天使Santodomingo Martell预计2020年要坚强。他不知道这将是这种艰难的。

Speaking toII那the bank executive recalled how Banco Santander Brasil, where he has served as chief financial officer since 2014, had begun to position itself more conservatively last fall.

“Back in September last year, we publicly said that we saw pockets in the economy — we thought we should stay back a bit,” he said. “We wanted to control risk. Obviously, we didn’t know about Covid-19.”

As of Tuesday afternoon, there were more than 5.4 million documented cases of Covid-19 globally, according to the World Health Organization, including over 363,000 in Brazil. The Latin American country has in recent weeks emerged as one of the latest热点for the contagious and potentially fatal disease, with the number of reported cases growing rapidly over the month of May.

在拉丁美洲，来自金融服务的行业的高管从金融服务到建设报告其业务的重大中断，迫切需要适应冠心病大流行可能永久改变的世界。例如，在墨西哥，建筑材料公司CEMEX制定了一些新的协议，以确保工人的适当社会偏移和卫生，包括为员工启动一个应用程序，以自我报告他们可能正在经历的任何健康症状。

回到巴西，电力提供商Engie Brasil Energia必须弄清楚如何以该国最大的电力生产商保持灯光。“As a company that provides an essential service, we have implemented a series of initiatives to offer the necessary protection to our employees and the continuity of our activities, in line with the recommendations of health agencies,” Eduardo Sattamini, the utility company’s CEO, said by email.

Banco Santander has similarly sought to keep money flowing through the economy in a time when businesses and individuals need it most. “We have moved from ten years ago with banks being the problem to now banks being the solution,” Martell said. “And that is an important way of looking at the bank sector as what we should be, which is a provider for the economy to be able to grow.”

下面，马马特和其他排名第一的成员II’s拉丁美洲执行团队discuss how their companies have responded to the coronavirus pandemic — and what the world will look like afterwards.

Jose Antonio Gonzalez

CFO，CEMEX.

Cement & Construction

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1. Covid-19大流行如何影响您的业务？

The impacts began in Europe and Southeast Asia and then at a later stage arrived more in the Americas. In this way, the concept of having businesses around the world has helped ease impact, as it has not all come at the same time.

影响有两种形式。一个是需求的冲击，另一个是对供应的影响。在发达的市场中，对供应的影响很小，中断却很小。影响从需求方面的影响更多，强度不同。在西欧，由于病毒更强烈地遭受了需求方面，我们已经看到了一个大的影响。在中欧 - 捷克共和国和德国这样的国家 - 我们看到的影响越少，因为所实施的政策更有利于企业。

In some markets around the world we have had more aggressive lockdown instructions, for example in South America or the Philippines. There we have had to temporarily close facilities, and that impacts the ability to supply. But there has been a distinction in the kind of impacts we have seen and it has come in different stages.

2.您的公司在创新和适应方面是什么？

We see the Covid-19 issue with three stages. The first wave of impact is the shock of the event. The second has to do with the day after, once the shock has been absorbed and actions have been put in place. We are now in the phase of learning how to operating under these conditions, where there has been some degree of containment and some eagerness of the government and society to assume economic activity.

I think we have done a great job. We have taken all the right measures in the first stage to soften the blow. We put in place what we called rapid response teams to protect the safety and health of our people and customers and facilitate business continuity as safely as possible. We put together those rapid response teams very quickly and managed to deploy global initiatives around those two actions.

One challenge in and of itself was to put together these teams to work effectively even though most people are working from home.

我们也利用我们的CEMEX平台,transforming from analog to digital all of the customer journey, from when they approach us to get a quote to when they request an order to when they take delivery and when they pay.

我们所做的另一件事，沿着保护人民健康和安全的线条，是我们很快汇集了一个应用程序，员工们在他们的手机上称为健康检查。If you go into the app, you’re asked a few questions like, how are you feeling, or what is your temperature, and that has been helpful in identifying any issue and being able to take actions immediately — send people home or send people to the doctor, et cetera.

3.从现在开始，你的部门会有什么样的？

快速反应小组的目标的一部分是to develop standards we need to implement in order to be able to operate in a safe environment. We have developed and put together inventory of 50 protocols for working safely. These protocols have to do with hygiene, distancing interactions with customers, how people get to job sites, what kind of checks people have to have as they walk in or out of job sites or factories.

