Feb 22, 2012 Posted in Top Stories by GeoUlrich

Markets mixed on Greece bailout

Financial markets have given a mixed reaction to the announcement of a second bailout deal for Greece.

The Dow Jones in New York briefly topped the 13,000 mark for the first time since May 2008 before closing nearly flat, while markets in London, Frankfurt and Paris all fell slightly.

The euro was little changed from Monday's closing price.

Shares across Europe rose on Monday in anticipation of a deal being reached, with bank shares doing well.

Europe's banking industry has been bolstered by support from the European Central Bank.

In the latest bailout deal, Greece is to receive loans worth more than 130bn euros (£110bn; $170bn).

In return, it will undertake to reduce its debts to 120.5% of its GDP by 2020 and accept an "enhanced and permanent" presence of EU monitors to oversee economic management.

Greece needs the funds to avoid bankruptcy on 20 March, when maturing loans must be repaid.

"Effectively Europe's banks have been given almost half-a-trillion euros at 1%, very cheap money that has sort of ring-fenced the banks from the crisis. The thinking is that banks will not go bust if Greece fails," said Louise Cooper, market analyst at BGC Partners.

But she said few in the markets thought the latest bailout was the answer.

"This just puts off the inevitable. It's the second deal in two years. You're talking almost 20,000 euros per person [in Greece] in total bailout funds and even that amount has not solved Greece's problems. That suggests the money has not been well spent," she added.

"It [the deal] probably avoids a messy and chaotic default on 20 March, there are still a lot of steps to go through before then, but does it solve any of its problems? No."

Also on Tuesday, Bank of Cyprus, the island's largest lender, unveiled a 1bn euro loss for 2011.

The bank said the cost reflected a 60% writedown in the value of Greek bonds it holds.

© 2011 BBC News (www.bbc.co.uk)
Feb 21, 2012 Posted in Top Stories by GeoUlrich

Missing teen mom, child found dead in Cleveland

CNN’s Maggie Schneider contributed to this report ref.

Feb 21, 2012 Posted in Top Stories by GeoUlrich

GM registra el mejor año de su historia

General Motors Co. reportó el jueves su mayor ganancia anual, aunque la automotriz estadounidense sigue comportándose como si estuviera a punto de naufragar.

[wsjamd3feb17]

La empresa registró una utilidad de US$7.590 millones en 2011, un alza de 62% frente a 2010 y la más grande en sus 103 años de historia. La mayor parte de esa ganancia provino de la división norteamericana, donde subieron las ventas y los clientes están pagando más por sus vehículos.

Pese a que los inversionistas celebraron impulsando 9% sus acciones, los ejecutivos hablaron sobre la necesidad de reducir costos y reestructurar sus negocios en Europa. Entre otras medidas, la empresa reducirá las bonificaciones de sus 26.000 empleados asalariados en EE.UU. y congelará sus sueldos en 2012.

© 2011 Wall Street Journal (www.wsj.com)
Feb 20, 2012 Posted in Top Stories by GeoUlrich

United Arab Emirates profile

The United Arab Emirates (UAE) is a federation of seven states formed in 1971 by the then Trucial States after independence from Britain.

The late Sheikh Zayed, ruler of Abu Dhabi and president of the UAE at its inception, was quick to seize on the potential of the oil industry. He oversaw the development of all the emirates and directed oil revenues into healthcare, education and the national infrastructure.

The oil industry has attracted a large influx of foreign workers who, together with expatriates, now make up more than three quarters of the population.

But the UAE's authorities also tried to reduce its dependency on oil exports by diversifying the economy, creating booming business, tourism and construction sectors.

While Abu Dhabi remained relatively conservative in its approach, Dubai, which has far smaller oil reserves, was bolder in its diversification policy.

Particularly during the credit boom that built up after 2000, Dubai sought to turn itself into the financial gateway and cosmopolitan hub of the Middle East.

It also began attracting vast amounts foreign investment for ever more ambitious construction projects, most famously the Burj Khalifa skyscraper – as of 2009, the tallest man-made structure ever built – and futuristic land reclamation projects, such as the palm-shaped artificial Palm Islands.

But the worldwide freeze in credit markets looked set to hit Dubai harder than oil-rich Abu Dhabi, prompting speculation that the balance of power in the UAE could shift back to its traditional political centre.

The UAE is one of the most liberal countries in the Gulf, with other cultures and beliefs generally tolerated, especially in Dubai.

However, politically it remains authoritarian. It was the only country in the region not to have elected bodies until 2006 December, when it convened a half-elected federal assembly, which, however, was restricted to a consultative role.

© 2011 BBC News (www.bbc.co.uk)
Feb 20, 2012 Posted in Top Stories by GeoUlrich

EPA Seeks Public Input on Plan for Cleanup at American Cyanamid Superfund Site in Bridgewater Township, N.J.

Release Date: 02/16/2012Contact Information: Elias Rodriguez, 212-637-3664, rodriguez.elias@epa.gov

(New York, N.Y.) The U.S. Environmental Protection Agency has proposed a cleanup plan for contaminated soil, ground water and six waste disposal areas at the American Cyanamid Superfund Site in Bridgewater Township, New Jersey, located on the Raritan River. The soil, ground water and waste disposal areas, called impoundments, are contaminated with volatile organic compounds and other hazardous materials. The ground water underlying the site is highly contaminated with benzene. Area residents are serviced by a public water supply that provides a safe source of drinking water.

The EPA is encouraging the public to comment on the plan through March 31, 2012 and will hold a public meeting on March 8, 2012 at 7:00 PM at the Somerset County Vocational and Technical High School, 14 Vogt Drive, Bridgewater, New Jersey.

