Professional Documents
Culture Documents
Destaques 32
16
Actual
Uma dupla aposta motorizada
34
36
74
ESTILOS
Capital distinguida como Superbrand
Capa
Contabilidade Organizada a chave do sucesso
O concurso Best Media Design uma competio criativa anual, organizada pela empresa Zoom, que visa estimular a criatividade no design grfico dos jornais, revistas e demais publicaes de circulao impressa. Em Outubro, teve a sua primeira edio e a revista Capital ganhou um prmio na categoria de Ilustrao Digital, numa Gala onde a entrega de prmios constituiu o momento mais alto, contando com a presena da presidente da Assembleia da Repblica, Vernica Macamo.
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Propriedade e Edio: Mozmedia, Lda., Av. MaoTsTung, 1245 Telefone/Fax: (+258) 21 303188 revista.capital@ mozmedia.co.mz Director Geral: Andr Dauane andre.dauane@mozmedia.co.mz Directora Editorial:HelgaNeida Nunes helga.nunes@mozmedia. Directora Executiva: VanizeManjate - vanize.manjate@mozmedia.co.mz co.mz Redaco: ArsniaSithoye - arsenia.sithoye@mozmedia.co.mz;Srgio Mabombo sergio.mabombo@mozmedia.co.mz Secretariado Administrativo: Indira Muss indira.mussa@mozmedia.co.mz; Cooperao: CTA; Ernst &Young; Ferreira Rocha e Associados; PriceWaterHouseCoopers, ISCIM, INATUR, INTERCAMPUS Colunistas: Antnio Batel Anjo, E. Vasques; Elias Matsinhe; Federico Vignati; Fernando Ferreira; Hermes Sueia; Joca Estvo; Jos V. Claro; Leonardo Jnior; Levi Muthemba; Maria Uamba; Mrio Henriques; NadimCassamo (ISCIM/IPCI); Paulo Deves; Ragendra de Sousa, Rita Neves, Rolando Wane; Rui Batista; Sara L. Grosso, Vanessa Loureno; Fotografia: Lus Muianga, Amndio Vilanculo; Gettyimages. pt, Google.com; Ilustraes: Marta Batista; Pinto Zulu; Raimundo Macaringue; Rui Batista; Vasco B. Paginao: Arlindo Magaia Design e Grafismo: Mozmedia Departamento Comercial: Neusa Simbine neusa.simbine@mozmedia.co.mz, LoniMachava loni.machava@mozmedia.co.mz ; Distribuio:mpia info@impia.co.mz; Mozmedia, Lda.; Mabuko, Lda. Registo: N. 046/GABINFO-DEC/2007 - Tiragem: 7.500 exemplares. Os artigos assinados reflectem a opinio dos autores e no necessariamente da revista. Toda a transcrio ou reproduo, parcial ou total, autorizada desde que citada a fonte.
Editorial
Bem-vindo
Estado de insegurana prejudica investimentos
usto num momento em que Moambique sobe sete posies no ranking de Doing Business do Banco Mundial, as intenes de investimento descem motivadas pela tenso poltica, que se vive no centro do Pas, e pela agitao social provocada pela onda de sequestros nos principais centros urbanos. De um lado, o Governo empenhou-se em gizar reformas no sentido de transformar Moambique numa fonte de atraco de investimentos. Dos 10 indicadores da classificao global do Doing Business, conseguiu melhorar dois de forma significativa. O que se traduz num motivo de orgulho. Do outro lado, e independentemente de todos os esforos, a sucesso de raptos e ataques militares prejudica a imagem do Pas como um destino seguro para investir. Empresrios e investidores, mais ou menos longnquos, assistem e ouvem as notcias apreensivos e com o receio de quem teme o pior. Os que pensavam investir no Pas j equacionam outros destinos social e politicamente mais calmos. E entre os que j investiram, h quem contemple a hiptese de vender todos os terrenos e negcios em busca de um lugar mais seguro e h mesmo quem pondere abandonar Moambique com a famlia. Existe um receio altamente contagiante. H empresrios com medo de visitar os seus empreendimentos nas zonas de tenso, apesar de saberem que o tempo passa e que as oportunidades no esperam. E j se contabilizam prejuzos em determinados investimentos com a situao que se vive, em particular os que dizem respeito aos transportes de pessoas e bens, devido ao condicionamento da circulao ao longo da EN1 e demais vias que unem o territrio nacional. O que est a acontecer em nada abona a sade da economia. O clima de insegurana preocupa e afecta tanto a sociedade civil como a comunidade internacional. Os comentrios tecidos por alguns representantes de organizaes e os comunicados emitidos pelas embaixadas so sintomticos de um clima de mal-estar, sobressaindo a ideia de que a clivagem social existente encontra-se na base do problema dos sequestros. O que ir acontecer daqui em diante? Se o estado de insegurana se mantiver, o mais certo que o preo dos transportes e dos alimentos no mercado disparem. Como no existem condies favorveis, a produo agrcola poder eventualmente diminuir j para no falar da indstria. Entretanto, informaes veiculadas transmitem a ideia de que algumas multinacionais j esto a pensar se vale a pena manter os seus efectivos no terreno. Este cenrio pode vir a ameaar os investimentos nos recursos naturais, e no s. Se assim for, as previses da consultora Business Monitor International de Moambique atingir, em 2020, um pico de crescimento de 15%, assim como outros prognsticos igualmente optimistas, podero cair por terra. Mais do que nunca, a segurana uma condio sine qua non para a gesto de uma s economia.c
48
UP-GRADE
66
Perspectiva
Angola: A tendncia a da megalomania
60
Perspectiva Turismo
A aposta segura no turista exigente
Contents
HIGHLIGHTS 33
18
Current
A double-win vehicle
35
37
75
Lifestyle
Capital is distinguished as Superbrand
Cover
Organized Accounting is the key to success
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Property and Edition: Mozmedia, Lda., 1245 MaoTsTung Av., Telephone/Fax: (+258) 21 303188 revista.capital@ mozmedia.co.mz Managing Director: Andr Dauane andre.dauane@mozmedia.co.mz Editorial Director: Helga Neida Nunes helga.nunes@mozmedia. Executive Director:VanizeManjate - vanize.manjate@mozmedia.co.mz co.mz Editorial Staff: ArsniaSithoye - arsenia.sithoye@mozmedia.co.mz; Srgio Mabombo sergio.mabombo@mozmedia. co.mz Administrative Secretariat: Indira Muss indira.mussa@mozmedia.co.mz; Cooperation: CTA; Ernst &Young; Ferreira Rocha e Associados; PriceWaterHouseCoopers, ISCIM, INATUR, INTERCAMPUS Columnists: Antnio Batel Anjo, E. Vasques; Elias Matsinhe; Federico Vignati; Fernando Ferreira; Hermes Sueia; Joca Estvo; Jos V. Claro; Leonardo Jnior; Levi Muthemba; Maria Uamba; Mrio Henriques; NadimCassamo (ISCIM/IPCI); Paulo Deves; Ragendra de Sousa, Rita Neves, Rolando Wane; Rui Batista; Sara L. Grosso, Vanessa Loureno; Photography: Lus Muianga, Amndio Vilanculo; Gettyimages.pt, Google.com; Illustrations: Marta Batista; Pinto Zulu; Raimundo Macaringue; Rui Batista; Vasco B. Page make-up: Arlindo Magaia Design and Graphics: Mozmedia Commercial Department: Neusa Simbine neusa.simbine@ mozmedia.co.mz, Loni Machava loni.machava@mozmedia.co.mz ; Distribution: mpia info@impia.co.mz; Mozmedia, Lda.; Mabuko, Lda. Registration: N. 046/GABINFO-DEC/2007 - Printing: 7.500 copies. The articles reflect the authors opinion, and not necessarily the magazines opinion. All transcript or reproduction, partial or total, is authorised provided that the source is quoted.
Editorial
Welcome
State of insecurity affects investments
R
50
UP-GRADE
Time passes, deadlines are renewed and the glass never sets off!
63
Perspective Tourism
The safe bet for the demanding tourist
ight when Mozambique moves up seven spots on the ranking in Doing Business of the World Bank, the investment intentions decrease due to the political tension that is being lived in the center of the country, and by the social agitation provoked by the wave of kidnappings that are happening in main urban centers. On the one hand, the Government has tried to create reforms to turn Mozambique into an attractive country for investors. Of the 10 indicators of the global classification in Doing Business, two of them improved significantly. Which has translated into a reason for pride. On the other hand, and regardless of all the other efforts, the succession of kidnappings and military attacks have tainted the countrys image as a safe place for investments. Business-men and investors, from far away places, watch and hear the news, apprehensive and fearing the worst. Those who hoped to invest in the country, are already searching for other destinations that are more socially and politically stable. And among those who have already invested, there are those who plan to sell all of their possessions in search of a safer location, and there are those who may abandon Mozambique altogether. There is a contagious feeling of apprehension. There are business-men who fear visiting their business in places of high tensions, even though they know that time doesnt stop, and that opportunities are passing them by. The costs of certain investments can already be accounted for because of the current situation, in particular transport of both people and goods, due to the conditional circulation along the EN1 and the other routes that connect the national territory. What is happening is not conduces to the health of the economy. The climate of insecurity worries affects both civil society as well as the international community. The comments made by some of the representatives of organizations and memos sent out by embassies are sympathetic with the bad climate, highlighting the idea that the social problems are occurring as a result of the kidnappings. What will happen now? If the state of insecurity persists, it is probable that the price of transport and of food in the country increase drastically. As the conditions are not favorable, the agricultural production may eventually diminish, not to mention the industry itself. Meanwhile, information is circulating from some multi-nationals that are already thinking about whether or not they want to maintain operations in the country. This scenario could threaten investments into natural resources, amongst other things. If thats the case,then the prevision made by the consultants from Business Monitor International for Mozambique to reach, by 2020, the growth rate of 15%, as well as other prognosis that are equally optimistic, could hit rock bottom. More than ever, security is a sine qua non condition, for the management of a healthy economy. c
Magazine DEZEMBRO/JANEIRO DEZEMBRO/JANEIRO Magazine Maro 2014 2013 2014 CAPITAL CAPITAL Magazine CAPITAL
Comea o ano em grande. Agora ao aderires a um PACOTE DUPLO+PLUS, a TVCABO oferece um desconto de 20% na mensalidade do Pacote Plus. Adere antes que a promoo acabe! Adere j atravs do 21 480 550 / 820 480 500 ou numa loja TVCABO. /tvcabo
INSTALAO
www.tvcabo.mz
GRTIS
E EQUIPAMENTOS
Capitoon
EM BAIXA
Mais um desFalQue Na Educao! Uma equipa de inspeco da Direco Provincial de Maputo est a investigar os Servios Distritais de Educao, Juventude e Tecnologia no distrito de Matutune, por indcio de desvio de mais de um milho de meticais, atravs da duplicao de folhas de salrios em 24 escolas de um total de 28 que processam salrios neste distrito do sul do Pas. FroNteira de Paragem Nica vai leNta A empresa Maputo Corridor Logistics Initiative (MCLI) defende que Moambique e frica do Sul precisam de acelerar a implementao efectiva do projecto da fronteira de paragem nica, em Ressano Garcia, como forma de contribuir para a reduo dos custos das transaces e para o aumento das oportunidades de incremento do comrcio e desenvolvimento das PMEs de ambos pases. Para a entidade regional, com interesses no desenvolvimento de infraestruturas e promoo do Corredor de Maputo, a falta da Paragem nica afecta de forma negativa as hipteses de capitalizao das oportunidades de investimento no Porto de Maputo, a expanso do comrcio e a criao de mais postos de emprego.
EM ALTA
Vale Forma e emprega JoveNs de MoatiZe Vinte e cinco jovens da Vila de Moatize, em Tete, concluram a primeira fase do Curso de Operao de Equipamento de Mina, organizado pela Vale Moambique. Durante seis meses, os beneficirios foram formados em matrias operacionais que lhes possibilitam ingressar no quadro de pessoal da mineradora. Como tal, so 50 os jovens nativos de Moatize que conseguiram emprego no investimento da companhia brasileira. MiNistrio de Agricultura FiNaNcia campoNeses Mais de dois milhes de meticais foram desembolsados, ao longo do ltimo ano, pelo Projecto de Desenvolvimento de Irrigao Sustentvel, PROIRRI, do Ministrio da Agricultura, aos agricultores e associaes de camponeses nas provncias da Manica, Sofala e Zambzia, no quadro do instrumento de transferncia de recursos financeiros directamente aos beneficirios dos sistemas de irrigao, entre outros actores relevantes na cadeia de valor para a produo agrcola.
mo armada. Ministro do Turismo, Carvalho Muria, falando aps o lanamento da primeira Feira Internacional de Turismo, em Marracuene.