We will have to adapt to the challenges brought about by this environment, but I think we’ve gotten a head start with the development of these protocols. We will be adjusting; we will be working more safely. Because what we’re seeing is around 40 percent of our business is in developed markets and these markets have been pursuing very aggressive fiscal and monetary policies. We would expect in the context of recovery that a lot of resources could be directed to construction and infrastructure. With interest rates so low, there are a lot of reasons why this could happen.

4.投资者应该了解拉丁美洲的一件事是什么？

我们在拉丁美洲有一个重要的存在，但最大的是墨西哥。从宏观角度来看，我们认为墨西哥与美国有很强的联系。所以我们非常高兴地看到美国如何施加非常强大的经济措施。由于美国和墨西哥之间的紧密联系，我们认为墨西哥会受益。

由于各国普遍看着民族主义议程，我们认为美国与中国的冲突，我们认为墨西哥能够从跨国公司的兴趣中受益，从跨国公司融入来自墨西哥的供应链。

5. What have you been you reading or watching while staying at home?

My wife and I have been watching a lot of series on Netflix. One we finished recently is Homeland — it’s a great thriller and I love the plot twists. I also have a book my son recommended — actually a book from Latin America called “La Fiesta Del Chivo” by Mario Vargas Llosa. It translates to “The Feast of the Goat.” It’s a historical novel about the era in the Dominican Republic when they had a longstanding dictator. I was not that familiar with the story of this period so it’s been interesting to read about.

天使Santodomingo Martell

CFO, Banco Santander Brasil

财务：银行

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1. Covid-19大流行如何影响您的业务？

Given the economic situation — in general terms, the cooldown that is happening around the globe is obviously affecting us. That is the obvious argument, but I would say it has further, more profound changes. We have learned a lot from the crisis. We have learned how to do a lot of things we thought we couldn’t do in digital mode — how we could still offer and give the full product and service range that we offer clients. How we can support clients on the retail and corporate side in terms of giving what we are supposed to give, which is financial support. How the famous home office works. How we can increase productivity.

Here at Santander Brasil we have a highly engaged team — one of the highest in the sector. That engagement has meant that we as a team have acted and learned to adapt. We have confronted the crisis in a more positive and prepared way.

2.您的公司在创新和适应方面是什么？

The home office is a very good example. We have had at headquarters for some weeks a ratio of 80 percent at the home office and 20 percent being present. We didn’t want to go to 100 percent home office — we thought it was important to maintain active cells in the corporate business.

But the home office has been good. We have adapted quickly and strongly. One of the parts of the business that was challenging was the call center. How can you really manage a call center in a home office? But we have been able to manage the call center in the home office, working in a natural way.

我们能做的是，适应我们为客户提供的每种工具。首先，我们在巴西在巴西将支持客户提供的措施 - 这是一种势不一而刻的适应方式。您可以想象数十万名客户需要收到金钱，交换付款。适应我们的系统和能力，绝对是立即想到的东西。

第二个例子是我们的汽车业务。大多数汽车经销商都必须仔细靠近，我们交付的是经销商可以将汽车交付给客户的工具，客户和汽车经销商之间的所有关系都是数字化的。我们称之为我们的在线汽车送货服务，客户通过数字系统看到并签订汽车，经销商在物理上提供汽车，我们为我们提供了融资的服务等等。这是一直取得成功。当这些事情发生时，我认为Santander已经以优秀的方式表现出灵活性和能力。

3.从现在开始，你的部门会有什么样的？

Things are going to stay — not only the digital mode. I think it will have to look more like this, and those that do not change will not be able to make their way.

它看起来像一个靠近客户的金融部门。没有其他方法可以成长 - 当这些事情发生时，你需要一个靠近客户的声音金融部门。

它看起来像一个金融部门，其中拥有服务和真正支持客户的银行将是赢家和那些将强烈定位的赢家。显然它将更为数字化，显然它将更有效 - 所有这一切都将会发生。

4.投资者应该了解拉丁美洲的一件事是什么？

The first thing is, if you watch the market movements and the currency movements, asset prices in real time are cheap. The second thing is obviously the region has a high level of risk — but if you go back in the last five, ten years, that level of risk has gone down. The cost of equity has clearly gone down. I’m speaking about the region generally — in a basket you have different countries with different specific cases.

