Category Archives: industry

Parajutes in Burma, 1944

From Burma ’44: The Battle That Turned World War II in the East, by James Holland (Grove Atlantic, 2024), Kindle pp. 329-330:

Watching the ground operations at the airfields, [Gen. William] Slim was surprised by the range and flexibility of Snelling’s air supply. Rations, fuel and ammunition were, for obvious reasons, the priority, as well as mail, grain for animals and a host of other supplies. ‘The emergency and fancy demands made,’ he noted, ‘were also met with the promptitude and exactness of the postal order department of a first-class departmental store.’ These included blood plasma, instruments, drugs, spare parts for guns and other weapons, boots, clothing, the daily issue of SEAC (the new troops’ newspaper), typewriter ribbons, cooking pots and even replacement spectacles. The sheer range and logistical effort was mind-boggling.

From 2.30pm that afternoon, the first of a number of Dakotas and Commandos dropped supplies over the Admin Box. The multicoloured parachutes had been another bit of clever forward-thinking. Snelling had been unable to get enough parachutes supplied from India and there was no hope of acquiring the number needed from back home in Britain; SEAC was still bottom of the priority list for parachutes, as for everything. The answer was to make them of paper or jute instead – there were a great many paper mills in Calcutta and Bengal was the jute capital of the world. Paper parachutes, it turned out, would not work, but jute ones would. Slim now contacted the leaders of the British jute industry in Calcutta, asking for their help. He told them that to save time they were to deal with him and Snelling direct and warned them that he had no idea when exactly they would be paid. Despite this, within ten days they were experimenting with various types of ‘parajutes’, as they called them. By trial and error they soon arrived at the most efficient shape and weight of cloth, and within a month they had parajutes that were 85 per cent as reliable as normal silk parachutes. It was agreed they would be colour-coded – red, green, yellow, black, blue and orange, each denoting a different type of load. The cost of producing a parachute was around £20 at that time; the cost of a parajute was £5.

Despite this, Slim was rebuked for not going through the proper channels in securing these essential additions to the air-supply operation – not that he was bothered; some things were more important, and in South-East Asia they all had to use their initiative and think outside the box, no matter what some desk-wallahs thought. The entire war there was becoming an exercise in lateral thinking.

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Filed under Britain, Burma, economics, industry, Japan, military, South Asia, war

Liberating Slave Labor Camps

From Victory ’45: The End of the War in Eight Surrenders, by James Holland and Al Murray (Grove Atlantic, 2025), Kindle pp. 135-136:

The 3rd Infantry Division might have been first to Berchtesgaden, first to be able to crawl over the Berghof and first to reach the dizzy 6,000-foot heights of the Kehlsteinhaus, but they were not allowed to remain for long. Colonel Heintges had expected to be there for at least a week, but the following day the 506th Parachute Infantry Regiment reached the town, part of the 101st ‘Screamin’ Eagles’ Airborne Division, and much to Heintges’ disappointment the Cottonbalers were relieved, while Leclerc’s men moved in on the Obersalzberg.

Yet while capturing Nazis and vast numbers of German troops was very much the Allies’ ongoing mission and a key part of securing Germany’s surrender, so too was liberating the astonishing number of concentration and forced labour camps. Nordhausen, a vast slave labour camp that fed workers into the Mittelbau-Dora factory where the V-2s had been manufactured, had been liberated on 11 April. The stench had been so bad that the American and British liberators had nearly all started vomiting. Buchenwald had been liberated the same day. A few days later, on 15 April, British troops had reached Bergen-Belsen, where tens of thousands of Jews had been left to starve. The arrival of Allied troops at these places of human degradation, misery and death was a watershed moment. Most found it hard to comprehend that fellow humans could be treated with such untold cruelty. Photographs and film footage of skeletal survivors, but also of piles of dead between the disease-infested huts, were quickly shown around the free world and prompted understandable feelings of shock, outrage and, of course, revulsion against the people responsible for this. It was hardly surprising that feelings towards the Germans hardened further; the enemy had continued fighting long after Germany had lost the war. Needless lives had been lost. Anger had already been rising among Allied troops, who saw no reason why they should risk their lives in this pointlessness. Now they were coming across scales of inhumanity that few could comprehend. Anger, disgust, horror and diminishing compassion for a subjugated enemy were the feelings aroused in many of the liberators.

