred candidates. Most notoriously, in 1989, it broadcasted an edited version of the last debate between Fernando Collor de Mello, whom it openly favored, and Luiz Inácio Lula da Silva (current President - 2003/2007), just before election day in a manner that the former received more air time and had more favorable segments of the debate shown.

In 1993 Channel Four made a documentary "Beyond Citizen Kane" about the power and influence of the network in Brazil. The Marinho family bought the international rights to the documentary, and by refusing to license it to other broadcasters or release it on video, curtailed its distribution worldwide.

Globo Shareholdings

Rede Globo is a part of Organizações Globo a communication conglomerate, the 5th biggest of the world. The TV network/channel is the cradle of this mega-complex builded and increased in last decades for the great financial success gotten by Rede Globo.

  • O Globo, daily newspaper in Rio de Janeiro
  • Extra, daily newspaper in Rio de Janeiro
  • Diário de São Paulo, daily newspaper in São Paulo
  • Valor Econômico, daily business newspaper in São Paulo (50%-50% with Grupo Folha)
  • Editora Globo, publishing group
  • Globo Filmes, film studio
  • Globo Video, home video distributor
  • NET TV, cable tv network
  • SKY TV Brasil, satellite pay tv, 47%
  • Globosat, pay tv channels
  • International, pay tv channel worldwide
  • GNT, pay tv channel in Portugal
  • Globo.com, a webportal
  • Radio Globo, AM radio network
  • CBN, FM news radio network
  • RBS, AM/FM radio station and tv afiliate
  • 98 FM, FM radio station
  • Fundação Roberto Marinho, philantropic foundation
  • Universal TV, pay tv channel, 50%"

[Quelle: http://en.wikipedia.org/wiki/Rede_Globo. -- Zugriff am 2005-12-25]

"A Rede Globo é uma emissora de televisão brasileira, que iniciou suas atividades no dia 26 de Abril de 1965 no Rio de Janeiro e 24 de Março de 1966 em São Paulo. Foi fundada e dirigida pelo empresário Roberto Marinho até sua morte, em 2003. A empresa faz parte do grupo empresarial Organizações Globo.

História

Em julho de 1957 o Presidente da República, Juscelino Kubitschek, aprovou a concessão de TV para a Rádio Globo e, em 30 de dezembro do mesmo ano, o Conselho Nacional de Telecomunicações publicou decreto concedendo o canal 4 do Rio de Janeiro à TV Globo Ltda.

O canal de televisão foi inaugurado às 10:45 do dia 26 de Abril de 1965, emitindo a música Moon River de Henry Mancini. O locutor Rubens Amaral apresentou a nova emissora aos telespectadores da cidade do Rio de Janeiro e do Estado da Guanabara. Às 11:00 foi exibido o programa Uni-Duni-Tê, com Tia Fernanda e ao meio-dia, os desenhos animados Gato Félix e Hércules.

Em janeiro de 1966, o Rio sofreu umas das suas piores enchentes. Mais de 100 pessoas morreram e 20 mil ficaram desabrigadas. A TV Globo fez a cobertura das conseqüências da enchente e veiculou informações para a população, participando, pela primeira vez de campanha comunitária, centralizando a coleta de donativos em um dos seus estúdios, na época o sistema de transmissão era preto e branco.

Em 1966 a TV Globo chegou a São Paulo pelo canal 5 que, desde 1952, funcionava como a TV Paulista. Em 5 de fevereiro de 1968 foi inaugurada a terceira emissora, em Belo Horizonte, e as retransmissoras de Juiz de Fora e de Conselheiro Lafaiete, além de um link de microondas que ligou o RJ a São Paulo.

Em 1969 entrou no ar o Jornal Nacional, primeiro telejornal em rede nacional, ainda hoje transmitido pela emissora e líder de audiência nacional. O primeiro programa foi apresentado por Hilton Gomes e Cid Moreira.

