MARIA EMÍLIA BALTAZAR

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Lições Europeias e

os Desafios da TAP

Hoje, à luz da experiência europeia, há lições concretas a retirar para garantir que a eventual alienação de capital público não signifique a perda de controlo estratégico nem o enfraquecimento de um ativo essencial para a coesão e competitividade nacional.

𝖠 𝗁𝗂𝗌𝗍𝗈́𝗋𝗂𝖺 𝗋𝖾𝖼𝖾𝗇𝗍𝖾 𝖽𝖺 𝖳𝖠𝖯, 𝗆𝖺𝗋𝖼𝖺𝖽𝖺 𝗉𝗈𝗋 𝖺𝗏𝖺𝗇𝖼̧𝗈𝗌, 𝗋𝖾𝖼𝗎𝗈𝗌 𝖾 𝗍𝗎𝗋𝖻𝗎𝗅𝖾̂𝗇𝖼𝗂𝖺 𝗉𝗈𝗅ı́𝗍𝗂𝖼𝖺, 𝗂𝗆𝗉𝗈̃𝖾 𝗎𝗆𝖺 𝗋𝖾𝖿𝗅𝖾𝗑𝖺̃𝗈 𝗌𝖾𝗋𝖾𝗇𝖺 𝖾 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝖺 𝗌𝗈𝖻𝗋𝖾 𝗈 𝖿𝗎𝗍𝗎𝗋𝗈 𝖽𝖺 𝖼𝗈𝗆𝗉𝖺𝗇𝗁𝗂𝖺 𝖺𝖾́𝗋𝖾𝖺 𝗇𝖺𝖼𝗂𝗈𝗇𝖺𝗅. 𝖠 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝖽𝖾 𝟤𝟢𝟣𝟧, 𝖼𝗈𝗇𝖽𝗎𝗓𝗂𝖽𝖺 𝗌𝗈𝖻 𝖿𝗈𝗋𝗍𝖾 𝗉𝗋𝖾𝗌𝗌𝖺̃𝗈 𝖿𝗂𝗇𝖺𝗇𝖼𝖾𝗂𝗋𝖺 𝖾 𝗉𝗈𝗅ı́𝗍𝗂𝖼𝖺, 𝗀𝖾𝗋𝗈𝗎 𝗂𝗆𝗉𝖺𝖼𝗍𝗈𝗌 𝗂𝗆𝖾𝖽𝗂𝖺𝗍𝗈𝗌 𝗌𝗂𝗀𝗇𝗂𝖿𝗂𝖼𝖺𝗍𝗂𝗏𝗈𝗌, 𝗆𝖺𝗌 𝗍𝖺𝗆𝖻𝖾́𝗆 𝗋𝖾𝗏𝖾𝗅𝗈𝗎 𝖾𝗋𝗋𝗈𝗌 𝗊𝗎𝖾 𝖯𝗈𝗋𝗍𝗎𝗀𝖺𝗅 𝗇𝖺̃𝗈 𝗉𝗈𝖽𝖾 𝗋𝖾𝗉𝖾𝗍𝗂𝗋. 𝖧𝗈𝗃𝖾, 𝖺̀ 𝗅𝗎𝗓 𝖽𝖺 𝖾𝗑𝗉𝖾𝗋𝗂𝖾̂𝗇𝖼𝗂𝖺 𝖾𝗎𝗋𝗈𝗉𝖾𝗂𝖺, 𝗁𝖺́ 𝗅𝗂𝖼̧𝗈̃𝖾𝗌 𝖼𝗈𝗇𝖼𝗋𝖾𝗍𝖺𝗌 𝖺 𝗋𝖾𝗍𝗂𝗋𝖺𝗋 𝗉𝖺𝗋𝖺 𝗀𝖺𝗋𝖺𝗇𝗍𝗂𝗋 𝗊𝗎𝖾 𝖺 𝖾𝗏𝖾𝗇𝗍𝗎𝖺𝗅 𝖺𝗅𝗂𝖾𝗇𝖺𝖼̧𝖺̃𝗈 𝖽𝖾 𝖼𝖺𝗉𝗂𝗍𝖺𝗅 𝗉𝗎́𝖻𝗅𝗂𝖼𝗈 𝗇𝖺̃𝗈 𝗌𝗂𝗀𝗇𝗂𝖿𝗂𝗊𝗎𝖾 𝖺 𝗉𝖾𝗋𝖽𝖺 𝖽𝖾 𝖼𝗈𝗇𝗍𝗋𝗈𝗅𝗈 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝗈 𝗇𝖾𝗆 𝗈 𝖾𝗇𝖿𝗋𝖺𝗊𝗎𝖾𝖼𝗂𝗆𝖾𝗇𝗍𝗈 𝖽𝖾 𝗎𝗆 𝖺𝗍𝗂𝗏𝗈 𝖾𝗌𝗌𝖾𝗇𝖼𝗂𝖺𝗅 𝗉𝖺𝗋𝖺 𝖺 𝖼𝗈𝖾𝗌𝖺̃𝗈 𝖾 𝖼𝗈𝗆𝗉𝖾𝗍𝗂𝗍𝗂𝗏𝗂𝖽𝖺𝖽𝖾 𝗇𝖺𝖼𝗂𝗈𝗇𝖺𝗅.

