Los nuevos gestores públicos, ¿son aves de paso o llegaron para quedarse? Rumbo Energético entrevistó en exclusiva al Subsecretario de Energía y Minería de Mendoza, Emilio Guiñazú Fader, un miembro de la denominada “ceocracia” que pasó del sector privado al público.

Mucho se habla de los “nuevos” actores de la política argentina, ejecutivos del sector privado que decidieron ponerse el mameluco de servidor público para hacerse cargo de diferentes áreas de la gestión del estado. Qué piensan, cuáles consideran sus éxitos y cuáles son sus frustraciones después de casi medio periodo de gestión.

Emilio Guiñazú Fader es Ingeniero Industrial egresado de la UNC (1996), MBA en DUXX (una exclusiva escuela de negocios de México) (2002) y Diplomado en planeamiento energético incompleto también en la UNC (2004).

Guiñazú comenzó su carrera en la organización Techint trabajando en SIDERCA en donde tuvo un primer contacto con el sector petrolero. Al año ya se encontraba trabajando en IMPSA, donde realizó los siguientes dieciocho años de su carrera.

Comenzó como ingeniero junior trabajando en tareas de planificación, aunque rápidamente paso al sector de obras en donde terminó de formarse profesionalmente. En la trinchera, como le gusta recalcar. Trabajó en las centrales hidroeléctricas de Las Maderas (en Jujuy), Miranda (Brasil), Pichi Picun Leufu (Rio Negro), Kapichira (Malawi) y Summerville (USA), alternando con períodos en donde hacía transferencia de tecnología al sector de ingeniería y fabricación.

En el año 2001 decidió darle un giro a su carrera y complementar sus estudios de ingeniero con un MBA. Concluida su maestría, que confiesa haber sido escogida por consejo de Enrique Pescarmona, a quien reconoce como su mentor, regresó a IMPSA para trabajar como analista financiero en el área de desarrollo de negocios de la empresa.

A principios del 2004 Guiñazú se hizo cargo del equipo que comenzó a desarrollar el nuevo mercado al cual la compañía había decidido apostarle, la generación eólica.

En 2007, la imposibilidad de desarrollar el mercado de renovables en Argentina llevó a la empresa a buscar nuevos horizontes en Brasil, donde Guiñazú se radicó durante 8 años, período en el cual se instaló la mayor fábrica de aerogeneradores de Sudamérica y se desarrollaron más de 1000 MW de proyectos.

En el 2015 la crisis de la compañía en Brasil trajo a Guiñazú de regreso a la Argentina, en donde se hizo cargo de la dirección comercial de la empresa. A los pocos meses, a través de un amigo que ya trabajaba en política, le llegó el ofrecimiento de hacerse cargo del área de energía y minería.

Desde allí comenzamos la entrevista.

¿Qué lo hizo dejar el sector privado para entrar al sector público?

Alrededor del 2007/08, después de haber tenido algunas experiencias intentando desarrollar proyectos en Argentina, viendo el rumbo que tomaba el sector, me volví muy crítico de lo que pasaba en el país. Nosotros ya veíamos la crisis energética en el año 2004, sabíamos que Argentina iba a terminar importando energía cara. Entonces tratábamos de explicarle a los políticos de todas las formas posibles que debían activar un plan de infraestructura serio para intentar reducir ese inevitable período al mínimo. Un plan de esa naturaleza no solo resolvería el problema en el mediano plazo sino que sería una oportunidad para la industria. El discurso nacionalista del gobierno daba alguna esperanza de que finalmente podríamos, después de 10 años, volver a hacer en nuestro país lo que mejor sabíamos hacer; diseñar y construir grandes equipos de generación y procesos.

Esa esperanza duró poco al ver la forma en que el gobierno entendía que debían hacerse los negocios. En ese punto me fui a Brasil a buscar nuevos horizontes para la empresa, pero siempre seguí pensando, estudiando y criticando lo que pasaba en el país. Incluso llegué a abrir un blog para no hartar a mis amigos por Facebook con mi permanente lamento.