Em 21 de abril de 1971 entrou no ar a TV Globo Brasília (canal 10), apresentando o jogo Vasco x Flamengo - ao vivo direto do Rio de Janeiro - e o programa Som Livre Exportação. A emissora atinge também Goiânia, Anápolis, Cristalina, Luziânia e outras cidades de Goiás.

Em 1971 também entrou no ar o Jornal Hoje. Em 1972 foi inaugurada a TV Globo Recife e foi feita a 1ª transmissão nacional em cores, via Embratel, para todo o país. A televisão mostrou a abertura da Festa da Uva, em Caxias do Sul, Rio Grande do Sul.

Em 31 de março de 1972, (dia da primeira transmissão em cores no Brasil), a TV Globo exibiu o especial Meu Primeiro Baile, o 1º programa da televisão brasileira inteiramente gravado em cores. Ainda em 1972 estreou o Globo Repórter, ainda hoje transmitido pela emissora.

Em 1973 entrou no ar o programa Fantástico, também líder de audiência ainda hoje transmitido aos domingos. A partir de 28 de abril de 1974 passou a ser transmitido em cores. Em 1977 toda a programação da emissora passa a ser a cores. Em 1982 a emissora implantou a transmissão via satélite.

Críticas à Rede Globo

A Rede Globo exerce no Brasil um dos maiores monopólios na área de telecomunicações do mundo. Contribui de forma decisiva na história do país, como no episódio das eleições presidenciais de 1989. No caso, a Globo editou o último debate entre os candidatos no segundo turno, favorecendo com isso Fernando Collor de Melo, em detrimento do candidato dos setores esquerdistas e populares do Brasil, Luis Inácio Lula da Silva. Ela contribui de forma descisiva por toda história brasileira na defesa dos grupos que sempre controlaram o poder político, incluíndo os militares, que exerceram uma ditadura durante mais de 20 anos a partir de 1964.

Curiosidades

A Rede Globo especializou-se em fazer telenovelas, que são vendidas para todo o mundo. Críticos apontam isso como uma das causas da derrocada do cinema brasileiro. Essas novelas são atualmente exportadas para mais de 30 países e constituem atualmente a maior "vitrine" da sociedade brasileira no exterior. Além de novelas, entanto, a Globo vem investindo em filmes nos últimos anos. Produz também programas de variedades, séries, jornalismo e esporte. Atualmente a emissora esté no Guiness Records por ter mais de 260 novelas já gravadas e outras 4 ainda em andamento.

A novela-série "Malhação" está no ar de segunda a sexta desde 28 de abril de 1995.

Atualmente é sabido que a Rede Globo lidera pesquisas para o início das transmissões em televisão digital no país.

É uma prática comum da Globo a propaganda de seus filmes em novelas, das suas novelas em seus programas de auditório, dos seus programas em suas revistas, etc. O Vídeo-Show, por exemplo, é um programa que só comenta sobre as novelas da globo e só convida artistas que tem contrato com a Globo.

  • O Jornal Nacional, da Globo, foi o primeiro telejornal brasileiro a ser transmitido em rede nacional, em 1969.

Os episódios narrados a seguir são reconhecidos e comentados por seus protagonistas no livro 35 Anos de Jornal Nacional, lançado em 2004.