"The cleanup plan for the American Cyanamid site is an important milestone in the EPA efforts to protect the health of people who live or work near the facility and water quality in the Raritan River," said EPA Regional Administrator Judith A. Enck. “EPA encourages the public to comment on the proposed plan and to learn more about it at the March 8 public meeting.”

Many volatile organic compounds are known to cause cancer in animals and benzene can cause cancer in people. Some volatile organic compounds have no known health effects. The extent and nature of potential health effects depend on many factors, including the level and length of exposure.

The American Cyanamid Superfund site has a history of industrial pollution dating back to 1915. For nearly 100 years, prior owners used the location for manufacturing chemicals. The site was placed on the federal Superfund list in 1983 after hazardous chemicals were found in the soil and ground water. The 435-acre Superfund site contained various areas used for the disposal of chemical sludge and other waste. In 1998, the EPA deleted 140 acres of the site from the Superfund list after they were evaluated and determined to be acceptable for redevelopment. The TD Bank Ballpark Stadium was subsequently built on a portion of the area. In 2009, Pfizer Inc. assumed responsibility for the American Cyanamid site as part of its purchase of the Wyeth Holding Corporation, a prior owner.

Because of the nature and complexity of the contamination at the site, the EPA divided the investigation and cleanup into phases. The plan announced today is the first phase of the cleanup. The proposed plan announced today details approaches to address contaminated soil, ground water and six waste disposal areas (Impoundments 3, 4, 5, 13, 17 and 24). Two additional impoundments (Impoundments 1 and 2) are the focus of a separate study to consider the feasibility of options to address them.

The highly toxic material in Impoundments 3, 4, and 5 will be treated at their current locations by introducing a mixing agent into the waste to make it more solid. This treatment method is a proven technology that immobilizes contaminants to prevent their migration. After this step, the waste disposal areas will be covered with a barrier system that traps vapors and prevents contaminated air from escaping into the atmosphere.

The soil at the site will be addressed using three different methods depending on the extent of the pollution in the soil. Soil that consists of tarry material or is highly toxic, similar to the waste within Impoundment 3, 4, and 5, will be excavated and combined with the material in the three impoundments. It will be treated with the existing waste in Impoundments 3, 4 and 5. Soil that contains volatile and semi-volatile organic compounds will be covered with a vapor control barrier and mitigation system to prevent the release of vapors into the air. Soil that has a lower level of pollution will be covered by a 24-inch thick engineered cap that will serve as a barrier that prevents direct contact. Additionally, the EPA will conduct an ecological study of the waste in Impoundments 13, 17 and 24, which are located in the flood plain of the site, to determine the appropriate treatment for these materials.

A currently operating ground water collection system, which has already treated millions of gallons of contaminated ground water at the site, will be improved by relocating the primary extraction wells to a more central location. Several new extraction wells will be added to enhance the efficiency of the ground water collection system. In addition, a recovery system for collecting and treating shallow contaminated ground water from portions of the site will be constructed at several locations. This system will prevent contaminated ground water from seeping into the Raritan River, Cuckhold’s Brook and Middle Brook. The details of these improvements will be developed during the remedial design phase of the cleanup project.

The proposed plan also calls for the placement of controls such as legal restrictions on land use to minimize the potential of future exposure and to ensure that the cleanup measures are not disturbed. Throughout the cleanup, monitoring will be conducted to ensure the effectiveness of the remedy. The EPA will conduct periodic reviews to ensure that the cleanup remains protective of public health and the environment.

The EPA is accepting public comments on the proposed plan until March 31, 2012. Written comments may be mailed or emailed to:

Joseph Battipaglia, Remedial Project Manager
U.S. Environmental Protection Agency
290 Broadway, 19th Floor
New York, New York 10007-1866
Email: Battipaglia.joseph@epa.gov

The EPA has a website to inform the community about the site at: http://www.epa.gov/region02/superfund/npl/american_cyanamid.

Follow EPA Region 2 on Twitter at http://www.twitter.com/eparegion2 and visit our Facebook page, http://www.facebook.com/eparegion2.

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Published by: United States Environmental Protection Agence (EPA) (yosemite.epa.gov)
Feb 20, 2012 Posted in Top Stories by GeoUlrich

Na bolsa de Hong Kong, almoço é de lei

[LUNCH]

Reuters

Corretores em passeata para defender seu horário de almoço em Hong Kong

Na cidade onde nasceu o título de dívida em yuan com nome de aperitivo chinês, o “dim sum”, onde comida e dinheiro são duas grandes paixões, a batalha do momento na comunidade financeira não é sobre cortes de vagas ou aberturas de capital. É sobre o almoço.

A líder espiritual da disputa é uma pequenina corretora de 80 anos, que veste um casaco de pele preto e carrega uma bolsa com listras de leopardo. Ela diz estar lutando contra a elite rica e enraizada da cidade.

O motivo do conflito é a duração do horário de almoço na bolsa de valores de Hong Kong. Líder mundial em número de ofertas públicas nos últimos 3 anos, a bolsa quer reduzir o intervalo para almoço durante o pregão de 90 para 60 minutos.

Até o ano passado, o intervalo era de 2 horas.

“Almoçar é um hábito dos chineses”, diz a matriarca do protesto, Choi Chen Po-sum. “Estrangeiros são diferentes. Eles podem tomar um café da manhã reforçado e dispensar o almoço.”

