[APOIO DOCUMENTAL PARA TRABALHOS] Manufacturing Europe’s future / edited by Reinhilde Veugelers

The financial crisis has brought back to the fore the importance of a stable manufacturing base as a reviver of economic growth. But Europe continues to lose manufacturing jobs, and to see a decline in the share of value added contributed by manufacturing. These trends present major challenges to European and national policymakers, who have often reacted with measures to stop or reverse the decline.

But the trends in manufacturing cannot simply be viewed in terms of a decline that needs to be reversed. Manufacturing still contributes significantly to the EU economy. But the nature of its contribution is changing: despite the decline in employment, manufacturing’s contribution now matters more for Europe’s innovation and productivity growth capacity. Moreover, the manufacturing contribution is increasingly channeled through international value chains, and starts to overlap with the services sector. Policymakers must therefore find ways of attracting those high-value manufacturing activities that will underpin Europe’s sustainable growth and competitiveness.

https://infoeuropa.eurocid.pt/registo/000055235/documento/0001/

[APOIO DOCUMENTAL PARA TRABALHOS] Guia Oficial de Oportunidades de Investimento no Brasil

O Guia Oficial de Oportunidades de Investimento no Brasil - Brazilian Official Guide on Investment Opportunities (PDF 284 MB) contém informação sobre todos os Estados da Federaçao Brasileira. Neste Guia, encontra-se informação sobre projectos de investimento no Brasil, em diversos sectores:

• Audiovisual
• Energia
• Educação
• Imobiliário
• Logística
• Saúde
• TIC
• Turismo

Fonte: AICEP

[EU projects] Cultural differences: THE CZECH REPUBLIC

I have spent a few years as a child and then as an adult in the Czech Republic, so I feel that going back to Prague or any other city is like being in my second home. This is why my intro to the Czech culture will be more subjective than the others, which are based on work relations.

I started to like beer when I realised that beer might be a lot cheaper in a pub than water. I am sure you all have similar memories, but if you are not a beer drinker, you probably remember at least one Czech cartoon, fairy tale, folk tale.* Family (and the pub :)) is the focal point of the social structure.

Czechs are different from other Slavic countries, maybe because of the influence of the Austro-Hungarian Monarchy regime. They are less passionate, more careful, more practical, and more efficient. They seldom move to a first-name basis with people outside their family and close friends. They are reserved, but keeping last-name basis is because of their politeness and respectfulness.

Again, maybe, partly as a reaction to the Austrian elite, Czech are considered one of the originators of black humour. They are keeping the rules, but say many black jokes about them. One interesting thing is that there are more than 40 theatres in Prague, many of them are black theatres.

My colleague has written a blog post about age differences and why these are important in EU projects. It is true that someone from the ‘old’ generation might behave very differently from a young manager in the Czech Republic. It is a little bit true for all post-Soviet countries, but Czech primarily base their trust, work collaboration on connections, knowing each other and that is to be taken into account when working with older generation researchers. Czechs are very distant and you cannot build up a good relationship with them during one meeting.

They need time, patience, because trust is built slowly.

It is easier if you know the language, but that is hardly the case in EU projects.

Another bad heritage from the Soviet-style system is the hierarchy and the lack of responsibility coming with it. Taking responsibility for your actions or committing yourself strongly to a work related issue is not the strongest point in the Czech character. They might be very used to a paternalistic style of management, where they are told what to do and they comply. Taking an initiative is not to be expected from them. It does not mean of course that they are not interested, they are just not involving themselves emotionally into the business. This attitude might make the team work a little bit more complicated. Also their indirect communication style makes it harder to read them and understand their real opinion about an issue.

In case of conflicts, you should know that Czechs are not really good at finding compromises.
As a first reaction, they will become silent, much less cooperative. But if they get into a fight, they will want to win it. Maybe they are not that passionate, but definitely efficient.

Consider their contribution to European art, which is simply amazing - literature, music, painting, cinema, etc.
If you have the chance read Svejk or watch one Menzel movie, you will understand your Czech partners much better.

***
In summary:

• Try to create situations in which you gain their trust, get to know them better. Invite them for a good(!) glass of beer as a start. But always remain polite.
• Do not push Czech people, they will resist.
• Do not expect quick decisions.
• When they complain about things, you might ignore it at first; they just like doing that. This is a common habit with Hungarians.
• They will not get offended when you tell them politely what it is they should do in the project. Sending lists of tasks, reminders about upcoming deadlines is OK, still not considered pushy.