  • Em 17 de dezembro de 1989 o Jornal Nacional foi palco de um grande escândalo, ao editar de maneira parcial um debate entre os candidatos ao governo Luiz Inácio Lula da Silva e Fernando Collor de Mello. A edição mostrou os melhores momentos de Collor e os piores de Lula. O chefe de edição do jornal, Armando Nogueira, pediu demissão no dia seguinte. Até hoje suspeita que a emissora favoreceu Collor pra prejudicar Lula, já que Collor ganhou as eleições e teve mandato cassado pelo Senado em 29 de dezembro de 1992 por acusação de corrupção, junto com PC Farias.
  • Em 25 de janeiro de 1984, após o famoso comício das Diretas Já na Praça da Sé em São Paulo, a emissora não relatou que o evento era um protesto contra a ditadura e a ausência de democracia; noticiou-se apenas que era uma "comemoração pelo aniversário de São Paulo."
  • Roberto Carlos faz seu especial de fim-de-ano na Rede Globo desde 1974, mas em 1999 não foi exibido pois o cantor perdeu Maria Rita, que morreu de câncer. No fim de 2000, o programa voltou a ser exibido novamente.
  • Em 1992, uma rede de TV britânica, conhecida como Channel Four (contrariando a crença geral de que seria a BBC) fez um documentário Muito Além do Cidadão Kane sobre o poder de influência da emissora no país. O filme causou bastante polêmica e a família Marinho conseguiu retirá-lo judicialmente do mercado. Atualmente há poucas cópias circulando em fitas VHS, porém, com o advento da internet, o filme voltou a circular intensamente entre o público interessado no tema.

Desde o final da década de 90, ela monopoliza as transmissões das principais competições de futebol."

[Quelle: http://pt.wikipedia.org/wiki/Rede_Globo. -- Zugriff am 2005-12-25]


13. Fluggesellschaft: TAM Linhas Aereas



Abb.: ®Logo

Webpräsenz: http://www.tam-germany.de/. -- Zugriff am 2005-12-24

"TAM Linhas Aereas is an airline based in São Paulo, Brazil. It is a major Brazilian airline operating scheduled services from São Paulo to major points within Brazil, as well as international flights to neighbouring countries, to the USA and France.

History

TAM was founded on February 21, 1961. It was started by 5 former air-taxi pilots who came together to form their own company. At first, the company was named Transportes Aéreos Marília (Marília Air Transport) after the pilots' hometown of Marília, São Paulo. Over time, this acronym has evolved substantially. It began operations with 4 Cessna 180 and a single Cessna 170, ferrying cargo and passengers across Paraná, São Paulo and Mato Grosso states. At the time, fast agricultural expansion in an area with little if any infrastructure ensured ample demand for TAM's services.

In 1964, Orlando Ometto, owner of several agricultural ventures in the region, purchased a 50% stake in the company, with the intent to utilize its aircraft and pilots to support an agricultural expansion project of his own in central Brazil. With the new capital, TAM went on to purchase new aircraft. As the original pilot-owners left the company, Ometto purchased their share of the company, enventually owning 100% of the company.

In 1966 the company incorporated its first twin-engined aircraft models, including the Piper Aztec, Piper Navajo and the Rockwell Grand Commander. During this period, the company also relocated its offices from Marília to the state's capital, São Paulo.

Rolim Amaro

In 1971, TAM's operations turned to the worse and Ometto found himself losing money. In his search for someone to turn TAM around, Ometto called Rolim Amaro, a former pilot of TAM who had left and eventually had formed his own air-taxi company. Amaro proposed to liquidate his own company and purchase a portion of TAM. While this did not constitute 50% of TAM's capital, he proposed to Ometto that if he was able to make TAM profitable within one year, he would be given the remaining portion of the 50%. In case he failed, he would receive nothing. In April, 1972, the contract between Amaro and Ometto was signed, giving Amaro operational control over the company.

At the end of 1972, Amaro sold TAM's entire fleet. At the same time, he personally travelled to Cessna's Wichita, Kansas facility and after two months of negotiations with the company, he returned to Brazil with 10 Cessna 402 aircraft. Within one year, Amaro managed to fulfill his promise and was accorded the 50% of TAM's capital as stated in his contract.

In 1974, TAM added two Lear Jets to its fleet. In exchange for one of these jets, 33% of the company's stock was given to the jet's owner, Tião Maia. The three-way split between Maia, Ometto and Amaro would remain until 1975, when Maia sold his share to Ometto. This substantially deteriorated the atmosphere between Amaro and Ometto. In 1976, after 9 months of negotiation for Ometto's 50%, Amaro wrote a check for $2 million, with the promise to pay it over a period of time.