𝖨𝗆𝗉𝖺𝖼𝗍𝗈𝗌 𝗂𝗆𝖾𝖽𝗂𝖺𝗍𝗈𝗌 𝖽𝖺 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝖽𝖾 𝟤𝟢𝟣𝟧 𝖠 𝖾𝗇𝗍𝗋𝖺𝖽𝖺 𝖽𝗈 𝖼𝗈𝗇𝗌𝗈́𝗋𝖼𝗂𝗈 𝗉𝗋𝗂𝗏𝖺𝖽𝗈 𝖠𝗍𝗅𝖺𝗇𝗍𝗂𝖼 𝖦𝖺𝗍𝖾𝗐𝖺𝗒 𝗍𝗋𝗈𝗎𝗑𝖾, 𝖽𝖾 𝖿𝖺𝖼𝗍𝗈, 𝗆𝗎𝖽𝖺𝗇𝖼̧𝖺𝗌 𝗈𝗉𝖾𝗋𝖺𝖼𝗂𝗈𝗇𝖺𝗂𝗌 𝗂𝗆𝗉𝗈𝗋𝗍𝖺𝗇𝗍𝖾𝗌. 𝖠 𝗋𝖾𝗇𝗈𝗏𝖺𝖼̧𝖺̃𝗈 𝖽𝖺 𝖿𝗋𝗈𝗍𝖺 — 𝖼𝗈𝗆 𝖾𝗇𝖼𝗈𝗆𝖾𝗇𝖽𝖺𝗌 𝖽𝖾 𝖠𝗂𝗋𝖻𝗎𝗌 𝖠𝟥𝟥𝟢𝗇𝖾𝗈 𝖾 𝖠𝟥𝟤𝟣𝖫𝖱 — 𝗆𝗈𝖽𝖾𝗋𝗇𝗂𝗓𝗈𝗎 𝖺 𝖼𝖺𝗉𝖺𝖼𝗂𝖽𝖺𝖽𝖾 𝖽𝖾 𝗅𝗈𝗇𝗀𝗈 𝖼𝗎𝗋𝗌𝗈, 𝖾𝗇𝗊𝗎𝖺𝗇𝗍𝗈 𝖺 𝖾𝗑𝗉𝖺𝗇𝗌𝖺̃𝗈 𝖽𝖺𝗌 𝗋𝗈𝗍𝖺𝗌 𝗋𝖾𝖿𝗈𝗋𝖼̧𝗈𝗎 𝖺 𝗉𝗋𝖾𝗌𝖾𝗇𝖼̧𝖺 𝖺𝗍𝗅𝖺̂𝗇𝗍𝗂𝖼𝖺 𝖽𝖺 𝖳𝖠𝖯, 𝗌𝗈𝖻𝗋𝖾𝗍𝗎𝖽𝗈 𝗇𝗈𝗌 𝖤𝖴𝖠, 𝖢𝖺𝗇𝖺𝖽𝖺́ 𝖾 𝖡𝗋𝖺𝗌𝗂𝗅. 𝖠𝗈 𝗇ı́𝗏𝖾𝗅 𝖽𝗈 𝗌𝖾𝗋𝗏𝗂𝖼̧𝗈, 𝖿𝗈𝗋𝖺𝗆 𝗂𝗆𝗉𝗅𝖾𝗆𝖾𝗇𝗍𝖺𝖽𝖺𝗌 𝗆𝖾𝗅𝗁𝗈𝗋𝗂𝖺𝗌 𝗏𝗂𝗌ı́𝗏𝖾𝗂𝗌, 𝗇𝗎𝗆 𝖾𝗌𝖿𝗈𝗋𝖼̧𝗈 𝖽𝖾 𝗋𝖾𝗉𝗈𝗌𝗂𝖼𝗂𝗈𝗇𝖺𝗆𝖾𝗇𝗍𝗈 𝖽𝖺 𝗆𝖺𝗋𝖼𝖺. 