Volkswagen se disculpa por colaborar con la dictadura en Brasil e indemniza a los extrabajadores que entregó… – RT en Español

La compañía compensará con 6,5 millones de dólares a sus exempleados y financiará proyectos de memoria histórica.

Han sido necesarios cinco años de investigaciones para cerrar un doloroso episodio de la dictadura militar en Brasil (1964-1985). Finalmente, las víctimas que trabajaron en la compañía automovilística alemana Volkswagen han sido indemnizadas por las violaciones a los derechos humanos que sufrieron al ser denunciadas al régimen por la empresa.  

Volkswagen ha firmado una acuerdo extrajudicial con la Fiscalía de Sao Paulo, después de una investigación que comenzó en 2015 tras una demanda presentada por antiguos empleados. A partir de enero de 2021, la compañía compensará con 36,3 millones de reales (unos 6,5 millones de dólares) a extrabajadores que fueron presos, perseguidos y torturados en ese periodo y, además, financiará proyectos de memoria histórica.

Con este acuerdo se cierran de manera definitiva tres procesos civiles tramitados en la Justicia. Y Volkswagen se convierte en la primera empresa extranjera en revaluar su historia durante la dictadura en Brasil.

“Sinceramente lamentamos las violaciones que ocurrieron en el pasado. Somos conscientes de que es una responsabilidad conjunta de las empresas y de la sociedad en general respetar los derechos humanos y fomentar su observancia”, dijo Hiltrud Werner, miembro del consejo de administración de Volkswagen para Asuntos legales e Integridad.

Vista aérea de la planta de Volkswagen en Sao Bernardo do Campo, Sao Paulo. 30 de agosto de 2006.Paulo Whitaker / Reuters

Ya en 2014, la Comisión Nacional de la Verdad, grupo encargado de investigar los crímenes durante la dictadura, destacó la colaboración del fabricante alemán con el régimen militar. El Ministerio Público también llevó a cabo una pesquisa que determinó su cooperación sistemática.

En 2017, la compañía pidió un estudio independiente al historiador alemán Christopher Kopper, quien concluyó que al menos siete empleados fueron enviados a prisión tras las denuncias de la empresa. 

“Esto ocurrió en una época en la cual la práctica de la tortura de la Policía política ya era de conocimiento público en Alemania y en Brasil”, destacó en su informe Kopper. 

Compensaciones millonarias

De los 36,3 millones de reales, 16,8 millones de reales (unos tres millones de dólares) serán para la Asociación Heinrich Plagge, que congrega a antiguos empleados de la compañía. 

Bolsonaro se reúne con un exmilitar denunciado por homicidio y ocultación de cadáveres durante la dictadura

Además, la empresa destinará 10,5 millones de reales (unos 1,9 millones de dólares) a proyectos de promoción de la memoria y la verdad sobre las violaciones de derechos humanos durante la dictadura.

El resto del monto irá a los Fondos Federales y Estatales para la Defensa y Reparación de los Derechos Difusos (FDD) y a financiar investigaciones sobre la colaboración de empresas con el régimen y en apoyar la identificación de las víctimas enterradas en fosas comunes.

Según la Comisión Nacional de la Verdad, las persecuciones, torturas y ejecuciones durante la dictadura fueron “sistemáticas” y dejaron al menos 434 muertos y desaparecidos.

Computer Simulations Are Better — and More Affordable — than Ever

Executive Summary

The plunging cost of simulation tools known as “digital twins” means that firms of all sizes can afford them. Their applications include operations planning and design, process improvement, closer collaboration between design and manufacturing, training, and communications and marketing.

Morsa Images/Getty Images

Many large corporations have invested in digital twins: photorealistic virtual replicas of products or operations from the physical world. Modern personal computers and a new generation of software simulation tools can now bring these powerful modeling and visualization capabilities to small and mid-size firms as well. While they might not be quite the equivalent of their high-end brethren, they can help accelerate the ramp-up of new product designs into volume manufacturing and can facilitate continuous process improvement.