Despite selling one of the jets and other assets, he was still unable to make the payments. For a period of time, Amaro went as far as cancelling insurance for his planes, in an attempt to reduce costs. The morning after insurance was reinstated, on September 24, 1977, one of TAM's Lear Jets crashed on approach to Santos Dumont Regional Airport. Despite no injuries, the aircraft was a total loss. However, with the cash from the Lear's insurance and the proceeds of the sale of a farm, Amaro concluded his purchase of TAM.

TAM Regional Airlines

In 1976, prior to Amaro's takeover, TAM had participated in a joint-venture with VASP (a state-owned airline) to create regional routes between São Paulo and Mato Grosso. The company, dubbed TAM Regional Airlines, flew EMB-110 Bandeirantes at first. These, however, proved grossly inadequate for the task at hand, and even at full capacity needed to be subsidized by the government in order to be profitable.

TAM went on to purchase three used Fokker F27 turboprops, which were then refurbished by Fokker in Holland. In order to obtain the import authorization for the aircraft, a deal was struck with the government where TAM was forced to maintain 3 Bandeirantes for every F27, as well as removing 5 seats from each one, bringing the F27's capacity down to 40 passengers. A fourth F27, previously owned by Air New Zealand, was incorporated in 1981. TAM would eventually come to own 10 F27s by 1983.

By 1981, TAM had flown 1 million passengers, and that figure reached 2 million by 1984.

In August of 1986 the company, under financial stress, went public and began floating stock in the market. In 1986, an important development shaped the airline when it acquired rival VOTEC, earning access to areas in northern and central Brazil. The new acquisition would at first operate in conjunction with Brasil Central, but this plan was eventually dropped and TAM suffered yet another acronym change, to TAM Transportes Aéreos Meridionais.

In 1988, TAM flew its 3 millionth passenger.

Fokker 100s

Despite TAM's success in the market, it was evident the airline would not last long when competing against airlines such as Varig and VASP which already possessed Boeing 737s in their fleet. Amaro then tried to buy VASP, about to be privatized, and called the project "Revolution". Having lost the bid, he opted for a slower growth with a gradual addition of new aircraft, re-dubbed "Evolution".

On September 15, 1989, TAM arranged for the acquisition of two Fokker 100 jets, which had originally been ordered by the now-bankrupt PanAm. Like the F27s before them, TAM did not actually purchase them, but utilized Amaro's credibility to arrange for a third-party asset management company, Guinness Peat Aviation to purchase them and subsequently lease them back to TAM. Two more were added in 1991.

In 1992, TAM carried its eight millionth passenger.

By 1993, through the use of the Fokker 100 fleet which now numbered at 14, TAM was serving 56 cities in Brazil.

Flying Abroad

In 1996, TAM bought another air company, Helisul, which soon started using the trade name of TAM too, and in 1997, TAM ordered its first big jets, 45 planes from Airbus: 10 A330s, 4 A319s, and 34 A320s.

In 1997, the Airbuses began to be delivered and the airline flew its first international service, from São Paulo to Miami International Airport.

Two years later, in 1999, another milestone was reached by the airline, when services to Europe were inaugurated, through a code share service with Air France to Charles De Gaulle International Airport in Paris.

In 2000 the airline was renamed TAM Linhas Aereas. Long running discussions to merge with Varig ended in 2004. The airline is owned by Amaro family (69%), Bank Garantia Funds (22%) and others (7%). It employs 6,309 staff.

Customer Service

The company is noted for its attention to customer service. One of TAM's characteristic is having the aircraft's captain and head purser stand next to the entrance of the aircraft while it is being boarded, greeting passengers. Prior to his death, Amaro often greeted passengers himself on early morning flights at Congonhas, before starting his workday.