12
Capitoon
IN HIgh
Vale traiNs aNd emploYs Youth iN MoatiZe Twenty five youths from the village of Moatize, in Tete, concluded their first phase of the Mining Equipment Operation Course, held by Vale Mozambique. For six months, the beneficiaries were trained in the use of operational machinery which allowed them to apply to be part of the staff at the mine. As such, there is a total of 50 native Moatize youths that were able to find employment through the investment of the Brazilian company. MiNistrY oF Agriculture FiNaNces Farmers More than 2 million meticais were distributed, last year, by the Ministry of Agricultures Project for the Development Sustainable Irrigation, PROIRRI, to farmers and their associations in the provinces of Manica, Sofala, and Zambezia, as an instrument of the transfer of financial resources directly to the beneficiaries of the irrigation systems, amongst other relevant actors in the value chain of agricultural production.
14
Av. 25 de Setembro Nr. 2009 Caixa Postal Nr. 2183 Tel. +258 21309068/328998 Fax. +258 21328997/333809 info@afritool.co.mz Maputo - Moambique
A mais de 13 anos a proporcionar os mais altos padres de Servios,com Produtos de Qualidade, Preos Competitivos, Ideias Inovadoras, atendimento personalizado
AcTUaL
O
16
Entreposto Auto lanou a nova Pick-up ISUZU KB que estar disponvel no mercado em trs novas verses. A nova ISUZU KB hoje um testemunho da liderana da ISUZU na construo e inovao tecnolgica em motores a diesel. Destaca-se nesta nova ISUZU os novos chassis, suspenso e transmisso e a nova tecnologia que atribui mais conforto e comodidade ao condutor. Mais espaosa (com 4 portas na cabine longa) e com maior capacidade de carga, a nova ISUZU KB alia o avano tecnolgico ao estilo e design exterior incomparveis, e um habitculo inte-
rior futurista com materiais de elevada qualidade fazem desta carrinha a viatura ideal para o seu condutor trabalhar e aproveitar bem os seus momentos de lazer. O ar condicionado automtico, o sistema de som inovador, o volante multifuncional (com controlo de rdio, telefone e cruisecontrol), tal como com o novo design de assentos, sensores de estacionamento, nvel acrescido de segurana do habitculo, abertura de portas simtrica da verso de cabine dupla, so alguns dos elementos diferenciadores da nova ISUZU KB. Com o lanamento da sexta gerao das novas verses da Isuzu KB - Cabine Simples, Cabine Longa e Cabine
Dupla - o Entreposto Auto refora assim a oferta destas viaturas que mantm os atributos de confiana, agilidade, conforto, tecnologia e segurana. Faa um test drive e veja por si mesmo o que esta dupla aposta motorizada (vocacionada para trabalho e lazer) capaz de fazer por si.c
CURRENT
A double-win vehicle
New Isuzu KB
E
18
ntreposto Auto launched the new ISUZO KB pick-up truck, that will be available in the market in three versions. The new ISUZO KB is a symbol of ISUZUs leadership in the technological innovation and construction of diesel motors. This new ISUZU has new chassis, suspension, and transmission, as well as new technology that gives the driver more comfort and is more convenient. More spaious (with 4 doors on the long cabin), and with larger storage
space, the ISUZO KB joins technological advancement with incomparable exterior design, and a futurestic internal habitat with high quality materials make this vehicle ideal for a driver to enjoy both working and to make good use of moments of leisure. The automatic air conditioning, an innovative sound system, a multifunctional steering wheel (with radio control, a telephone, and cruise control), as well as a new design for the chairs, parking sensors, higher internal security measures, and sym-
metrical door-openings like that of the double-cabin, are some of the differential elements of the new ISUZO KB. With the launch of the sixth generation of the new version of the ISUZO KB- Single Cabin, Long Cabin, and Double Cabin- Entreposto Auto reinforces their offers on these vehicles which maintain their attributes of security, agility, comfort, ethnology, and safety. Test drive one of the cars and see for yourself what this doblewin vehicle (made for work and for pleasure) can do for you. c
Briefing MUNDO
D.R.
D.R.
19
Briefing MUNDO/WORLD
OPORTUNIDADE DE NEGCIO
merciais. Como tal, s ero reunidas empresas e instituies de Angola, Moambique, Portugal, Brasil e da ndia. A ndia, segundo Aurobindo Xavier, tem seguido uma intensiva busca de negcios em cada um dos pases lusfonos, particularmente nos maiores (Brasil, Angola e Moambique) pois descobriu que esse eixo no hemisfrio sul traz vantagens em termos de cooperao bilateral e de explorao dos recursos naturais desses pases.c
The International Energy Agency (IEA) revised, recently, the high estimate for the global need for petroleum for 2014, due to the increase in consumption of this raw material in emerging countries (energy for industrial use), in Africa (substituting electricity) and in Japan (compensating for various nuclear centers). According to the IEA, who also justifies the revision due to greater use of petroleum to generate electricity, the annual consumption of petroleum for this year will be 91 million barrels a day, which represents a daily increase of 1.1 million barrels a day from 2012. For 2014, the Agency predicts that the consumption will increase to 92.1 million barrels a day. Meanwhile, they foresee a decrease in the demand for petroleum by European countries that belong to the IEA to 14.2 million barrels a day, in 2013, against the 14,4 million barrels a day in 2012, and to 14.1 million barrels a day for 2014. c
20
Briefing WORLD
in 2015, against the 88 thousand million for 2012. Petroleum and gas will be the pillars of this relationship. Dmitry Medvedev, the Russian Prime-Minister, hopes that the agreements signed in the area will become concrete in an orderly manner and that the ones still being discussed will be signed soon. One of the agreements signed was for Rosnef. The contract, valid for a decade, forces the provision of 200 thousands barrels of crude oil a day to SINOPEC. The deal is worth over 85 thousand million dollars. To this are added partnerships for the exploration of Siberia, with a contract for refueling over 3 million tons of gas per annum by Novatek. The gas will reach China, because Chinese leaders hope that with this new energy source, it will give their industries a more competitive edge. They are lacking though, an agreement about the fueling of gas from Gazprom to China.c
BUSINESS OPPORTUNITY
India and Portuguese-speaking countries want to increase the potential of Business relationships
The International Conference India and the market for Portuguesespeaking countries will be an opportunity to create a common platform between India and these countries, according to the president of the Goa Society for Portuguese-speaking countries, Aurobindo Xavier. The objective of the conference, which will take place in Goa n January, is to create a platform, and to be a unifier for the various business participants so that they can have direct contact and establish working relationships. As such, companies from Angola, Mozambique, Portugal, Brazil, and India will meet. According to Aurobindo Xavier, India has done intensive research into business opportunities in eat of the Portuguese-speaking countries, especially the larger ones (Brazil, Angola, and Mozambique) because they discovered that this niche in the southern hemisphere will bring great advantages in terms of bilateral cooperation and exploration of natural resources in those countries.c
D.R.
D.R.
21
Briefing FRICA
D.R.
D.R.
22
D.R.
Briefing FRICA/AFRICA
na costa de Angola. De acordo com um comunicado da empresa, no Bloco 20 o poo Lontra 1 chegou mxima profundidade, e a perfurao e os resultados da avaliao confirmam a descoberta de gs e petrleo, mas mais estudos, incluindo um teste de perfurao, so necessrios para aferir todo o potencial, que dever ser revelado antes do final do ano. Os parceiros da Cobalt neste bloco so a angolana Sonangol e a britnica BP Exploration Angola. Alm desta descoberta, a empresa anunciou tambm uma descoberta de petrleo no Bloco 21, mas afirmou que est a enfrentar problemas operacionais na perfurao. c
D.R.
The governments of Mozambique, the South African Province of Kwazulu-Natal (KZN), Swaziland, and Seychelles have committed to mobilizing financing for the continuity of the annual expedition of the East3Route, which should promote tourism development in the area that is shared by those countries. The commitment was made recently, at the last conference about tourism investments in Swaziland, and being that the molds for which the next edition of the conference are unknown, because when the initiative began in 2011, the KZN Government only guaranteed financing for the first three expeditions. Without certainty of how they will continue, each country confirmed the need to continue with the annual expedition, that since 2011 consists of moving over 200 individuals that are in the tourism sector of the government, are tourism operators, agents, or journalists from KZN, Swaziland, and southern Mozambique.c
23
Briefing AFRICA
D.R.
Cobalt announces the discovery of petroleum and natural gas of the coast of Angola
The North American oil company, Cobalt, announced the discovery of petroleum and gas in the their deep sea exploration sites in Lontra and Mavinga, on Angolas coast. Acording to their press release, At block 20 the drill Lontra 1 at maximum depth, and the perforation and the results of the analysis confirm the discovery of gas and petroleum, but more studies, including a drill test, are needed to examine the full potential, which should be released before the end of the year. Cobalts partners in this block are the Angolan company Sonangol and the british company BP Exploration Angola. Besides this discovery, the company also announced the discovery of petroleum on block 21, but they say they are having operation difficulties with the drilling.c
24
D.R.
Briefing MOAMBIQUE
D.R.
cola 2011/2012. Entre 2011 e 2012, o pas alcanou o pico da cultura, com colheitas estimadas em 184 mil toneladas. Os dados foram revelados pelo Instituto do Algodo de Moambique (IAM), no distrito de Meconta, em Nampula, local onde esta cultura regista uma grande aceitao em termos produo pelos camponeses. Segundo o IAM, dois factores influenciaram a queda dos volumes de produo do algodo-caroo na safra cujo processo de comercializao se encontra na fase conclusiva. Por um lado, o preo de compra que vigora, que se quedou nos 10,50 meticais o quilograma, contra os 15,00 meticais praticados na campanha anterior. Por outro lado, a existncia de algumas questes climatricas adversas que induziram a quebras de produo.c
poder, em breve, ter uma ligao area directa com Moambique na sequncia da assinatura de um acordo de aviao civil entre os dois pases. Prev-se inclusive que as companhias areas pblicas das duas naes entrem num acordo que torne possvel a realizao de voos regulares. Recorde-se que a ltima companhia a estabelecer ligaes internacionais com Moambique foi a Qatar Airways que, em Outubro do ano passado, iniciou voos entre Doha e Maputo. Os trs voos semanais para a capital moambicana operam via Joanesburgo, usando a aeronave Boeing 777 que a companhia possui para longos percursos. Com esta entrada no mercado, a companhia area do Qatar juntou-se a outras tantas empresas internacionais que j operam no mercado moambicano, como so os casos da South African Airways, Transportadora Area Portuguesa, Kenya Airways e Ethiopia Airlines. Moambique considerado uma rota
A Ndia
com grande potencial atravs da ligao aos importantes mercados da Europa, sia e demais regies do mundo.c
25
Briefing MOZAMBIQUE
26
D.R.
The countrys production of raw cotton, relative to the recently ended agricultural campaign, point towards a decrease of 84 thousand tons of the product when bought at the volume of production registered for the 2011/2012 agricultural campaign. Between 2011 and 2012, the country reached the peak of production, with harvests estimated to be around 184 thousand tons. The data was released by the Mozambican Cotton Institute (IAM), in the district of Meconta, in Nampula, where the crop registered great success in terms of production with the local farmers. According to IAM, two factors influenced the decrease in the volume of production of raw cotton in the harvest, whose commercialization process is ints final stages. On the one hand, the current selling price, fell to 10.50 meticais per kilogram, in comparison to the 15,00 meticais from the last harvest. On the other hand, there are some adverse climate issues that induced irregularities in production. c D.R.
is over three decades old, has been taking steps to recover its image. One of these strategies is to improve costumer care.The company also hopes to branch out into transport and communications, and plans to introduce a Postal Bank in 2014, and right now negotiations are taking place between the Post Office and some financial institutions in the mozambican market.c
27
D.R.
Fall in Cotton
DOSSIER
57,7
60,5
39,5
65,7
34,3
66,5
33,5
Fonte: MPD
O
28
prolongamento dos efeitos da crise financeira nos pases desenvolvidos, no prximo ano, poder criar uma onda de contgio para Moambique, reflectindo-se na reduo do fluxo de recursos externos que financiam o Oramento do Estado (OE), assim como do volume de Investimento Directo Estrangeiro. Ao mesmo tempo, o ritmo de reduo da dependncia externa vai abrandar, contrariando a tendncia
dos ltimos anos. As previses do Governo, veiculadas na Proposta do Plano Econmico e Social para 2014 (recentemente submetido Assembleia da Repblica), apontam para a queda da dependncia externa em menos de 1%, depois de ter reduzido em mais de 5% entre 2012 e 2013. Os nmeros sugerem que a proporo de substituio do apoio dos Parceiros de Apoio Programtico (G19) por recursos internos ser relativamente menor.
A economia moambicana vem registando um rpido recuo dos nveis de dependncia externa desde a criao da Autoridade Tributria, em 2006, que trouxe rigor no processo de cobrana de impostos. Com efeito, o financiamento externo ao Oramento do Estado, que se situava em cerca de 60%, reduziu a um ritmo acelerado e hoje situa-se quase pela metade. Mas os efeitos negativos da conjuntura internacional no se faro sentir apenas em relao ao apoio
2011
2012
2013
2014
A economia moambicana vem registando um rpido recuo dos nveis de dependncia externa desde a criao da Autoridade Tributria, em 2006, que trouxe rigor no processo de cobrana de impostos. Com efeito, o financiamento externo ao Oramento
Monetrio Internacional (FMI). Ainda de acordo com informaes sobre a economia nacional, um dos indicadores favorveis economia moambicana ser a reduo do preo do petrleo, um dos principais produtos de importao de Moambique. Segundo os dados do FMI, as cotaes do barril de petrleo do tipo
Brent reduziram de 105 dlares, em 2012, para 102 dlares em 2013. Para o ano de 2014, prev-se uma reduo ainda maior no preo de petrleo (para 97,6 dlares). No entanto, para o caso de Moambique, a estes preos deve-se acrescentar os custos de refinao e transporte para a produo dos derivados de Petrleo. c
8,4
7,2
em cerca de 60%, reduziu a um ritmo acelerado e hoje situa-se quase pela metade.