And there were just so many camps. Every day Allied troops reached another, invariably presaged by the noticeable absence of birdsong and the rising stench that filled the air. On 4 May, the same day that Lieutenant Sherman Pratt and his men reached the Obersalzberg, it was the turn of the 71st ‘Red Circle’ Infantry Division. In sharp contrast to the battle-hardened 3rd Infantry Division, the 71st was one of the newest units to arrive in the ETO, landing in France only on 6 February 1945 and not heading into combat until early March. They’d seen plenty of action since then, however, and done well too, first attached to Patch’s Seventh Army and then moved to join Patton’s Third Army as it swept on into Austria and Czechoslovakia on the northern flank of 6th Army Group. And it was into Upper Austria, on the road to Hitler’s home city of Linz, that the Red Circle Division came across the horrifying site of Gunskirchen Lager.

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Polish Gym Terms

To help us endure the long, cold winter here, we joined what appears to be Poland’s largest chain of fitness centers. Its name and motto hints at its international connections: Zdrofit: Więcej niż Fitness. The motto translates into ‘More than Fitness’ and the name itself is a mashup of Zdro[wie] ‘health’ plus fit[ness].

Much of its equipment is manufactured by Matrix Fitness, a division of Johnson Health Tech Co. Ltd., out of Taichung, Taiwan, with several subsidiaries in Cottage Grove, Wisconsin. The exercise machines are named in either Polish or English, but each comes with a list of instructions in Polish.

For instance, the LAT PULL and PECTORAL FLY machines both show diagrams with Polish labels Faza Początkowa (starting position) and Faza Końcowa (ending position). Some machines mark those positions in English. Underneath, they show human figures with the zaangażowane mięsnie ‘engaged muscles’ in red. (Compare mięso ‘meat’ with mięsień ‘muscle’.)

Step-by-step instructions for Wykonanie Ćwiczenia ‘performing the exercise’ follow.

Our branch of the gym at the Galeria Korona shopping mall had a major plumbing disaster about a month ago, so users of the restrooms in the Szatnia Męska (men’s locker room) and Szatnia Damska (women’s locker room) were invited to make use of the shared łazienka i przysznic dla osób z niepełnosprawnościami ‘bathroom and shower for people with not-full-efficiency-Inst’ (in instrumental case).

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Max Heiliger’s Recycled Wealth

From The Escape Artist: The Man Who Broke Out of Auschwitz to Warn the World, by Jonathan Freedland (HarperCollins, 2022), Kindle pp. 108-111:

WHAT WALTER SAW in Kanada was proof that Auschwitz had not lost its founding ambition, the one nurtured by Heinrich Himmler. Even if it were now tasked with the business of mass murder, its Nazi proprietors were clearly determined that Auschwitz should continue to serve as an economic hub, that even in its new mission it should turn a profit.

For Kanada was a commercial enterprise. Every item that was not broken was collected, sorted, stored and repackaged for domestic consumption back in the Fatherland. In one month alone, some 824 freight containers were transported by rail from Auschwitz back to the Old Reich, and those were just the ones carrying textiles and leather goods. Walter could see this traffic for himself, how a goods train would pull up every weekday to be loaded with stolen property. It could be high-quality men’s shirts on a Monday, fur coats on a Tuesday, children’s wear on a Wednesday. Nothing would be allowed to go to waste. Even the unusable clothes were sorted, then graded: grade one, grade two, grade three, with that last category, the worst, shipped off to paper factories, where the garments would be stripped back to their basic fibres and recycled. If there was even a drop of value, the Nazis would squeeze it out. Murder and robbery went hand in hand. Some of these goods would be distributed for free to Germans in need, perhaps via the Winterhilfeswerke, the winter relief fund. A mother in Düsseldorf whose husband was off fighting on the eastern front might have her spirits lifted by the arrival of a thick winter coat or new shoes for the children – so long as she did not look too closely at the marks indicating the place where the yellow star had been torn off or think too hard about the children who had worn those shoes before.