Other

TAM currently also has made contracts with model airplane manufacturers like Schabak and Wooster, in an attempt to increase the company's visibility among international passengers.

Incidents and Accidents

In an incident on February 8, 1979, a Bandeirante crashed near the town of Agudos killing all 18 people aboard. This would mark the first accident with loss of life for TAM.

A second Bandeirante would crash near Macaé in 1984, killing all 17 people aboard, in a crash generally credited to poor weather on approach.

On February 12, 1990 a F-27 aborted his landing, striking houses and a car outside the airport of Bauru. The 2 occupants of the car were killed.

On October 31, 1996, a Fokker 100 crashed shortly after take-off from Congonhas, striking an apartment building and several houses. All 90 passengers and three crewmember onboard died. Also killed were 8 people on the ground. The crash was attributed to a faulty thrust-reverser in the right engine deploying after take-off.

On July 9, 1997, a bomb was detonated in the rear of the passenger cabin of a Fokker 100. The resulting explosive decompression blew one passenger out of the aircraft. The plane landed safely despite a 10 by 5 foot hole next to the right engine.

On September 18, 2001, the right engine of a Fokker 100 broke up during flight over Belo Horizonte, sending shrapnel into the cabin and depressurizing it. One passenger died in the event.

On August 31, 2002, another Fokker 100 force-landed at a farm near Araçatuba after running out of fuel. The gear-down landing's only victim was a cow on the ground. No passengers were injured. On the same day, another Fokker 100 made an emergency gear-up landing at Viracopos airport. Shortly after the incidents of August 31, TAM announced its intention to immediately reduce its fleet of Fokker 100 and phase out the type completely within three years.

Services

TAM Linhas Aereas operates the following services (as of January 2005):

  • Domestic scheduled destinations: Aracaju, Belém, Belo Horizonte, Brasília, Campinas, Campo Grande, Corumbá, Cuiabá, Curitiba, Florianópolis, Fortaleza, Goiânia, Foz do Iguaçu, Ilhéus, Imperatriz, João Pessoa, Londrina, Macapá, Maceió, Manaus, Marabá, Natal, Navegantes, Palmas, Porto Alegre, Porto Seguro, Porto Velho, Recife, Ribeirão Preto, Rio de Janeiro, Salvador, Santarém, São José do Rio Preto, São Luís, São Paulo, Teresina, Uberlândia, Una and Vitória.
  • International scheduled destinations: Buenos Aires, Miami, New York, Paris and Santiago.

Many other destinations, such as Asunción, Chicago and Bordeaux are serviced through code-share agreements with airlines such as TAM Mercosur, American Airlines and Air France.

Fleet

The TAM Linhas Aereas fleet consists of the following aircraft (as of June 2005):

  • 13 Airbus A319-100
  • 34 Airbus A320-200 (further 7 on order)
  • 6 Airbus A330-200 (further 1 on order)
  • 4 Cessna 208 Caravan
  • 23 Cessna 208B Grand Caravan
  • 19 Fokker 100

On June 16 2005, TAM announced the purchase of 20 additional Airbus A320 family aircraft (plus an additional 20 options). These are expected to be delivered between late 2007 and 2010, adding to the already scheduled delivery of 10 A320s between August 2005 and 2008.

At the same time, the company signed a memorandum of understanding with Airbus stating their intent to buy 8 of the new Airbus A350-900 (plus 7 options), with deliveries due to commence at the end of 2010 and to be delivered by 2012. These are expected to replace the A330 on the Paris and Miami routes as they become available."