Nenhuma das maiores bolsas de valores do Ocidente tem hora de almoço. Embora algumas bolsas de valores asiáticas ainda se agarrem à tradição, a de Cingapura acabou com o almoço no ano passado, e a de Tóquio encurtou o intervalo de 90 minutos para 1 hora.

A bolsa de valores de Nova York abriu mão do horário de almoço em 1871, quatro anos depois de o telégrafo começar a prover os investidores com preços de ações em tempo real. Um porta-voz da bolsa de valores de Londres disse que ele não conseguiu “encontrar nenhum registro de horário de almoço formal nos tempos modernos”. Porém, considerando que ações são negociadas em Londres desde 1698, “pode ter havido num certo ponto, mas seria muito difícil descobrir quando”.

Já em São Paulo, um porta-voz da BMF&Bovespa S.A. disse que a BMF, a bolsa de derivativos, parava para almoço até 2009, quando uniu-se à Bovespa, que não faz intervalo. A Bovespa também já teve horário de almoço nos tempos do pregão viva-voz, que acabou em 2005, segundo corretores e registros on-line.

Para os corretores de Hong Kong, o almoço é sagrado. “Almoço não é só para comer,” disse Choi. “É também quando os corretores de Hong Kong saem para arranjar novos clientes. Esse é o único modo de eles conseguirem novos negócios e ganhar comissões.”

Choi, que é a presidente vitalícia honorária do Instituto dos Operadores de Bolsa, foi uma das primeiras mulheres a trabalhar como corretora, quando ela começou, em 1970.

Seu oponente na batalha pelo horário de almoço é Charles Li, diretor-presidente da Hong Kong Exchanges & Clearing Ltd., que vem pressionando para modernizar a bolsa com novas tecnologias e produtos. O ex-jornalista entende que as mudanças podem ser indigestas, mas argumenta que a cidade não pode se dar a esses luxos num mundo cada vez mais competitivo.

A bolsa está exigindo que as corretoras gerenciem melhor seus recursos, talvez organizando um rodízio dos funcionários na hora do almoço, para dar conta do novo esquema.

O conflito reflete as disparidades na comunidade financeira de Hong Kong. Enquanto os maiores bancos do mundo ocupam deslumbrantes arranha-céus no Distrito Financeiro da cidade, muitos corretores trabalham em escritórios térreos, de frente para ruas apinhadas, onde seus clientes, muitas vezes idosos, passam o dia conversando ou operando agressivamente na bolsa.

Os corretores argumentam que as reformas na bolsa beneficiarão somente os colegas dos grandes bancos e que, se o almoço for cortado, eles não terão mais tempo de encontrar-se com seus clientes e discutir com eles o pregão da manhã e a estratégia para a tarde. “Agora que eles não têm mais esse intervalo durante o dia, mesmo os clientes estão insatisfeitos”, dia Ruann Cheung, que tem 48 anos e há 20 é corretor. “Além disso, será que a bolsa acha que os investidores não vão almoçar?”

A briga ganhou as ruas no início do mês, quando os corretores fizeram uma passeata até a bolsa de valores. Um dos manifestantes levantava um iPad mostrando uma foto de Li com o rosto riscado por um “x”; outros chamavam Li de ditador da bolsa. Alguns quebraram tigelas de porcelana com arroz para simbolizar as ameaças à sua subsistência.

Os corretores de Hong Kong têm uma vantagem sobre seus colegas de outros países — eles trabalham sentados. Mesmo assim, alguns dizem que trabalhar sem um intervalo será insuportável. “Nós trabalhamos usando principalmente o cérebro. Depois de um longo tempo trabalhando, o nosso cérebro vai estafar,” disse Joseph Wong, um corretor da Delta Asia Securities Ltd.

Alguns corretores dizem que, mesmo que o horário de almoço seja mais curto, corretores não vão operar durante o tempo extra. No ano passado, o intervalo, que ia do meio-dia às duas da tarde, foi diminuído em 30 minutos, mas o volume de negócios não aumentou.

“O fato é que, se as negociações estão acontecendo entre 13h30 e 14h [...] nós estamos sentados sem fazer nada”, disse Jojo Choy, presidente do Instituto dos Operadores de Bolsa. “Não existe eficiência de mercado nenhuma.”


(Colaborou Luis Garcia.)

© 2011 Wall Street Journal (www.wsj.com)
Feb 19, 2012 Posted in Top Stories by GeoUlrich

O magnata que deu nova cara aos jatinhos

O jantar com Thomas Flohr, o magnata dos jatos particulares, começou com um truque. Quando cheguei à trattoria em Milão onde tínhamos combinado, ele já estava sentado. Ao contrário de quase todos os outros clientes sentados em pares, que se amontoavam em pequenas mesas com toalhas brancas, uma quase encostada na outra, a mesa de Flohr era diferente.

Ele disse aos garçons que estava esperando uma terceira pessoa e por isso a mesa vizinha foi unida à nossa. Quando a garrafa de vinho chegou, Flohr pediu ao garçom que também enchesse a taça do comensal fantasma. Intrigada, perguntei quem mais estava por vir.

“Ninguém”, respondeu ele. “Eu odeio mesas pequenas.”

[mag0212vistajet]

Alexia S

Negócio de família: Thomas Flohr, com sua filha, Nina, que é a diretora de marca de sua empresa de jatos VistaJet

O preço da privacidade é quase uma obsessão para Flohr. Sua empresa, a VistaJet, vende voos em jatos particulares, cobrando por hora, um negócio que ele espera tornar tão casual e consistente como fazer o check-in em um hotel cinco estrelas. Um voo entre Londres e Moscou em um dos jatos prateados de Flohr custa 40.000 euros, o equivalente a “quatro bolsas Hermès”, diz o executivo.

