Mon, 07/02/2012 - 10:51
A species of confession of the besteiras that makes few years before. This proposal of ' ' modeling tardia' ' it shows how much time if lost, and how much that it would have been important to at the time promote a rational grouping of the companies of the sales. The reorganization in the petrochemical A reorganization finished happening in petrochemical, with shy and secondary participation it BNDES. In 1999, the Central banking decided to vender the lot of control of the Copene, as party to suit of liquidation of the Economic Bank. Together with the BNDES (Calabi management), and with the Extreme one, a modeling that would allow the future verticalizao, at least partial, of the bahian central office, and with this was developed, the correction of the main distortion of the sector. The BNDES passed, then, to support the Extreme group for the acquisition of the petrochemical assets of the Conepar (Economic group), for sale rank for the Central banking, together with the bahian assets of the groups Odebrecht and Mariani. It is that, with the purchase of these assets, the Extreme one (the individual consuming greater of eteno in the northeast polar region through the Northeast Oxiteno) it would start to control the Norquisa, and, consequently, the Copene, and if it compromised to implement the verticalizao of the central office, being incorporated the units of second generation that would start to control (the Northeast Oxiteno, the Polialden, beyond the plants of second generation of the selling groups, Odebrecht and Mariani). The solution was attractive, for being the Extreme group most managed of the private national groups of the petrochemical one and for having the tradition of respect to the minority stockholders and maintenance of good standards of corporative governana.
However, excessively confident, and if considering alone in the race with the jib of the Dow in the first attempt of auction (none another foreign group had if ' ' assanhado' ' , Unipar, Suzano and Ipiranga did not have ' ' apetite' ' nor ousadia for a step of this magnitude, and Odebrecht and Mariani met in the sales tip, together with the assets of the insolvent mass of the Economic Bank), started to exert extreme pressure on the Central banking in the direction to get price more favorable. As consequence, after two frustrate attempts of sales, the groups Odebrecht and Mariani had obtained financial support and had passed of salesmen the purchasers, buying at auction, in the third attempt of auction, the assets of the Conepar. An important notation: the Odebrecht group had been the great inspirer of the inept form of privatization of the petrochemical one, that it generated a horizontalizado sector. This because, with the ousadia that always characterized its performance, it intended to acquire substantial part of the second generation of the petrochemical Brazilian, and, conscientious of that it would not have financial reach, to the time of the privatizations, to acquire the central offices, opted to the model to become these companies ' ' centros' ' of raw material supply, without no enterprise autonomy, and the favored prices. ' ' Inventou' ' , then, the theory of the great horizontalizado resin manufacturer: it insisted that a great horizontalizada producer of thermoplastic was viable and would be competitive here and