𝖭𝗈 𝖾𝗇𝗍𝖺𝗇𝗍𝗈, 𝖾𝗌𝗍𝖾𝗌 𝖺𝗏𝖺𝗇𝖼̧𝗈𝗌 𝖿𝗈𝗋𝖺𝗆 𝖺𝖼𝗈𝗆𝗉𝖺𝗇𝗁𝖺𝖽𝗈𝗌 𝗉𝗈𝗋 𝗂𝗇𝗌𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝗅𝖺𝖻𝗈𝗋𝖺𝗅, 𝗋𝖾𝗌𝗍𝗋𝗂𝖼̧𝗈̃𝖾𝗌 𝖿𝗂𝗇𝖺𝗇𝖼𝖾𝗂𝗋𝖺𝗌 𝖾 𝖽𝖾𝖼𝗂𝗌𝗈̃𝖾𝗌 𝖽𝖾 𝗀𝖾𝗌𝗍𝖺̃𝗈 𝖼𝗈𝗇𝗍𝖾𝗌𝗍𝖺𝖽𝖺𝗌, 𝖽𝖾𝗆𝗈𝗇𝗌𝗍𝗋𝖺𝗇𝖽𝗈 𝗊𝗎𝖾 𝖺 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝗇𝖺̃𝗈 𝖿𝗈𝗂 𝖺𝖼𝗈𝗆𝗉𝖺𝗇𝗁𝖺𝖽𝖺 𝖽𝖺 𝗋𝗈𝖻𝗎𝗌𝗍𝖾𝗓 𝗂𝗇𝗌𝗍𝗂𝗍𝗎𝖼𝗂𝗈𝗇𝖺𝗅 𝗇𝖾𝖼𝖾𝗌𝗌𝖺́𝗋𝗂𝖺.

𝖮𝗌 𝖾𝗋𝗋𝗈𝗌 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝗈𝗌 𝖽𝖾 𝗎𝗆 𝗉𝗋𝗈𝖼𝖾𝗌𝗌𝗈 𝖺𝗉𝗋𝖾𝗌𝗌𝖺𝖽𝗈 𝖠 𝖿𝖺𝗅𝗍𝖺 𝖽𝖾 𝖼𝗈𝗇𝗌𝖾𝗇𝗌𝗈 𝗉𝗈𝗅ı́𝗍𝗂𝖼𝗈 𝖿𝗈𝗂 𝗎𝗆 𝖽𝗈𝗌 𝗉𝗋𝗂𝗇𝖼𝗂𝗉𝖺𝗂𝗌 𝖾𝗋𝗋𝗈𝗌, 𝗇𝖺 𝗆𝗂𝗇𝗁𝖺 𝗈𝗉𝗂𝗇𝗂𝖺̃𝗈 𝖺 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝗈𝖼𝗈𝗋𝗋𝖾𝗎 𝗇𝗎𝗆 𝖼𝗈𝗇𝗍𝖾𝗑𝗍𝗈 𝖽𝖾 𝗆𝗎𝖽𝖺𝗇𝖼̧𝖺 𝖽𝖾 𝗀𝗈𝗏𝖾𝗋𝗇𝗈, 𝗌𝖾𝗆 𝖽𝖾𝖻𝖺𝗍𝖾 𝗉𝗎́𝖻𝗅𝗂𝖼𝗈 𝖺𝗅𝖺𝗋𝗀𝖺𝖽𝗈 𝗇𝖾𝗆 𝗆𝖾𝖼𝖺𝗇𝗂𝗌𝗆𝗈𝗌 𝖽𝖾 𝗌𝖺𝗅𝗏𝖺𝗀𝗎𝖺𝗋𝖽𝖺 𝖾𝖿𝗂𝖼𝖺𝗓𝖾𝗌. 