2012
2013
Plano
Previso
2013
Previso
2014
97,6
104
105
102
oramental. O Investimento Directo Estrangeiro (IDE) tambm vai quebrar o ritmo de crescimento em 2014, depois do recorde registado em 2012, quando o IDE esteve na casa dos mais de 5 mil milhes de dlares. No prximo ano, este indicador cai para pouco mais de 4 mil milhes de dlares, que sero assegurados pelos projectos de explorao dos diversos recursos naturais, sobretudo o gs e o carvo.
29
DOSSIER
he prolonged effects of the financial crisis in developed countries, next year, may create a contagious wave for Mozambique, reflecting in the reduction of the flux of external resources that finance the State Budget (SB), as well as the amount of Direct Foreign Investment. At the same time, the rate of reduction of external dependent will slow down, contracting the tendency of the past few years. The Governments predictions, guided by the Proposal for the Economic and Social Plan for 2014 (recently submitted to the General Assembly) point to the decrease in the external dependency by less than 1% after the reduction of more than 5% from 2012 to 2013. The numbers suggest that the proportion of the substitution of support from the G19 Support Program Partners for internal resources will be relatively lower. The Mozambican economy has been registering a rapid fallback in the level of external dependency since the creation of the Tributory Authorities, in 2006, which increased the accuracy of the taxation system. Effectively, the external financing for the State Budget, which is situated at around 60%, reduced at an accelerated rate and today it has been cutdown by almost half.
8,4
7,2
2012
2013
Plan
Forecast
2013
Forecast
Source: MPD
2014
Gaza
But the negative effects of the international conjuncture will not make themselves felt only in terms of budget support. The Direct Foreign Investment (IDE) will also reduce in 2014, after the record registered in 2012, when
the IDE was over 5,000 million USD. The following year the indicator fell to a little over 4,000 million USD, which were insured by the natural resource exploration projects, mainly gas and coal.
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The Mozambican economy has been registering a rapid fallback in the level of external dependency since the creation of the Tributory Authorities, in 2006, which increased the accuracy of the taxation system. Effectively, the external financing for the State Budget, which is situated at around 60%, reduced at an accelerated rate and today it has been cutdown by almost half.
57,7
60,5
39,5
65,7
34,3
66,5
33,5
Source: MPD
reduziram de 105 dlares, em 2012, para 102 dlares em 2013. Para o ano de 2014, prev-se uma reduo ainda maior no preo de petrleo (para 97,6 dlares). No entanto, para o caso de Moambique, a estes preos deve-se acrescentar os custos de refinao e transporte para a produo dos derivados de Petrleo. According to the IMF data, the quota on the barrel of Brent petroleum reduced from 105 dollars in 2012, to 102 dollars in 2013. For 2014, the prevision is an even higher reduction of the price (to 97.6 dollars). In the meantime, in the case of Mozambique, the price of refining and transport of the various petroleum-based products needs to be added.c
2011
2012
2013
2014
Source: MPD
97,6
31
104
105
102
Foco ECONOMIA
Tomando em considerao a situao dos raptos e ataques militares, que se multiplicam nos ltimos tempos, h possibilidades de Moambique perder pontos nesta pesquisa e vir a constar da lista dos piores pases para investir.
que os empresrios esto com medo de visitar os seus empreendimentos nas zonas de tenso, o que poder fazer com que percam bastante verbas. O Centro de Promoo de investimentos (CPI) ainda no revelou dados sobre a tendncia dos investimentos no pas, mas tem afirmado que a tenso poltica no influenciou o volume de investimentos que Moambique tem estado a receber. A verdade que muitos investidores no sabem onde est localizada a tenso, neste momento, e, por conta disso, tm a impresso de que todo o territrio moambicano se encontra num estado de insegurana, facto que concorre para que recuem nas suas intenes de investir e com que tenham uma imagem negativa de Moambique como receptor de investimentos. O economista Humberto Zanqueu
avana que necessrio que haja uma resoluo urgente do diferendo para que o nvel de investimento estrangeiro no reduza e a economia no fique afectada de forma negativa. At Novembro, pelo menos 50 famlias moambicanas de origem asitica mudaram de sua residncia habitual, em Maputo, com destino vizinha frica do Sul e outras cidades asiticas, como forma de se protegerem face onda de raptos que tem estado a fustigar o Pas. O relatrio de Doing Business 2014 diz que Moambique subiu sete posies no ranking, encontrando-se na 139 posio em termos de pas que melhor ambiente negcios possui para o investimento, numa lista de 189 pases. Tomando em considerao a situao dos raptos e ataques militares, que se multiplicam nos ltimos tempos, h possibilidades de Moambique perder pontos nesta pesquisa e vir a constar da lista dos piores pases para investir. Neste momento, Moambique o nono melhor pas para se investir a nvel da Comidade dos Pases para o Desenvolvimento da frica Austral (SADC), num total de 15 pases liderados pelas Ilhas Maurcias e frica do Sul. Ser necessrio um redobrar de esforos na implementao de reformas para que o Pas passe s primeiras posies no rankig regional j que as Maurcias esto na 20. posio na classificao global do Doing Business.c
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Focus on ECONOMY
he wave of kidnappings and military attacks that have been happening in the country are harming the countrys image as a safe place for investment. The Americam Embassy, in Maputo, stated that, in October that the differences between the Government and Renamo are unravelling into an armed conflict that could have dire consequences for Mozambique. The Embassy of the Kingdom of the Netherlands joined the USA in an appeal for more productive dialogue between the two parts, especially because there were already business men from the kingdom who were aprehensive about coming to Mozambique, due to the climate of insecurity that is being transmitted to the society and international community. The President of the Mozambican Confederation of Economic Assciations (CTA), Rogerio Manuel, has publicly shown his concern in relation to the wave of violence linked to kidnappings, in Maputo and Beira, as well as the military attacks in the Nampula and Sofala provinces. Rogerio Manuel mentioned that investments were being harmed by the situation that is being lived, particularly those linked to transport of people and goods, due to the conditional circulation along the First National Road (EN1) and other routes in the country. The leader of the main business conglomerate said that business-men are scared to visit their sites in the areas of tension, which could result in great losses. The Center for Investment Promotion (CPI) hasnt revealed data about the investment trends in the country, but they have confirmed that the political tension has not influenced the volume of investments that Mozambique has been receiving. The truth is that a lot of investors
dont know where the tension is located, at this moment, and because of this, they are under the impression that all Mozambican territory is in a state of insecurity, a fact that makes them recede in their intensions to invest and that contributes to them having a negative image of Mozambique as a receiver of investments. The economist, Humberto Zaqueu, stated that it is necessary for there to be an urgent resolution to the differences so that the level of foreign investment doesnt reduce and the economy is not negatively affected. Until November, at least 50 families, of Asian origin moved from their residences in Maputo to South Africa and other asian cities, as a means of protecting themselves from the kidnappings that have taken hold of the country. The report from Doing Business 2014
stated that Mozambique rose seven positions in the ranking, finding themselves in the 139th position in terms of countries with the best business environment for investment, on a list conning 189 countries. Taking into consideration the kidnappings and military attacks that have multiplied recently, there is a real possibility that Mozambique may lose points and may join the ranks of the worst countries to invest in. At the moment, Mozambique is the ninth best country to invest in, in the Southern African Developing Countries (SADC), which has a total of 15 countries led by Mauritius and South Africa. Efforts will have to be doubled so that the country can be in the first spots of the regional ranks since Mauritius is in the 20th position in the Doing Business global classification.c
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um momento em que o mundo disputa mercados, em que os investidores esto de olho em bssolas que os possam levar aos melhores destinos para aplicarem o seu capital, o ndice Doing Business do Banco Mundial o principal termmetro do ambiente de negcios no Mundo colocou, generosamente, Moambique numa posio privilegiada para receber investimentos em 2014. O resultado do ltimo relatrio, publicado em finais de Outubro, aponta para uma subida no ranking global em sete posies do 146 para o 139 posto, num conjunto de 189 pases. O resultado no fruto do acaso. O Governo desdobrou-se em reformas visando tornar o pas num chamariz de investimentos. Assim, dos 10 indicadores considerados na classificao
CLASSIFICAO DA CPLP NO DOING BUSINESS 2004 PAS POrTUGal Brasil CabO VErdE MOambiQUE TimOr LEsTE AnGOla SO TOm E PrncipE GUin BissaU
global, conseguiu melhorar dois de forma significativa, nomeadamente a facilitao do alvar de construo e a facilitao dos procedimentos do comrcio transfronteirio. No entanto, a generosidade do Doing Business coincide com fenmenos que deitam abaixo todo e qualquer
Iten
Iniciar um negcio Lidar com alvar de construes Acesso electricidade Registo de propriedade Acesso ao crdito Proteco de investidores Pagamento de impostos Comrcio transfronteirio Cumprimento dos contratos Resoluo de insolvncias
+2 +46 -3 +1 -4 -1 -2 +5 No Variou +1
Variao do ranking
34
A wasted effort?
t a moment when the world disputes its markets, and when investors are looking for a compass that may lead them to the best places to apply their capital, the World Banks Doing Business index -the main thermometer for business environments worldwide- generously placed Mozambique at a privileged position to receive investments in 2014. The results of the last report, published at the end o October, point to an increase in the global ranking by seven spots- from the 146th position to the 139th, out a total of 189 countries. The result didnt occur by chance. The Government bent over backwards creating reforms in the hopes of turning the country into a magnet for investments. Out of the 10 indicators considered for the global classification, they were able to better two in a significant manner, namely the ease of construction permits and of commercial procedures across borders. Meanwhile Doing Businesss generosity, coincides with the phenomena that eliminates any and all efforts to better the business environment: the political tension in the center of the country , and the social agitation caused by the return of the wave of kidnappings in the past few days. The attacks my armed men in Sofala, as well as the kidnappings, have left mortal victims, and probably gain
Item
Starting a business Leading with construction permits Access to electricity Registering property Credit Access Investor protection Tax payments International Commerce Fulfillment of contracts Resolution of insolvencies
COUNTRY POrTUGal Brasil CapE VErdE MOZambiQUE EasT TimOr AnGOla SO TOm E PrncipE GUin BissaU
+2 +46 -3 +1 -4 -1 -2 +5 +1
Change in ranking
more international attention than the improvement in the business environment. Some international news agencies, amongst them Bloomberg, have cited international specialists that assure that these phenomena, particularly the political conflicts, will discourage large investors. British consultant group Oilprice, alerted in a memo that the tense military climate can throatier gas and coal investments, which are currently the most promising sources that can guarantee the prosperity of the countrys economy. If there are no doubts that the armed conflict and kidnappings are deteriorating the business environment, then there are great doubts about the possibility of the raise in the ranks of Doing Business will bring results. c
35
Foco EMPRESA
B
36
est Media Design, organizado pela empresa Zoom Publicidade e Marketing, visa estimular a criatividade no design grfico dos jornais, revistas e demais publicaes, e o esforo desenvolvido por um jri especializado, com representantes da ESARC (Escola Superior de Artes e Comunicao), culminou com uma Gala onde a entrega de prmios constituiu o momento mais alto, contando com a presena da presidente da Assem-
As categorias e os premiados
O cuncurso atribuiu os prmios de Melhor Design de Capa de Jornal ao Desafio; Melhor Design de Capa de
Focus on ENTERPRISE
est Media Design, organized by Zoom- Publicity and Marketing, hopes to stimulate creativity in the graphic designing of newsapers, magazines, and other publications, and the effort put forth by a specialized jury, with representatives from ESARC (School for Arts an Communication), resulted in a Gala where the prices were handed out and it was highlighted by the prize ceremony, which counted with the presence of the President of the General Assembly, Veronica Macamo. Sound, lights, music, and VIP guests marked the Best Media Design Gala, which took place on the 26th of October, in Maputo. Capital magazine, the weekly newspaper Savana, Exame and MozCeleb magazines, O Nacional newspaper, and Pao com Badjia magazine were the big winners of the night, in an event that also counted with the glamor of Cheny wa Gune, and the Municipal Song and Dance Company of Matola. During the opening of the Gala, Zooms general director, Luis Bila, confirmed that the event took place at a time when the world watched the changes in its communicational vision, seeing as, today, communication in written press doesnt rely solely on the use of text and photographic images. Bila spoke about the addition of infography, illustrations and cartoons, as a way of contributing not only to more elusive communication , but it is equally educational, and more legible.
tographic Illustration went to Moz Celeb; the Revelation prize went to Nacional, and the Best Digital Illustration went to Capital. The prize given to Capital magazine in the Digital Illustration category, was received by Helga Nunes, the Edito-
rial Director. The prize was won for an image shown in the Up Grade column, on the 65th edition, in June of 2013, which illustrated the article Praa de Touros without a dignifying image, and which was conceived by the graphic designer Arlindo Magaia.c
37
Filipe MaNdlate
Felizmente, os gestores esto a aumentrar a conscincia da vantagem de ter a contabilidade organizada, atravs da qual possvel acompanhar a evoluo do negcio e medir o desempenho da organizao.