Organizations have long been using computers to simulate the physical world. One of the earliest drivers of the development of digital computers was the desire to calculate things like projectile trajectories quickly or run mathematical models that would speed up the development of other weapons systems. But for many decades, computer outputs took the form of enormous tables of numbers that required an expert to interpret.

The development of computer graphics and visualization systems changed this dramatically: Computer animations helped people to visualize the results of all that mathematical modeling in an accessible way. By the 1990s, simulation had been solidly embraced in engineering design, chemistry, the modeling of oilfield reservoirs, weather forecasting, and a wide range of other computationally intense fields.

Insight Center

All of that computing power used to be quite expensive. In 1997, when I ran high-end marketing for Silicon Graphics/Cray Research, we sold simulation systems for critical applications such as flight and weapons-control systems and running complex facilities such as power plants. Back then a system such as a Cray C932 cost $32 million, and it had performance comparable to today’s Apple A12 Bionic processor found in an iPhone XS. We also sold our high-end visualization systems for $1 million — today a consumer gaming system from Nintendo or Sony does a lot better for less than $500. A notebook computer can now house a simulation model for designing and fine-tuning a complex assembly line or a call center and can provide remarkable insights for several thousand dollars per user.

The low cost of this capability means that firms of all sizes can now take advantage of this digital wizardry in a variety of areas:

Operations planning and design. Industrial engineers have long used computer-aided design (CAD) software to design such things as the physical layout of shop floors and materials-handling systems. But they typically then have built the physical system, experimented with it, and then fine-tuned it as they began operating the plant. By incorporating simulation, they can now perform all these functions without the expense of building. At essentially no cost, they can explore alternatives, test the ability of their initial layouts to handle different product flow or demand scenarios, and make refinements virtually before committing capital investments. This accelerates the deployment of new production processes and time to market and reduces risks.

With such a digital twin, managers can test ways to get the most out of production lines, find and eliminate bottlenecks, experiment with different routing and control strategies, and optimize the placement and sizes of work-in-process buffers much more quickly than before. Modern simulation programs even incorporate avatars of people who staff positions on the shop floor, which allows planners to factor in how quickly and easily they can move or how far they have to travel to pick up components or to reach specific tools. Models incorporate realistic images of machines, so it almost looks like you are walking through a virtual world in a video game.

Process Improvement. Simulation modeling allows rapid “what if” experimentation with processes, and as actual operating data is collected and the model is refined, plant engineers can do rapid, low-cost experiments on the digital twin to improve processes without interfering with production. This can speed process improvement and eliminate waste more quickly. Models can also be used to emulate control systems and test new approaches before actual implementation.

Closer design and manufacturing collaboration. Using a simulation model, product designers who work on complex product assemblies can rapidly iterate on assembly sequences with their manufacturing counterparts, improving the manufacturability of their designs as well as understanding the implications of their choices. Just as sharing CAD models improved communications between designers and manufacturing engineers, process simulation models allow them to collaborate throughout the entire product lifecycle, increasing opportunities for faster production ramp-ups and more flexible and efficient processing. These virtual models make it possible to obtain much quicker answers to “what if” questions like how fast a firm can increase capacity.

Training. Simulation modeling can be used to train new team members and offer them a big picture view of operations before they begin work on a line. This helps them become proficient at their new jobs quickly.

Communications and marketing. These simulation tools can be a great marketing tool to demonstrate a firm’s capabilities to customers. They allow customers to walk through digital mock-ups. While the models might not be as photorealistic as Microsoft’s Flight Simulator and might be closer to Team17’s OVERCOOKED, they will get better as even more computing power gets deployed.

In talking with many small and medium-sized firms, I have been surprised at how few have started to make use of these tools. They are missing a major opportunity. The new generation of low-cost simulation software offers rich capabilities and fast payback times. It’s time for firms of all sizes to take advantage of them.

WHEN IT RAINS – Powerful Motivational Speech Video (Featuring Brian M. Bullock)

WHEN IT RAINS - Powerful Motivational Speech Video (Featuring Brian M. Bullock)

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