𝖮 𝖤𝗌𝗍𝖺𝖽𝗈 𝗉𝖾𝗋𝖽𝖾𝗎 𝗈 𝖼𝗈𝗇𝗍𝗋𝗈𝗅𝗈 𝖺𝖼𝗂𝗈𝗇𝗂𝗌𝗍𝖺 𝖾 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝗈 𝖽𝖺 𝖼𝗈𝗆𝗉𝖺𝗇𝗁𝗂𝖺, 𝗌𝖾𝗆 𝖺𝗌𝗌𝖾𝗀𝗎𝗋𝖺𝗋 𝖼𝗈𝗇𝗍𝗋𝖺𝗉𝖺𝗋𝗍𝗂𝖽𝖺𝗌 𝖺𝖽𝖾𝗊𝗎𝖺𝖽𝖺𝗌 𝗈𝗎 𝖽𝗂𝗋𝖾𝗂𝗍𝗈𝗌 𝖾𝗌𝗉𝖾𝖼𝗂𝖺𝗂𝗌 𝖽𝖾 𝗂𝗇𝗍𝖾𝗋𝗏𝖾𝗇𝖼̧𝖺̃𝗈. 𝖠𝖼𝗋𝖾𝗌𝖼𝖾 𝗊𝗎𝖾 𝗈 𝗉𝗅𝖺𝗇𝗈 𝖽𝖾 𝗇𝖾𝗀𝗈́𝖼𝗂𝗈𝗌 𝖺𝗉𝗋𝖾𝗌𝖾𝗇𝗍𝖺𝖽𝗈 𝗉𝖾𝗅𝗈𝗌 𝗇𝗈𝗏𝗈𝗌 𝖺𝖼𝗂𝗈𝗇𝗂𝗌𝗍𝖺𝗌 𝗉𝗋𝗂𝗏𝖺𝖽𝗈𝗌 𝖺𝗌𝗌𝖾𝗇𝗍𝖺𝗏𝖺 𝖾𝗆 𝗉𝗋𝖾𝗌𝗌𝗎𝗉𝗈𝗌𝗍𝗈𝗌 𝖿𝗂𝗇𝖺𝗇𝖼𝖾𝗂𝗋𝗈𝗌 𝖽𝖾𝗆𝖺𝗌𝗂𝖺𝖽𝗈 𝗈𝗍𝗂𝗆𝗂𝗌𝗍𝖺𝗌, 𝖼𝗈𝗅𝗈𝖼𝖺𝗇𝖽𝗈 𝖺 𝗌𝗎𝗌𝗍𝖾𝗇𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝖽𝖺 𝗈𝗉𝖾𝗋𝖺𝖼̧𝖺̃𝗈 𝖾𝗆 𝗋𝗂𝗌𝖼𝗈 𝗇𝗈 𝗆𝖾́𝖽𝗂𝗈 𝗉𝗋𝖺𝗓𝗈.

𝖬𝗈𝖽𝖾𝗅𝗈𝗌 𝖺𝗅𝗍𝖾𝗋𝗇𝖺𝗍𝗂𝗏𝗈𝗌: 𝗈 𝗊𝗎𝖾 𝖿𝗂𝗓𝖾𝗋𝖺𝗆 𝖫𝗎𝖿𝗍𝗁𝖺𝗇𝗌𝖺, 𝖠𝗂𝗋 𝖥𝗋𝖺𝗇𝖼𝖾 𝖾 𝖠𝗅𝗂𝗍𝖺𝗅𝗂𝖺? 𝖠 𝖾𝗑𝗉𝖾𝗋𝗂𝖾̂𝗇𝖼𝗂𝖺 𝖾𝗎𝗋𝗈𝗉𝖾𝗂𝖺 𝗈𝖿𝖾𝗋𝖾𝖼𝖾 𝗆𝗈𝖽𝖾𝗅𝗈𝗌 𝖼𝗈𝗇𝗍𝗋𝖺𝗌𝗍𝖺𝗇𝗍𝖾𝗌.

𝖠 𝖫𝗎𝖿𝗍𝗁𝖺𝗇𝗌𝖺 𝖿𝗈𝗂 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝖽𝖺 𝖽𝖾 𝖿𝗈𝗋𝗆𝖺 𝗀𝗋𝖺𝖽𝗎𝖺𝗅, 𝗆𝖺𝗇𝗍𝖾𝗇𝖽𝗈 𝗈 𝖤𝗌𝗍𝖺𝖽𝗈 𝖺𝗅𝖾𝗆𝖺̃𝗈 𝖽𝗂𝗋𝖾𝗂𝗍𝗈𝗌 𝖽𝖾 𝗏𝖾𝗍𝗈 𝗍𝖾𝗆𝗉𝗈𝗋𝖺́𝗋𝗂𝗈𝗌 𝖾 𝗀𝖺𝗋𝖺𝗇𝗍𝗂𝗇𝖽𝗈 𝗎𝗆𝖺 𝗍𝗋𝖺𝗇𝗌𝗂𝖼̧𝖺̃𝗈 𝗈𝗋𝖽𝖾𝗇𝖺𝖽𝖺 𝖾 𝖾𝖿𝗂𝖼𝖺𝗓, 𝗇𝗈 𝗊𝗎𝖾 𝖼𝗈𝗇𝖼𝖾𝗋𝗇𝖾 𝖺̀ 𝖠𝗂𝗋 𝖥𝗋𝖺𝗇𝖼𝖾, 𝗉𝗈𝗋 𝗌𝗎𝖺 𝗏𝖾𝗓, 𝗆𝖺𝗇𝗍𝖾𝗏𝖾 𝗈 𝖤𝗌𝗍𝖺𝖽𝗈 𝖿𝗋𝖺𝗇𝖼𝖾̂𝗌 𝖼𝗈𝗆𝗈 𝖺𝖼𝗂𝗈𝗇𝗂𝗌𝗍𝖺 𝗆𝗂𝗇𝗈𝗋𝗂𝗍𝖺́𝗋𝗂𝗈 𝖽𝗎𝗋𝖺𝗇𝗍𝖾 𝗏𝖺́𝗋𝗂𝗈𝗌 𝖺𝗇𝗈𝗌, 𝖺𝗌𝗌𝖾𝗀𝗎𝗋𝖺𝗇𝖽𝗈 𝗂𝗇𝖿𝗅𝗎𝖾̂𝗇𝖼𝗂𝖺 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝖺 𝖾 𝖺𝗉𝗈𝗂𝗈 𝖾𝗆 𝗆𝗈𝗆𝖾𝗇𝗍𝗈𝗌 𝖼𝗋ı́𝗍𝗂𝖼𝗈𝗌, 𝖼𝗈𝗆𝗈 𝖽𝗎𝗋𝖺𝗇𝗍𝖾 𝖺 𝗉𝖺𝗇𝖽𝖾𝗆𝗂𝖺, 𝗃𝖺́ 𝗇𝗈 𝖼𝖺𝗌𝗈 𝖽𝖺 𝖠𝗅𝗂𝗍𝖺𝗅𝗂𝖺, 𝖺𝗈 𝖼𝗈𝗇𝗍𝗋𝖺́𝗋𝗂𝗈, 𝗌𝖾𝗀𝗎𝗂𝗎 𝗎𝗆𝖺 𝗍𝗋𝖺𝗃𝖾𝗍𝗈́𝗋𝗂𝖺 𝖾𝗋𝗋𝖺́𝗍𝗂𝖼𝖺 𝖼𝗈𝗆 𝖼𝗎𝗌𝗍𝗈𝗌 𝖾𝗅𝖾𝗏𝖺𝖽𝗈𝗌 𝗉𝖺𝗋𝖺 𝖺 𝖺𝗍𝗋𝖺𝗍𝗂𝗏𝗂𝖽𝖺𝖽𝖾 𝖽𝖺 𝖼𝗈𝗆𝗉𝖺𝗇𝗁𝗂𝖺, 𝖼𝗈𝗆 𝗍𝖾𝗇𝗍𝖺𝗍𝗂𝗏𝖺𝗌 𝖽𝖾 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝖿𝗋𝖺𝖼𝖺𝗌𝗌𝖺𝖽𝖺𝗌, 𝗋𝖾𝗇𝖺𝖼𝗂𝗈𝗇𝖺𝗅𝗂𝗓𝖺𝖼̧𝗈̃𝖾𝗌 𝗉𝖺𝗋𝖼𝗂𝖺𝗂𝗌 𝖾 𝗎𝗆 𝗉𝗋𝗈𝖼𝖾𝗌𝗌𝗈 𝖼𝗈𝗇𝗍ı́𝗇𝗎𝗈 𝖽𝖾 𝗇𝗌𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝗂𝗇𝗌𝗍𝗂𝗍𝗎𝖼𝗂𝗈𝗇𝖺𝗅, 𝗌𝖾𝗋𝗏𝗂𝗇𝖽𝗈 𝖽𝖾 𝖺𝗅𝖾𝗋𝗍𝖺, 𝗉𝗋𝗂𝗇𝖼𝗂𝗉𝖺𝗅𝗆𝖾𝗇𝗍𝖾, 𝗉𝖺𝗋𝖺 𝗈𝗌 𝗋𝗂𝗌𝖼𝗈𝗌 𝖽𝖺 𝖺𝗎𝗌𝖾̂𝗇𝖼𝗂𝖺 𝖽𝖾 𝗏𝗂𝗌𝖺̃𝗈 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝖺.