(Source: Richard Hill, We Europeans,1997)

Fonte:
A blog series by Gabriella Lovasz, by Gabriella on the 21st May 2013
http://www.eutrainingsite.com/blog.php?id=89

[EU projects] Cultural differences: ITALY

I start with a poll today:

• Raise your hand if you do not like Italy and Italians!

No one?

• Raise your hand if this ever happened in your project: The Italian partner submitted a deliverable with delay.

All of you have your hands raised?

How many times did you think that you should live and think more like Italians? Or wish we would be able to cook like they do? Well, to me it happened many times. Stendhal said that Italy is attractive for the same reasons as Love.

Italians do not seem to have a complicated culture, and still, when you work with them in EU projects you discover new and new layers. Italy is a young country, its parts are very different from each other and governing all parts together is quite impossible. But Italians themselves are flexible and very proud of their country and culture. There is quite a conflict between living in such an amazing country and in a little chaos at the same time.

The show is just as important as the truth. An Italian might be saying very harsh and true words and at the same time would be looking around to see the reaction of the people. In the next minute the same person might look at the world through the Italian pink glasses and be completely satisfied.
You might get prepared for that.
Also, body language is extremely important, even more important than words!! Have you seen "Eat, Pray, Love"? One of the scenes explains quite well the body language matter: It is often easier to understand the mood of an Italian by its gestures.

They are maximalists; want to reach the best quality, which is of course very positive in EC projects for any coordinator. Many say that unfortunately Italy is going through changes. People started to want more and more, they are running, getting tired, sad and forgetting politeness. So the pursue of maximum quality might not be linked anymore with the easy lifestyle and having fun. Make sure that in your project you have both. Italians are survivors, they get through any crisis.

The famous Italian saying is expressing their personal philosophy of fatalism: che sarà, sarà  - 'whatever will be, will be'.

For a few hundreds of years Italians worked against the system (under the rule of Greek, Norman, French, German, Austrian, American, etc.) and became experts in slowing down procedures. This also explains a little bit their amazing creativity and also their strange patience. Sometimes when everybody else goes crazy, they would be calm and think/know that everything will be solved somehow. Of course when we touch their emotions, they are not that calm anymore.

Italians are using their talent and creativity in many good and bad ways, we all know that. Italy is the country of families and family owned businesses, which learned well how to survive in any economic situation. The family will be protected above all.
Also, if you now consider any meeting or a huge conference where many Italians participated, you may remember that they found each other very quickly and remained together.

They might show easily a united front in a conflict situation.

***
In summary:

• Use your social charm, not authority. Referring to their obligations described in the grant agreement might not work. Getting into their social circle might just earn you the respect and attention.
• Expect and require highly professional work, do not treat them as the ‘fun’ partner. Just consider how good they are in winning projects on a European level. Make sure the project idea is close to their heart and they will work like hell to achieve the goals.
• Use all opportunities to discuss technical matters, dinners, lunch, coffee breaks, etc. Social gatherings might be used for work as well. Do not stress and get annoyed because of the delays, it does not help. At the end all will be done (mostly :) ) – ‘Finire in bellezza’ as Italians would say.
• Do not expect Italians to behave and react in a certain way. You might be surprised. What is constant with Italians is that it is always a different experience to work with them. Just enjoy!

A final note: It comes probably naturally to non-Mediterranean people to put Italians, Spanish, French and maybe Greek people in the same group in our head. I think this can generate mistakes in projects. Unless we consider their appreciation of the beauty of life and the issue when exactly to have dinner, be careful about looking at them as alike.

(Source: Richard Hill, We Europeans, 1997)

Fonte:
A blog series by Gabriella Lovasz, by Gabriella on the 30th April 2013
http://www.eutrainingsite.com/blog.php?id=87

[EU projects] Cultural differences: THE NETHERLANDS

Dutch people are brave, confident and strong-minded. They face their own problems and they face together the problems of the country.

“The geography of the European part of Netherlands is in that much of its land has been reclaimed from the sea and is below sea level, protected by dikes.” (Wikipedia)

Dutch people have been continuously fighting with the elements, which explains their need and appreciation for the clean environment.