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TEMA DE FUNDO
Filipe Mandlate, director-geral da consultora KPMG Moambique
Desde 1999, a KPMG realiza o concurso das 100 Maiores Empresas de Moambique, onde desfilam cerca de 180 empresas de grande gabarito financeiro e organizacional. Que contributo proporciona este concurso ao nvel de desempenho das empresas? O ranking tem permitido a comparao dos resultados e do desempenho das empresas que operam no mercado moambicano. O grande contributo apresentar-se como um valioso instrumento de anlise que colocado disposio dos investidores. Atravs do ranking, o investidor sabe que empresas operam num determinado sector e como se comportam, e pode identificar no s os potenciais parceiros como os concorrentes no mercado, e, em cada um dos vrios sectores da economia, identificar quais os que esto a registar um maior crescimento. Passadas 14 edies, que impacto o concurso obteve em termos de desempenho empresarial? H resultados. Os gestores passam a conhecer os resultados de outras empresas do mesmo ramo atravs do ranking. Da preocuparem-se em introduzir algumas inovaes, tanto nas suas estratgias de actuao como de gesto de modo a conseguir posies cimeiras em cada sector e um melhor posicionamento no ranking. Que requisitos devem as empresas preencher para participarem no concurso? At 10. pesquisa, exigiamos cerca de cinco milhes de meticais de vendas. Mas deixamos de colocar o tecto mnimo. O que temos estado a exigir que seja uma empresa legalmente constituda, com um mnimo de gos de gesto e deciso preconizados na Lei, e que tenha uma contabilidade organizada. No exigimos que a contabilidade seja auditada, mas tem de estar organizada para permitir as vrias anlises que pretendemos. Por muitos anos, o grande vencedor deste concurso foi a MOZAL. Este facto no estar a denunciar as fragilidades competitivas das outras empresas? A pesquisa sobre as 100 Maiores Empresas deve ser analisada no seu todo. No me parece correcto que nos fixemos num dos aspectos da pesquisa e por a tiremos ilaes sobre a pesquisa no seu todo. Isto , o ranking tem como critrio o volume de negcios, e neste aspecto a Mozal aparece no topo. Mas preciso ter em ateno que a partir da 10. pesquisa decidimos introduzir o ranking das melhores empresas com o objectivo de destacar a organizao com o melhor desempenho econmico e financeiro do ano em anlise com base em cinco factores: crescimento do volume de negcios; autonomia financeira; rentabilidade do negcio; rentabilidade de capitais prprios e liquidez. preciso ter em conta que, h alguns anos, a escola de gesto enaltecia a maior empresa, que a que tinha a maior contribuio no produto social global. Mas a escola de gesto evoluiu. Recentemente, interessa a melhor empresa. Porque uma empresa pode ser grande e no ser lucrativa, pode ter muitas vendas mas depender de muitas dvidas. Que mudanas se esperam na edio deste ano? Vamos continuar com esta iniciativa de premiar a melhor e destacar a maior. Acredito que vai haver novidades no ranking e em outros aspectos relativamente aos lderes sectoriais da actividade econmica. Vai haver modificaes no ranking da melhor empresa.
39
Em mdia, quantas empresas entram e saem do concurso anualmente? Que factores determinam as sadas? A participao voluntria. feita por empresas cujos gestores assumem na ntegra os princpios da governao corporativa, evidenciando a transparncia e dando informaes ao pblico sobre os resultados das suas operaes. H grandes empresas que no participam porque no divulgam seus resultados. Outras no participam porque so geridas como simples representaes comerciais e os resultados so consolidados ao nvel da sede fora de Moambique. Outras no participam porque no tm motivao bastante para tal. Mas temos uma mdia de 20 a 30 empresas novas a cada ano e temos entre 20 a 25 empresas que abandonam o ranking, embora algumas voltem a aparecer mais tarde. A reduo das vendas um dos motivos que levam algumas empresas a no participarem no ano seguinte. Um dos problemas a ausncia de contabilidade auditvel. Como que a KPMG classifica o estgio real das empresas nacionais neste captulo? verdade que ainda h muitos gestores de empresas que no assumem a necessidade fundamental de ter contabilidade organizada. Mas h uma tendncia global de mudana no sentido de organizar a contabilidade. Felizmente, os gestores esto a aumentrar a conscincia da vantagem de ter a contabilidade organizada, atravs da qual possvel acompanhar a evoluo do negcio e medir o desempenho da organizao. O ambiente de negcios em Moambique divide opinies. Relatrios do Governo do este indicador como saudvel e argumentam o seu posicionamento pelo crescimento cont-
nuo dos nveis de IDE. Para o sector privado o contrrio, o que se justifica pela queda de Moambique no ndice Doing Business do Banco Mundial. Qual o posicionamento da KPMG? A percepo da KPMG baseia-se na pesquisa que a prpria KPMG desenvolve sobre o ndice de Ambiente de Negcios em Moambique, desde 1998, com base numa amostra de cerca de mil empresas espalhadas pelo pas, em que aferimos a percepo dos agentes econmicos em relao a um conjunto de factores (macroeconomia, mercado financeiro, infraestruturas e servios, governao, mo-de-obra e inovao). De 2001 a 2012, o ndice de Ambiente de Negcios apresenta uma tendncia de estabilidade. No existe uma evoluo muito grande nem decrscimo do ndice e a causa est na percepo dos agentes econmicos sobre a qualidade do dilogo entre as instituies do Estado e o Sector Privado. Os agentes econmicos acham que o dilogo desenvolvido
no est a produzir um resultado palpvel. Em que aspectos o pas precisa de melhorar? Existem quatro factores crticos que impactam de forma negativa no ambiente de negcios: a corrupo, a criminalidade, o crime organizado, e o HIV/Sida e outras doenas. H, por outro lado, trs factores que do uma maior contribuio para a melhoria do ambiente de negcios: servios de comunicao, fornecimento de energia e gua e o desenvolvimento do mercado (expanso da procura). Os aspectos negativos dependem da actuao do Governo. Se as instituies do Estado tomarem medidas mais contundentes e eficazes, ser possvel melhorar o ambiente de negcios. a corrupo que tem a percepo mais negativa dos agentes econmicos e limita novos investimentos e oportunidades de negcio. A corrupo acrescenta um custo s operaes comerciais. Por outro lado, existe um custo de oportunidade. Ou
40
seja, os empresrios perdem tempo a tratar de assuntos causados pela corrupo. Alis, Moambique apresenta os piores nveis no que diz respeito falta transparncia escala mundial. Que sadas se impem para dar a volta situao? preciso que as instituies do Estado levem estes quatro fenmenos a srio (crime organizado, alto nvel de criminalidade, HIV/Sida e outras doenas, e corrupo). S com actos mais audazes das instituies do Estado ser possvel debelar este fenmeno e contribuir para a melhoria do ambiente de negcios. Portanto, as aces do Governo so a soluo.
Moambique um pas cujo crescimento vive do boom dos recursos naturais. Vrias opinies defendem uma maior ligao entre as PMEs e as grandes empresas como uma das melhores formas de tirar partido da presena desses recursos. Acha que as grandes empresas esto interessadas em se tornarem parceiras das empresas de pequena dimenso? Sou da opinio que sim. Se analisarmos o percurso no nosso pas, numa perspectiva histrica, o primeiro grande projecto foi o da Mozal e com o estabelecimento desse grande projecto houve parcerias com pequenas empresas. E, na altura, apareceram algumas empresas capacitadas a pres-
tarem melhores servios Mozal. O desafio que se colocava eram a contabilidade organizada e a adopo de determinados padres de qualidade e ambientais. O que est a acontecer, na nossa opinio, que os investidores moambicanos no tm conseguido tirar maior vantagem das oportunidades. De que forma as nossas PMEs podem tirar um maior partido das oportunidades? A condio fundamental passa por ter uma contabilidade organizada. Esta condio abre espao para a empresa poder aceder ao financiamento e por via disso melhorar a prestao empresarial.c
41
BACKGROUND THEME
Filipe Mandlate, general director of the consulting firm KPMG Mozambique
Filipe MaNdlate
Fortunstely, managers are becoming more conscientious of the advantage of having organized accounting, through which it is possible to accompany the evolution of a firm and to measure the performance of the organization.
43
44
modifications to the ranking of the best firm. On average, how many firms enter and leave the competition annually? What factors determine their removal? The participation is voluntary. It is done by businesses whos managers assume that their integrity lies in their principles of corporate governance, belief in evidence and transparency, and in providing information to the public about the results of their operations. There are large companies that dont participate because they dont want to show their results. Others dont participate because they are managed as commercial representatives and their results cant be consolidated by the headquarters outside of Mozambique. there dont participate because they arent motivated enough to do so. But we have around 20 to 30 new businesses every year, and between 20 to 25 that abandon the ranking, although some show up later. The reduction in sales is what leads some firms to not participate the following year. One of the problems is accounting that can be audited, how does KPMG classify the real state of national businesses in this aspect? The truth is that there are still a lot of managers that dont assume the need to have organized accounting. But there is a global tendency in terms of organizing finances. Fortunstely, managers are becoming more conscientious of the advantage of having organized accounting, through which it is possible to accompany the evolution of a firm and to measure the performance of the organization. The business environment in Mozambique has divided opinions. Government reports indicate it has healthy and argue their posi-
tion withcontinuous growth at the IDE levels. For the private sector it is the opposite, what justifies Mozambiques a lli n the rankings of Doing Business by the World Bank. What is KPMGs position? KPMGs perception is based on research carried out by us about the Index of the Business Environment in Mozambique, since 1998, based on a research of over a thousand businesses throughout the country, in which we confer the perceptions of economic agents in relation to a
variety of factors (macroeconomy, financial market, infrastructure and services, governance, technical skills and innovation). From 2001 to 2012, the Index of the Business Environment shows a tendency to stabilize. There isnt a large evolution in the decrease of the Index because of the perception that economic agents have of the quality of the dialogue between Public Institutions and the Private Sector. The economic agents believe that the dialogue isnt producing tangible results.
45
a lack of transparency worldwide. What solutions do you suggest to avert the situation? It is necessary that State Institutions take these four factors seriously (organized crime, high levels of criminal activity, HIV/AIDS and other diseases, and corruption). Only with more direct acts will the State be able to shake this phenomenon and contribute the a better business environment. Therefore Government actions are the solution. Mozambique is another country whos economy growth is a result of natural resources. Various opinions defend that a better link between small and medium businesses and large companies can be the best method of benefiting from these resources. Do you think that large companies are interested in partnerships with businesses of a smaller dimension? I am of the opinion that yes. If we analyze the path of a country, from a historical perspective, the first large project was MOZAL and with the establishment of this large project there were partnerships with smaller businesses. And, at the time, a few capable businesses emerged to provide services fr MOZAL. The challenge faced was the lack of organized accounting, and the adoption of certain quality and environmental standards. What is happening, in our opinion, is that Mozambican investors havent taken advantage of these opportunities. How can our small and medium enterprises take better advantage of these opportunities? The fundamental condition is having organized accounting. This condition opens the doors so that a business can receive financing and better its performance. c
In what aspects does the country need to improve? There are four factors that negatively impact the business environment: corruption, criminal activity, organized crime, and HIV/AIDS amongst other diseases. There are on the other hand, three factors that contribute to the improvement of the business environment: communication services, supply of energy and water, and the development of the market (procurement expansions). The negative aspects depend on
Government actions. If the State Institutions take more firm and efficient measures, it could be possible to better the business environment. Corruption has the most negative perception by the economic agents and limits our investments and business opportunities. Corruption increases the cost of commercial operations. On the other hand there is an opportunity cost. In other words, businessmen waste their time taking care of issues brought about by corruption. Actually Mozambique has some of the worst levels in terms of
46
UP-GRADE
Hiplito Hamela
Para ns, o mais importante arrancar com a fbrica e empregar pessoas, no o valor do contrato como tal,
E
48
m Julho de 2010, o Estado moambicano vendeu o patrimnio da Vidreira e Cristalaria de Moambique empresa moambicana SONIL Moambique Lda., que prometeu restaurar as fbricas e retomar a produo no ano seguinte. Passam hoje trs anos, e a produo ainda no arrancou. Em Janeiro de 2012, novas previses apontavam para a retoma at finais de Maro do mesmo ano. Naquela altura, estava j concluda a restaurao dos edifcios, o presidente do Instituto de Gesto das Participaes do Estado (IGEPE), Apolinrio Panguene, assegurou que a retoma na produo seria faseada, ou seja, a Cristalaria seria a primeira unidade a entrar em actividade, por ser a parte mais pequena, enquanto a Vidreira, a componente mais complexa,
iria retomar logo a seguir. A concretizar-se, a retoma da Vidreira e Cristalaria marca o renascer da fbrica que est inerte h mais de 13 anos devido guerra cilvil, e prev-se que empregue cerca de 200 pessoas. Passa-se o tempo, renovam-se os prazos, mas a produo ainda no est a acontecer. O que no deixa de ser preocupante, apesar dos sinais optimistas que gradualmente vo sendo emitidos pelos proprietrios do empreendimento, com a restaurao das infraestruturas. Alis, desde cedo, o Governo pretendeu que aquela unidade voltasse a produzir vidro. que, durante a paralizao, o IGEPE teve propostas de diversas entidades que pretendiam desenvolver outras actividades no lugar da fbrica, entre elas a transformao das instalaes
em lojas, armazm ou num local de culto religioso. Para ns, o mais importante arrancar com a fbrica e empregar pessoas, no o valor do contrato como tal, disse o ento presidente do IGEPE, Hiplito Hamela, aps a concluso do negcio de venda da Vidreira com a SONIL em 2010, negcio esse que envolveu 3,1 milhes de dlares. As previses iniciais indicavam investimentos em cerca de dois milhes de dlares para reactivar a fbrica at 2011. A nova proprietria da Vidreira uma empresa de ramo familiar com interesses em reas da actividade comercial, como a produo e comercializao de ch, tabaco, entre outros produtos. A SONIL tambm especializada no ramo de produo de embalagem.c
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UP-GRADE
Time passes, deadlines are renewed and the glass never sets off!