𝖠 𝗂𝗆𝗉𝗈𝗋𝗍𝖺̂𝗇𝖼𝗂𝖺 𝖽𝖺 𝗀𝖾𝗌𝗍𝖺̃𝗈 𝖽𝖺𝗌 𝗋𝖾𝗅𝖺𝖼̧𝗈̃𝖾𝗌 𝗅𝖺𝖻𝗈𝗋𝖺𝗂𝗌 𝖳𝗈𝖽𝗈𝗌 𝖾𝗌𝗍𝖾𝗌 𝗉𝗋𝗈𝖼𝖾𝗌𝗌𝗈𝗌 𝖽𝖾𝗆𝗈𝗇𝗌𝗍𝗋𝖺𝗆 𝗊𝗎𝖾 𝗈 𝖽𝗂𝖺́𝗅𝗈𝗀𝗈 𝖼𝗈𝗆 𝗈𝗌 𝗌𝗂𝗇𝖽𝗂𝖼𝖺𝗍𝗈𝗌 𝖾 𝖺 𝗉𝗋𝗈𝗍𝖾𝖼̧𝖺̃𝗈 𝖽𝗈𝗌 𝗍𝗋𝖺𝖻𝖺𝗅𝗁𝖺𝖽𝗈𝗋𝖾𝗌 𝗌𝖺̃𝗈 𝖼𝗈𝗇𝖽𝗂𝖼̧𝗈̃𝖾𝗌 𝖾𝗌𝗌𝖾𝗇𝖼𝗂𝖺𝗂𝗌 𝗉𝖺𝗋𝖺 𝗎𝗆𝖺 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝖼̧𝖺̃𝗈 𝖻𝖾𝗆-𝗌𝗎𝖼𝖾𝖽𝗂𝖽𝖺. 𝖤𝗇𝗊𝗎𝖺𝗇𝗍𝗈 𝖺 𝖫𝗎𝖿𝗍𝗁𝖺𝗇𝗌𝖺 𝖾 𝖺 𝖠𝗂𝗋 𝖥𝗋𝖺𝗇𝖼𝖾 𝗂𝗆𝗉𝗅𝖾𝗆𝖾𝗇𝗍𝖺𝗋𝖺𝗆 𝗆𝖾𝖽𝗂𝖽𝖺𝗌 𝖽𝖾 𝖼𝗈𝗆𝗉𝖾𝗇𝗌𝖺𝖼̧𝖺̃𝗈, 𝗋𝖾𝖿𝗈𝗋𝗆𝖺𝗌 𝖺𝗇𝗍𝖾𝖼𝗂𝗉𝖺𝖽𝖺𝗌 𝖾 𝖺𝖼𝗈𝗋𝖽𝗈𝗌 𝖼𝗈𝗅𝖾𝗍𝗂𝗏𝗈𝗌 𝖺𝖽𝖺𝗉𝗍𝖺𝖽𝗈𝗌, 𝖺 𝖠𝗅𝗂𝗍𝖺𝗅𝗂𝖺 𝖿𝖺𝗅𝗁𝗈𝗎 𝗇𝖾𝗌𝗌𝖾 𝖺𝗌𝗉𝖾𝗍𝗈, 𝖾𝗇𝖿𝗋𝖾𝗇𝗍𝖺𝗇𝖽𝗈 𝗀𝗋𝖾𝗏𝖾𝗌 𝗉𝗋𝗈𝗅𝗈𝗇𝗀𝖺𝖽𝖺𝗌 𝖾 𝗋𝖾𝗌𝗂𝗌𝗍𝖾̂𝗇𝖼𝗂𝖺 𝗀𝖾𝗇𝖾𝗋𝖺𝗅𝗂𝗓𝖺𝖽𝖺, 𝗈 𝗊𝗎𝖾 𝖺𝖼𝖺𝖻𝗈𝗎 𝗉𝗈𝗋 𝖿𝗋𝖺𝗀𝗂𝗅𝗂𝗓𝖺𝗋 𝖺𝗂𝗇𝖽𝖺 𝗆𝖺𝗂𝗌 𝖺 𝖾𝗆𝗉𝗋𝖾𝗌𝖺.