"Another factor that has influenced its physical appearance is that the country is among the most densely populated on Earth.” (Wikipedia)

No matter how many different religions, society blocks exist in the country, they can live in peace together, but also, their thinking is stiff because the closeness of these blocks (more in the past than nowadays).

They are not really individualists, independent. Freedom of the individuals is highly appreciated of course, but they will not be the main initiators in a project. Collectivism, team-work is more their approach, they are very family-oriented and generally holding together. They use the word gezelligheid  “which, depending on context, can be translated as convivial, cosy, fun, quaint, or nice atmosphere, but can also connote belonging, time spent with loved ones, the fact of seeing a friend after a long absence, or general togetherness”. (Wikipedia)

Dutch people are tolerant, trustworthy and have strong moral principles that sometimes they can turn into dogmatism. As a Dutch psychologist said,

 “we think it is important to help people, but only when people do not help us”.

 Or
 
“We like to indoctrinate and educate others in topics, which are none of our businesses”

said by a Dutch person.

Dutch are highly qualified, well educated, their confidence also derives from this fact. Normally they are less flexible, more bureaucratic.

It is a small  country, surrounded by big nations, they have no strong political of physical power. So they convince others with arguments. Belgians are creative, Dutch are rational.

They have a strong ego (individual and collective as well), which, if linked strongly with their feeling of superiority and dogmatism, it can be annoying. This is more visible in stressful situations, which may happen often in EU projects. They may seem overbearing in such cases.

On a meeting, typical Dutch people would accept external support and would appreciate it. So money saving does not mean that they are not willing to invest into quality. Their general cautiousness with money could result in a tight control over the budget spending, but they are also excellent gamblers and they can be creative when needed. Between these two facts there is no conflict. They are not always keeping the rules and following all the words of the written agreement,  you can count on their creative solutions in doing the job from less money.

***
In summary:

• Dutch are very direct, they will speak clearly, with no extreme emotions, there is no need for small-talks with them
• Tip: this style shows honesty and openness, but your partners may see it as a rude style. Make sure all your partners understand the communication style positively.
• Their decisions will be based more on facts, and their arguments will be also relying on facts and numbers
• Tip: Would you need to turn the discussion from emotions to facts, you may ask the Dutch partner to do a pro-con list, or a summary e.g.
• You can negotiate and achieve open consensus with Dutch partners, but in stressful situations their style might be too overbearing
• Tip: When there is a need for a consensus, it might be a good idea to appoint the Dutch partner as the mediator/moderator of the discussion
• Dutch people are very good team-workers
• Tip: Would you compliment the work done by the Dutch partner, always address the whole group of people, not just the representative attending the meeting (to be noted as such in the minutes of the meeting)

(Source: Richard Hill, We Europeans,1997)

Fonte:
A blog series by Gabriella Lovasz, by Gabriella on the 24th April 2013
http://www.eutrainingsite.com/blog.php?id=86

[EU projects] Cultural differences: FRANCE

“We in France do not have energy, we have thoughts”
(someone in a French radio)

“In France, when we think, we do nothing”
(Deputy mayor of St. Louis)

It is extremely hard not to write one stereotype after another when talking about French people. I think we all had experience with French and we love them one minute and hate them another minute. Our feelings are never neutral, because they have such a fascinating culture.

To know the history of this country is just as important as in the case of Hungary, but in case of France you already probably know all what is there to remember. Think of the English-French or French-German relations. I had a project with two French (P1, P2) and one UK partner (P3). P1 and P3 hated each other from the beginning, there was no understanding, working towards a common goal. P2 and P3 on the other hand worked very well together, even confronting together P1. By the end of the project the situation changed and P1 and P3 found the compromise and stood by each other, while P2 and P3 had an argument and they are not talking to each other ever since. I am sure that all three partners would explain the story in three versions. Not to mention that P1 was based in Paris and P2 in the countryside.

French are highly intellectual and they have very good argumentative skills. But sometimes, what they arguing about, is not logical at all, or rather, not realistic.

Do you know cognitive dissonance? It is the feeling of uncomfortable tension, which comes from holding two conflicting thoughts in the mind at the same time. You have to find a logical link between these two and eliminate the conflict. It is part of the human nature, but some of us are more serious about it. Assessing things and self-assessments are important for French people, and they will come up with an explanation. Maybe in reality it will not work, it will be enough that the theory is well justified. Thinking and talking in circles thus is very normal. One reason for doing that is:

• not to be forced to make a decision quickly, to show the real emotions and take unnecessary risks. You should respect that.