Confieso que siempre tuve sensibilidad a los temas públicos (heredados de mis padres), y siempre pensé que algún día, fuera como funcionario, o como docente, intentaría devolver lo que la Argentina me había dado en educación y oportunidades. La verdad es que la “oportunidad” me llegó antes de lo que pensaba, pero haciendo un análisis de conciencia, llegué a la conclusión de que estas cosas se hacen cuando son necesarias, no cuando son convenientes, y que si le daba la espalda al desafío solo sería uno más de los que se queja pero poco y nada hacen para cambiar la realidad. Decidimos junto con mi esposa aceptar el desafío, ya que estas cosas no se encaran solo.

¿Cómo manejó la situación con la empresa en donde trabajaba y como es su relación actual con el sector privado en general?

La cuestión fue muy simple y directa, me senté con mi jefe y le comenté del ofrecimiento que me habían hecho. Él me preguntó si me interesaba el desafío y me dijo que si quería hacerlo la empresa me apoyaría, ya que al igual que yo, entendía como ciudadano la necesidad de colaborar en esta nueva etapa. Aclaro que apoyar fue facilitar un acuerdo para que mi renuncia no significara perder mis casi 20 años de servicio. Eso, más la venta de una propiedad, es lo que me permitió aceptar el desafío de trabajar para el estado.

Confieso que a veces me cansa la sospecha permanente a la que nos vemos sometidos los ex ejecutivos del sector privado de que llegamos al estado a buscarle negocios a nuestros ex empleadores. Cada vez que lanzamos un proyecto vuelve el tema, pero vos conocías a fulano de antes, o a sultano de tal empresa ¡¡Obvio que los conocía!! Llevo 20 años trabajando en el sector, justamente por eso me llamaron, mi respuesta es siempre la misma ¿A quién quisieras que pusieran a dirigir la energía de la provincia? ¿A un levantador de quiniela para asegurarte de que no conozca a nadie?

El problema es que desgraciadamente el Estado dejó de formar cuadros profesionales hace más de veinte años y la política no puede o no quiere invertir para hacerlo, a través de fundaciones, por ejemplo. Si hoy necesitas un profesional que sepa y que tenga experiencia en un puesto técnico no hay más remedio que buscarlo en el sector privado y si tenés suerte encontrás a alguien con vocación de servicio y con posibilidades de hacerlo. La otra es la de siempre, designar a alguien que toca de oreja y por compromiso político o a un amigo de confianza porque no tenés a quien poner…. Y así llegamos a donde estamos. Al respecto de este gobierno lo que veo es que han asumido el riesgo de buscar gente con experiencia y sumarlos al proyecto político y no viceversa, que sería imposible.

Respecto a los conflictos de intereses, realmente no siento que tenga ninguno. La estrategia de trabajo fue claramente expuesta antes de aceptar el cargo y públicamente explicada una y mil veces. El objetivo es crear valor en Mendoza a través de la explotación sustentable de sus fuentes primarias de energía a lo que ahora le agrego la minería. Darle trabajo a los mendocinos agregando valor a lo que la naturaleza nos ha dado. Crear oportunidades para que las empresas del sector trabajen, se desarrollen, inviertan en tecnología, contraten gente, la capaciten y vuelvan a exportarle al mundo conocimiento y capacidad mendocina. Si alguien ve en esto un conflicto de intereses en realidad lo que tienen es una diferencia ideológica, y eso yo lo converso solamente con el ministro y el gobernador.

Te confieso que no con todos los sectores me llevo bien, algunos quieren seguir teniendo un estado que asuma todos sus riegos empresariales y que les continúe subsidiando sus ineficiencias. Otros quieren que el estado se haga a un lado y no cumpla con su rol de administrador de los bienes y guardián de los intereses de la provincia, y cuando digo provincia me refiero al pueblo de la provincia, a los mendocinos de a pie. Al igual que la clase política, la clase empresarial argentina tienen un largo camino para recorrer en términos de madurez y responsabilidad.