𝖢𝗂𝗇𝖼𝗈 𝗅𝗂𝖼̧𝗈̃𝖾𝗌 𝖼𝗈𝗇𝖼𝗋𝖾𝗍𝖺𝗌 𝗉𝖺𝗋𝖺 𝖯𝗈𝗋𝗍𝗎𝗀𝖺𝗅 𝖯𝗈𝗋𝗍𝗎𝗀𝖺𝗅 𝖽𝖾𝗏𝖾, 𝗉𝗈𝗋 𝗂𝗌𝗌𝗈, 𝖺𝗉𝗋𝖾𝗇𝖽𝖾𝗋 𝖼𝗈𝗆 𝗈 𝗊𝗎𝖾 𝖿𝗎𝗇𝖼𝗂𝗈𝗇𝗈𝗎 — 𝖾 𝖼𝗈𝗆 𝗈 𝗊𝗎𝖾 𝖿𝖺𝗅𝗁𝗈𝗎 — 𝗇𝗈𝗎𝗍𝗋𝖺𝗌 𝗀𝖾𝗈𝗀𝗋𝖺𝖿𝗂𝖺𝗌. 𝖤́ 𝖽𝖾 𝖿𝖺𝖼𝗍𝗈 𝖿𝗎𝗇𝖽𝖺𝗆𝖾𝗇𝗍𝖺𝗅 𝗀𝖺𝗋𝖺𝗇𝗍𝗂𝗋 𝗍𝗋𝖺𝗇𝗌𝗉𝖺𝗋𝖾̂𝗇𝖼𝗂𝖺 𝖾 𝖼𝗈𝗇𝗌𝖾𝗇𝗌𝗈 𝗉𝗈𝗅ı́𝗍𝗂𝖼𝗈 𝖾𝗆 𝗍𝗈𝖽𝗈 𝗈 𝗉𝗋𝗈𝖼𝖾𝗌𝗌𝗈. 𝖮 𝖤𝗌𝗍𝖺𝖽𝗈 𝖽𝖾𝗏𝖾 𝗆𝖺𝗇𝗍𝖾𝗋 𝗆𝖾𝖼𝖺𝗇𝗂𝗌𝗆𝗈𝗌 𝖽𝖾 𝖼𝗈𝗇𝗍𝗋𝗈𝗅𝗈 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝗈, 𝗌𝖾𝗃𝖺 𝖺𝗍𝗋𝖺𝗏𝖾́𝗌 𝖽𝖾 𝗎𝗆𝖺 𝗉𝖺𝗋𝗍𝗂𝖼𝗂𝗉𝖺𝖼̧𝖺̃𝗈 𝗆𝗂𝗇𝗈𝗋𝗂𝗍𝖺́𝗋𝗂𝖺 𝖼𝗈𝗆 𝖽𝗂𝗋𝖾𝗂𝗍𝗈𝗌 𝖾𝗌𝗉𝖾𝖼𝗂𝖺𝗂𝗌, 𝗌𝖾𝗃𝖺 𝗉𝗈𝗋 𝖼𝗅𝖺́𝗎𝗌𝗎𝗅𝖺𝗌 𝖼𝗈𝗇𝗍𝗋𝖺𝗍𝗎𝖺𝗂𝗌 𝖻𝖾𝗆 𝖽𝖾𝖿𝗂𝗇𝗂𝖽𝖺𝗌.