Besides the women’s clothing and underwear and children’s wear, racially pure Germans back home were eligible for featherbeds, quilts, woollen blankets, shawls, umbrellas, walking sticks, Thermos flasks, earmuffs, combs, leather belts, pipes and sunglasses, as well as mirrors, suitcases and prams from the abundant supply that had caught Walter’s eye. There were so many prams that just shifting one batch, running into the hundreds, to the freight yard – pushed in the regular Auschwitz fashion, namely in rows of five – took a full hour. Ethnic German settlers in the newly conquered lands might also get a helping hand, in the form of furniture and household items, perhaps pots, pans and utensils. Victims of Allied bombing raids, those who had lost their homes, were also deemed worthy of sharing in the Kanada bounty: they might receive tablecloths or kitchenware. Watches, clocks, pencils, electric razors, scissors, wallets and flashlights: they would be repaired if necessary and despatched to troops on the front line. The fighter pilots of the Luftwaffe were not to miss out: they were given fountain pens that had once inscribed the words and thoughts of Jews.

A few items would find a new owner on the spot. Those SS men who could get away with it, accompanied by their wives, would treat themselves to a trip to Kanada, dipping into the treasure trove for whatever took their fancy, whether it be a smart cigarette case for him or a stylish dress for her. The place was brimming with luxuries for every possible taste. Still, it was not these delights that gave Kanada its economic value or that took Auschwitz closer to its founding goal of becoming a moneymaking venture. A clue to the greater treasure was in that bench of women squeezing toothpaste tubes, looking for jewels or rolls of banknotes. Even beyond the high-end goods, Kanada was awash with precious stones, precious metals and old-fashioned cash.

Walter saw it with his own eyes, often barely concealed, stashed by victims in their luggage. It might be in dollars or English pounds, the hard currency that deportees had acquired after selling their property: their homes or their businesses, sold at giveaway prices in the hurried hours before their expulsion from the countries where their families had lived for generations. There was a team of clearance workers who specialised in finding money and jewels, but everyone in Kanada had the argot: ‘napoleons’ were the gold coins that carried the image of the French emperor, ‘swines’ the ones that bore, even a quarter-century after the Bolshevik revolution, the face of the Russian tsar. There seemed to be cash from every corner of the globe, not only francs and lire, but Cuban pesos, Swedish Croons, Egyptian pounds.

Walter had never seen wealth like it, a colossal fortune tossed note by note and coin by coin into a trunk set aside for the purpose. All the stolen valuables went into that trunk: the gold watches, the diamonds, the rings, as well as the money. By the end of a shift, the case would often be so full that the SS man would be unable to close it. Walter would watch as the Nazi in charge pressed down on the lid with his boot, forcing it to snap shut.

This was big business for the Reich. Every month or so, up to twenty suitcases, bulging with the wealth of the murdered, along with crates crammed with more valuables, would be loaded on to lorries and driven, under armed guard, to SS headquarters in Berlin. The destination was a dedicated account at the Reichsbank, held in the name of a fabulously wealthy – and wholly fictitious – individual: Max Heiliger.

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Polish Heweliusz Series on Netflix

My latest weekly update from Culture.pl includes a profile of a new and interesting Polish film series: Heweliusz: Netflix Revisits Poland’s Most Tragic Ferry Disaster. During our recent pilgrimage to Gdansk, we stayed in a nice hotel on Heweliusz Street not far from Gdansk Main train station. Here are some excerpts from the story on Culture.pl.