but production is not happening. This does not become less worrisome, regardless of the signs of optimism that are gradually being emitted by the owners of the establishment, and with the restoration of the infrastructure. Actually, from early on, the Government hoped that the entity would produce glass again. During its paralysis, IGEPE had several proposals from various entities that hoped to develop other activities where the factory was, among them transforming the space into a shopping mall, a warehouse, or a location for religious practices. For us, its important to start the factory and employ people, not the monetary value of the contract as such, said the current IGEPE president, Hipolito Hamela, after the conlusion of the negotiation of the sale of the Glass Factory with SONIL in 2010, which involved 3.1 million dollars. The predictions indicated that investments of around two million dollars could reactivate the factory until 2011. The new property of the Glass Factory is a business in a familiar branch with interests in commercial activity, as well as the production and sales of tea, tobacco, and other products. SONIL is also specialized in the production of packaging. c
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n July of 2010, the Mozambican State sold its shares of the Mozambican Glass and Crystal company to the mozambican business SONIL Mocambique Lda, which promised to restore its factories and commence production the following year. Its been three years, and the production process is yet to start. In January of 2012, new predictions pointed towards recommencing operations until the end of March of the same year. At that time, the buildings had already been restored,
and the presidente of the Institute for the Management of State Patrimony (IGEPE), Apolinario Panguene, assured that the commencement of production will occur in stages, in other words, the Crystal factory will be the first unit to operate, being the smallest part, while the glass factory, the most complex component, will follow. When it reopens, the Glass and Crystal factories which have been closed for over 13 years, due to the civil war, will employee approximately 200 people. Time goes by, deadlines are pushed,
Riscos Reputacionais
38%
Riscos de negcio
52%
39%
Riscos Polticos
Requisitos regulatrios
49%
97%
81% dos Gestores de Risco discutem temas de risco regularmente com a Administrao
81%
29% 28% 29% 26% 22% 21% 17% 80% 76% 73% 70% 65%
99% 95%
Emergentes
42% Riscos
Organizao
de Mercado
47% Risco
Riscos Estratgicos
46%
Riscos Operacionais
46%
de Crdito
46% Risco
92%
87% 84%
de Performance
s resultados de um inqurito global funo de Gesto de Risco empresarial recentemente publicados pela Accenture e que comparam com os resultados de idntico estudo realizado em 2011 no deixam margem para dvidas: quase todas as empresas inquiridas atribuem, actualmente, maior prioridade
gesto de risco do que h dois anos; existe um grande desfasamento entre expectativas e objectivos da gesto de risco e respectiva percepo de resultados; e o ambiente operativo actual (e respectiva complexidade) torna os riscos do negcio mais elevados, impondo o desafio crescente de, tambm nesta rea, se desenvolver a capacidade de ante-
cipar o futuro, ou seja, o imperativo de criar as condies tcnicas e humanas que nas empresas permitam estar, proactivamente, sempre um passo frente na necessidade de identificar novos tipos de risco para os negcios. Importa pois reflectir, tambm em Moambique, cada vez de forma mais aprofundada, sobre a Gesto de
GESTO ESTRATGICA
Por Gabriel Andrade, Senior Manager da Accenture na rea de Gesto de Risco
Risco no mundo empresarial, entendida esta, simplificadamente, como a identificao, medio, anlise e prioritizao dos riscos que abrangem a actividade de uma empresa, seguida da coordenao e utilizao de recursos para minimizar o efeito de eventos negativos ou mesmo para maximizar a realizao de actos que beneficiam de oportunidades que possam surgir a este nvel. Tendo presente, ao jeito de Orwell, que qualquer actividade humana comporta algum risco, mas que umas so mais arriscadas do que outras, facilmente se percebe a importncia vital de traar estratgias de alto nvel em que tambm as empresas moambicanas possam transferir a ameaa para outra contraparte, simplesmente evit-la, reduzir o seu efeito negativo e/ou a respectiva probabilidade, ou at aceitar algum/ todo o potencial e consequncias de um risco particular. O oposto se pode dizer em relao s oportunidades positivas que podem advir deste processo.
A sistematizao e estruturao das anlises, em contraponto subjectividade e falta de planeamento, so condies imprescindveis que podero e devero assentar na melhor e mais consistente informao disponvel, a cada momento, dentro e fora da empresa. Uma boa Gesto de Risco dever ainda ser dinmica, interactiva e preparada para responder mudana ou seja, acompanhar a velocidade de evoluo do mundo em geral e desta rea do conhecimento em particular, para alm de ser necessariamente ajustvel, um verdadeiro fato medida dependendo do sector, actividade ou processo especfico. Finalmente, a gesto de risco ter de ser continuamente melhorada e avaliada, sujeitando-se a mecanismos de reviso ao longo do tempo e de forma mais online possvel isto sem esquecer que os factores humanos tero sempre de ser levados em linha de conta, at porque alguns eventos de risco operacional a que assistimos nos ltimos 30 anos surgem exactamente da falta de considerao deste ponto (errare humanum est).
Assim sendo, e sem pretendermos ser exaustivos, convir no esquecer que uma boa Gesto de Risco dever incorporar um razovel conjunto de princpios bsicos, a comear desde logo pela necessidade da criao de valor, pois no faz qualquer sentido ter uma gesto de risco que no determine um efeito positivo para a companhia, ou, como dizem os anglo-saxnicos, the gain should exceed the pain. Depois, fundamental que este tipo de gesto seja uma parte integral dos processos organizacionais e no uma ilha ou silo que no comunica com o resto da companhia , devendo tambm ser parte integrante do processo de deciso e no ter uma funo de mero aconselhamento tcnico.
Os princpios bsicos
Retomando a anlise dos resultados do j referido inqurito global de 2013 funo de gesto de risco, que abrangeu gestores do ramo ao mais alto nvel e cobriu realidades de 446 organizaes espalhadas pelo Globo, verifica-se que 98% dos inquiridos reporta um aumento da percepo da importncia da gesto de risco nas respectivas empresas, enquanto 81% dos gestores de risco afirmam participar regularmente em discusses sobre o tema com as respectivas Administraes. Numa das entrevistas foi referido que a aco no opcional neste tema. A ligao e interaco entre a gesto de risco e as equipas executivas
tambm crescente, com 96% das organizaes entrevistadas a referir que possuem um Chief Risk Officer (CRO) ou funo equivalente. O Risco surge como estando mais integrado nos processos da empresa, nomeadamente ao nvel da oramentao e previso, decises de investimento ou estratgia e considerado um factor fundamental para facilitar o crescimento e a inovao. Em relao a desafios actuais enfrentados por esta rea do conhecimento, destacam-se a disponibilidade de talento, quer quantitativa (nmero de elementos), quer qualitativamente (com capacidades adequadas), a capacidade de interpretar uma imensa quantidade de dados e os transpor para outputs representativos, a gesto de um sempre crescente nmero de sistemas, ferramentas de reporte e aplicaes e, por ltimo, a capacidade de acompanhar de forma eficaz um conjunto de novas e crescentes imposies regulatrias. questo levantada sobre que riscos os executivos esperavam ver crescer nos prximos dois anos, surgiram identificados o risco jurdico (62%), os riscos de negcio (52%), regulatrio (49%), de mercados (47%), de crdito (46%), operacionais (46%), estratgicos (46%), polticos (39%) e reputacionais (38%).
Dada a dimenso e diversidade da amostra do estudo que temos vindo a analisar, ainda possvel tirar algumas interessantes concluses a nvel sectorial, desse logo que a Banca o sector onde os gestores antecipam um maior crescimento de riscos nos anos mais prximos. Os riscos jurdicos so a sua maior preocupao e o desenvolvimento da infra-estrutura de risco um ponto crucial, apesar de referirem que os nveis de staff
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Finalmente, a gesto de risco ter de ser continuamente melhorada e avaliada, sujeitando-se a mecanismos de reviso ao longo do tempo e de forma mais online possvel isto sem esquecer que os factores humanos tero sempre de ser levados em linha de conta, at porque alguns eventos de risco operacional a que assistimos nos ltimos 30 anos surgem exactamente da falta de considerao deste ponto (errare humanum est).
adstritos funo cresceram nos ltimos anos. No que diz respeito ao sector da Energia e Utilities, as firmas acreditam que os riscos de negcio crescero nos prximos dois anos, com foco no risco jurdico, regulatrio e de mercados. Os executivos deste sector consideram-se entre os mais avanados na gesto dos riscos emergentes, de desenvolvimento ou dinmicos, mas confessam-se menos preparados para lidar com riscos operacionais. Quanto ao sector da Sade, as maiores preocupaes centram-se em temas jurdicos, de mercado e de negcio. 67% das companhias referem ter criado um Programa prprio, com equipa interna adstrita e visando lidar com mudanas requeridas com a reforma do sector. As alteraes regulatrias so tambm um tema premente, referindo a maioria das empresas deste sector que criaram uma funo especfica para acompanhar este assunto. Reportam ainda uma confiana relativamente grande na monitorizao da sanidade, segurana e integridade do produto. So ainda referidas duas reas com procura crescente: certificao ambiental e qualidade versus concorrentes de referncia. No sector Segurador tambm h uma expectativa de crescimento dos riscos jurdicos, mas refere-se um progresso significativo no desenvolvimento de capacidades de gesto dos
riscos emergentes. H espao para crescer na tentativa de cumprir com os requisitos regulatrios mas so expectveis benefcios para o ramo. A presso regulatria crescente levou a uma transformao profunda da governance de risco nas seguradoras e 98% dos gestores de risco referem reportar directamente ao respectivo Chief Executive Officer (CEO). Finalmente, no Sector Pblico, os inquiridos consideram a gesto de risco como uma capacidade-chave para lidar com os desafios externos. Planeiam investir nesta funo, usar medidas quantitativas para prioritizar riscos e usar critrios formalmente
bem definidos para avaliar actividades de mitigao dos mesmos. Os temas de escassez de recursos humanos podem constituir um obstculo importante para o desenvolvimento de iniciativas de capacitao da funo de risco ao nvel do sector.