They like arguing, normally in a very positive and entertaining way. Their contribution in a discussion can create the needed friendly atmosphere in the meeting.

French like to show their skills. They like to be unique and cleverer than others and they are convinced that they are both. Therefore it is hard for them to accept that they were wrong.
This is when a moderator receives an important role. You have to find the balance and catch the point where the entertaining argument will turn into arrogance and generate serious conflict. Who is right, has to win the argument, but if the French person was wrong, help him/her to exit the situation with pride:

• tell how extremely useful his/her contribution was to find the solution.

French are not lazy and are not light-minded. Especially in an official surrounding they will not smile all the time and they will take the meeting seriously.

They want to be recognized, not liked by others. But they are also quite emotional people and their instant change in the mood might be very shocking for others. The need for recognition mixed with the tendency to be arrogant and/or cynical can be a dangerous combination in an EU project. But they like new, clever ideas, they are curious, open, flexible, so when a dangerous situation is approaching,

• you should come up with a new, interesting topic, maybe tell a joke and count on their sense of humour.

French may not build the things from scratch, using the basic elements, but try to implement the  “grand vision” right away. This may be annoying for nations like Germany, the Czech Republic etc.

You have to raise their attention to go step by step, starting with the first, instead of the last step.

Their individualism is also something you need to consider. When having two-three representatives in the project from the same organisation, you have to know the hierarchy between them.
Do not expect that they will share all information with each other; certain information will not be forwarded, it will be a matter of status in the organisation.

So, do not choose one contact person on the mailing list, copy all of them into an e-mail.

The symbiosis of the private and governmental sector is highly interesting in France and I am sure there are a lot of papers examining the structure and the connections. What we might need to consider is that the governmental support (not necessarily financial) is an important factor for any research, technological organisation to succeed.

Other Europeans find French annoying and seductive in the same time, that will not change in an EU project.


(Source: Richard Hill, We Europeans,1997)

Fonte:
A blog series by Gabriella Lovasz, by Gabriella on the 17th April 2013
http://www.eutrainingsite.com/blog.php?id=85

[EU projects] Cultural differences: DENMARK

When more Danish people participate in a meeting, it is not clear who is the boss, who is the subordinate. They are and seem equal, which does not mean that the subordinate will make decisions of course, but it might be hard to find out who you should address when asking for a decision.

You should note that Denmark is the oldest kingdom in the world. Danes love their country and are proud of it.

Their thinking is pragmatic and independent. Independency is not necessarily a positive thing in an EU project, so stay attentive. You have to ensure teamwork and that everyone will follow the common path, the contract

In Scandinavia they are the happiest nation. Dance, good food and good jokes are well appreciated. They are the Italians in Scandinavia. I can definitely confirm that after dining with several Danish participants and project partners, they are a great company.

They are resourceful, inventive (just consider design). They like to plan things, taking an initiative. When you need an idea, you can ask for their help. They might not come up with the perfect solution, but generating a discussion by them can achieve the result you need.

Once you are part of the society, they are friendly, informal. In an EU project meeting formality will be kept. Some research concluded that their distant behaviour is because of their lack of confidence. It is a small country with great history, but that greatness is in the long past.

They are a modest nation, but do not be mislead by it. They tend to be resistant, they do not accept to be pushed, reminded. If you do so, they can become extremely stubborn. As Jante-Law says:

Don't think you are somebody, translating it to: Who do you think you are?

Or: Don't think you are better than us! Note that when you have Danish and French partner as well in the project.

Danish are polite and honest. When negotiating, they are not bargaining, so do not ask for more when they offer something.

Be aware of the links between Norwegians, Danish and Swedish cultures. How many jokes have you heard about it? Well, when having representatives in the project from more Scandinavian nations, you might consider these. e.g. Swedish and Norwegians tend to say that Danish are not upright, trustworthy. Norwegians are very ‘sober’, do not always accept the less serious nature in Danish people.

They have a strong entrepreneurial mindset, so if you need to develop the business perspective in a project, you might think of the Danish partner.

I do not remember seeing a Danish partner having conflict with another European partner.

What about you?