Sua comparação não é inteiramente acidental. Flohr tem a meta de levar a idiossincrasia e o perfeccionismo de um designer de moda para o mundo conservador da aviação. Seu próprio visual não é do mesmo naipe do de um executivo formal. Seu cabelo longo e desordenado o faz se parecer mais com um skatista adolescente. Jeans, camiseta e tênis Converse serigrafado compõem sua visão de traje de negócios.

A imagem da empresa está nas mãos de Nina Flohr, sua filha de 25 anos com a ex-mulher Katharina, que é diretora criativa da grife russa de joias Fabergé e ex-editora da versão russa da revista “Vogue”. Em resposta a um pedido recente do pai por ideias para melhorar a marca da empresa, Nina decorou a cauda de um jato da Bombardier de US$ 45 milhões com grafite.

Mas por trás do glamour que transmite, a família Flohr precisa navegar os perigos que a operação de uma frota de jatos particulares em vários países e espaços aéreos diferentes representa. Os dias de glória da aviação privada, em que o crédito fácil alimentou uma corrida para construir aviões, se evaporaram com a crise financeira de 2008. O avião particular, antes um acessório necessário para os ultrarricos e a nata empresarial, tornou-se um símbolo do excesso e, em alguns casos, de vergonha.

VistaJet

Iagem computadorizada do Bombardier da VistaJet com grafite na cauda

Os proprietários endividados que hoje se apressam em desfazer-se de seus aviões criaram um excesso de jatos de segunda mão no mercado e isso vem reduzindo a demanda por voos privados e até mesmo por jatos desse tipo. Ao mesmo tempo, Flohr tem de lidar com uma série de rivais, que vão dos serviços de fretamento a executivos abastados, como Warren Buffett, cuja holding, a Berkshire Hathaway, possui a NetJets, uma pioneira da propriedade fracionada de jatos executivos.

Até agora, Flohr tem conseguido manter-se em curso e diz que está posicionado para lucrar com a reorganização da economia global. Ao cobrar por hora — em vez de obrigar o cliente a comprar uma participação em aeronaves de vários milhões de dólares —, ele oferece uma opção mais acessível para os membros do jet-set mundial, diz Flohr. O executivo também colocou o foco da expansão dos negócios da VistaJet em mercados emergentes como a Rússia, Ásia, África e Oriente Médio.

Em vez de alugar aviões, como a maioria de seus rivais faz, Flohr compra jatos novos no mercado atacadista (atualmente, ele tem uma encomenda avaliada em 2 bilhões de euros com a fabricante canadense Bombardier). Logo, ele os vende no mercado secundário antes que vençam suas garantias, uma manobra que o ajuda a conter os custos de manutenção. Ao ter uma frota própria de jatos, Flohr exerce controle total sobre as operações e o visual dos aviões.

Até agora, a estratégia tem dado resultados. Flohr não revela muito sobre as finanças da VistaJet, uma empresa de capital fechado, mas diz que a receita aumentou 25%, para 300 milhões de euros, em 2011. Isso não significa que sua estratégia é infalível. Uma queda repentina no mercado de jatos privados poderia reduzir o valor da sua frota. A VistaJet também deve lidar com as mudanças constantes nos regulamentos, a volatilidade dos preços dos combustíveis e uma clientela para lá de exigente.

Flohr cresceu em um vilarejo de classe trabalhadora em Erlenbach, Alemanha, onde seu pai era professor de uma escola secundária. Quando jovem, ele tentou entrar para a escola de treinamento de pilotos da Lufthansa, mas não foi aceito. Ele acabou estudando na Universidade de Munique e depois se mudou para a Suíça. Lá ele se casou com a talentosa editora Katharina Konecny, uma relação que terminou quando Nina tinha 5 anos.

Na década seguinte, ele subiu no escalão da Comdisco, uma firma de tecnologia com sede em Chicago, onde assumiu as rédeas da divisão de ativos financeiros e liderou uma expansão agressiva pela Europa. Ele deixou a Comdisco em 2000, vendendo sua fatia de 1,5% da empresa, que na época tinha um valor de mercado total de US$ 2 bilhões. Em 2001, a Comdisco entrou em concordata e durante sua reestruturação judicial Flohr comprou o que restava da divisão de ativos financeiros, a mesma que ele criou poucos anos antes.

A gestão de sua nova empresa exigia uma agenda de viagens constantes, portanto, em 2003, Flohr decidiu comprar seu próprio avião, um Learjet de segunda mão. Ele queria impressionar na pista dos aeroportos, e para isso, pintou o jato de prata metálico com uma listra vermelha no centro. O avião ganhou tanta popularidade que o executivo se via cercado de pedidos de fretamento. A solução que ele encontrou foi comprar mais aviões e pintá-los de prata com uma lista vermelha. Nasceu assim a VistaJet.

Nina, sua filha, é uma das poucas pessoas em que Flohr confia, então, assim que ela terminou a faculdade foi recrutada pela sua empresa.

A crise financeira de 2008 foi o primeiro encontro da VistaJet com turbulência. No dia em que o banco americano Lehman Brother’s quebrou, a empresa tinha milhões de dólares comprometidos com pedidos da Bombardier. Apesar das incertezas, Flohr manteve sua encomenda.

