The infrastructure specialist, reporter, and public-private partnership expert, Felipe Montoro Jens recently attended the IDB meeting on March 24th, 2018. The IDB is the Inter-American Development Bank meeting was in Mendoza, Argentina this year. Felipe reported the various efforts and plans in place to help turn the economic situation around in Latin America and South America entirely. It’s important to understand the efforts made by Brazil in recent years in the area of public-private partnerships to complete much-needed infrastructure projects, create jobs and stimulate the economy. Felipe Montoro Jens recently reported many public-private partnerships in Brazil and how they have yielded many good economic results. Read this article at odiario.com about Felipe Montoro Jens
During the IDB meeting, however, it was made known that many of the PPPs have not been implemented due to lack of funding by the private sector. PPPs have been implemented to complete road construction projects, sewer and water accessibility projects and public lighting projects. Dyogo Oliveira was one of the persons at the IDB this March. Mr. Oliveira is the Minister of Planning, Development, and Management, and he brought to the attention of the board members the need for investments to kick-start more PPPs. There has been a huge increase in PPPs, but in order to make a real impact and really move things in the correct direction, investments will be needed. Felipe Montoro Jens reported, Mr. Dyogo asked for more investments to create financial guarantees. Without these investments, the PPPs will continue to not be implemented.
This argument was echoed by Luis Caputo, according to Felipe Montoro Jens. Luis Caputo is the Minister of Finance and Chairman of the Board of Directors. Luis pointed to the industrial revolution as an important event on the horizon and the country needs to get the PPPs moving once again. While there are many successful PPPs already in place, the need for more investments was the main topic of discussion at the IDB.
Read more: http://www.consultasocio.com/q/sa/felipe-montoro-jens
When Louis Chenevert was born in 1958 in Montreal, Canada, he had no idea how his actions would impact the lives of many. It is true that he doesn’t directly deal with his human beings, but his actions have created a profound positive effect on people’s lives. From his infancy, Louis Chenevert wanted to become a production manager. That is what he has lived to be. His dream started to shine shortly after graduating with a Production Management Degree from HEC School of Business at the University of Montreal.
Of course it would be useless with a production management degree at hand without a job. His friend Guy Hachey introduced him to General Motors St. Therese Branch in Quebec. It is while working at the branch that he helped shape things. Thanks to Hachey, Louis Chenevert was put in the assembly line, a section in the larger production department. Prior to his joining GM, the branch was producing vehicles at a slow speed thus it would be difficult to meet the ever-increasing demand of vehicles. He changed this. During his time at the assembly line, GM St. Therese could produce a brand new vehicle every minute!
Every person who worked with Louis Chenevert at the branch was amazed at the way he made decisions that were viable. He strayed with GM Quebec branch for 14 years. A timer came when he had to move just like his friend Hachey had done early. Both men landed jobs at aerospace companies that focused on producing aircraft engines. When a time came for Louis Chenevert to move, he went to Pratt & Whitney Canada. This is an annex company of United Technologies Corporation (UTC) that centers on aircraft engine production.
Louis Chenevert brought about tremendous changes to the aircraft company. When he was brought on board, it would take PWC’s production team 2 years to produce a small aircraft engine. With him on control of the production department, Louis Chenevert reduced the number of months of producing a new aircraft engine from 24 months to just 9 months. This helped the company save a lot of money and time.