***

In summary:

• Find out in advance who is the person with decision-making rights.
• Discuss their tasks with them, do not give instructions. They are your partner and they take seriously the equality between the coordinator and the partner who are both beneficiaries.
• Do not push your Danish partners when you need extra work. Ask their opinion on the issue. Accept what they offer to do.
• If you need activity, initiatives, you can ask the Danish partner.
• Business plans might be well written by the Danish partners.
• When it comes to social events, they will be open to participate and will enjoy it.
• Be polite with them all the time.

(Source: Richard Hill, We Europeans, 1997)

Fonte:
A blog series by Gabriella Lovasz, by Gabriella on the 10th April 2013
http://www.eutrainingsite.com/blog.php?id=84

[EU projects] Cultural differences: HUNGARY

"Hungarians have a significant verbal redundancy when using a concise language, such as English. This might be annoying for English natives.” (a Hungarian sociologist)

The Hungarian language is rich and complex, one of the reasons why it is hard to learn and speak it. It also means, it is hard for us to say exactly what we want in English. We speak in longer sentences, expressing well ourselves, and English does not allow that for us. One aspect you might consider useful when working with Hungarians in a project. Would you think they said little, did not contribute enough? Small talk with them might help. Did you think they talked too much, saying much less? Maybe they just wanted to make sure they said all what was needed.

We have an analytical mind, which researchers say is connected to the language. Some other researchers say it is because of our history, “long torn by ill fate” (anthem). Teachers say it is because of our educational system, the pedagogy, which is laying on Prussian traditions. This however does not mean that we see the shortest or most logical route between point A and point B.

We are a little bit crazy; just consider the several genius minds of Hungary. Foreigners living in Hungary said that even if we hit a wall, we still get to the other side somehow. Associative thinking, creativity, call it as you want.

Do you need a solution to a problem in the project?
Hungarians should be able to find it.

We are a mix; I am not sure that there is one person in Hungary who could be considered genetically Hungarian (Turkish, Croatian, Kraut, Armenian, Gipsy and so on – research show 17 different races). So do not even try to put us in a Slavic, Mediterranean or any other cultural group in your head.

We are diligent, clever people, and also proud, sometimes too proud to listen to others, emotional, individualists but our society is relationship oriented. Our emotions are strong; we are sentimental people, that is visible also in our general negative, melancholic attitude. We do not want to see the whole picture, especially if the whole is more favourable than the part.

We can stop and argue on one small topic for hours instead of seeing the scope of the whole project.

We need guidance and reminders because of that in any project.

We can get used to any situation, problematic, bad circumstances; but when we have enough, we riot. If you see a Hungarian arguing strongly and insisting on a change, you should take that seriously.

Respect is a key issue. We believe saying ‘no’ is disrespectful, and we will be indirect, so saying nothing rather than saying no. Decision-making procedures are normally slow, but that is not really only a Hungarian characteristic of the business cultures in Europe.

***
In summary:

Be aware that expressing ourselves in English is not easy for us.
Relationships are important. If you allocate time to get to know the person and earn his/her trust, you can be sure of the delivery of the tasks and more importantly expect future collaboration. It does not mean personal relations; we keep that separate.

• Tip: If you consider learning about the Hungarian history and mention in small talk a famous Hungarian, we will melt. (Politics nowadays might be tricky, we have very heated discussions, much less common understanding within Hungary.) Hungarians need guidance to see the whole picture.
• Tip: Be diplomatic when doing so. Our working habits are similar to those of Germans; we are diligent, most of the time we keep the deadlines.
• Tip: Early reminders of deadlines coming might be useful. At the meetings we arrive in time and we expect the others to do the same. We arrive to a conclusion when we have all the facts.
• Tip: Send all information, all details available before the meeting. The same with tasks we have to do, give us all information, clear instructions, otherwise we might do something different you expect. We are emotional and sensitive, like Italians e.g., but when we feel offended, we remain offended – “we remember”.
• Tip: Take disputes, conflicts seriously.

Use the Hungarian partner for:

• Solving a challenge. We are very good in details and solving problems that require creative solutions.
• Organise a meeting. We love to entertain people and we know how.

(Source: Richard Hill: We Europeans, 1997)

Fonte:
A blog series by Gabriella Lovasz, by Gabriella on the 3rd April 2013
http://www.eutrainingsite.com/blog.php?id=83

[LEITURAS RELEVANTES] São Tomé and Príncipe: The End of the Oil Dream?