𝖣𝖾𝗌𝗍𝖾 𝗆𝗈𝖽𝗈, 𝖽𝖾𝗏𝖾 𝗁𝖺𝗏𝖾𝗋 𝗎𝗆 𝗆𝗈𝖽𝖾𝗅𝗈 𝖽𝖾 𝗍𝗋𝖺𝗇𝗌𝗂𝖼̧𝖺̃𝗈 𝗀𝗋𝖺𝖽𝗎𝖺𝗅, 𝗊𝗎𝖾 𝗇𝖺̃𝗈 𝖼𝗈𝗅𝗈𝗊𝗎𝖾 𝖾𝗆 𝖼𝖺𝗎𝗌𝖺 𝖺 𝖾𝗌𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝖽𝖺 𝖼𝗈𝗆𝗉𝖺𝗇𝗁𝗂𝖺, 𝗉𝖾𝗅𝗈 𝗊𝗎𝖾 𝖾́ 𝖾𝗌𝗌𝖾𝗇𝖼𝗂𝖺𝗅 𝖺𝗌𝗌𝖾𝗀𝗎𝗋𝖺𝗋 𝖾𝗌𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝗅𝖺𝖻𝗈𝗋𝖺𝗅, 𝖼𝗈𝗆 𝗆𝖾𝖽𝗂𝖽𝖺𝗌 𝗇𝖾𝗀𝗈𝖼𝗂𝖺𝖽𝖺𝗌 𝖼𝗈𝗆 𝗈𝗌 𝗌𝗂𝗇𝖽𝗂𝖼𝖺𝗍𝗈𝗌. 𝖯𝗈𝗋 𝖿𝗂𝗆, 𝗈 𝗉𝗋𝗈𝖼𝖾𝗌𝗌𝗈 𝖽𝖾𝗏𝖾 𝖾𝗌𝗍𝖺𝗋 𝖺𝗅𝗂𝗇𝗁𝖺𝖽𝗈 𝖼𝗈𝗆 𝗎𝗆𝖺 𝗏𝗂𝗌𝖺̃𝗈 𝖽𝖾 𝗅𝗈𝗇𝗀𝗈 𝗉𝗋𝖺𝗓𝗈, 𝗊𝗎𝖾 𝗋𝖾𝖿𝗈𝗋𝖼𝖾 𝖺 𝗌𝗎𝗌𝗍𝖾𝗇𝗍𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾 𝖾𝖼𝗈𝗇𝗈́𝗆𝗂𝖼𝖺, 𝖺𝗆𝖻𝗂𝖾𝗇𝗍𝖺𝗅 𝖾 𝗍𝖾𝗋𝗋𝗂𝗍𝗈𝗋𝗂𝖺𝗅 𝖽𝖺 𝖳𝖠𝖯 𝖼𝗈𝗆𝗈 𝗈𝗉𝖾𝗋𝖺𝖽𝗈𝗋𝖺 𝖽𝖾 𝖻𝖺𝗇𝖽𝖾𝗂𝗋𝖺 𝖾 𝖺𝗍𝗂𝗏𝗈 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖼𝗈 𝗇𝖺𝖼𝗂𝗈𝗇𝖺𝗅.

𝖯𝗈𝗋𝗍𝗎𝗀𝖺𝗅 𝗇𝖺̃𝗈 𝗉𝗋𝖾𝖼𝗂𝗌𝖺 𝖺𝗉𝖾𝗇𝖺𝗌 𝖽𝖾 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝗋 — 𝗉𝗋𝖾𝖼𝗂𝗌𝖺 𝖽𝖾 𝗉𝗋𝗂𝗏𝖺𝗍𝗂𝗓𝖺𝗋 𝖼𝗈𝗆 𝗂𝗇𝗍𝖾𝗅𝗂𝗀𝖾̂𝗇𝖼𝗂𝖺, 𝖼𝗈𝗆 𝖾𝗌𝗍𝗋𝖺𝗍𝖾́𝗀𝗂𝖺 𝖾 𝖼𝗈𝗆 𝗋𝖾𝗌𝗉𝗈𝗇𝗌𝖺𝖻𝗂𝗅𝗂𝖽𝖺𝖽𝖾. 𝖮 𝖿𝗎𝗍𝗎𝗋𝗈 𝖽𝖺 𝖳𝖠𝖯 𝖾 𝖽𝖺 𝖺𝗏𝗂𝖺𝖼̧𝖺̃𝗈 𝗇𝖺𝖼𝗂𝗈𝗇𝖺𝗅 𝖽𝖾𝗉𝖾𝗇𝖽𝖾 𝖽𝗂𝗌𝗌𝗈.

* Coordenadora do Mestrado em Gestão da Sustentabilidade do Transporte Aéreo, ISEC Lisboa

IN "O jORNAL ECONÓMICO"-10/07/25 .