Jan Holoubek’s blockbuster is more than just a solid piece of good entertainment. In this Netflix series the story of the greatest maritime disaster in post-war Poland becomes a tale of the victims of the transformation and the brutal verdicts of history.
It was 5:12 a.m. on January 14, 1993, when the rail-truck ferry Jan Heweliusz, operating between Świnoujście [= Ger. Swinemünde] and Ystad, capsized in the stormy winds. A few minutes earlier, Captain Andrzej Ułasiewicz had broadcast a ‘Mayday! Mayday!’ message, calling for help from all nearby vessels. He had 36 passengers and 29 crew members on board, all of whom found themselves in the water at a temperature of 2 degrees Celsius during a raging storm, force 12 on the Beaufort scale. Ułasiewicz didn’t even try to save himself – he remained on the bridge until the end, trying to relay information to rescue units – German, Danish, and Polish. When the waters receded, he was named as the main culprit in the Heweliusz tragedy, whose story is now told in Jan Holoubek’s series.

From its inception, the MF Jan Heweliusz was considered an exceptionally unlucky vessel. Launched in 1977 at the Norwegian Trosvik shipyard, it sailed under the Polish flag for the next 16 years, experiencing around 30 different breakdowns during that time. Its history of adventures was so rich that Swedish sailors dubbed it ‘Jan Haverelius,’ or ‘Accident John.’

The Polish ferry capsized twice while in port (hence why one of the series’ characters explicitly calls it ‘a f…cking roly-poly toy’), its engines failed, and its ballast system malfunctioned. The Heweliusz also collided with a fishing boat.

However two other failures proved crucial to the tragic events of January 14, 1993. The first was damage to the ferry a few days before the sinking. While docking at the Swedish port, the vessel struck the quay, bending the gate securing the ferry’s entrance, allowing water to enter. The shipowners, Euroafrica company, a subsidiary of Polish Ocean Lines, were aware of the defect but decided not to suspend operation until it was fully repaired. The reason was simple – a vessel sitting in port wouldn’t earn any money, and the company’s management wouldn’t allow it. The crew members themselves were supposed to carry out makeshift repairs, but without the proper equipment and time, they could only partially repair the damage.

The second of the ferry’s structural defects proved even more significant and far-reaching. It involved a multi-ton concrete cover on one of the decks. In 1986, during a voyage, a refrigerated truck caught fire on the ferry, spreading to other vehicles and engulfing the vessel’s superstructure on one of the upper decks. The ferry was then renovated at the Hamburg shipyard, and the damaged deck was poured with a layer of concrete. Immediately after the Heweliusz tragedy, attempts were made to argue that the poured concrete weighed ‘only’ 30 tons (a small amount compared to the vessel’s total weight), and that the reconstruction concerned one of the lower decks. However, in reality, the ferry was loaded with more than twice that weight, and the renovation only affected one of the upper decks, significantly affecting the vessel’s stability. Stability, which had already been far from ideal, chiefly due to the wide captain’s cabin on the bridge, which, in hurricane-force winds, turned into a veritable sail. All of this meant the ferry was unable to cope with the severe storm that struck the ship that January night, claiming the lives of 20 sailors and all of the ferry’s passengers.

The questions that researchers of the Heweliusz tragedy have been asking themselves for years resonate powerfully, yet at the same time, seemingly incidentally, in Jan Holoubek’s series. Not as a theme in itself, but as a footnote to the story of the people grappling with the consequences of the disaster. Kasper Bajon’s story skillfully transports us across several timelines and between characters examining Heweliusz’s case from different perspectives. Guides through this world include a crew member (Konrad Eleryk) who survived the disaster, plagued by remorse; Captain Ułasiewicz’s widow (Magdalena Różczka), who must defend his memory and care for her teenage daughter; and the truck driver’s wife (Justyna Wasilewska), who lives in the same neighborhood and is left destitute after his death. Finally, there is Captain Piotr Binter (Michał Żurawski), a sailor and friend of Ułasiewicz. As a juror deciding the causes of the disaster, he must choose between loyalty to his deceased friend and his career, which is threatened by the pressures of a political and business alliance.

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Weekend in Łódź (alliterative)

Poland’s large branch of the International Association of Teachers of English as a Foreign Language (IATEFL) held its annual convention in Łódź last weekend. So we took a local train up through the countryside to get there before noon on Friday. Our return trip after the conference ended on Sunday had to be routed through Warsaw because of heavier weekend ridership. We didn’t have reserved seats on the final leg to Kielce, but managed to find seats for the whole trip, which arrived about a half-hour late. That long train had started in Vilnius and would end in Krakow.