Siempre se habla de dos grandes monstruos en la gestión pública, la política y la burocracia estatal. ¿Cómo le ha ido con eso?

En ese sentido he tenido suerte. Los equipos de trabajo con que me encontré han sido muy colaboradores y nos hemos adaptado muy bien al trabajo juntos. Los directores de la subsecretaria son todos profesionales con experiencia en sus rubros y el dia a dia funciona razonablemente bien.

Es cierto que el estado tiene procedimientos mucho más estrictos que el sector privado y eso nos ha agarrado un par de veces por sorpresa, pero he aprendido a respetar esa burocracia que, bien usada, le da trazabilidad y transparencia a los actos públicos. Obviamente se puede modernizar y agilizar, pero repito que la trazabilidad y transparencia de los actos del estado son fundamentales para tener un país ordenado y si eso implica un poco menos de agilidad en la gestión… paciencia. Habrá que planificar teniendo en cuenta esos tiempos.

Específicamente en el área de Energía contamos con EMESA, que es la empresa provincial, la cual cuenta con un plantel profesional que no tiene nada que envidiarle a ninguna empresa privada del sector de energía.

La Dirección de Hidrocarburos era la que más armada estaba y tuvimos una transición suave con el director de la gestión anterior. Después de ordenar del sector estamos encarando una segunda etapa en la cual esperamos poder dejar a la provincia en un franco proceso de crecimiento aún en las difíciles circunstancias que atraviesa el sector petrolero.

En Minería el desafío es totalmente diferente, no pasa por la burocracia sino por la definición de una estrategia para la provincia y acá nos metemos con el segundo cuco que mencionaste, la política.

Obviamente no todos los problemas tienen la misma complejidad, y creo que la definición de un estadista es aquel que reconoce los tiempos históricos y sabe leer los tiempos políticos. Al final del día las soluciones técnico legales en nuestro rubro no son tan difíciles de encontrar, pero es la política, la forma y el momento de presentarlas y explicarlas a la sociedad lo que hace posible aplicarlas y obtener los resultados.

Creo que hubo errores, fundamentalmente a nivel nacional, por menospreciar la política, la comunicación. Este gobierno solo tendrá éxito si consigue llevar ambos frentes parejos. Si prioriza estrictamente lo técnico, fracasará al implementarlo, si prioriza solo lo “político”, seguirá posponiendo las soluciones que el país necesita. Noto un desbalance en los diferentes sectores. Al final de cuenta el gobernar es un arte, pero de un artista profesional, que tiene técnica, que estudia, que se prepara para su función y en el momento clave deja que su sensibilidad combine todo lo que estudió para dar el mejor resultado posible. He aprendido a respetar a los políticos, pero a los buenos, los profesionales, por que hay de todo en el sector.

¿Cual es el balance que hace a la mitad de su gestión?

Creo que el balance es razonablemente positivo, le dimos un direccionamiento al sector en la Provincia y se generaron proyectos que nos permitirán demostrar que dicho direccionamiento es el correcto, a través de resultados concretos y medibles. Podemos hablar de un sin número de proyectos en marcha en todos los sectores, algunos más adelantados, otros recién saliendo de su etapa de conceptualización. Cada área tiene sus problemas particulares y tiempos diferentes. ¿Cómo mediremos el éxito al final de la gestión? Si conseguimos que el PBG energético/minero de la provincia medido en toda la cadena aumente en forma real, si tenemos más gente trabajando para las empresas del sector, si logramos atraer capitales a la provincia y, fundamentalmente, si logramos dejar una planificación estratégica que tenga la suficiente solidez y consenso publico/privado para transformarse en política de estado. Es un hecho que para este sector 4 años no son nada y por eso necesitamos encontrar la forma de darle continuidad en el tiempo para obtener frutos.

El área de energía es una de las más criticadas por la gente, sino la más, fundamentalmente por los aumentos de tarifas. ¿Que nos puede decir al respecto?