A reflexo global sobre este conjunto de respostas e dados deve levar qualquer empresa a elencar algumas reas de actuao e passa por dar resposta a alguns dos pontos referidos no incio deste texto. Tero as empresas os recursos e capacidades necessrias para identificar, de forma
Preocupaes a superar
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GESTO ESTRATGICA
dinmica e permanente, um conjunto de riscos de magnitude e tipologia crescentes? Que passos tm as firmas seguido para acompanhar de perto os crescentes requisitos regulatrios? Estar a gesto de risco suficientemente integrada e alinhada com a estratgia e com todos os intervenientes nos processos-chave da cadeia de valor das firmas? Como tm progredido as companhias no sentido de melhorar a informao e bases de dados de risco? E as respectivas capacidades tecnolgicas? Se certo que, nos ltimos dois anos, foi possvel confirmar uma
evoluo grande neste tema global, tambm verdade que, nos prximos anos, continuar a ser necessrio acompanhar este assunto de perto a vrios nveis, nomeadamente aprofundando a integrao do risco com a estratgia e operaes das empresas e impulsionando um crescente comportamento ajustado ao risco nos processos operacionais e de negcio. Na ordem do dia estar tambm o desenvolvimento de infra-estruturas de risco robustas e ferramentas analticas fortes, fiveis e ajustveis s necessidades regulatrias e do
Tudo o que referimos tem transposio directa para uma economia como a moambicana, na certeza de que o desafio de crescimento dos ltimos anos dever induzir constituio e desenvolvimento deste tipo de estruturas em todo o tecido empresarial. Alm do mais, Moambique e as suas empresas podero beneficiar dos frequentes erros cometidos noutros pontos do Globo e atalhar caminho de uma forma eficaz e na direco de uma gesto de risco moderna, eficaz e pronta para os desafios do futuro.
negcio, bem como a gesto da compliance das empresas de uma forma centralizada que permita agilidade suficiente para o ajuste aos tempos de mudana constante. Tambm imperativa ser a assuno de uma atitude proactiva na gesto da mudana regulatria e o alargamento do mbito da gesto para assegurar a cobertura da vasta gama de riscos a que as firmas esto expostas identificando de forma correcta e completa as fontes de risco operacional, com o foco nos desafios macro e nos assuntos micro. Encerrando o tema, recomenda-se vivamente que as empresas enfrentem de forma consistente o desafio de recrutamento e desenvolvimento de equipas de Risco com uma viso abrangente das necessidades de negcio, estejam sempre um passo frente na necessidade de identificar novos tipos de risco (que continuaro a florescer num futuro desafiante) e na procura dos experts respectivos, acompanhem de forma proactiva e na linha da frente quaisquer alteraes e requisitos regulatrios. Do lado da tecnologia devero transformar um conjunto enorme de dados e ferramentas analticas em estratgias e vises palpveis, concretas e com um grau forte de integrao do elemento humano. Tudo o que referimos tem transposio directa para uma economia como a moambicana, na certeza de que o desafio de crescimento dos ltimos anos dever induzir constituio e desenvolvimento deste tipo de estruturas em todo o tecido empresarial. Alm do mais, Moambique e as suas empresas podero beneficiar dos frequentes erros cometidos noutros pontos do Globo e atalhar caminho de uma forma eficaz e na direco de uma gesto de risco moderna, eficaz e pronta para os desafios do futuro.c
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Repartitional risks
38%
52%
Business risks
39%
Political risks
requirements
49% Regulatory
give a higher priority to risk management now than two years ago
97%
81%
29% 28% 29% 26% 22% 21% 17% 80% 76% 73% 70% 65%
99% 95%
42% Emerging
risks
Organization
47% Market
risks
46%
Strategic risks
Operational risks
46%
46% Credit
risks
92%
What risks do executives see rising most over the next two years?
Performance management
64% 63%
Risk Management: The actual reality and the challenge of predicting the future
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he results of a global questionnaire about the functionality of risk management carried out by Accenture- which compare the results of an identical study carried out in 2011- leave nno margin of doubt: almost every company that took the questionnaire prioritize risk management more now than they did two years ago; there is a disparity between the expectations and the objectives of risk assessment and the respective perception of the results; and the respective operating environment (its respective complexity) makes the risks of business greater, imposing a growing challenge, of also developing the ability to predict the future in this area, in other words it is imparitive that technical and human conditions are cre-
ated so that companies can proactively take steps towards fulfilling the need to anticipate different types of risks for business. In Mozambique, reflection must occur, in a more profound way,, about Risk Management in the business world, which once understood, will simply, with the identification, meditation, analysis, and prioritization of the risks that affect a companies activities, can be coordinated and resources can be used to minimize the effects of negative events or even to maximize the potential of beneficial opportunities that may occur at this level. In the words of Orwell, any human activity carries a certain amount of risk, but some are riskier that others, so it is easy
MANAGEMENT STRATEGIC
By Gabriel Andrade, Senior Manager of Accenture in Risk Management
to understand the need to create high level strategies which Mozambican businesses can use to transfer their risks to competitors, avoid them, or reduce their negative effects and probabilities, or even to assume some/all of the potential consequences of a particular risk. The opposite can be said about positive opportunities that may appear as a result of this process.
This being the case, and without exhausting the subject, it mustnt be forgotten that good Risk Management should incorporate a reasonable mix of basic principles, starting with the creation of value, because it doesnt make any sense to manage a risk whos positive outcome for the company hasnt been determined, or as the british say the gain should exceed the pain. Also it is fundamental that this type of management become an integral part of the organizational process- and not be an island or a silo that does not communicate with the rest of the company- being an integral part of the decision making process and not being simply for technical advisement. The systematization and structuring of the analysis, in contrast to the subjectivity and the lack of planning, are indispensable conditions that can and should accent the acquisition of the best and most consistent information possible , at every moment, in and out of the company. Good Risk Assessment should also be dynamic, interactive and prepared to respond to changesin other words follow in real-time the evolution of the world in general and in this particular area of knowledge- as well as being adjustable, and being tailor made, depending on the sector, activity, or specific process. Finally, Risk Management should be continuously improved and evaluated, subjecting itself to methods of longterm revision processes and being as online as possible - without forgetting the human factors that should always
be taken into account, especially because some operational risks that have been witnessed in the last 30 years are a direct result of the lack of consideration of this point (errare humanum est).
Returning to the analysis of the results of the aforementioned 2013 global questionnaire about the functionality of Risk Management, that reached managers of the highest level and covered over 446 companies worldwide, it can be seen that 98% of those questioned reported an increase in their perception of Risk Management in their companies, while 81% of Risk Managers say they participate in regular discussions about the subject with their administrators. One of the interviewees said that the topic wasnt an option. The connection and interaction between risk management and executive teams is also growing, with 96% of those questioned stating that they have a Chief Risk Officer (CRO) or an
Of Growing Importance
equivalent position. The risk emerged as being integrated in business processes namely in terms of budgeting and forecasting, investment decisions or strategies, and is considered a fundamental factor to facilitate growth and innovation. In relation to the current challenges faced by this area, the talent available becomes highlighted, both quantitatively (in terms of the number of people), and qualitatively (skill set available), and the ability to interpret a large amount of data and transform them into representative outputs, the management of an ever-growing number of systems, support tools and application, and lastly the ability to follow these in an effective manner with new and growing regulatory impositions. The question that was raised about the risks that executives expected to see growing in the next two years, which are judicial risks (63%), business risks (52%), regulations (49%), the markets (47%), credit (46%), operations (46%), strategy (46%), politics (39%), and reputation (38%).
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Given the dimension and diversity of the results of the study that weve analyzed, it is still possible to make a few interesting conclusions in the sector, with banking being the sector in which managers anticipate the largest increase in risks for the next few years. The judicial risks are their biggest worry and the development of risk infrastructure are a crucial point, even though the number of staff assigned to the tasks have increased in the past years. In the Energy and Utilities sectors, businesses believe that their risks will increase in the next few years, with a focus on judicial, regulatory, and market risks. The executives in these sectors consider themselves to be the most advanced in their ability to deal with these emerging risks, of their development and dynamics, but they confess to being less prepared to deal with operational risks. As for the health sector, the greatest worries are about judicial matters, the market, and business. 67% of businesses said they created their own programs, with their own equipment in the hopes of being able to handle any necessary changes required for the reform of the sector. The regulatory changes are also a constant theme, referring to the majority of businesses in this sector that create specific functions to fol-
low the subject. The reported trusting the monitoring of sanitation, safety and integrity of the product. There are still two growing areas lacking monitoring: environmental and quality certificates versus the referred competition. In the Insurance sector there is also an expected growth in judicial risks, but these refer to significant progress in the development of the abilities to manage emerging risks. There is room for growth in the attempt to comply with the regulatory requisites that can bring expected benefits to the sector. The regulatory pressures have increased and caused a profound transformation in the governance of risk in insurance companies, and 98% of risk managers state that they report directly to the Chief Executive Officer (CEO). Finally, in the Public Sector, the interviewees consider risk management to be a key skill for leading with external challenges. They lag to invest in this, using quantitative measures to prioritize risks and use well-defined criteria to evaluate activities to mitigate them. The lack of human resources could be an important obstacle for the development of skill- building initiatives for risk management in the sector.
resources and abilities needed to identify, in a dynamic and permanent manner, a combination of risks of a growing type and magnitude? What steps have these firms taken to closely follow the growing regulatory risks? Is their risk management efficiently integrated and aligned with the strategy and all other key factors in the firms value chain? How have these campaigns gone in terms of bettering the information and data-bases for risks? And their technological capabilities? It is true that in the past two years, it has been possible to confirm a great evolution in this global issue, and it is also true that, in the next years it will be necessary to continue following this issue closely, at various levels, namely to deepen the integration of risk as a
The global response to the combination of answers and data given should lead any company to create action plans that will help them answer a few of the questions asked at the beginning of the text. Do the companies have the
Challenges to Overcome
Finally, Risk Management should be continuously improved and evaluated, subjecting itself to methods of long-term revision processes and being as online as possible - without forgetting the human factors that should always be taken into account, especially because some operational risks that have been witnessed in the last 30 years are a direct result of the lack of consideration of this point (errare humanum est).
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Everything that weve mentioned directly transposes an economy like Mozambiques, ensuring that the challenge that has been growing in the past years should induce the creation and development of these types of structures throughout the business sector. Also, Mozambique and its businesses can benefit from the frequent mistakes made in other places in the world and carve out a path in a more efficient manner and in a more modern form of Risk Management, efficient and ready for the challenges that the future holds.
strategy and operation in businesses, compelling behavior that is adjusted to risks in operational and business processes. On the to-do-list is also the development of robust risk infrastructures, strong trustworthy and adjustable analytical tools to deal with regulatory and business requirements, as well as the management of centralized business compliance that will allow enough flexibility to handle constant changes. The assumption that a proactive attitude will be needed is also imperative in the management of regulatory changes in the managerial processes to assure that a wide away of risks are covered and that rims are exposedcorrectly and completely identifying sources of operational risk, with a focus on macro challenges and mire issues. Concluding the topic, it is highly recommended that business confront in a consistent manner, the challenge of recruitment and development of Risk Management teams, that will envision the needs of the company, that is always a step ahead in the identification of new types of risks (that will continue to bloom with future challenges) and in the search for experts in the area, that will accompany in a proactive and will be on the front line following any and all regulatory alterations and requirements. On the technological side they should transform a large combination of analytical data and tools into palpable visions and strategies, that are concrete and have a strong integration of the human element. Everything that weve mentioned directly transposes an economy like Mozambiques, ensuring that the challenge that has been growing in the past years should induce the creation and development of these types of structures throughout the business sector. Also, Mozambique and its businesses can benefit from the frequent mistakes made in other places in the world and carve out a path in a more efficient manner and in a more modern form of Risk Management, efficient and ready for the challenges that the future holds. c
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PERSPECTIVA TURISMO
Enquanto no tivermos escolas de formao vocacionadas ao saber fazer, continuaremos a enfrentar a escassez de recursos humanos qualificados mesmo a nvel de serventes de mesa e barmen
O
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DEZEMBRO/JANEIRO 2014 CAPITAL Magazine
empreendimento j abriu em sistema de soft opening e para muito contribuiu o esprito de empreendedorismo do seu timoneiro, Quessanias Matsombe. O hotel possui
uma envergadura notvel - com os seus 60 quartos e demais infraestruturas complementares construidas sobre uma das dunas do Bilene. De acordo com o seu administrador, ainda se encontram por concluir a instalao do sistema de fornecimento de energia solar ao hotel, os acabamentos e apetrechamento do SPA, a aquisio de equipamento para o ginsio e a concluso da montagem do sistema electrnico de acesso praia e a alguns dos seus quartos. O volume de investimento global do empreendimento Humula Beach Resort & SPA ainda no foi apurado, mas sabe-se que as condies financeiras para concretizar o projecto advm, sobretudo, de um finaciamento bancrio. E sobre a questo sobre se a banca foi cooperativa e se o grupo empresarial conseguiu negociar boas taxas, Matsombe peremptrio e afirma: Naturalmente que o projecto teve financiamento bancrio. A taxa de juros est indexada a FPC e quero acreditar que foi a
taxa possvel. Como sabe, os principais pressupostos definidos pelos bancos para um projecto ser elegvel, passam pelo proponente ser bancvel, o que significa ter as contas em dia, ter colaterais e conhecer bem o negcio para o qual pretende financiamento. Uma vez preenchidos estes pressupostos, a negociao menos difcil. E este foi o nosso caso.
Segundo o mesmo, em quase todo o mundo, as conferncias internacionais tm lugar, na maior parte dos casos, fora das grandes cidades ou das cidades capitais. Em Mocambique, todos os eventos internacionais acontencem em Maputo. Esta situao deve-se ao facto do Pas ainda no possuir, fora das grandes cidades, infraestruturas para acolher grandes eventos cujos padres sejam internacionalmente aceites. Estou a falar, neste caso, de salas de conferncias com grandes capacidades e que possam acomodar eventos de nvel internacional, com sistemas de traduo simultnea, Internet 24/24, WI FI, etc, explica. Alis, foi a pensar que seria uma boa aposta que o grupo colocou a sua sala de conferncias disposio do Governo e demais instituies sempre que precisarem de organizar um evento, de mdia ou grande dimenso, fora de Maputo.
siga juntar mais de 200 participantes que desejem pernoitar no Bilene, os mesmos podero incrementar a taxa de ocupao dos diversos lodges e complexos tursticos da zona. Uma das grandes vantagens que o Bilene tem o facto de se situar a menos de 200 kms da cidade de Maputo, o que de certo modo torna a logstica mais fcil. Com a nova
circular, o acesso quela localidade, a partir de Maputo, pode fazer-se em menos de duas horas. Como pode ver no pensamos somente em ns, mas sim em desenvolver o destino no seu todo, tornando-o mais rentvel, garante Matsombe.