Gerhard Seibert, "São Tomé and Príncipe: The End of the Oil Dream?"
(IPRIS Viewpoints, No. 134, September 2013).
http://www.ipris.org/php/download.php?fid=777

MULTILATERAIS FINANCEIRAS - Banco Interamericano de Desenvolvimento (BID)

O BID é um banco de desenvolvimento regional cuja área de operações se localiza na América Latina e Caraíbas. Com volumes de aprovações anuais de 12 mil milhões de dólares, a instituição assume-se como a
maior fonte de financiamento multilateral da região e centra a sua atividade nos sectores da energia, transportes, água e saneamento e financiamento da modernização do Estado e reformas políticas.

Um artigo de Rui Fernandes Duarte, representante de Portugal no BID.

O Grupo Banco Interamericano de Desenvolvimento (BID), fundado em 1959, é o mais antigo dos Bancos de Desenvolvimento regionais e a principal fonte de financiamento multilateral da América Latina e Caraíbas (ALC). À semelhança dos restantes bancos de desenvolvimento, a instituição dedica-se a promover o desenvolvimento sustentável nos países mutuários, que no caso do BID são 26 países da região ALC.

Além destes 26 membros, o Grupo tem ainda como acionistas 22 países de fora da região, entre os quais Portugal. A sede do Grupo encontra-se em Washington e possui 26 escritórios nos países de operações, contando igualmente com representações em Madrid e Tóquio.

Pela sua dimensão, a história do BID é indissociável da história da região nos últimos 50 anos. Com efeito, o banco esteve envolvido em projetos que ultrapassam os 460 mil milhões de dólares e os montantes financiados diretamente pela instituição superam os 220 mil milhões de dólares. O Grupo BID é visto como um parceiro de referência pelos governos da ALC não apenas como financiador direto de projetos, mas também porque a sua participação nos projetos atribui um selo de qualidade às operações e funciona como um fator de mitigação de risco que, por sua vez, resulta num efeito catalítico de importantes fontes de financiamento adicionais.

Na sequência do forte crescimento da economia da América Latina e Caraíbas que se verificou na primeira década deste século, a procura de financiamento por parte dos países mutuários aumentou significativamente. De modo a poder dotar o Banco de recursos adequados para responder às necessidades da região, os acionistas acordaram em 2010 aumentar o capital do banco em 70 mil milhões de dólares para 170 mil milhões de dólares. Como consequência deste aumento de capital, o BID poderá manter de forma consistente volumes médios anuais de aprovações em torno dos 12 mil milhões de dólares, o que representa um incremento de cerca de 100 por cento em relação aos montantes aprovados na primeira metade da década passada.

De forma a conseguir ser um agente eficaz na promoção de um desenvolvimento sustentável e inclusivo, o Grupo do BID é constituído por três instituições distintas, nomeadamente o Banco Interamericano de Desenvolvimento (BID), a Corporação Interamericana de Investimentos (CII) e o Fundo Multilateral de Investimentos (FUMIN). Estas três instituições possuem mandatos distintos e permitem ao Grupo desempenhar um papel ativo em praticamente todo o espectro da sociedade, intervindo desde o
apoio a comunidades mais desfavorecidas, até ao financiamento de grandes infraestruturas de impacto transnacional.

O BID é de longe a maior instituição do Grupo, mobilizando anualmente cerca de 95 por cento dos recursos. É responsável por todas as operações com garantia soberana e por operações sem
garantia soberana de maiores dimensões, comummente designadas como operações de desenvolvimento do
sector privado. A CII representa pouco menos de 5 por cento da mobilização de recursos do Grupo e dedica-se em exclusivo ao financiamento de PME, podendo fazê-lo diretamente, ou através de outras instituições financeiras. A Corporação possui um perfil único no panorama das multilaterais financeiras,
uma vez que é a única com possibilidade de financiar empresas de menor dimensão, quer através de dívida, quer através de aquisição de posições de capital. Finalmente, o FUMIN é a instituição do Grupo que tem como mandato promover o desenvolvimento do setor privado através do financiamento e implementação de projetos inovadores que beneficiem as franjas mais pobres e desfavorecidas da sociedade. Em termos de aprovações anuais, o FUMIN é a instituição de menor dimensão no Grupo, representando menos de um
por cento do volume de operações.