Sin lugar a dudas el tema tarifas es el más complejo de resolver, ya que es en donde “el arte” de gobernar es más necesario.

La realidad del sistema energético es durísima. Durante más de 20 años hemos hecho las cosas mal y eso no se resuelve fácilmente. La realidad es que las tarifas son solo un síntoma de un problema mucho mayor que es la falta de inversiones bien planificadas y bien ejecutadas.

Es como un enfermo de coronarias. El colesterol no le duele, pero cada día el corazón hace más fuerza, aumenta la presión y recibe menos oxígeno. Nosotros tuvimos suerte y un médico nos agarró antes del infarto masivo, pero pasado el susto inicial a nadie le gusta hacer dieta e ir al gimnasio cuando te cuesta bajar de peso. Supongamos que así y todo arrancamos la dieta y ahora necesitamos empezar el gimnasio. El problema es que a todos los gimnasios del barrio les debemos seis meses de cuotas… Bueno, los profesores de gimnasia son los inversores.

¿Cómo atraes inversores a la Argentina para inmovilizar capital por un mínimo de 20 años, si cada 5 años rompiste todos los contratos? Volviendo al ejemplo anterior del gimnasio, el profe te va a pedir que pagues por adelantado….

Si no lo entendemos, no vamos a traer inversiones (empezar el gimnasio) y las tarifas (dieta) no van a resolver el problema. Por otro lado cuando calculás lo que te costaría una operación de by pass (black out), cualquier gimnasio es barato.

La foto es muy clara, pero hay que saber comunicarla. No es un tema sencillo, sobre todo cuando los vendedores de choripanes te siguen diciendo que lo del colesterol es un cuento, que los infartos son un invento de la sinarquía internacional, si ni siquiera corazón tenemos por que la sangre corre espontáneamente.

Cuando escucho a algunos políticos (de esos de 2da) hablar de la “fabulosa transferencia de renta del pueblo al sector privado” me explota la cabeza. No puedo creer que no vean la “fabulosa transferencia de renta del pueblo al sector político” que fomentaron durante la última década, utilizando al estado como herramienta.

Igual no es lo mismo que te traten el colesterol encerrándote en una pieza a pan y agua que con un nutricionista que te pase algunas recetas sanas y ricas.

¿Cuales serían sus frustraciones, cuales consideraría sus éxitos y cómo se ve al final de la gestión?

Uno ve en la calle que la inflación va bajando, que las instituciones comienzan a funcionar, que volvemos a ganarnos el respeto del mundo. Hay obra pública por todos lados, tanto que en Mendoza prácticamente no se puede hacer más por falta de empresas para trabajar.

Por otro lado no se puede bajar la inflación, bajar los impuestos, invertir en infraestructura, aumentar los sueldos, dar crédito, todo al mismo tiempo. Hay que elegir los objetivos de a uno. Es como un malabarista que tiene que mantener 5 pelotas en el aire, debe ir bajando las pelotitas de a una. Si intenta bajar todas juntas lo más probable es que al menos se le terminen cayendo tres. Es difícil explicarle esto a la gente y eso frustra.

La gente te reclama por las tarifas y por la inflación, los empresarios por los impuestos y la infraestructura, los economistas por el déficit y por el tipo de cambio, todos objetivos contrapuestos, y para sacar al país adelante necesitas a todos. A la gente para que te permita seguir trabajando, a los empresarios para que inviertan y den empleo y a los economistas para que convenzan a los inversores de que argentina es una buena oportunidad. Frustra tener solo dos manos…

Este es un sector en el que los resultados se ven después de años de trabajo y sacrificio y la gente no va a festejar por los resultados. A lo más que podemos aspirar es a que la gente se olvide de que existimos por que dejamos de traerle preocupaciones. Nadie le hace monumentos a los ingenieros…

Cómo me veo al final de la gestión, volviendo a casa con la satisfacción del deber cumplido, habiendo puesto un granito de arena para que mis hijos tengan un país mejor y como todavía soy joven, yendo a buscar trabajo.

 

Fuente: Rumbo Energético

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