O que veio depois, em 2009, diz Flohr, foi um ano de “noites insones”. O executivo reduziu o preço da hora de voo em 20% e pressionou sua equipe de vendas para encontrar clientes. No final daquele ano, os preços dos jatos particulares se estabilizaram, o que lhe permitiu fechar o balanço no ponto de equilíbrio. No ano seguinte, ele mudou de estratégia. Em vez de comprar Learjets, que podem cobrir longas distâncias sem reabastecimento, Flohr optou por comprar os aviões Global Express de US$ 45 milhões, da Bombardier, que são maiores. Os novos jatos eram mais caros, mas mantinham melhor valor de revenda. As aeronaves de maior porte também permitiram que Flohr se concentrasse em clientes como os oligarcas russos, empresários chineses e executivos de petróleo do Oriente Médio. Essa mudança ajudou a consolidar a sua presença em mercados emergentes que agora puxam o crescimento da empresa. “Há três anos, se você me perguntasse quanto custaria um voo entre Ulan Bator [Mongólia] e Xangai, eu ia dizer ‘esquece’. Hoje, é uma rota diária”, diz Flohr.

Os jatos maiores também têm oferecido mais espaço para liberar o designer que está dentro de Flohr. Agora ele tem mais funcionários para vestir, comida para servir e mais caudas de aviões para pintar. Nina, que hoje é gerente de marca da VistaJet, supervisiona desde o vinho servido a bordo até a qualidade das mantas. Seu toque mais radical foi a contratação do popular grafiteiro Marquis Lewis, conhecido como Retna, para pintar a cauda de um Global Express.

De seu apartamento em Milão, Flohr monitora funcionários e passageiros em aviões no mundo todo. Cada pedaço de informação que chega ao seu computador é analisado em detalhes por esse ex-administrador de recursos, como parte de sua constante busca por formas de cortar custos em uma empresa que nasceu com base em um prazer pessoal. “Somos realmente obcecados por detalhes”, diz Flohr. “Mas a alegria é ver a coisa toda”.

Este artigo foi publicado originalmente na revista WSJ.

© 2011 Wall Street Journal (www.wsj.com)
Feb 18, 2012 Posted in Top Stories by GeoUlrich

Novo líder da S&P defende rebaixamentos

Getty Images

Douglas Peterson, o novo líder da Standard & Poor’s

Doug Peterson, o novo líder da Standard & Poor’s Ratings Services, defendeu os rebaixamentos dos títulos de dívida soberana dos Estados Unidos e de países europeus feitos pela firma, rejeitando acusações de que a firma de classificações tinha se tornado mais agressiva após a crise financeira.

Na primeira entrevista desde que assumiu o comando da S&P, uma divisão da McGraw-Hill Cos., Peterson disse que a firma simplesmente seguiu seus critérios usuais para classificar as dívidas públicas. Essas normas foram reforçadas logo antes de a S&P rebaixar a dívida dos EUA, segundo os critérios publicados pela empresa.

“Nossa equipe dedicada a títulos soberanos é uma equipe de classe mundial”, disse Peterson, que assumiu o posto em 12 de setembro, substituindo Deven Sharma. Os critérios para classificar a dívida emitida por governos, que foram atualizados em 30 de junho, “fornecem a base central para fazermos a nossa análise”.

Peterson, ex-executivo do Citigroup Inc., assumiu o comando da S&P durante um dos períodos mais tumultuados da história desta agência. Ainda estremecida pelas críticas que a acusam, e a suas congêneres, de atribuir classificação máxima para complexas transações hipotecarias que implodiram durante a crise financeira, a S&P mais recentemente atraiu muita atenção por uma série de decisões, entre elas a de retirar dos EUA sua nota máxima AAA em agosto — — a primeira, e até agora a única, das grandes firmas de classificação a fazê-lo. Na semana passada, a S&P rebaixou a dívida da França, Portugal, Espanha e vários outros países europeus.

O rebaixamento dos EUA e de países da zona do euro é uma indicação de que “a S&P mudou sua abordagem”, pelo menos em relação às dívidas soberanas, disse Adrian Miller, diretor de estratégia de mercados globais na GMP Securities LLC. A S&P “está tentando angariar mais apoio do mercado. Eles estão tentando dizer: ‘Estamos debruçados sobre este assunto, e o estamos definindo da maneira como nós o vemos’”, disse Miller.

Peterson disse que a empresa não está seguindo uma linha mais ousada do que seus rivais, ou tentando influenciar os mercados com sua análise.

“O valor que trazemos é ter as metodologias, as análises, a equipe, o treinamento, a propriedade intelectual, as publicações certas e de altíssima qualidade.

Peterson disse que a S&P está estuando formas de penetrar mais nos mercados emergentes. A firma anunciou no final do ano passado que tinha uma participação de cerca de 5% em firmas de classificação da Tailândia e Malásia. Ele não quis comentar se a empresa está considerando outras aquisições, mas observou que vai buscar expandir-se “em qualquer lugar onde haja muito crescimento nos mercados”.

Peterson disse que sua experiência de trabalho no setor bancário, altamente regulado, mais recentemente como diretor de operações da divisão Citibank do Citigroup, vai ajudá-lo a navegar o novo emaranhado de regulamentações que as agências de classificação de crédito estão enfrentando nos EUA após a aprovação da reforma financeira conhecida como lei Dodd-Frank.

Peterson, de 53 anos, trabalhou 26 anos no Citigroup, com períodos em vários países, como Argentina, Uruguai e Costa Rica. As operações do banco, espalhadas por vários países, provaram ser um campo de treinamento ideal, disse ele, para seu trabalho na S&P, que tem mais de 1.300 analistas em 23 países.