Łódź became an industrial powerhouse during the early 1800s, with many textile mills employing thousands of German and Jewish immigrants. The largest plant, Manufaktura, just across from our hotel, was founded by Izrael Poznański, whose family built a palace adjacent to it that now serves as the city’s history museum. The huge brick buildings of Manufaktura have been nicely restored and repurposed into a major market and entertainment district, while some of the older brick buildings nearby have been abandoned. (The Łódź ghetto was the second largest in Poland during World War II, and the last to be liquidated because it was so productive.) I spent a day exploring and taking photographs around Manufaktura and the city museum there while my wife attended the conference.

On Saturday, I explored the major pedestrian mall, Piotrkowska Street, which runs north-south, starting above Liberty Square (Plac Wolności), with its Tadeusz Kościuszko Monument, where a band was playing when I first passed. On my way back, I heard a preacher shouting loudly in English, with each utterance translated into Polish (somewhat less loudly). Signage showed that the city was that weekend celebrating Kocham Łódź (I Love Łódź) Festiwal Nadziei (Festival of Hope).

On Sunday, I explored the University of Łódź area near Fabryczna, where the huge central train and bus station is located. We had time between the conference and our train departure to enjoy a traditional meal at Imber Restaurant off Piotrkowska. The rustic Zalewajka soup and Łódź-style pickled herring on sour cream were wonderful.

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Venezuela’s Oil Industry Makeover

From Venezuela’s Collapse: The Long Story of How Things Fell Apart, by Carlos Lizarralde (Codex Novellus, 2024), Kindle pp. 230-233:

Nationalizing and running government-owned enterprises had been perfected by socialist governments for one hundred years. From the examples in France and Germany, to the more recent profitable state ventures in China and Vietnam, there were many successful formulas to choose from. In Venezuela, participatory identity politics drove an entirely different agenda.

This story has been chronicled in the book Comandante, a first-person account by the Guardian’s Caracas correspondent Rory Carroll. Published in 2013, the book provides a unique view of events unfolding between 2004 and 2012, the years before Chávez died.

In one chapter Carroll describes a visit to Ciudad Guayana, the place where every Venezuelan government since the late 1960s had invested in the promise of a non-oil economy based on hydroelectric power, ore, bauxite, gold, and diamond mining. Ciudad Guayana would become tragically violent by the 2010s, and already bore the hallmarks of squalor and massive de-industrialization. At the city’s aluminum plants, in the hands of new worker-managers, everything had collapsed well before Chávez’s death.

“Political managers from Caracas with no background in industry. Ideological schools set up in factories. Investment abandoned, maintenance skimped, machinery cannibalized. A catalog of grievances detailing blunders, looting, and broken promises. Venalum, they said, had at a time stopped exporting to the United States to vainly seek ‘ideologically friendlier’ markets in Africa and South America. After months of stockpiling, aluminum managers returned to US buyers, but then the market had crashed, losing the company millions. To curry favors with Miraflores [the presidential palace in Caracas A.N.], another company imported trucks from Belarus, Chávez’s European ally, but the cabins were too high for the region’s twisting paths, terrifying drivers. The trucks were abandoned. Managers at another factory halted production and sold the company’s entire stock before disappearing with the cash. On and on went the denunciations, one anecdote bleaker than the last. Worst of all, said the union men, was that for the previous years bosses had refused to renew collective agreements, meaning workers lost their rights and half their wages to inflation.”

Carroll’s descriptions show the new priorities in the running of these enterprises. The formal world of management seems to have been trumped by the personal feelings and experiences of the new leaders. Most importantly, by the intuitive sense of their ethnic legacy. In this view a government company’s assets did not represent an opportunity for the country’s future profit. Rather, it was booty stolen from the blood and sweat of centuries. It was treasure. And the fair and right thing to do with treasure was to distribute it.