[Quelle: http://en.wikipedia.org/wiki/TAM_Linhas_A%C3%A9reas. -- Zugriff am 2005-12-24]


14. Fluggesellschaft: VARIG



Abb.: VARIG-Liniennetz
(Poster von VARIG)

Webpräsenz: http://www.varig.de/. -- Zugriff am 2005-12-24

"Varig (Viação Aerea RIo Grandense) is an airline based in Porto Alegre, Brazil. It is Brazil's leading international airline, operating services to 19 countries on four continents, as well as 34 cities in Brazil. Its main hubs are Guarulhos International Airport (GRU), Sao Paulo, and Galeão International Airport (GIG), Rio de Janeiro, with secondary hubs at Congonhas Domestic Airport (CGH), Salvador International Airport (SSA), Salvador, Presidente Juscelino Kubitschek International Airport (BSB), Brasilia and Guararapes International Airport (REC), Recife.

Combined with its subsidiaries Rio-Sul and Nordeste, Varig carries approximately 13 million passengers annually and has over 11,000 full-time employees. In the year ending December 31, 2004, Varig had total operating revenues of $3.4 billion, of which about $3.15 billion was from flight operations. As of May 2005, Varig's share of passengers flying into or out of Brazil was 43% for the South American market, 17% for the United States market, 35% for the European market, and 48% for the Asian market.

History

Varig was the first airline in Brazil, established on May 7, 1927 at the Porto Alegre Commercial Association meeting. It was there that Otto Ernst Meyer, a German immigrant, signed the certificate declaring Varig an airline company. Varig's first plane was a nine passenger Dornier Wal flying boat. Its first employee, Ruben Berta, later became the airline's President and led the airline through great expansion until his death in 1966. The airline started operations on 15 July 1927. Varig's first flight was from Porto Alegre to Rio Grande, stopping in Pelotas.

It originally operated local services in southern Brazil, but added its first international route to Montevideo on 5 August 1942. Transatlantic services were started in February 1965. The airline took over the giant REAL consortium in 1961, making it the largest airline in South America. It acquired a controlling interest in Cruzeiro do Sul in June 1975, which was fully integrated into Varig in January 1993. Varig wholly owns Varig Logistica and has shareholdings in Nordeste Linhas Aereas Regionais (99%), Rio Sul Servicios Aereos Regionais (97%), and Pluna (49%). It is a member of the Star Alliance and employs 10,572 staff.

Current financial situation

Since 1945, Varig has been majority owned by the Ruben Berta Foundation (RBF), a not-for-profit foundation formed in 1945 to provide health, financial, social and recreational benefits to the employees of the companies. RBF controls VARIG through a holding company, FRB-Par Investimentos S.A.

Long-running discussions to merge Varig with TAM Linhas Aéreas ended in 2004.

As of May, 2005, Varig had 87 aircraft (76 passenger, 11 cargo), with an average age of 13.2 years. 83 of the 87 had operating leases; the remaining four had finance leases.

As of June 2005, Varig had a negative net worth of approximately US $2.5 billion, with balance sheet debt of $2.8 billion and off-balance sheet debt of $2.0 billion.

On June 17, 2005, Varig applied to the Commercial Bankruptcy and Reorganization Court in Rio de Janeiro for the commencement of "judicial reorganization" proceedings pursuant to the New Bankruptcy and Restructuring Law of Brazil, Law No. 11.101, which had become effective only eight days earlier. Under the NBRL, debtors like Vaig are permitted to remain in possession and control of their businesses and properties.

Incidents and accidents

Varig has had three crashes with fatalities since 1970:

  • 11 July 1973, Flight 820, near Paris, France, forced landing due to fire in a rear lavatory, 123 deaths
  • 3 January 1987, Flight 797, near Abidjan, Côte d'Ivoire, engine failure, 50 deaths, 1 survivor.
  • 3 September 1989, Flight 254, near São José do Xingu, Brazil. Pilot navigational error led to fuel exhaustion and a forced landing in the jungle. Twelve of the 48 passengers were killed in the crash. The survivors were discovered two days later."

[Quelle: http://en.wikipedia.org/wiki/Varig. -- Zugriff am 2005-12-24]