A S&P está enfrentando mais concorrência. Em 2011, pela primeira vez em 14 anos, sua grande rival, a Moody’s Investors Service, da Moody’s Corp., arrebatou da S&P a posíção de líder do mercado na classificação de negócios lastreados em hipotecas residenciais e outros ativos, segundo o “Asset-Backed Alert”, um boletim do setor.

Uma queda na participação de mercado, disse Peterson, não é problema “se nós a perdemos pelas razões certas”. Ele não quis entrar em detalhes sobre esse ponto.

A S&P também tenta se recuperar de alguns grandes tropeços nos últimos meses, incluindo o anúncio de um rebaixamento da classificação da dívida da França em novembro, embora não tenha tomado nenhuma atitude nesse sentido na época. A S&P informou que havia sido um “erro técnico”. Peterson diz que tomou medidas para garantir que tais erros e mal-entendidos serão limitados no futuro, contando, em parte, com sua experiência como um auditor-chefe do Citibank.

© 2011 Wall Street Journal (www.wsj.com)
Feb 17, 2012 Posted in Top Stories by GeoUlrich

What Linsanity Says About New York

The remarkable story of Jeremy Lin proves that LeBron James kind of blew it. I know, this sounds off-topic, but bear with me for one second. That ESPN “Decision” was annoying but it was hard to argue with James’s choice of Miami—it’s a lively town; warm; his friends play there; they’re probably going to win an NBA title soon. But in selecting the Heat, James not only crushed the city of Cleveland, he also trampled hard on New York’s infamous civic ego.

[SPRTS_GAY2]

European Pressphoto Agency

Basketball fans waited for Jeremy Lin before the start of the game against the Toronto Raptors on Tuesday.

The Knicks cleared out salary space and the city tried to seduce him with all its usual, bloated presumptuousness—channeling Sinatra, we told LeBron that making it here was better than making it anywhere; that if he won as a Knick he’d be an instant deity; that he’d make buckets of extra cash because New York is nuts with plutocrats who like to toss bags of money out of town cars. Mayor Bloomberg did a groveling commercial, and the Knicks tried to impress James with celebrity pleas. LeBron was unconvinced.

It was embarrassing. At the time skeptics suggested that maybe New York wasn’t such a glamour stop anymore; that in an era of social media and brand globalization, a star athlete’s ascension was no longer so tied to the city where he or she put on pajamas at night. New York felt the chill of a snub. Perhaps the city had peaked as a sports destination, and we were the last ones to notice. Then a while later, Cliff Lee blew off the Yankees for Philly, and we all had same worried, self-involved conversation again.

But then you watch what has happened in New York the past week and a half with Jeremy Lin and you see how this city still can deliver a national rumpus like none other. Other significant factors are at play in the point guard’s sudden rise—Lin’s dynamic performance on the court; his underdog vindication after being dumped by two NBA clubs; the pride of Lin’s Asian-American fans; the fact that Linsanity occurred during a dreary stretch after the Super Bowl.

But it’s not wrong to say New York is also a big driver—this story swelled fast because it’s happening in a sweaty, hungry mega-media hothouse. (Lin’s rise is so irresistible it would have been news anywhere, but we can presume there would have been lighter fuss if Lin had come off the bench and overhauled, say, the Charlotte Bobcats.) New York makes everything a little larger, louder, unavoidable, for better and definitely also for worse. Elected officials get more famous here; chefs do; entertainers do. We have a real estate tycoon who still thinks he can be president, and New York remains a great place to write a first novel, get discovered in a one-act play, or play guitar outside in your underpants. And it’s not just for humans. Remember a few years back, when that cat got stuck inside a wall in a West Village store? Cats get stuck in walls all the time, but this one became an enormous deal; its rescue was covered round the clock, a media sensation. The lesson, of course, was simple: If you’re a cat and you plan to get stuck in a wall, do it in New York.

LeBron James does not appear to be a man saturated in regret. The Heat are a talented team, far better than New York, and it’s supposed to be 81 in Miami on Wednesday. James is not Jeremy Lin. Nobody is going describe James as an underdog, and he has a decade head start on Lin as a global phenomenon. But amid the Lin-mania it’s possible for James to see some truth to the case New York tried and failed to make two summers ago. This city is clearly aching and desperate to become a basketball town again—look how wild it’s going for a flawed team that remains under .500. Look how New Yorkers panicked over romantic Valentine’s dinner reservations because they wanted to watch a midseason road game versus the Raptors. The Raptors! Then Lin wins the game with a three-pointer with a half second left. If you missed it eating chocolate-covered strawberries, you hate yourself.

There’s hype, there’s bluster, there’s exaggeration and the unmistakable flicker of a new urban legend. The excitement over Jeremy Lin feels authentic and loud, a city confidently reset as the center of a self-created universe. It feels like New York.

© 2011 Wall Street Journal (www.wsj.com)
Feb 17, 2012 Posted in Top Stories by GeoUlrich

Special Report: Towns go dark with post office closings


Tue Feb 14, 2012 3:50pm EST

<span class="articleLocation”>(Reuters) – Postal officials were blunt in December when they stood before 120 residents in Dedham, Iowa, to tell them why their town’s post office has to close. The Internet, officials said, was killing the U.S. Postal Service.

“Well, I have no Internet,” resident Judy Ankenbauer said at the meeting. Like many of Dedham’s 280 residents, Ankenbauer said she still relies on the post office to buy stamps and send letters and packages.

Dedham is hardly alone in its dependence on the Postal Service. Some of America’s poorest communities – many of them with spotty broadband Internet coverage – stand to suffer most if the struggling agency moves ahead with plans to shutter thousands of post offices later this year, a Reuters analysis found. Nearly 80 percent of the 3,830 post offices under consideration are in sparsely populated rural areas where poverty rates are higher than the national average, demographic data analyzed by Reuters shows.