On a grand scale this was the fate of PDVSA, the state oil company. Because the value of treasure was perceived to be intrinsic to itself, and had no relationship to exploration, extraction, refining, and its sale in global markets, the new Chavista leadership’s priority was its distribution among the people. After 20,000 highly skilled managers and middle managers were fired in the PDVSA purges of 2003, more than 100,000 bona-fide Chavista party members were hired to work at the company. One of the best-run energy companies in the world had become a patronage machine tasked with running myriad welfare programs. The government would distribute the treasure while crude production capabilities degraded, refining capacity dwindled, and entire operational capabilities were destroyed. Actual production sank to about a million barrels a day in 2019, down from the 3.5 million that had been produced the year before Chávez assumed power. It was the lowest level in almost seventy-five years. The trendlines for production into the 2020s looked bleak.

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Venezuela’s “Dutch Disease”

From Venezuela’s Collapse: The Long Story of How Things Fell Apart, by Carlos Lizarralde (Codex Novellus, 2024), Kindle pp. 118-119, 126-128:

The early theorists of Dutch disease studied how real economies, including those with robust consumer markets, reacted to a commodity boom. These writers did not consider what might happen to a small, barely functioning country, which did not even have a modern state in place when the first oil gusher blew out. The existing capital in Venezuela was negligible, which means that other, less measurable, factors came into play.

Arturo Uslar Pietri was the first person to pick up on the cultural strands of Dutch disease well before American academics started modeling the phenomenon. He was a descendant of landowners and had seen first-hand the death of the cocoa and coffee industry upon oil’s arrival. More importantly, he could see what oil was doing to the country as far back as the 1930s and 1940s. In a feat of uncanny prediction, he also foresaw the tragedy of the 2010s.

His brief analysis of the new economy was offered in a now-famous op-ed piece, “Sowing Oil,” published in 1936. For him, conditions were such that the newfound riches “could make Venezuela into an unproductive and lazy country, a giant oil parasite, swimming in a temporary and corrupting abundance, and driven toward an inevitable and imminent catastrophe.”

The main issue, he feared, was that either oil would run out, or that something synthetic would replace it, as had happened to other commodities familiar to South Americans, such as rubber or indigo. His thesis mirrors what the early theorists of Dutch disease would later acknowledge. What the academics ignored but Uslar could sense all around him were the broader, less tangible ways in which oil would permeate and dull Venezuelan society.

Uslar wrote his op-ed to counter the increasingly influential views of Rómulo Betancourt, who thought that oil was, and should be, everything. Alluding to Betancourt, he writes in “Sowing Oil” that having the state focus exclusively on the rent from oil was the “suicidal dream of naive men.” He believed the oil money should be used to develop a vigorous national industry, including modern agriculture.

While a lot has been written about how governments wasted oil revenues for decades, Dutch disease was very much a part of the private sector as well. Mid-sized and large companies that, in retrospect, had a real chance of global success, were never able to do anything about those prospects.

The shoe industry born in the Catia neighborhood of Caracas is a perfect example. The know-how of Sicilian and Neapolitan families that had emigrated from the old country to continue their shoe trade in Venezuela could never become globally competitive with a strong bolivar. Their companies were very prosperous for decades because the Ministries of Education and Defense would buy millions of shoes and boots. But the future was bleak without a consumer market big enough for the factories to reach substantial scale. The overvalued bolivar never let them export successfully, and cheap Chinese manufacturing eventually hit them hard. Later, they would be crushed by globally integrated and truly competitive retailers such as Zara.

The degree to which the out of context desarrollista policies failed the country is made evident by comparing two key Venezuelan companies and their Mexican counterparts. As early as 1979, well before NAFTA, Mexico’s Grupo Modelo managed to reinvent their weak and cheap working-class beer Corona into a “cool and light” alternative for American “Yuppie” consumers. The venture’s success turned Modelo into one of Latin America’s most valuable companies while Venezuela’s brewery Polar, awash in 1970s overvalued bolivars, did not take export markets seriously. Decade after decade Polar’s businesses expanded domestically, remaining tied to the price of oil and the swings of Venezuelan politics. Another Mexican company, Cemex, exploded out of humble beginnings to become the biggest cement company in the world. While its take-off did not happen until the 1980s, everything started with a financial consolidation, a series of acquisitions, and a listing in the local stock exchange in 1976. Right around that time, Cementos de Venezuela was happy to feed the building boom driven by the strong bolivar, a prelude to its eventual bankruptcy.