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Um dos objectivos propostos pelo Humula com o novo hotel foi justamente o de proporcionar um desenvolvimento sustentvel. Alm de contribuir para o desenvolvimento da economia local, o Humula Beach Resort & SPA um produto turstico que se baseia no convvio com a Natureza e na manuteno do equilbrio ecolgico. O conceito de Bush and Beach est bem patente no projecto. O Humula um daqueles raros casos em que o hspede conta com um alojamento de luxo no meio de uma mata virgem e nativa, ao mesmo tempo que tem sua disposio a imensido do mar.
O Grupo HUMULA tem um contrato de Cesso de Explorao do Hotel Xisaka (Namaacha), cuja propriedade pertence ao INSS. Quer o Hotel Xisaka quer o Complexo Humula (no Bilene), tambm conhecido por HUMULA I, so unidades hoteleiras mais vocacionadas para o turismo de negcios. Como tal, a sua aco encontra-se focalizada na gesto de grupos (seminrios e conferncias). O recentemente aberto ao pblico HUMULA BEACH RESORT & SPA tambm conhecido por HUMULA II. Trata-se de um empreendimento hoteleiro um pouco diferente dos outros dois, tendo este o turismo de negcios e de lazer como mercado-alvo.
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PERSPECTIVE TOURISM
HELGA NUNES (TEXTO)
he hotel had a soft-opening and contributed to the spirit of entrepreneurship of its pilot, Quessanias Matsombe. The hotel has a notable spread- with its 60 rooms and complementary infrastructure constructed on the dunes of Bilene. According to its administrator, they find themselves finishing the installation of solar energy panels, the finishings for the SPA, the acquisition of equipment for the gym, and the electronic system for access to the beach and some of the rooms. The total investment for the Humula Beach Resort and Spa is still to be determined, but it is known that the financial conditions for the project, are mainly a result of bank financing. The question of whether the bank co-
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European Union, and has a room that can fit 600 people. The first thought is How can a room like this be profitable in a small urban center?, but Quessenias Matsombe demystifies the idea. The Humula conference center was built taking into account the international habit of hosting political and business events. Second, almost all over the world, there is room for international conferenes, which in most cases are held outside of large and capital cities. In Mozambique, all international events happen in Maputo. This is due to the fact that the country doesnt posses, yet, outside of large cities, the infrastructure to host large events with services that are internationally accepted. Im speaking, in this particular case, of conference rooms with large capacity that can accommodate events at an international level, with simultaneous translation systems, 24hour internet, wifi etc he explains. Actually, it was thinking about a good bet that the group placed the conference center at the disposal of the Government and other institutions for whenever they need to organize an event on a medium or a large scale, outside of Maputo.
operated, and whether the business group was able to negotiate lower taxes, Matsombe said: Naturally the project had bank financing. The interest rate for taxes was fixed to the FPC and Id like to believe that it was the possible rate. As you know the main factors used by banks to determine whether or not a project is viable, go through the process of being considered bankable, which means having
current accounts, collateral, and being knowledgable about the business to be financed. Once these prerequisites are fulfilled, the negotiation isnt as difficult. That was our case.
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think about ourselves, but in development of the area as a whole, making it more profitable. guaranteed Matsombe. One of the objectives for Humula with the new hotel, was exactly to increase sustainable development. As well as contributing to the development of the local economy, the Humula Beach Resort and Spa is a tourist product which is based on coexisting with nature and maintaining an ecological balance. The Bush and Beach concept, is very clear in the project. Humula is one of those rare cases in which the guest can count on luxury accommodation in the middle of untouched and native surroundings, while also having the immense sea at ones disposal.
While we dont have schools for vocational training and know-how, we will continue to confront the lack of qualified human resources even at the level of waiters and barmen , said the administrator of Humula, who is also the president of FEMOTUR (Mo-
The HUMULA group has a contract to Cease the Exploration of the Xisaka Hotel (Namaacha), which is the property of the INSS. Both the Hotel Xisaka and the Complexo Humula (Bilene), are known as HUMULA I, and are hotel units aimed solely at the traditional tourism segment. As such, their actions are focused in the management of groups (seminars and conferences). The recently opened HUMULA BEACH RESORT & SPA is also known as HUMULA II. This is a hotel that differs slightly from the others , having business and pleasure tourism as its focus.
zambican Federation for Hospitality and Tourism). According to Quessanias, there is a need for at least one Hotel-School in each of the three regions of the country. We need to train waiters, barmen, hosts, receptionists, room service, etc, as well as supervisors and administrative managers. While this doesnt happen, everyone will continue to do their in-house training. Its what we do and will continue doing he says. Actually, the group is at the moment, preparing training packages that are meant to elevate the technical/professional knowledge of their 70 employees from the provinces of Gaza, Inhambane, and Maputo. The expectation of our guests is high and we need to fulfill it. For higher positions, taking into account the specificity of our business and the standard of services that we plan to offer, we chose to recruit some professionals from in and around the SADC region. All because the hotel group puts its guests in first place.c
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PANORAMA
Plano de Aco de Lagos, que foi emitido em 1980 sobre a proteco da Comisso Econmica de Africa (ECA) e a Organizao da Unidade Africana (OUA), foi na minha opinio, a primeira tentativa dos lideres africanos de providenciar um plano parar o desenvolvimento econmico para Africa. Os lderes africanos, em determinar um modelo para o desenvolvimento regional, tambm usaram 2020 como a meta para a realizao dos elementos principais desta mudana no desenvolvimento. No fundo deste plano estratgico foi a substituio da dependncia de importao para uma economia com produo autnoma. E comum, dentro da regio que imediatamente depois da publicao de documentos sao feitas promessas sobre habitao, energia, e educao para todos ate 2020. O sucesso do processo de descolonizao poltica inspirou os governos e povos africanos para aspirarem por um futuro econmico prospero. Adicionalmente, as expectativas no fim da Guerra Fria que o os Dividendos da Paz- recursos usados para armamentos- podiam, quando direccionados a actividades econmicas, providenciam energia para crescimento econmico global e prosperidade, que tambm contriburam para o
optimismo. O sculo 21 comeou com varias emoes. Primeiro, foram as expectativas que morreram sobre a publicidade da prosperidade econmica. Nenhum dos ambiciosos objectivos foram atingidos. Segundo, obrigou lideres africanos a olharem com olhos crticos aos seus planos de desenvolvimento que chumbaram. Desta nova avaliao veio a Nova Parceria de Desenvolvimento Africano (NEPAD), que providenciou uma mistura de vises econmicas e polticas para crescimento acelerado de cooperao econmica e integrao entre os pases Africanos. O nexo entre boa governao , crescimento econmico, e prosperidade reconhecida, e talvez pela primeira vez,
que a responsabilidade de liderana, regras legais e respeito pelos direitos humanos sao condies intrnsecas e necessrias para a prosperidade e o crescimento econmico. A comunidade internacional sobre o patronato da Organizao das Nacoes Unidas (ONU) no mesmo perodo fez a agenda dos Millenium Development Goals (MDGs) para reduzir pela metade ate 2015 os ndices de pobreza, fome, doenas, e analfabetismo. Tambm identificou como um aspecto importante a vulnerabilidade das mulheres e crianas. O empoderamento do gnero foi reconhecido como algo inevitvel na prosperidade global como tambm na criao de riqueza. As estatsticas da Africa Austral nestas reas eram incrivelmente pobres para a maioria se nao para todos dos 8 objectivos, e as duas estratgias da NEPAD e dos MDGs parecem ser os veculos perfeitos para um renascimento da poltica e economia da Africa Austral. Com menos de quinhentos dias para o prazo de 2015 dos Millenium Development Goals, ficou obvio que muito pouco tem sido conseguido na Africa Austral em termos dos MDGs nem do muito publicitado plano da NEPAD para atingir o renascimento da economia Africana. Lembrem-se que a uns anos falou-se muito em substituir a ajuda externa
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para Africa com comercio. Mas o comercio em si, como temos visto, nao e o suficiente. Os ndices da pobreza, por vencimento de um Africano da Africa Austral, acesso a educao, sade, empoderamento do gnero, e os outros ndices de prosperidade nao apoiam a imagem bonita e aliciante que esta sendo pintada sobre o crescimento das economias Africanas. As estatsticas so do desemprego dos jovens na frica sugere que estamos a mexer num futuro desespero, e o potencial para agitao social. Duvido muito que o crescimento associado com os pases Africanos vai nos guiar para a economia Eldorado dos nossos sonhos. Isto e porque os nmeros deste crescimento sao dependentes da exportao de recursos naturais e comodidades. Enquanto que tenho a certeza que uma revisao e analise critica sobre o porque e como do que esta acontecer nos principais centros politicos Africanos e outras partes do mundo, o tema da 68a sessao da Assembleia Geral das Nacoes Unidas - os MDGS para pos-2015 sugerem que uma nova meta e capaz de ser o que a africa austral precisa neste momento, para poder realizar os MDGs. Sim, mais para alem do tempo, existem outros assuntos que os lideres Africanos como tambm a Elite da regio tem de fazer para conseguir realizar os sonhos do crescimento e da prosperidade global. Os lideres Africanos e a Elite tem de acreditar e por um premium excepcional nas pessoas para ver o tremendo potencial da criatividade e energia dos povos. A Africa Austral, nao como outras regies, nao tem como conectar com a ingenuidade e recursos criativos dos seus povos. A pobreza ao nvel regional e nacional e o oposto e os exemplos de sucesso do Sudeste da Asia providenciam exemplos e incentivos para
que o mesmo acontea na Africa. No fundo deste sucesso de alguns paises do Sudeste da Asia e o foco no povo. Ligado a este foco esta o reconhecimento pelos lideres e pela Elite que o futuro e a prosperidade deles esta ligada ao do seu povo. Infelizmente, os lderes e a Elite da Africa Austral, nao veem a mesma imagem. Mesmo quando proclamam e falam do seu compromisso com o people, e nas melhores das hipteses hesitante. Neste momento parece, e digo que isto ainda pode se debater, apropriado concluir que as nossas estruturas de liderana acreditam somente nos recursos naturais e nas comodidades que realmente sao abundantes na regiao. Eu tambem estou ciente de que em algumas zonas e dito que a Elite Africana tem sido parasitas, abusando dos povos. Os nossos lideres e a nossa elite tem de perceber que por as pessoas a trabalhar significa criar riqueza. Eles tem de perceber que investir no desenvolvimento da capacidade humana tem que ser um acto total e que soltar a criatividade do povo e o que vai gerar riqueza, prosperidade e crescimento econmico. A Africa Austral nao e capaz de crescer porque afastamos e negamos de investir nas pessoas que sao agentes de mudanas, crescimento e prosperidade. Ate que o povo da Africa Austral possa embarcar numa investigao, explorao, e extracao dos recursos naturais na regio, o nosso dialogo sobre desenvolvimento econmico realstico na regio sera, no meu ponto de vista, interminvel. A viso dos nos lideres e da Elite e
de providenciar que permitindo uma base econmica e poltica que ira desenvolver e soltar a criatividade e ingenuidade do povo. E um compromisso que vai permitir a nossa liderana, ver a ligao destrutiva entre a corrupo, e favoritismo das liberdades que esto a ser aproveitadas e da restrio do espao poltico e da verdadeira prosperidade econmica. E um compromisso que assegura que leis sejam seguidas e que faz com que os lideres se responsabilizem. E uma viso que informa de uma forma holistica e integrada, ligando o sector publico ao privado, finanas e bancos, pesquisas e produo, aquisio de habilidades, artesos, de uma forma complexa mas bem coordenada na criao de riqueza. E uma viso que orgulhosamente marca produtos feitos por Africanos com tecnologia Africana, feitas nas nossas instituies, um produto para exibir ao mundo. Isto nao se consegue em uma noite, mas a hora para comear e agora. A nova meta pos-2015 so pode se realizar, nao adiando, mas com compromisso serio e com uma nova relacao entre os lideres, a Elite, e o povo. Os lideres e a Elite da Africa Austral tem de ver as pessoas com outra perspectiva - nao como uma carga- mas o elemento critico do desenvolvimento da regiao. A nova meta e o tempo necessrio para fazer os trabalhos de casa e a limpeza da estrutura de liderana e da Elite que vai por emfase no povo e que vai intrinsecamente ligar e tecer os seus destinos e a prosperidade econmica em um so.c
(*) Embaixador Ozo Nwobu o Deputado da Missao do Alto Comissario da Nigeria em Maputo- Mocambique. Antes do seu posto em Mocambique, foi director do Global Instituions Division, como tambem o porta-voz do Ministerio de Negocios Estrangeiros em Abuja, Nigeria. O Embaixador Nwobu tem experiencia em estudos de desenvolvimento e acredita que o desenvolvimento Africano nao e so urgente, como tambem tem de ser ganho e feito pelos Africanos. Ele partilha neste artigo, as suas perspectivas pra o desenvolvimento Africano, principalmente com menos de 500 dias para o prazo dos Millenium Development Goals (MDGs).
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PANORAMA
Economic Growth in Sub Saharan Africa; Is Post 2015 The New Milepost?
he Lagos Plan of Action, which issued in 1980 under the aegis of the Economic Commission of Africa (ECA) and the Organization of African Unity OAU was, in my opinion, the first attempt by African leaders and government to provide a blue print for the economic development of Africa. African leaders in determining a model for their regional development also set the year 2000 as benchmark for the realization of core elements of this impressive paradigm shift in development. At the heart of the strategic plan was the substitution of importation with a self-reliant production based economy. It was not uncommon, within the region immediately after the release of the document to hear of lofty pronouncements such as housing, energy and education for all by the year 2000. The success in the political decolonization process inspired African governments and peoples to look forward to a prosperous economic future. Additionally, the expectations at the end of the cold war that the Peace Dividend resources hitherto spent on armament would, when redirected to economic activities, provide impetus for global economic growth and prosperity, also helped fuel this optimism. The dawn of the twenty first century came with mixed feelings. First, was
the dashed expectation of the advertised economic prosperity. None of the lofty goals had been achieved. Second, it forced African leaders to take a hard and critical look at their failed economic development plan. Out of this rethink came the New Partnership for Africas Development (NEPAD), which provided a combined mix of political and economic visions for accelerated economic cooperation and integration amongst African countries. The nexus linking good governance and economic growth and prosperity recognized and perhaps for the very first time, that accountability of leadership, the rule of law and respect for human rights were intrinsic and necessary conditions for economic growth and prosperity. The international community under the aegis of the United Nations (UN)
about this same period set out a global agenda the Millennium Development Goals (MDGs) to half by 2015 the indices of poverty, hunger, disease, and illiteracy. It also identified as a very crucial aspect of its objectives the vulnerability of women and children. Gender empowerment was acknowledged as inevitable in global prosperity and wealth creation. Sub Sahara Africas statistics in these areas were abysmally very poor in most if not all of these eight point goals and the two strategies NEPAD and the MDGs looked perfect vehicles for Sub Sahara Africa political and economic renaissance. With less than five hundred days to the 2015 Millennium Development Goals deadline, it has become obvious that not much has been achieved in Sub Sahara Africa by way of the MDGs and neither has the muchhyped NEPAD blue print led to the renaissance of the African economy. It will be recalled that a few years back the clarion call in Africa was substitution of aid with trade. But trade in itself, as we have all come to see, is not enough. The indices of poverty, per income of Sub Sahara African, access to health, education, gender empowerment and other indices of prosperity do not support the flattering and rosy economic picture currently being posted and painted of growth rates of African
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economies. The statistics alone of unemployment amongst youths in Africa suggests that we are tinkering with a future of despair and potential huge social unrest. I doubt very much if the growth rates associated with African countries will indeed lead to the economic Eldorado of our dreams. This is because the growth figures are buoyed essentially by trade in natural resources/ commodity exports. While I am certain that very critical review and analysis of the why and how must be going on in key political power centers in Africa and other parts of the world, the theme of the on going sixty eight (68) session of the United Nations General Assembly A post 2015 MDGs seems to suggest that a new milepost is just what Sub Sahara Africa needs at this time, in order to achieve the MDGs. Yes, but aside from time, there are some issues which African leaders and indeed the elite across the region must do in order to realize the dreams of economic prosperity and growth. African leaders and the elite group must believe and place exceptional premium on its people and see the tremendous potentials in the creativity and energies of its people. Sub Sahara Africa unlike other regions is unable to tap into the ingenuous and creative resource of its people. Poverty at both the national and regional is reversal and the examples of the successes in South East Asia provide example as well as incentive for this to happen in Africa. At the heart of the success of the some of the countries of the South East Asia region is the emphasis placed on its
people. Closely tied to this emphasis is the recognition by the leadership and elite group that their economic future and prosperity are intrinsically tied with that of their people. Sadly, the leadership and elite group in Sub Sahara Africa, do not see this same picture. Even when they openly proclaim and state their commitment to the people, this at best is half hearted. At the moment it would seem, and I concede that this is very debatable, appropriate to conclude that our leadership structure seem to believe only in the natural resources and commodities which truly are in abundance in the region. I am also aware that in some very radical quarters the African elite class has been described as parasitic bilking the people to death. Our leadership and elite group must see that getting its people to work means creating wealth. They must also realize that investing in their human capacity development must be total and that unleashing the creative ingenuity of the people is what unlocks wealth, prosperity and economic growth. Sub Sahara Africa is unable to truly grow because we have shunned and neglected investing in the people who are the agents of change, growth and prosperity. And until Sub Sahara African peoples can embark on the full exploration, exploitation and extraction of the natural resources in the region, our dialogue on real economic development of the region will, in my view, be endless. The vision of our leadership and elite group is to provide that enabling political and economic framework that will develop and unleash
the creativity and ingenuity of our peoples. It is that commitment that will enable leadership to see the destructive link between the enthronement of corruption, cronyism or curtailment in the freedoms enjoyed and restriction of the political space and real economic prosperity. It is that commitment that ensures the enthronement of the rule of law and makes leadership, very importantly, accountable. It is that vision that informs a holistic and integrated approach, linking our public and private sectors, finance and banking, research and production, skills acquisition centers, artisans, in a complex but well coordinated wealth creation chain. It is that vision that proudly brands a product made by Africans with African technology, spawned from our research institutions, a product to showcase to the world. This usually is not achieved overnight but the time to start is now. The new post 2015 milepost can only be realistic not out of time buying but through undiluted commitment and new relationship between the leadership and elite group and the people. Sub Sahara Africa leadership and elite group must see the people from a different perspective not a burden but the critical element in the development of the region. The real milepost is the time it takes to do the necessary house keeping and cleaning process of the leadership and elite structure that will place emphasis on the people and intrinsically tie and weave their economic prosperity and destinies as one.c
(*) Ambassador Ozo Nwobu is the Deputy Head of Mission of the Nigeria High Commission in Maputo Mozambique. He was before his posting to Mozambique, the Director, Global Institutions Division, as well as the Spokesperson of the Ministry of Foreign Affairs, Abuja Nigeria. Ambassador Nwobu has a background in developmental studies and strongly believes that African development is not only very urgent but must be championed and undertaken by Africans themselves. He shares, in this article, his perspectives on African development especially with less than 500 days to be the Millennium Development Goals (MDGs) benchmark.
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EMPREENDER
Airina Thay descreve que o projecto constitui algo de uma dimenso jamais vista em Moambique. As duas torres, ainda em construo, representam o incio de uma nova fase para o Hotel Radisson,e j constituem um orgulho nacional. Um dos objectivos do projecto trazer ao Pas o que muitos moambicanos vo buscar fora, sobretudo no que diz respeito a um ambiente que proporcione lazer, oportunidade de negcios, entre outras possibilidades. Actualmente, o Radisson Blue Hotel possui cerca de 199 funcionrios. Entretanto, com a concluso das duas torres, o Grupo ir empregar muito mais moambicanos, principalmente na componente de Apart-Hotel. O Hotel Radisson Blue beneficia de obras de reabilitao num cenrio em que o mercado moambicano vem registando uma maior procura em termos de acomodao. Acerca do assunto, Airina descreve que a marca hoteleira espera cobrir uma parte da referida procura. Entretanto, a assistente de Direco do Hotel no deixa de alertar para a necessidade de haver um pouco mais de regulamentao no que diz respeito oferta de acomodao no
mercado. Com as novas torres da Rani, o turismo moambicano passa a ser mais competitivo. Geralmente, as grandes marcas de empresas multinacionais nunca tm os seus head offices em Moambique, mas Airina Hama Thay acredita que a competitividade do Radisson Blue poder vir a alterar o posicionamento das mesmas. Queremos trazer a sede dessas empresas para Moambique de modo a disfrutar das ofertas competitivas disponveis.c
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ENTREPENEUR
seen in Mozambique. The two towers, which are still under construction, represent the beginning of a new phase for the Radisson Hotel, and are already reasons of national pride. One of the projects objectives is to bring to the country what many Mozambicans go searching for abroad, especially in respect to a relaxing environment, business opportunities, amongst other possibilities. Currently, the Radisson Blue Hotel has approximately 199 employees. Meanwhile, with the construction of the two towers, the Group will employ many more mozambicans, especially in the Apart-Hotel. The Radisson Blue Hotel was renovated in a scenario in which the mozambican market was registering high
searches for accommodation. Airina spoke about the topic, stating that the hotel brand hopes to cover a part of this necessity. Meanwhile, the Hotel Administration does not stop alerting about the need for more regulation in resect to the offerings for accommodation in the market. With the new Rani towers, mozambican tourism will become more competitive. Generally, the large multinational companies never have their head offices in Mozambique, but Airina Hama Thay, believes that with the competitiveness of the Radisson Blue, they may change their ideas about this. We want to bring the headquarters of these companies to Mozambique so that they can benefit from the competitive opportunities availablec
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ESTILO DE VIDA
Superbrands e assumem encarar o desafio de prevalecer marca de prestgio. J a directora editorial da revista Capital, Helga Nunes, referiu a importncia da contribuio do produto e das pessoas para a valorizao da marca e que a Capital congratula-se com a ideia de poder unir diversas marcas em torno da sua (atravs da angariao de publicidade e da realizao de parcerias inteligentes) numa relao de win-win. Alis, quase todas as marcas que se encontravam presentes - aquando da conferncia da Superbrands - ou so clientes ou parceiras da revista de economia e negcios, o que um claro sintoma de uma gesto de marca atenta e voltada para o mercado. As marcas falam por ns e ns temos o privilgio de falar sobre as marcas, numa relao recproca que gera valores nicos e distintivos, sublinhou Helga Nunes, mencionando que a misso da revista Capital informar, gerando know how e potenciando redes de networking para o seu pblico-leitor. Este ano, a iniciativa Superbrands ir contar entre as suas actividades com o lanamento de um concurso criativo, o qual vai eleger um designer que desenhar a capa do livro desta edio. Por outro lado, a Superbrands tambm vai lanar um programa de televiso sobre os conceitos da publicidade e as marcas em Moambique.c Acompanhe as novidades Superbrands no Site: www.superbrands.co.mz e no Facebook: superbrands moambique
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LIFE STYLE
he second edition of Superbrands Mozambique was launched in Maputo, an event that distinguishes brands of national and international prestige through a specialized jury. NThis edition, themed Showing the power of your brand, was held in the presence of Superbrands like: BCI, Millennium BIM, Intellica, Kia, Polana Serena Hotel, Mcel, Moviflor, ndico Seguros, guas da Namaacha, TV Miramar and Capital Magazine. The Superbrands Mozambique from the second edition used the occasion to explain how a powerful brand can defend a quality product, make a difference, be creative, and be innovative in terms of public relations. to Patricia Aquarelli, Superbrands Strategic Partner, for a brand to be seen as excellent it has to have more than quality services, its strength lies in going beyond the basic needs, relating to its public, knowing it values and transmitting them in different elements. BCI Marketing Director, Rui Ilheu, stated that its a great responsibility and a commitment to be named a Superbrand for the second time, and it is with great satisfaction that BCI confronts this challenge of being seen once again as a prestigious brand. The new Superbrands, Intellica and Indico Seguros, add that they have increased profits as a result of the distinction of be-
ing Superbrands and plan to take on the challenge of sustaining the prestigious brand. Capital Magazines editor, Helga Nunes, spoke about the importance of the contribution that the product and the people make to the valuing of the brand, and that Capital congratulates itself with the idea of uniting various brands through theirs (through fundraising for publicity and the creation of intelligent partnerships) in a win-win situation. Actually most of the brands present at the Superbrands Conference, either are clients or partners of the business and economy magazine, which is a clear sign of brand management that is focused on the market. The brands speak for us, and we have the privilege of speaking about the brands in a reciprocal relationship that generates unique and distinctive values highlighted Helga Nunes, mentioning that the mission of Capital Magazine is to inform, generating a know-how and creating the potential for networking for its readers. This year, one of Superbrands initiatives, will be to launch a creative contest as one of its activities, in which a designer will be named to design the magazines cover for this edition. On the other hand, Superbrands will also launch a television show about the concepts of publicity and marketing in Mozambique. c Follow Superbrands on our website: www.superbrands.co.mz and on Facebook: superbrands moambique
Bolos especializados feitos a ordem Chefe Pasteleiro - Rui Contacto: 845033997 846212344 / 846212355
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Todos os dias, em todo o mundo, trabalhamos para que milhes de pessoas vivam com toda a Tranquilidade
Para mais informaes, contacte-nos atravs do n 21 483 710/15, ou visite-nos em www.tranquilidadeseguros.co.mz
O novo Carto Pr-Pago Petromoc est ao servio das Empresas que procuram uma soluo eciente e segura para a gesto do abastecimento de combustvel da sua frota automvel, com mltiplas vantagens: Sem custos e riscos de adiantamentos de caixa; Sem anuidades; Sem comisso de abastecimento; Com denio de limite por utilizador; Com possibilidade de controlo em tempo real das transaces. Consulte hoje mesmo o seu Gestor na sua Agncia BCI, Centro BCI Exclusivo ou Centro BCI Corporate ou qualquer Posto de Abastecimento Petromoc aderente.
www.bci.co.mz/Empresas/CartaoPre-pago-Petromoc
petromoc
daqui.