Moreover, about one-third of the offices slated for closure fall in areas with limited or no wired broadband Internet, Reuters found.

“We’re not the ones in the big cities who are just emailing everything to everybody. We’re the ones that are actually still sending our Christmas cards and our birthday cards,” said Sarah Clyden, who runs a feed store in Oakwood, Okla., where the agency is considering closing the post office.

Federal law requires the Postal Service to provide “a maximum degree of effective and regular postal services” to rural areas and small towns. Today, with 32,000 retail locations and 150 million delivery points, the Postal Service has a larger footprint in the U.S. than McDonald’s, Starbucks and Wal-Mart combined, according to its website.

Even so, the rise of email, a drop-off in first-class mail, onerous labor costs and the growth of shippers such as UPS and FedEx have left the Postal Service hemorrhaging money. By fall, postal officials have warned, they may not be able to borrow money.

The Postal Service is not studying the economic impact on communities where post offices are slated to close, spokesman David Partenheimer said. But in the 3,004 rural communities across 48 states where post offices may close, many residents fear the impact will be pronounced.

About 2.9 million people live in the rural communities where the post office that may close is either the only one or one of two post offices serving their zip code area. For many rural residents, that would translate into longer drives to mail packages, pay bills or buy stamps.

Like all of the post offices on the closure lists, the post offices in Dedham and Oakwood wouldn’t close until mid-May, thanks to a temporary moratorium on closings put in place in December. The moratorium was intended to give Congress a window to pass legislation offering the Postal Service some relief. But with lawmakers still deeply divided over how to address the Postal Service’s financial woes, state and local government officials worry thousands of closings are on the way.

“The Postal Service is supposed to be a universal service available to people wherever they live in America,” said Iowa Gov. Terry Branstad, who pushed hard for the moratorium. “What they’re doing is going against that premise.”

‘DROP IN THE BUCKET’

The Postal Service chose post offices for possible closure based primarily on revenue. Two-thirds of the 3,830 post offices slated for closure earned less than $27,500 in annual sales, postal data show. Nearly 90 percent of these post offices are located in rural areas, where shrinking populations and dwindling businesses mean the post offices simply cost more to operate than they earn.

“These offices are decreasing in revenue year after year after year,” said Dean Granholm, the Postal Service’s vice president for delivery and post office operations.

Despite a request under the Freedom of Information Act, the Postal Service declined to provide data on revenues for individual post offices. But the Postal Service did provide Reuters expense data for all post offices. The statistics show that closing all of the post offices under consideration would save about $295 million a year – about four-tenths of 1 percent of the Postal Service’s annual expenses of $70 billion.

“That’s a drop in the bucket,” said William Henderson, who served as Postmaster General from 1998 to 2001. Then he corrected himself: “That’s not even a drop in the bucket. The bucket won’t ripple.”

The Postal Service says the closures are necessary because Americans increasingly are turning to the Internet to send email and pay bills, resulting in plummeting mail volume and revenue.

“We’ve lost our business to the, you know, online communications,” Kent Gochenour, an Iowa postal official, told residents at the town hall in Dedham.

To match the falling demand, the agency says it needs to cut $20 billion in operating expenses by 2015. Restructuring healthcare programs, eliminating jobs, ending Saturday delivery and closing post offices are among the moves being considered, though some of these would require permission from a Congress that remains deeply divided on how to address the Postal Service’s woes.

“When you deal with billions, there’s nothing that you should ignore, even if it’s only a couple percentage points of your total operating costs,” Postmaster General Patrick Donahoe said during an October interview.

But for many in the communities where post offices are slated to close, doing business online is not an easy option. Trinchera, Colo., a rural town near the New Mexico border, lacks wired broadband. Carlos Sandoval, a local rancher, said he relies on the post office for everything except groceries. He said he only uses a computer when he visits his daughter “in town” – Trinidad, Colo., about 15 miles from his home.

Like Sandoval, about a third of the 110 people served by the Trinchera post office have no Internet access, according to Gene Caldwell. The 82-year-old began mustering statistics last fall to share with postal officials during a community meeting on the post office .

Many residents live as many as 50 miles from the nearest town, and to get there, they have to travel mostly on unpaved roads, Caldwell said. They rely on the Postal Service for livestock vaccinations and medicines, notices of livestock sales, trade newspapers and other items.

More than half of the 58 Colorado post offices on the closure list fall in areas that, like Trinchera, have limited access to broadband Internet.

Nationwide, about 1.7 million people live near post offices slated for closure in areas with limited or no broadband Internet service, Reuters found.

“We’re targeting the wrong people,” said Mark Strong, president of the National League of Postmasters. “We probably should have taken a look to see if first of all they have Internet accessibility in their communities.”

At Postal Service headquarters, officials say they did not consider Internet accessibility when determining which offices to shutter.

“I think there’s a lot of information involved in why we’re losing revenue at these locations, and it’s not specifically tied to the Internet or the availability of Internet in these communities,” Granholm said.

DIGITAL DIVIDE

Internet access has spread the way most businesses expand – to areas more densely populated with people willing to pay for service. Today, rural areas remain less connected to the Internet than urban populations across every technology type, according to Commerce Department data. Nearly 90 percent of the 24 million Americans without wired broadband access live in rural areas, latest data show.

“There’s still a real digital divide between rural and urban America,” said Ed Luttrell, president of the National Grange, which represents rural America. “You look at rural folks, they tend to rely much more heavily on the Postal Service for delivery of a wide variety of necessities than urban people.”