Não obstante o Banco financiar projetos num espectro bastante alargado de setores e agentes económicos, os apoios ao setor dos transportes, água e saneamento, energia, modernização do Estado e investimentos sociais representaram mais de 60 por cento da alocação de recursos do BID em 2012. É ainda de referir que cerca de 25 por cento dos projetos financiados pelo Grupo têm uma componente de combate às alterações climáticas, quer na vertente de mitigação, quer na vertente de adaptação, constituindo esta temática um pilar central de atuação do Grupo.

Oportunidades de negócio
Portugal tornou-se acionista do BID em 1982 e desde então as empresas portuguesas têm possibilidade de aceder a um mercado que em 2012 superou os 12 mil milhões de dólares. Grosso modo, as oportunidades dividem-se entre procurement e operações de financiamento a entidades do setor privado para projetos de
investimento em países da região.

O mercado do procurement no âmbito de projetos financiados pelo Grupo do BID representa aproximadamente 85 por cento das aprovações do Grupo e subdivide-se nas componentes de bens e obras e serviços de consultoria que, conjuntamente, geram mais de 16 mil contratos anuais. A primeira componente, bens e obras, representa 70 por cento do total do procurement e apresenta um valor médio por contrato de 1,2 milhões de dólares. A componente de consultoria, apesar de representar apenas 30 por cento do procurement do Banco em montante, é responsável por cerca de 85 por cento do total de contratos assinados, o que leva consequentemente a um valor médio de contrato bastante inferior, que se situa nos 84 mil dólares.

É de salientar que em cerca de 95 por cento do procurement o BID é apenas a entidade financiadora e, como tal, não seleciona os vencedores dos contratos das operações por si financiadas. Toda esta gestão fica sob a responsabilidade da entidade executora, que tradicionalmente é uma instituição pública no país de implementação do projeto. No entanto, esta entidade está contratualmente obrigada a respeitar as normas de procurement do Grupo BID e este supervisiona todo o processo para assegurar que a selecção foi levada a cabo de forma imparcial, de acordo com princípios de concorrência e eficiência e em total respeito pelas regras estabelecidas.

É igualmente importante referir que nestas licitações existem vantagens competitivas importantes por parte das empresas locais, a quem são adjudicados 97 por cento dos contratos de procurement. A vantagem competitiva mais importante poderá ser a proximidade geográfica, que permite participar em licitações de montantes mais reduzidos. De facto, em 2012, o valor médio dos contratos assinados com empresas da região situou-se nos 230 mil dólares, enquanto os contratos assinados com empresas de países fora da região de operações se situam nos 1,35 milhões de dólares.

Apesar desta forte vantagem para empresas locais, os contratos ganhos por empresas que se encontram fora da região ALC representam uma verba superior a mil milhões de dólares, constituindo uma oportunidade importante para as empresas portuguesas.

A título exemplificativo, os empréstimos do BID para bens e obras financiam a construção, reabilitação,
expansão ou melhoria de edifícios da administração pública, escolas, hospitais, infraestruturas de água potável, esgotos, gás natural, sistemas de irrigação, rede elétrica, estradas, portos, aeroportos e caminhos-de-ferro.

Na componente de consultoria, incluem-se estudos de viabilidade económica, financeira, técnica, ambiental, conceção, monitorização e avaliação de projetos, supervisão e gestão de projetos de infraestruturas, auditorias, formação e preparação de documentos para contratos e licitações.

A componente de financiamento a entidades do setor privado representa cerca de 1.900 milhões de dólares, sendo que 1,5 mil milhões de dólares dizem respeito ao BID e cerca de 400 milhões à CII. A dimensão média de operações do setor privado do BID situa-se nos 33 milhões de dólares, enquanto a da CII, por trabalhar exclusivamente com PME, se situa nos 5 milhões de dólares.

in Portugal Global, Abril 2013.

[APOIO DOCUMENTAL PARA TRABALHOS] GUIA DE INVESTIMENTO Moçambique 2012/2013

GUIA DE INVESTIMENTO / INVESTMENT GUIDE Moçambique / Mozambique 2012/2013

Este Guia foi preparado por uma equipa multidisciplinar composta por Advogados Moçambicanos do GLM – Gabinete Legal Moçambique e por Advogados de PLMJ, ao abrigo de um Acordo de Cooperação Internacional e de Adesão à Rede “PLMJ International Legal Network”, em estrito cumprimento das regras deontológicas aplicáveis.