Rather than getting ready to expand through exports, the simplistic theory of import substitution allowed the Venezuelan private sector to use overvalued bolivar revenues to obtain dollar-denominated loans. Foreign banks at the end of the 1970s and the beginning of the 1980s were ready to lend dollars against future bolivars. On top of every other challenge, the borrowing proved catastrophic.

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Venezuela’s Oil Blessing and Curse

From Venezuela’s Collapse: The Long Story of How Things Fell Apart, by Carlos Lizarralde (Codex Novellus, 2024), Kindle pp. 82-85:

It was dawn in the tiny fishing village of Cabimas when the earth started to shake on December 14, 1922. A roaring explosion followed the tremor, and a furious rainstorm of thick oil fell over the straw-roof shacks and dirt roads. The black rain went on for days.

The Barroso II oil field’s spectacular blowout spewed one million barrels of oil in a little over a week. It was then the world’s biggest known oil field, tapped just in time to feed a global economy fast converting from coal to fuel oil. The black rainstorm signaled a new era for one of South America’s poorest countries. Exploration and production would spread throughout the sparsely populated country as American roughnecks turned “béisbol” into a national pastime and pound cake into a local delight, “ponqué.” Everything from the most trivial to the most consequential would be transformed, starting with the economy.

Ever since Barroso II, three numbers have dominated many conversations seeking to explain the country’s destiny: barrels produced per day, their price in the global market, divided by the country’s population.

During the heyday of 1974, oil production reached 3.4 million barrels per day, the global price of crude oil stood at US$48 in 2019 dollars, and the country had thirteen million people. By 2019, the price of crude stood at US$50, production had bottomed out at 877,000 barrels per day, and the population had reached 28 million. By this somewhat arbitrary measure, the per capita production value in 1974 was US$4,582 for every Venezuelan. By 2019, it was US$572.

For many, this simple math tells their country’s story, a kabbala of its miseries and triumphs. The Chavista leadership of the late 2010s prayed the accelerating emigration would tilt the simple formula, or at least its trendline, in their favor. If enough people left the country, there would be fewer mouths to feed and able bodies to revolt, even on declining oil revenue. No one imagined, much less understood, the extent to which millions and millions of Venezuelans walking away from their country would answer the wildest wishes of those in power.

And yet, the long history of social and geographical conflict means that even a positive balance between oil production, international prices, and population cannot always guarantee peace.

The revolt leading to the coup d’état against General Pérez Jiménez in 1958, and Commander Chávez’s attempted coup in 1992, both took place when the global price of oil, and production capabilities, had not suffered significant downward pressures. Chavez’s coup came weeks after the end of 1991 when the economy had clocked the world’s fastest growth at 9.73%.

The dynamics behind the 1958 coup are illuminating. Three decades after Barroso II, the country was experiencing massive urban migration of the rural poor to the cities and unprecedented European and South American immigration. A new professional middle class and rising prosperity in many regional capitals had contributed much complexity to the country’s politics. General Pérez Jiménez never understood that the way he was brokering the oil wealth was out of step with a fast-changing Venezuela. The emerging actors demanded a new accommodation. By January 1958, a broad coalition overthrew the last general to rule the country in the 20th century.

Eleven months later, Acción Democrática’s Rómulo Betancourt set out to build a novel liberal state designed to broaden the oil treasure’s distribution. The new democracy would ensure the old rural poor, in the countryside or the big cities, received a much higher share of the bounty. The far from perfect but more independent unions, courtrooms, congressional chambers, political parties, and professional and trade associations allowed for a deeper and broader distribution of resources across constituencies throughout the country. Betancourt was determined to erase old ethnic and racial fractures but also paid attention to the growing expectations of more assertive regions, a nascent immigrant commercial class, and new industrial and financial interests. A more sophisticated accommodation to manage the oil bounty made sense for a country that had become too complex for the iron hand of a highland general and the machinations and prejudices of his conservative cronies.