Reuters gauged communities’ Internet connectivity by comparing their locations with a national map of wired broadband availability that’s compiled by the Commerce Department. Areas were identified that met the most basic government threshold of 768 kilobyte per-second-download speed – a speed that corresponds roughly to the “3G” service speed on most phones . In areas lacking wired broadband, residents may sometimes still connect online through a satellite or wireless provider willing to extend them service, Commerce Department officials say.

But higher costs and lower dependability often discourage individuals and businesses from using the Internet for commercial transactions, and many older residents have never trusted online commerce or owned a computer.

“I have a phone, a newspaper and a post office. And the post office is number one,” said Ankenbauer, 59, the Dedham resident who spoke up about internet service at her town hall with postal officials.

Elsewhere, the steady flow of personal and business communications online has chipped away at mail volume. In 2002, first class mail, the Postal Service’s most profitable product, began to decline. The economic downturn exacerbated the drop-off. Total mail volumes have fallen more than 20 percent since 2006, and another 24 percent decline is predicted by 2020.

Postal Service executive Granholm said the agency is offering a range of substitutes for traditional post offices services because the Postal Service does not consider its website a complete replacement. Still, “if customers do have broadband access, I think a lot of customers would choose to use our online service,” Granholm said.

PROFOUND IMPACT

Losing a post office could stifle small businesses and prevent towns from recruiting new employers, residents say. Most of the closings are in rural areas, where the poverty rates for surrounding communities are higher than the national average of 15.3 percent. In communities with limited or no broadband Internet, the economic disparities are even more pronounced.

“The postmaster general doesn’t have a clue about what’s going on in rural America, and it shows,” said U.S. Senator Jon Tester, a Democrat from Montana.

In Allen, S.D., a town on the Pine Ridge Indian Reservation where almost all of the residents live below the poverty line, Warren Yellow Hair wants to make more money by scaling up his mail-order art business to include Internet sales now that he’s bought his first computer. But with the Allen post office slated for closure, Yellow Hair worries he’ll have to drive 40 miles round-trip to mail his tipis, drums and drawings to customers.

“I’ll just have to pass the charge on to the customer and I sure don’t want to do that,” Yellow Hair said. “Here in Indian country, we’re just barely trying to get ahead.”

Business owners across the country are making similar calculations.

Sharon Voss, who runs a produce market in Copalis Crossing, Wash., thinks her customers would pay to have fruits and vegetables mailed each week to elderly family members who live alone. But she said she might rethink her mail-order expansion plan if the post office will no longer be right down the block.

Debbie Catania of Grimes, Calif., said her RV park stays full with temporary workers who rely on the nearby post office. The workers open post offices boxes to get care packages from relatives and may go elsewhere if the office closes.

Ron Christensen in Lohrville, Iowa, relies on low Postal Service shipping rates to keep afloat his Air Electric Machine Company, which makes ornamental steel windmills. If the Lohrville post office closes, he plans to drive 17 miles roundtrip to the next nearest post office to avoid paying extra through UPS or FedEx.

About 3,250 of the 3,830 post offices on the Postal Service’s closure lists fall in zip codes where UPS and FedEx charge more to provide package delivery, Reuters found.

Town mayors and chambers of commerce also worry about the broader economic impact of losing a post office. Thanks to small populations, remote locations and a lack of reliable Internet, many towns are already a tough sell to new businesses. Losing the convenience and reliability of a local post office could make that even tougher, said Elliott Smith, who heads the Iowa Business Council.

“In a town that has a post office closing, you have to start thinking about, ‘what are my long-term plans here?’ It’s tough,” Smith said. “How do you attract workers?”

SKEPTICAL OF ALTERNATIVES

The Postal Service is touting various alternatives to brick-and-mortar post offices as a way to maintain service. One strategy has the agency contracting with some local businesses to offer basic postal services.

But six months after announcing the so-called Village Post Office plan, the Postal Service still had fewer than a dozen fully operating. Postmaster General Donahoe said in October that officials have recognized the contract model wouldn’t work in many isolated areas.

“In some of these areas . . . there is no option to have a Village Post Office because there’s no stores or other facilities,” Donahoe said. In some of those places, the post office may remain open, but with shorter hours to save money, Donahoe said.

Another plan is to expand the use of rural letter carriers, who are equipped to sell stamps, pick up packages, and fulfill money orders, in addition to delivering the mail, said Granholm, the head of post office operations. The carriers, who already serve many rural communities, would also drop off packages and other items at road-side mailboxes or clustered mailboxes in a central location.

“We’ve seen in surveys and in community meetings that customers have understood that that’s actually an extension of convenience for them,” Granholm said.

Jeanette Dwyer, president of the National Rural Letter Carriers’ Association, said rural carriers can provide a variety of services for residents who cannot easily access a post office. But she said rural carriers are not a full replacement for a physical post office.

“I don’t believe it’s the most cost-efficient thing for them to do, to just say we’re going to close every small post office,” Dwyer said. “The American public has to have service.”

Many residents said they are wary of relying on a rural carrier for time-sensitive or valuable packages, especially when the service has to be timed to carriers’ schedules.

Carriers may not be deterred by snow or sleet, but some customers say they would be.

“I’m not standing out in the blizzard waiting for them. How is that going to be convenient for us?” said Christensen, the Iowa windmill maker. “They’re not going to be able to handle our needs.”

(Reporting By Cezary Podkul and Emily Stephenson, editing by Blake Morrison)

© 2011 REUTERS (www.reuters.com)