另一件我所说的是，一般而言，机构工作。您可能拥有各种经济紧张局势，社会紧张局势，政治紧张局势 - 但机构往往致力于工作。显然，你有异常，但你倾向于看到这不是50年前的拉丁美洲。这是一个巨大的机会。如果您在全球范围内看，不仅在新兴市场，而且无论在哪里有规模，增长机会和真正发展的能力，都很明显拉丁美洲是这些地方之一。

5. What have you been you reading or watching while staying at home?

我一直在阅读历史。我们处于危机中，这是一个非常独特的，但人类往往在整个历史上表现得同样。所以我一直在学习危机如何发生以及如何重量。

我一直在阅读的第二件事是数字工具的加速，与今天的Whatsapp相比，回到电话或传真。历史一般来说，当你在巨大的危机中间时，我认为是一个很好的学习过程，就像我们拥有的巨大危机一样。

Eduardo Sattamini

CEO, ENGIE Brasil Energia

电动和其他公用事业

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1. Covid-19大流行如何影响您的业务？

冠状病毒引发的正在进行的危机对经济各界构成挑战，因为锁定有效地阻止了大多数企业正常运作。这种危机必然会对电力公用事业部门产生影响，例如较低的功耗;减少配电公司的收藏品，并导致整个价值链的现金流量的疑虑;关于工业和商业客户的自由市场部门重新谈判的新闻。

ENGIE Brasil Energia understands that most of the risks are inherent to the business and, for this reason, are incorporated in our risk matrix, and therefore mitigating instruments [are] already in place.

Regarding the impact for power distribution companies, on May 18, the federal government published the Decree 10,350, establishing the terms of financial aid for the distribution companies. [This] addresses the most urgent issue, which is liquidity for the distribution companies, enabling them to continue honoring their commitments to other sectoral agents, and preserving the sustainability of the electricity sector.

在自由市场的情况下，我们已经收到了一些修改负荷的请求，尽管在能量数量方面处于限制金额。我们正在分析每种情况，逐个案例，考虑商业关系，合同诚信原则，以及对有关双方的经济金融均衡的维护。

At this point we have had good results, preserving the company’s interests and, in some cases, accommodating customers’ needs.

We are also monitoring the developments of the pandemic, evaluating their possible impacts so that we can best protect both the health and the safety of employees and communities, where we operate, as well as the company’s operations and results.

2.您的公司在创新和适应方面是什么？

加强沟通：作为本土活动的一部分，人们不断鼓励沟通。这一直在偿还。我们拥有我们所谓的能量对话，我们与所有员工谈论这一点。

心理支持：我们曾举办了几个与心理学家的内部研讨会，与动机，保持劳动力和我们的团队高度啮合。

Learning and development: We have also been taking some time for e-learning. There are modules we are encouraging people to take to make use of this time at home and prepare for our future challenges.

Wellbeing activities: We also implemented wellbeing activities, like physical exercise lessons via Microsoft Teams. Some people are doing functional gym workout, others are taking Pilates and occupational exercise — all done online so that people will keep their bodies healthy as well.

On the business side, we are accelerating our digital transformation. [That] started in 2016 and [has been] an enabler for the quick reaction of the company, automatizing even more our processes and products.

3.从现在开始，你的部门会有什么样的？

The utilities sector will be instrumental in helping the economy to recover.

我们正在识别出于制定运营和监管改进的几个机会，这将导致更高的效率和降低成本，这可能对未来的能源价格产生积极影响。顺便说一下，Covid-19危机带来了该部门监管框架的结构现代化的紧迫性，即巴西国会 - 这将导致上述效果。

我们也可能对并购或合并机会，并且当然，在可再生能源的能源生成中越来越越来越多。

Thus, we can expect the most agile companies to strive and be even more competitive in the future.

4.投资者应该了解拉丁美洲的一件事是什么？

仍然不确定和终结该地区大流行的影响。我们知道各国将根据疾病的演变水平和大流行的持续时间作出反应。然而，从一般的角度来看，考虑到巴西情景，投资者应该在大流行期间评估公司的恢复力，以及他们如何在Covid-19之后为未来做准备，简短而中等。

And when we talk about resilience, we consider the liquidity profiles of companies, their financial assets, and their ability to adapt to the new normal, with the adoption of new technologies and processes.

5. What have you been you reading or watching while staying at home?

我一直在以往任何时候都在工作，以管理我们到达的所有行动计划，以尽量减少危机对我们公司的影响，但我花了一些时间观看与我的孩子的电影。我们观看了“教授和疯子”和“Zookeeper的妻子”等，而且我正在阅读Ken Follet的“永恒之际”和Thomas Piketty在二十一世纪的资本。“