While the construction of Betancourt’s gigantic new state would be very visible, a key component underpinning the country’s society since the 1930s would remain unmentioned: the currency’s value.

The bolivar’s high value relative to the dollar had been a political and cultural demand of economic elites and the nascent middle class as far back as the late 1920s. As oil revenues increased in the aftermath of President Franklin Roosevelt’s 1934 dollar devaluation, the bolivar emerged as one of the strongest currencies in the world. The country’s unique history and the realities of an oil economy developed on the back of a poor and virtually empty geography had turned the overvalued currency into a true religion. The generals and their conservative allies, and later Betancourt along with his socialist and liberal supporters, both built societies on the foundation of a strong bolivar. Their very different answers to the social, ethnic, and racial fractures that had torn the country apart for four hundred years had a shared, if silent, premise in the long-running currency consensus.

However, as often happens to societies whose good (and bad) fortunes depend on a single commodity, oil and its ability to prop up the currency became a fixed reference in the nation’s identity and a conveniently forgotten factor in its destiny. The connections tying modern universities, great theater, sophisticated newspapers, vibrant public debate, and transformational strides in nutrition, health, and education to the price of oil and the overvalued bolivar were always fuzzy.

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Betancourt’s Vision of Venezuela

From Venezuela’s Collapse: The Long Story of How Things Fell Apart, by Carlos Lizarralde (Codex Novellus, 2024), Kindle pp. 43-44:

Rómulo Betancourt was the architect of a Venezuela in which race and ethnicity were eradicated from the public discourse. An early 20th-century pro-democracy leader, he laid down the basis for the country’s race-neutral ideology as Venezuela’s president first in 1945, and then again in 1959. Adecos, as Betancourt’s followers were called, would go on to become the political reference point in the life of the country, until Chávez and the new demographic wave destroyed their social project. Their vision’s successes and failures are virtual keys to understanding contemporary Venezuela.

By 1940 the thirty-three-year-old Betancourt was already a promising political leader, but one in the very middle of a unique moment in history. Behind him lay a poor, provincial country with a vast countryside still recovering from the deep social fractures Laureano Vallenilla had described in 1919. Ahead of him was a nation with a once-in-a-lifetime chance to start over again. He imagined that properly distributed, oil money would create a brand-new country to be filled, like a vast empty canvas, with great ideas and institutions. The young Betancourt knew he could shape an entirely new political imaginary. He was convinced he could solve the underlying issues of the country’s ethnic fracture.

His political program for change was clear: the state would charge a 50% tax on all profits obtained by American and British oil companies to underwrite a welfare state that would wipe out poverty, and level all Venezuelans. An enormous investment in education would transform people into informed citizens, and an influx of migrants would bring their legacies to form a new society made up of equals.

His political party, Acción Democrática, would organize workers, peasants, students, professionals, and industrialists around the unifying idea of a new Venezuela that left behind castes, ethnicities, and places of birth. The party’s manifesto called the organization “multi-class” and was purposely silent on matters of race, ethnicity, castes, or regional origin. Oil would fuel the country’s development and well-being, and act as a social glue linking everything together.

Betancourt had to embody that majority to sell this project. He emphasized his mother’s African descent. His hometown was on the western edge of the Afro-Caribbean Barlovento coast. His accent lacked the upper-class singsong of Creoles, and he would occasionally refer to himself as a “mulatto from Guatire.” His Spanish was laced with provincial colloquialisms.

But most importantly, Betancourt’s public persona embraced the mannerisms, language, and humor of ethnic Pardos. Ethnicity is an ambiguous combination of perceptions, far from the clearer lines that can define race. By embracing and claiming to be a Pardo, Betancourt became the perfect spokesperson for a project that someone with a Creole accent, a more formal manner, or wearing starched shirts with cufflinks could never sell.

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