A Alemanha, a maior economia da Europa, pode entrar em recessão, em função da guerra na Ucrânia e seu impacto nos preços e no fornecimento de insumos para sua indústria.
Der Spiegel, Hamburgo – 14.9.2022
How Bad Will the German Recession Be?
The first German companies have begun throwing in the towel and consumption is collapsing in response to the fallout from exploding energy prices. The economy is sliding almost uncontrolled into a crisis that could permanently weaken the country.
Michael Brächer, Matthias Kaufmann, Florian Diekmann, Simon Hage, Martin Hesse, Isabell Hülsen, Henning Jauernig, Kristina Gnirke, Simon Book, Gerald Traufetter and Cornelia Schmergal
To get a better idea of what lies ahead for the German economy, you can go out and talk to executives in the automotive industry and scholars of the economy; you can study inflation data and share prices. But it's probably also enough just to take a look at an indispensable, everyday product: toilet paper.
In the early days of the coronavirus pandemic, the product served as a gauge of the level of Germans' anxiety. The steeper the rate of infection, the emptier the shelves. Manufacturers of the hygiene product were even among the beneficiaries of the pandemic. Now, worries are once again growing across the country about potential shortages of toilet paper, only this time for completely different reasons. Hakle, a household brand name in Germany founded almost 100 years ago, last week filed for bankruptcy in self-administration.
The medium-sized paper manufacturer is one of the first victims of the crisis that is eating through the entire country. You need energy to turn wood into toilet paper – quite a lot of it. Hakle uses 60,000 megawatt hours of natural gas and 40,000 megawatt hours of electricity annually at its Düsseldorf plant alone. And the company can no longer afford it. Skyrocketing energy and raw material prices combined to push Hakle over the edge.
And they're not alone. Bad news from companies all over the country is piling up.
Company CEOs and union leaders are now speaking openly about their fears. "The worst is yet to come," says CEO Klaus-Dieter Maubach of the German natural gas import giant Uniper, referring to energy prices. And Yasmin Fahimi, head of the powerful DGB union, warned in an interview with DER SPIEGEL that if the government doesn't take swift countermeasures, there is a risk of domino effect that could lead to the de-industrialization of Germany. "That would be a disaster."
The question is no longer whether the crisis will come. The question is how bad it will be and how long it will last.
This tragedy has five acts, and it begins with the energy price shock. Its first victims have been manufacturers that are highly dependent on electricity and gas: paper manufacturers, fertilizer producers, steelmakers. They pass on the price increases – the second act – to other sectors, from industrial companies to small and medium-sized enterprises. For many companies, it is now a matter of sheer survival: More than 90 percent of companies see the increased prices for energy and raw materials as a strong or even existential challenge, according to a recent survey conducted by the Federation of German Industries (BDI).
Companies usually have no choice but to pass on the price increases to consumers, who are already having to save money to cover their skyrocketing electricity and gas bills. And that raises the curtain on the third act, the one with the makings of an economic disaster: Consumer sentiment is worse than it has ever been in postwar German history.
Vacation? A dinner out? New furniture? "These are purchases that millions of people in Germany will now postpone," warns economic researcher Sebastian Dullien, director of the trade union-affiliated Macroeconomic Policy Institute (IMK). Skyrocketing energy prices, he says, are a "gigantic macroeconomic shock." Some households don't know how they are going to pay the next heating bill, the economist warns. If the heater even works at all – a certainty is beginning to waiver in the face of looming shortages .
Consumption goes down, the first companies throw in the towel and, at some point, unemployment rises. Welcome to acts four and five of the economic drama. There is a word for this horror scenario that awakens age-old fears: recession. And it looks like the country will soon be right in the middle of one.
In the second quarter of 2022, the German economy grew by a paltry 0.1 percent. Economic researchers and policymakers alike are convinced that the next quarterly numbers will be negative. The question is whether politicians will manage to mitigate the consequences – or if there is a threat of an economic crisis that may last for several years with "losses of prosperity on a previously unimaginable scale," as Peter Adrian, the president of the Association of German Chambers of Commerce and Industry (DIHK) put it. In other words, a crisis that could eat away at the country's substance, undermining social security funds and the state's ability to act. It could also lead to the permanent disappearance of many companies. A crisis that would make Germans poorer.
These days, it's difficult to tell where to draw the line between pessimism and justified panic. What is certain is that Putin's economic war is hitting Germany where it hurts most: a gas price that has already more than quadrupled is crushing competitiveness, across pretty much all industries.
The current gas crisis has all the "ingredients for this to be the energy industry's Lehman Brothers," Finnish Economic Affairs Minister Mike Lintilä said recently. Back in 2008, investment banks triggered a global financial and economic crisis by selling toxic home mortgages tied up in wild securities constructs. This time, it is high gas and electricity prices that could trigger a systemic collapse.
Act One: Freezing Production
Alexander Becker is desperate. "We really don't know what to do anymore," says the CEO of the Georgsmarienhütte Group (GMH). "We're in a state of shock."
The company is one of Germany's larger steel producers. With 21 facilities, 6,000 employees, its own foundries and forgers – and a power requirement of 1 terawatt hour of electricity a year. That's more than the electricity consumption of 300,000 single-family homes.
Last year, the company paid 120 million euros for electricity and gas. If prices remain at current levels, costs will rocket to 1.2 billion euros next year. At worst, a loss of 1 billion euros would be incurred in the coming year. "We would be bankrupt immediately," Becker says.
To avoid that, GMH would have to raise its steel prices by 50 percent. "Customers won't go along with that," Becker says. Even the 20 percent boost in prices that have already been applied can't be implemented at two locations because customers have long since started buying their steel from China and India, where energy costs have so far risen only moderately, if at all. Becker has even instructed his own forges, which normally process domestic steel, to buy cheaper in Asia, a move that is particularly painful for him. "If policymakers don't take action quickly, Germany's energy-intensive industrial companies won't survive," Becker warns.
Para acessar a íntegra:
