Milhas de mike trocam sistemas de resíduos

Ambiente Yale 360.
Publicado na Yale School of Forestry & amp; Estudos ambientais.
No mundo em desenvolvimento, um empurrão para tirar o lixo eletrônico das sombras.
Por Mike Ives • 6 de fevereiro de 2014.
Nitin Gupta tem uma queda pelo lixo. A missão de sua empresa iniciante, Attero, é reciclar velhos computadores, telefones celulares e outros aparelhos eletrônicos usados ​​em uma instalação industrial de última geração, a cerca de 160 quilômetros de Nova Déli. Quase um terço dos materiais de fonte de Attero vêm de colecionadores informais que ganham a vida por encontrar e vender e-sucata, diz Gupta. Attero lhes paga um pouco mais por um circuito de computador usado.
Uma controvérsia sobre a incineração.
Mike Ives é um jornalista de Hong Kong que anteriormente cobria o Vietnã para The Economist e The New York Times. Mais sobre Mike Ives →

Os 25 mais ricos do sul da Flórida | Miami Herald.
Segunda-feira de negócios.
Os 25 mais ricos do sul da Flórida.
DE MIKE SEEMUTH.
Especial para o Miami Herald.
11 de outubro de 2014 20:00.
O sul da Flórida é um imã de riqueza. O corredor urbano do sul do condado de Palm Beach até o Florida Keys é o lar, pelo menos em meio período, para 19 bilionários e seis milionários com patrimônio líquido estimado em US $ 200 milhões ou mais.
Muitas dessas 25 histórias de sucesso são familiares para o público do sul da Flórida, incluindo o proprietário de longa data de Miami Heat, Micky Arison, CEO da gigante de cruzeiros Carnival; empreendedor em série H. Wayne Huizenga; e ativista e revendedor de automóveis Norman Braman. Parte do dinheiro mais recente da cidade vem de profissionais de investimentos como Carl Icahn, o bilionário mais rico com uma casa no sul da Flórida, que ele comprou em 1997. Seu patrimônio líquido é estimado em US $ 26,6 bilhões.
Enquanto a economia do sul da Flórida depende principalmente do comércio e do turismo, os moradores mais ricos da região ganharam dinheiro em uma mistura mais ampla de setores e profissões ligadas à geografia e ao espírito empreendedor, irrestrito da antiga estrutura social de cidades como Nova York. e Chicago. As 25 pessoas mais ricas com uma residência no sul da Flórida acumularam fortunas em campos que vão desde gestão de investimentos e tecnologia da informação até transmissão de televisão, exploração de energia e distribuição de condicionadores de ar, segundo pesquisa da Global Governance Advisors para o Miami Herald.
Os resultados são baseados em fontes de riqueza publicamente rastreáveis, como a propriedade em empresas públicas. Como resultado, parte da riqueza que abastece os Bentleys do sul da Flórida e as compras de vários milhões de dólares em condomínios - como empreendimentos privados - pode não se refletir em nossa lista.
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"É uma fonte de riqueza muito diversificada em comparação com o que você encontra no Vale do Silício e em outras partes dos Estados Unidos", disse Luis Navas, sócio-gerente da Global Governance Advisors.
Apesar de suas diversas fontes de riqueza, os 25 moradores mais ricos do sul da Flórida não são divididos em outras duas formas: gênero - todos são homens - e raça. Isso pode, em parte, derivar do “teto de vidro” que tradicionalmente manteve as chefias gerentes subindo para cargos de alta gerência, a relativa juventude da região e o número limitado de grandes corporações sediadas aqui.
Um problema: pagar desigualdade entre os sexos. “O pagamento igual por trabalho igual não é tão real quanto poderia ser ou deveria ser. A disparidade salarial entre homens e mulheres está, na verdade, aumentando novamente ”, disse Penny Shaffer, presidente da Flórida do sul da Flórida e ex-presidente da Câmara de Comércio da Grande Miami.
Enquanto as grandes corporações fornecem uma escada para que pelo menos algumas mulheres ocupem cargos de gerência cada vez mais altos, a remuneração é limitada na maioria das corporações, e muitas executivas rápidas estão sendo constantemente promovidas com salários mais baixos dentro do intervalo, disse Shaffer. Como resultado, algumas mulheres mais velhas, em seguida, deixam de se tornar empreendedoras. Mas, como os estudos indicam, muitos são cautelosos quanto a tomar emprestado o capital necessário para catapultar seus negócios em crescimento exponencial.
Ainda assim, as alturas rarefeitas dos ricos podem ainda incluir mais mulheres e pessoas de cor. O Cisneros Group, por exemplo, é liderado pela CEO Adriana Cisneros, filha do presidente do conselho, Gustavo Cisneros.
E o empreendedorismo também pode ser o caminho para pessoas de cor.
“Muitas das 25 pessoas mais ricas do sul da Flórida possuem participação majoritária em uma grande empresa que fundaram”, disse Jaret Davis, sócio-gerente do escritório da Greenberg Traurig em Miami. “Historicamente, no sul da Flórida, negros ricos vinham das classes profissionais - banqueiros, advogados e médicos. Recentemente, vimos uma explosão de empresários afro-americanos. À medida que essas empresas se expandem, acredito que você verá um número crescente de afro-americanos no escalão superior de riqueza do sul da Flórida ”.
Enquanto muitos dos bilionários e multimilionários com lares do sul da Flórida são residentes de longa data, um número crescente de recém-chegados é atraído pela absolvição de invernos rigorosos e um imposto de renda do estado.
"Há uma tendência crescente em que as pessoas passam seis meses e um dia na Flórida e talvez o restante do ano, talvez na Califórnia ou em Manhattan", para se qualificarem como residentes da Flórida para fins tributários, disse Navas.
Mais do que apenas uma casa de inverno para os ricos e aposentados, o sul da Flórida também se tornou uma residência principal para pessoas ricas "que ainda estão ganhando anos", disse Teresa Weintraub da Fiduciary Trust International of the South, que administra dinheiro. para ricos empresários e famílias dos EUA, e latino-americanos com interesses comerciais dos EUA. "Não é só porque eles vêm morar em uma boa casa e se aposentar".
Weintraub, que nasceu em Cuba e cresceu em Miami, disse que a cidade “se tornou um lugar muito interessante para se viver”. Embora o sul da Flórida continue sendo um lugar popular para se aposentar, “por causa da qualidade de vida que você vê na Flórida. e por causa da estrutura tributária que você tem, as pessoas no auge de suas vidas estão se mudando para cá permanentemente ”, disse ela.
Histórias relacionadas do Miami Herald.
Galeria de fotos: 25 Floridians do Sul mais ricas.
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Pessoas ricas que vivem em tempo integral no sul da Flórida às vezes começaram a residir na área em uma segunda casa, então “pouco a pouco, eles estavam passando mais tempo. até que eles se mudaram para cá permanentemente ”, disse Weintraub.
O bilionário Richard LeFrak, de Nova York, por exemplo, tem passado mais tempo no sul da Flórida desde que investiu na recapitalização de 2008 do BankUnited, o maior banco local. A LeFrak também investiu nos restos do antigo Corus Bank of Chicago, que contou com muitos desenvolvedores do sul da Flórida entre seus clientes de empréstimo antes do acidente. "Acho que acabei sendo o maior proprietário de condomínios não vendidos em Miami", disse ele.
Seus investimentos no BankUnited e no Corus Bank "foram bem-sucedidos porque o momento era bom", disse LeFrak. “Eu não estava envolvido de jeito nenhum [no sul da Flórida] até a crise financeira e, como estava razoavelmente bem em 2008, tinha dinheiro para fins de investimento. Então, entre a minha exposição ao BankUnited e ao Corus Bank, dei uma olhada na área da Grande Miami. ”
Ele gostou do que viu. A LeFrak agora tem uma segunda casa em Miami Beach e dois projetos imobiliários em Miami: renovação do hotel Gansevoort em Miami Beach em parceria com a Starwood Capital e ressuscitação de um empreendimento abortado em North Miami conhecido anteriormente como Biscayne Landing.
"Sou agora um grande entusiasta do sul da Flórida", disse LeFrak. “Eu vi a transição e a maturação do mercado de Miami. Só posso compará-lo a dois ou três outros mercados nos Estados Unidos como um ímã para o capital internacional e como um local desejável para as pessoas residirem e investirem ”.
O corretor de imóveis Jill Hertzberg disse que, para alguns compradores de imóveis, o potencial de lucro é uma atração importante.
"O que aconteceu agora é uma coisa totalmente diferente, quase esportiva, em que as pessoas estão entrando no mercado imobiliário de uma maneira muito forte e entendendo isso como uma oportunidade de negócio, não apenas um lugar para morar ou uma segunda casa", disse Hertzberg. ela mesma como parte de uma equipe chamada The Jills com outra agente da Coldwell Banker, Jill Eber. "Eles estão ganhando dinheiro em imóveis aqui", disse Hertzberg. Quando um bilionário nova-iorquino lucra com a casa própria no sul da Flórida, “ele volta e conta para outros dois garotos grandes, que contam para os outros dois, e de repente você tem um mundo inteiro de pessoas assim aqui”.
“É a mesma coisa com as pessoas da América do Sul: um grupo virá e então outro grupo virá e dirá, 'é seguro, é maravilhoso, é um bom lugar para colocar seus filhos na escola' e, pelo assim, ganhei dinheiro lá ”, disse Hertzberg. "A mesma coisa aconteceu com os russos, mas infelizmente a situação política deles tornou mais difícil para eles entrarem agora".
Os avanços na tecnologia de comunicações permitiram que proprietários de negócios mais ricos administrassem suas empresas remotamente do sul da Flórida. "Para muitas pessoas, seus negócios são mais fluidos. Há muitas empresas que você pode administrar e morar aqui no sul da Flórida como sua residência principal", disse Hertzberg.
Corretores de imóveis e desenvolvedores de condomínios não são os únicos floristas do sul a se beneficiar desses bolsos profundos. As empresas dirigidas por Braman, Arison, Stuart Miller, Edmundo Ansin, Huizenga, Jorge Perez, Adriana Cisneros e outros da lista, empregam coletivamente milhares de moradores locais. Instituições públicas, incluindo o Centro Arsht para as Artes Cênicas, a sala de espetáculos New World Symphony em Miami Beach, o Museu de Ciência Frost, o Museu de Arte Pérez Miami e a Miller School of Medicine da Universidade de Miami foram possíveis graças aos presentes. as famílias de Arison e Miller e indivíduos como Philip Frost, Pérez e a filantropa Adrienne Arsht (que doou US $ 30 milhões para o centro de artes cênicas, embora sua carteira não seja tão grande quanto a lista).
Ter bilionários como vizinhos pode não ser tão bom quanto ser um, mas tem seus benefícios.
A seguir estão resumos biográficos para cada um dos 25 residentes mais ricos do sul da Flórida, incluindo como eles fizeram fortuna.
Onde ele mora: Indian Creek (sazonal).
Como ele ganhava dinheiro: investindo em empresas subavaliadas e, às vezes, adquirindo-as e operando-as de forma mais lucrativa do que a administração anterior.
A história: Carl Icahn, 78, é um titã de Wall Street com uma abordagem ativista para investir e impressionante poder de permanência. Fundada em 1987, sua Icahn Enterprises, LP, (IEP: NASDAQ) é uma dona diversificada de grandes blocos de ações de companhias públicas que vão da Apple Inc., eBay e Netflix Inc. a Forest Laboratories, Chesapeake Energy e Navistar International Corp. O lado do investimento de seu negócio está fortemente envolvido em tal ativismo de acionistas, agitando publicamente as mudanças na administração e na governança do conselho, e às vezes engajando-se em brigas por procuração para obter o controle das empresas-alvo. O lado operacional da Icahn Enterprises administra empresas em inúmeras indústrias. Ela opera empresas que fabricam componentes de veículos para fabricantes de automóveis, que refinam o petróleo e produzem fertilizantes nitrogenados, que coletam sucata de metal, fabricam vagões ferroviários e operam propriedades de cassino e entretenimento.
A Icahn Enterprises também possui operações imobiliárias que dão ao seu nome uma participação na recuperação da Flórida da recessão imobiliária na segunda metade dos anos 2000. Seus desenvolvimentos incluem os resorts de golfe adjacentes Vero Beach, Grand Harbour e Oak Harbor. De acordo com a revista Forbes, Icahn comprou uma casa de férias Indian Creek Island de 14 mil pés quadrados em execução por US $ 7,5 milhões em 1997, muito antes de a maioria dos moradores mais ricos da ilha no nordeste de Miami-Dade comprarem casas lá.
2. Len Blavatnik.
Onde ele mora: Miami (sazonal).
Fonte: Setor de Acesso Privado.
Como ele ganhava dinheiro: ganhava bilhões de dólares vendendo sua parte de um fabricante de produtos químicos e um empreendimento de produção de petróleo.
A história: Criado na Rússia, Len Blavatnik, 57, imigrou para os Estados Unidos em 1978, tornou-se cidadão dos EUA em 1984 e tornou-se um investidor e filantropo de sucesso. O detentor do MBA em Harvard é fundador e presidente da Access Industries, um grupo industrial de capital fechado que possui negócios em recursos naturais e produtos químicos, mídia e telecomunicações e imóveis.
A Access possui escritórios corporativos em Nova York, Moscou e Londres. Suas participações nos Estados Unidos, Europa e América do Sul incluem grandes participações acionárias na LyondellBasell Industries, uma empresa química líder, e na empresa de música Warner Music Group, que já gravou artistas que variam de Aretha Franklin a k. d. lang para Kid Rock. Blavatnik também investiu em serviços de streaming de música baseados na Internet como o Spotify, o Deezer e o Beats Music, segundo a revista Forbes. A Forbes também informou que Blavatnik no ano passado fez um investimento de US $ 2,37 bilhões na Lyondell Industries, que se valorizou para mais de US $ 10 bilhões. Ele anteriormente arrecadou US $ 7 bilhões quando a Access Industries liquidou sua participação no empreendimento russo de produção de petróleo TNK-BP, segundo a Forbes.
Blavatnik é um residente de meio período no sul da Flórida, com uma residência principal em Londres, mas é provável que ele tenha um impacto permanente no redesenvolvimento de South Beach. Ele é financiador do Faena District, um empreendimento imobiliário multi-bloco e multiuso em Miami Beach, liderado pelo desenvolvedor argentino Alan Faena, que em 2012 começou a acumular propriedades de hotéis na Collins Avenue, incluindo a antiga Saxônia, Versailles. e hotéis Atlantic Beach. O Wall Street Journal informou que o Distrito de Faena cobrirá uma área de seis quarteirões e abrangerá um hotel, centro de varejo, centro de artes e um condomínio à beira-mar de 18 andares, chamado Faena House, com preços unitários de até US $ 50 milhões para os 14.000. cobertura de pé quadrado.
Onde ele mora: Indian Creek Island (sazonal).
Fonte: Franklin Resources Inc. (NYSE: BENO).
Como ele ganhou dinheiro: gestão de investimentos.
A história: Charles B. Johnson, de 81 anos, aposentou-se em junho de 2013 como presidente do conselho da Franklin Resources Inc., uma empresa de administração de fundos sediada em San Mateo, Califórnia, que fazia negócios como Franklin Templeton Investments. Johnson, que anteriormente atuou como diretor executivo da Franklin, começou a trabalhar para a empresa há mais de 50 anos, quando seus ativos sob gestão totalizaram US $ 2,5 milhões. Franklin gerenciava US $ 846 bilhões em ativos pouco antes de Johnson se aposentar. Ele também atuou como diretor, diretor ou curador de vários fundos mútuos da Franklin Templeton. Ele tem uma casa na Indian Creek Island, no nordeste do Condado de Miami-Dade. "Minha esposa e eu viemos para a Flórida periodicamente durante toda a nossa vida e, em 2012, nos tornamos residentes permanentes", disse Johnson em uma troca de e-mails. “A Franklin Templeton tem mais de 100.000 investidores que vivem na Flórida. Temos também grandes escritórios em São Petersburgo e Fort Lauderdale, além de Miami, com mais de 11.300 funcionários no estado. . Nossa mesa de operações de Fort Lauderdale fatura mais de US $ 30 bilhões anualmente em mais de 40 mercados financeiros em todo o mundo. ”
Johnson disse que seu melhor conselho para os jovens que estão começando nos negócios é uma declaração do ex-presidente americano Calvin Coolidge, que está gravada em uma placa pendurada na parede de seu escritório: “Persistência. Pressione. Nada no mundo pode tomar o lugar da persistência. Talento não vai; nada é mais comum que homens malsucedidos com talento. O gênio não vai; O gênio não recompensado é quase um provérbio. Educação não; o mundo está cheio de abandonados educados. Persistência e determinação, sozinhas, são onipotentes."
4. Richard LeFrak.
Onde ele mora: Miami (sazonal).
Fonte: Organização LeFrak.
Como ele ganhou dinheiro: desenvolvimento imobiliário.
A história: Richard LeFrak, de 69 anos, nativo da cidade de Nova York, elevou os negócios de desenvolvimento imobiliário de sua família a novos patamares. Quando seu pai, Samuel LeFrak, morreu em 2003, a organização LeFrak, de gerência familiar e sediada em Nova York, já era “uma das maiores empresas privadas de construção do mundo”, segundo um obituário do New York Times. A empresa tem um portfólio de propriedades predominantemente residenciais e comerciais concentradas em Nova York, Los Angeles e Londres.
Richard LeFrak, que ingressou na Organização LeFrak em 1968 e tornou-se seu presidente em 1975, foi nomeado presidente e diretor executivo em 2003. Parte de sua fortuna de bilhões de dólares veio de seu investimento bem-sucedido no BankUnited em 2008, quando o banco enfrentava problemas financeiros. . "Fiz parte do dinheiro original que recapitalizou o banco", disse ele.
LeFrak serviu quatro anos como diretor do BankUnited antes de vender suas ações no maior banco do sul da Flórida. A LeFrak, sediada em Nova York, tem uma segunda residência em Miami Beach, onde reside “em meio período, mas cada vez mais tempo”, disse ele em uma entrevista por telefone. “É por razões comerciais porque tenho vários projetos em andamento. E também gosto disso.
Ele também investiu na aquisição e reforma do hotel Gansevoort em Miami Beach e comprou o terreno em North Miami para um empreendimento abortado chamado Biscayne Landing. Os jovens que entram nos negócios devem "não ter medo de fracassar", mas devem prestar muita atenção em cada detalhe de seu empreendimento, disse LeFrak. “Você tem que aparecer o tempo todo. As empresas têm sucesso principalmente porque o proprietário, o fundador, se interessa por tudo, cada detalhe, especialmente no começo, quando é bebê. Você não pode deixar crescer sozinho. Você realmente tem que se dedicar a isso.
Onde ele mora: Bal Harbour.
Como ele ganhou dinheiro: trabalhou com o pai para construir a maior empresa de cruzeiros do mundo.
A história: Micky Arison, 65 anos, está na empresa de cruzeiros fundada por seu pai há mais de 30 anos. Depois de começar no departamento de vendas, promoções para o gerente de reservas em 1974 e vice-presidente de tráfego em 1976 ajudaram a preparar Arison para se tornar o presidente da Carnival em 1979. A empresa abriu o capital em 1987, arrecadando US $ 400 milhões para expansão, e em 1989, Arison havia projetado a aquisição da Holland America Line pela Carnival.
Outras aquisições se seguiram: a Carnival Corp. é a holding da Carnival Cruise Lines e de muitas outras linhas de cruzeiros, incluindo a Holland America Line, a P & O Cruises, a Princess Cruises, a Cunard e a Costa Cruises. A Carnival expandiu sua frota de 73 navios em 2003 para 101 navios em meados de 2014; sete novos navios devem ser entregues em datas entre 2014 e 2016. Arison é presidente do conselho de administração do Carnival desde 1990 e diretor desde 1987. Ele atuou como CEO da Carnival Corp. (anteriormente conhecido como Carnival Cruise Linhas) de 1979 a julho de 2013.
O pai de Arison, o fundador do Carnival, Ted Arison, morreu aos 75 anos em Tel Aviv em outubro de 1999. Em um obituário do New York Times, o jornal observou que Ted Arison era considerado o “padrinho da moderna indústria de cruzeiros”. adversidade nos últimos anos, e seu lucro líquido diminuiu nos dois últimos anos fiscais consecutivos.
Em janeiro de 2012, um navio que transportava passageiros da Costa Cruzeiros naufragou ao longo da costa toscana da Itália, matando 32 pessoas. Em fevereiro de 2013, um incêndio no motor desativou o Carnival Triumph no Golfo do México, expondo mais de 4.000 pessoas a bordo do navio a banheiros quebrados e condições insalubres. Esses incidentes, “incluindo a publicidade negativa associada, resultaram em preços mais baixos de bilhetes de cruzeiro dos níveis anteriores. No entanto, acreditamos que esses eventos não terão um impacto material de longo prazo ”, disse a Carnival em um relatório financeiro trimestral apresentado em 2 de julho à Securities and Exchange Commission.
As ações da empresa têm sido negociadas nos últimos US $ 30 recentemente, bem acima de sua queda de US $ 30 após o mortal naufrágio da Itália. O patrimônio líquido de Arison poderia dar um mergulho, mesmo se o estoque da Carnival continuar flutuando. A revista Forbes, que anualmente estima o valor das franquias da Associação Nacional de Basquete, informou que a mudança da estrela do LeBron James para o Cleveland Cavaliers do Miami Heat poderia reduzir o valor de mercado da franquia Heat de US $ 770 milhões, atualmente a sétima mais franquia valiosa na NBA.
"Não há substituto para o trabalho duro", disse Arison em uma troca de e-mail. “Eu digo aos jovens que estão começando a trabalhar duro, aprendem tudo o que podem sobre o negócio e encontram um mentor para ajudar a guiá-los e expandir seus pensamentos. Todo mundo tem idéias e algo para contribuir, então ouvir diferentes pontos de vista também é muito importante ”.
Arison diz que ele recruta pessoas boas e as apóia enquanto se abstém de microgerenciamento. O sul da Flórida “desempenhou um papel enorme na minha vida e carreira e o que eu consegui realizar”, disse ele. Desde o início de 1972 da Carnival, “passei a maior parte da minha vida trabalhando em Miami e construindo a empresa de três navios para uma frota de mais de 100 navios.” O sul da Flórida “continua ajudando a impulsionar nosso crescimento”, ele disse, citando o fácil acesso ao Caribe "e o belo cenário aqui".
6. Donald J. Trump.
Onde ele mora: Miami (tempo parcial).
Fonte: imobiliária, televisão.
Como ele fez seu dinheiro: começou no negócio de construção com seu pai no Brooklyn, tornou-se um bem sucedido desenvolvedor imobiliário de Manhattan, diversificado em publicação de livros e produção de televisão.
A história: Donald Trump, 68, que fez grande parte de sua fortuna no mercado imobiliário de Nova York, se referiu à Flórida como sua segunda casa. Mas Trump raramente parece estar de férias no sul da Flórida, onde ele tem sido um desenvolvedor imobiliário ativo e redeveloper. Trump tornou-se um residente periódico em Palm Beach após sua compra, em 1985, de Mar-a-Lago, a propriedade histórica que pertenceu à herdeira de cereais Marjorie Merriweather Post e o ícone de investimento E. F. Hutton. Trump converteu Mar-a-Lago em um clube social privado em 1995. Quatro anos depois, em 1999, ele abriu o Trump International Golf Club, um campo de golfe de US $ 40 milhões a sete minutos de carro de Mar-a Lago. A Organização Trump adquiriu o Doral Golf Resort & amp; Spa em Miami-Dade County em junho de 2012 e está gastando US $ 250 milhões para renovar a propriedade de golfe de 800 acres, renomeada como Trump National Doral Miami. Ele também desenvolveu um campo de golfe no norte do condado de Palm Beach, chamado Trump National Jupiter.
Trump começou sua carreira trabalhando no negócio de construção civil com seu pai, Fred C. Trump, com quem ele dividia um escritório na seção de Sheepshead Bay, no Brooklyn. O filho ambicioso mais tarde se tornou um desenvolvedor líder de edifícios residenciais e hotéis em Manhattan e levou seus talentos para outros campos também. Sua autobiografia de 1987, The Art of the Deal, vendeu mais de 3 milhões de cópias. Em janeiro de 2004, Trump fez um acordo com a NBC Television Network para produzir e estrelar o reality show The Apprentice. Em 2005, ele revelou sua linha pessoal de roupas masculinas e acessórios, a Coleção Donald J. Trump Signature, e em 2012 lançou sua própria fragrância, "Success by Trump".
Qualquer um começando nos negócios hoje deve "ter certeza de que você está fazendo algo que você ama", disse Trump em uma troca de e-mail. "Isso fará com que os obstáculos pareçam menos problemáticos do que se você estiver se esforçando para fazer algo sobre o qual você é morno."
Mar-a-Lago e suas propriedades de campos de golfe em Palm Beach County e Miami-Dade County constituem “uma adição muito saudável às minhas melhores participações”, disse Trump. "O sul da Flórida tem sido maravilhoso para mim."
7. Gustavo Cisneros e família.
Onde ele mora: Nova York. A empresa está sediada em Coral Gables e é dirigida pela CEO, Adriana Cisneros, que mora em Miami Beach.
Como ele ganhou dinheiro: Assumiu o negócio da família que seu pai fundou e o transformou em um líder da indústria de mídia.
A história: Gustavo Cisneros, 69, tinha apenas 23 anos no final dos anos 1960, quando assumiu a liderança de uma empresa familiar venezuelana diversificada, fundada por seu pai, Diego Cisneros. A segunda geração de gestão familiar foi impressionante. Com o filho do fundador, Gustavo, no comando, o Grupo Cisneros cresceu e se tornou um dos maiores conglomerados privados de mídia e entretenimento. Um marco no desenvolvimento do Cisneros Group foi a aquisição, em 1960, de um canal de televisão que acabou se tornando a Venevision, a principal rede nacional de TV na Venezuela. Gustavo Cisneros iniciou sua carreira na Venevision.
A venda de US $ 13,7 bilhões da Venevision a um consórcio de private equity em 2007 pode ter sido um dos acordos mais pessoalmente recompensadores que Gustavo Cisneros jamais planejou. O patriarca da família agora é co-presidente do conselho do Cisneros Group com Steven Bandel, ex-diretor executivo do negócio da família. Adriana Cisneros, filha de Gustavo Cisneros, substituiu Bandel como CEO no ano passado. De 2006 a 2013, ela morou em Nova York e construiu um nicho no negócio da família desenvolvendo suas operações de mídia digital, um campo de crescente foco no Cisneros Group. O grupo engloba uma mistura de interesses comerciais que vão desde telecomunicações, produção de televisão e transmissão de televisão a bens de consumo, propriedades de resorts e um investimento imobiliário de 6.000 acres na República Dominicana.
8. Phillip Frost.
Onde ele mora: Miami Beach.
Fonte: desenvolvimento farmacêutico.
Como ele ganhou dinheiro: construiu e vendeu duas empresas de desenvolvimento de medicamentos, a primeira por cerca de US $ 575 milhões, a segunda por US $ 7,4 bilhões.
A história: Phillip Frost, 77, ex-professor de dermatologia na faculdade de medicina da Universidade de Miami, se juntou ao sócio Michael Jaharis para adquirir a empresa farmacêutica Key Pharmaceuticals em 1972. Frost era presidente do conselho e um dos principais acionistas Importante quando ele e Jaharis o venderam à antiga empresa farmacêutica Schering-Plough por cerca de US $ 575 milhões em 1986. Frost passou a investir em um desenvolvedor de medicamentos genéricos no sul da Flórida chamado Ivax Corp. Ele era o presidente e diretor executivo da Ivax. 1987 até janeiro de 2006, quando a Teva Pharmaceuticals, sediada em Israel, comprou a Ivax por US $ 7,4 bilhões. Frost tornou-se co-presidente da Teva pouco depois da aquisição do Ivax em 2006. Ele é presidente da Teva desde 2010, quando o presidente de longa data, Eli Hurvitz, renunciou devido a problemas de saúde.
Agora Frost está se preparando para renunciar como presidente da Teva. "Eu havia concordado em me tornar presidente há vários anos, quando o então presidente do conselho ficou doente", disse Frost em entrevista por telefone. "Ele era um bom amigo, e eu concordei em assumir a responsabilidade por um certo tempo, e agora foi além do tempo que eu havia antecipado, e com minhas outras atividades aqui na Flórida, eu poderia estar mais focado."
Por exemplo, desde 2006 ele atua como presidente do banco de investimentos Ladenburg Thalmann Financial Services, com sede em Miami. A Opko Health Inc. é outra de suas prioridades na Flórida. Ele é presidente e CEO e um dos principais acionistas da empresa pública de Miami desde 2007.
"O Opko está indo muito bem", disse Frost na entrevista por telefone no dia 8 de setembro. “Hoje de manhã, foi divulgado um anúncio de que um produto que licenciamos para outra empresa completou com sucesso os testes clínicos, e um novo pedido de medicamento foi enviado. . Trata-se de um novo fármaco para a prevenção de náuseas e vômitos associados à quimioterapia antineoplásica, e tem uma boa possibilidade de ser o melhor produto do mercado, já que um único comprimido é suficiente para proteger o paciente por cinco dias ”.
Mas os investimentos do médico bilionário vão muito além da assistência médica. "É uma questão de estratégia para mim", disse Frost. “Acredito na diversificação de todas as formas possíveis”.
Frost é um dos principais acionistas e diretor do fornecedor de bebidas premium Castle Brands, e é acionista majoritário da Vector Group Ltd., uma importante fabricante de cigarros por meio de sua subsidiária Liggett Group LLC. Sua subsidiária imobiliária New Valley LLC possui uma grande parte da agência imobiliária de alto nível Douglas Elliman. Em agosto, Frost liderou um grupo que investiu em ações preferenciais da Drone Aviation Holding Corp. em Jacksonville. “Eu gosto das pessoas [no Drone]. Eles são jovens e muito bem informados sobre o produto ”, disse Frost, ex-diretor da empreiteira de aviões militares Northrop Grumman Corp.
Para as pessoas que estão iniciando nos negócios, “o importante é o negócio que você escolhe”, disse Frost. "É importante escolher empresas que têm potencial para crescimento de longo prazo e, de preferência, com altas margens de lucro". O sul da Flórida tem sido um ponto de partida efetivo para sua carreira. "Para mim, foi muito bem sucedido", disse Frost. "É um ótimo lugar para se viver. . Para nós, é fácil atrair talentos. As pessoas querem morar aqui.
9. Terrence M. Pegula.
Como ele ganhou dinheiro: Maior interesse na extração de gás da rocha de xisto.
A história: Terence M. Pegula, de 63 anos, é um bilionário que ganhou uma fortuna a partir de um surto impulsionado pela tecnologia na produção de gás a partir do xisto. Ele nasceu e cresceu em Carbondale, Pensilvânia. Depois de se formar na Scranton Preparatory School, ele se matriculou na Universidade Estadual da Pensilvânia com especialização em matemática, mas para ficar na escola conseguiu uma bolsa de estudos para entrar no programa de engenharia de petróleo e gás natural da universidade - uma decisão que o colocou em um caminho gratificante. indústria de petróleo e gás. Ele se formou na Penn State em 1973 com um diploma de bacharel em ciências e conseguiu seu primeiro emprego na Getty Oil Co. em Victoria, Texas.
Em 1983, Pegula tomou emprestados US $ 7.500 de familiares e amigos para fundar a East Resources Inc., e ele construiu o negócio independente de exploração de petróleo e gás em uma das maiores empresas de capital fechado dos Estados Unidos - com a mão na avançada tecnologia petrolífera. Fraturamento hidráulico, ou "fracking", melhorou a economia da extração de gás de xisto, tornando-a financeiramente mais viável. Fracking é uma tecnologia emergente que envolve injeções de alta velocidade de fluidos e outros materiais que estimulam o fluxo de petróleo e gás a partir de formações rochosas de xisto, criando fraturas dentro deles. Em 2010, a gigante da indústria petrolífera Royal Dutch Shell pagou US $ 4,7 bilhões pelos ativos da East Resources, incluindo terras no chamado Marcellus Shale. O Marcellus é uma enorme formação rochosa de xisto na região dos Apalaches dos Estados Unidos, onde a East Resources adquiriu 650.000 acres em junho de 2009.
A venda de ativos de US $ 4,7 bilhões à Royal Dutch Shell permitiu que Terrence Pegula e sua esposa Kim Pegula fossem às compras: eles pagaram US $ 189 milhões para adquirir a equipe Buffalo Sabres na National Hockey League em 2010, segundo o Buffalo News. Os Pegulas recentemente fizeram uma proposta bem-sucedida para adquirir o Buffalo Bills, a franquia da National Football League. Sua compra de US $ 1,4 bilhão da propriedade do falecido proprietário Ralph Wilson, que morreu em março, foi aprovada pelos proprietários da equipe da NFL em sua reunião de 8 de outubro.
10. Igor Olenicoff.
Where he lives: Lighthouse Point.
Source: Olen Properties Corp.
How he made his money: Office and residential buildings in Florida, California, Nevada and Arizona.
The story: Igor Olenicoff, 72, has amassed a real estate empire stretching from coast to coast in the United States. It includes a cluster of apartment buildings in Broward and Palm Beach counties.
According to the website of Olen Properties, the company’s South Florida apartment properties include Weston Place in Weston, Club Lake Pointe and Players Club in Coral Springs, Delray Bay in Delray Beach, Manatee Bay and Indian Hills and Whalers Cove in Boynton Beach, Sanctuary Cove in North Palm Beach, and Villas of Juno in Juno Beach. Olen Properties also has commercial and industrial properties, mostly in California but also in two Florida locations. Olen operates Quantum Town Center in Boynton Beach, a 117,000-square-foot commercial building, and the Delray Commercial Center in Delray Beach.
In 2007, Olenicoff pleaded guilty to falsifying his 2002 federal tax return by failing to disclose foreign bank accounts to the Internal Revenue Service. As part of his plea agreement, he paid $52 million in back taxes to the IRS and was sentenced to two years of probation and 120 hours of community service. According to Forbes magazine, Olenicoff has been preparing his daughter Natalia Ostensen to take over the management of Olen Properties.
People going into business today should “pick a business or career that cannot be shipped abroad or purchased abroad,” Olenicoff said in an email exchange. “Although the standard of living in other countries will improve and thereby raise the cost of labor there, they will always be able to do it less expensively. Our labor will continue to go up; our technological superiority gap will continue to narrow with other countries, particularly China and Russia. . This has been coming for a long time and why I selected real estate some 40 years ago. . Our real estate cannot be imported nor exported.”
Olenicoff said South Florida accounts for “a solid 30 percent of my company's growth and success. South Florida, I am convinced, will continue to be a wonderful place to live, raise a family, work and invest in. It has all the necessary ingredients to continue along its success path.”
11. Edward S. Lampert.
Where he lives: Indian Creek (off Miami Beach).
Net worth: $3.1 billion. Source: ESL Investments, Inc.
How he made his money: Hedge fund management.
The story: Edward S. Lampert, 52, founded the hedge fund company bearing his initials in 1988. ESL Investments Inc. is in Bay Harbour in northeast Miami-Dade County. Lampert has invested in many retail companies. For example, ESL is a major shareholder of Fort Lauderdale-based AutoNation Inc., the nation's largest automotive retailer. Lampert sometimes serves on the board or in the management of companies in which ESL owns large equity stakes. He served as chairman of the board of Kmart Holding Corp., which emerged from bankruptcy in 2003 and became a profitable retailer before its 2005 merger with Sears, Roebuck & Co.
He currently is chairman of the Sears Holding Corp., the parent company of the Sears chain of department stores, and has served as chief executive officer of Sears since February 2013. His hands-on investment in Sears has produced disappointing results. Sears stock (NASDAQ: SHLD) recently traded around $27, well below the level of late 2013, when it topped $50. The Sears stock slump has contributed to an exodus of investors from ESL. Bloomberg News reported in June that Lampert distributed $393 million of AutoNation shares to cover investment redemptions by ESL clients.
Where he lives: Fort Lauderdale.
How he made his money: Co-founded the Subway chain of sandwich shops.
The story: In 1965, Fred DeLuca, now 67, was a teenager who wanted to become a doctor and was searching for a way to help pay for college. A friend of his family, Dr. Peter Buck, suggested that DeLuca open a restaurant specializing in submarine sandwiches and loaned DeLuca $1,000 to get started. They opened their first restaurant in Bridgeport, Connecticut, in August 1965 and set a goal of opening 32 more by 1975. The co-founders in 1968 to put the Subway brand name on their restaurants.
In 1974, DeLuca and Buck were the owner-operators of 16 restaurants in Connecticut, and they decided to sell Subway franchises in order to expand the restaurant chain at a faster pace. In 1984, the company began expanding abroad by opening a location in Bahrain. By the end of the 1980s, Subway had locations in Puerto Rico, Canada and the Bahamas. Today the privately held Subway chain based in Milford, Connecticut, has more than 37,000 locations worldwide.
USA Today reported in May that DeLuca had resumed his work schedule at Subway after treatment for leukemia, including chemotherapy and a bone marrow transplant. The newspaper also reported that DeLuca, a Fort Lauderdale resident, spends most of his time traveling to visit Subway franchisees and “has no plans to retire.”
13. Robert E. Rich Jr.
How he made his money: Built the frozen food products business his father started.
The story: Robert E. Rich Jr., 73, followed in his father’s footsteps and built the family business with a focus in frozen food products. Buffalo, New York-based Rich Products Corp. generates more than $3 billion in annual worldwide revenue. On its website, the company calls itself the “founder of the non-dairy segment of the frozen food industry.” According to the website, the late Robert E. Rich Sr., founded the company in 1945 after he discovered that “a soya bean substance could be frozen, thawed and whipped to serve as a vegetable-based replacement for whipped cream.” Rich’s Whipped Topping was the first in a line of non-dairy foods that Rich Products introduced, including Coffee Rich, “the nation's first frozen non-dairy creamer,” which first appeared on supermarket shelves in 1959.
The founder's son first made a name for himself in sports. Rich Jr. was an accomplished hockey player at a preparatory school in Buffalo and at Williams College, where during his senior year he was co-captain of the school’s hockey team. He graduated from Williams College in 1963 with a bachelor of arts degree, and joined the family business in 1964 as president of Rich Products of Canada Ltd. It was a new division of Rich Products with a new manufacturing plant in Fort Erie, Ontario, a short drive from the parent company's headquarters in Buffalo. Rich then started and staffed the company’s first marketing department. In addition to mentoring from his father, Rich earned a master’s degree in business administration in 1969 at the University of Rochester Simon School of Business.
In 2006, Rich became chairman of the board of Rich Products Corp. after the death of his father, and his wife, Melinda Rich, became vice chairman. CampdenFB, a publisher focused on family businesses, ranked Rich among the 50 top family-business leaders in the world in 2012, noting that the annual revenue of Rich Products had grown to $3billion from $28million when the founder’s son joined the company.
14. Bharat Desai and family.
Where he lives: Fisher Island.
Source: Troy, Michigan-based Syntel Inc.
How he made his money: Co-founded a successful information technology company with his wife, Neerja Sethi.
The story: Bharat Desai, 61, is chairman of the board of Syntel Inc., a leading source of integrated information technology to help large companies transact business in the fields of financial services, healthcare and life sciences, insurance, manufacturing, retailing, logistics and telecommunications. He co-founded the company in 1980 with his wife, Neerja Sethi, who has served as a director and vice president, corporate affairs, throughout the company’s 34-year history. Desai has an MBA in finance from the University of Michigan's Stephen M. Ross School of Business, and a bachelor of technology degree in electrical engineering from the Indian Institute of Technology in Bombay, India.
Publicly held Syntel has more than 24,000 employees and a market capitalization of $3.7 billion. Forbes magazine ranked Syntel 15th in its 2012 list of “America's 200 Best Small Companies.” Syntel’s net income last year was $219 million, up 85 percent from $118 million in 2009. The company provided IT services to 120 customers last year in the United States and Europe, including American Express and State Street Bank, its two largest customers in 2013. Syntel has shared its success by running S’Prayas, a volunteer-based program to educate underprivileged children in communities where the company operates.
15. H. Wayne Huizenga.
Where he lives: Fort Lauderdale.
Source: Jon Doe Enterprises.
How he made his money: Led the development of Waste Management and Blockbuster Entertainment, often via business acquisitions.
The story: H. Wayne Huizenga, 76, made his fortune almost entirely from successful investments in years past, according to Forbes magazine. But he remains an active investor. He started with a single garbage truck and turned his hauling business into Waste Management Inc., the nation's largest garbage hauler with $13.9 billion of revenue last year. Huizenga acquired video rental company Blockbuster Entertainment, rolled up similar companies in an early-1990s acquisition spree, and ultimately sold Blockbuster in 1994 to entertainment conglomerate Viacom for $8.4 billion. Huizenga put his money behind another waste hauling company, Republic Services, which diversified into auto dealership acquisitions, then changed its name to AutoNation in 1999 and subsequently sold its waste-hauling business.
Huizenga also has been a successful real estate investor. In 1996, he founded Boca Resorts. When he sold the company for $1.25 billion in 2004, Boca Resorts owned the Boca Raton Resort & Club and two Fort Lauderdale properties, the Hyatt Regency Pier 66 Hotel and Marina, and the Radisson Bahia Mar Resort and Yachting Center.
Huizenga also invested in three professional sport franchises: He paid $95 million in 1991 to acquire the Florida Marlins baseball team, $50 million in 1992 for the Florida Panthers hockey team, and about $140 million in 1994 for majority ownership of the Miami Dolphins football team. Huizenga has since sold his stake in all three teams except for fractional ownership of the Dolphins.
He continues to hold sizable equity stakes in publicly traded companies, among them Psychemedics, which tests for drug abuse through analysis of hair samples, and Swisher Hygiene, a provider of institutional and industrial cleaning chemicals and restroom cleaning and restocking services.
Huizega said in an email exchange that he advises people starting their own business to “surround yourself with great people. People are what make businesses prosper.” He also said he has lived in South Florida for 60 years and never wanted to live anywhere else. “The fabulous weather, wonderful amenities and sense of community allowed us to recruit and retain great people,” he said. “That’s why we headquartered our companies here and that, in turn, is why we were successful.”
How he made his money: High-rise condominium development.
The story: Jorge Pérez, 64, transformed the South Florida skyline during the high-rise condominium building boom before 2008, and his development company Related Group survived the bust that followed.
A Cuban immigrant, Pérez was economic development director of the city of Miami before he became a developer. He founded Related Group in 1979 with New York developer Stephen M. Ross, now owner of the Miami Dolphins. Pérez initially got rich from the construction of rental apartments then got richer as the nation’s busiest builder of luxury condominium towers. Pérez and Ross developed City Place, a mixed-use downtown landmark in West Palm Beach. Pérez built high-rise condominiums in South Beach and Sunny Isles Beach.
But he left his biggest mark in downtown Miami, where, starting in 2002, he built a dozen high-rises with a total of 5,500 condo units. Pérez preserved Related Group by renegotiating its debts and diversifying its business. He endured some big losses along the way. Lenders for his Icon Brickell condo development seized two of its three towers in 2010. By June 2011, the condo units in the third tower that Pérez retained were nearly sold out. The housing market collapse in 2008 and a health scare (a benign mass on his pancreas) prompted Pérez to reexamine his personal and professional priorities. He contributed $40 million in cash and art to the old Miami Art Museum, now known as Pérez Art Museum Miami, or PAMM, located in a new home on Biscayne Bay that opened in December 2013.
Although Pérez has restructured Related Group to make it less reliant on condominium projects, he has hardly abandoned the condo market. In early 2014, Pérez broke ground for construction for the SLS Hotel & Residences Brickell and opened MyBrickell, his first post-crash condo development in Miami’s urban core.
Pérez said in an email exchange that people starting in business should “pick something you love and pursue with great dedication and passion.” He also said, “South Florida has been absolutely essential in my growth. I owe all to the openness of this community and the generosity and acceptance of the people that live here.”
17. Norman Braman.
Where he lives: Indian Creek (off Miami Beach).
How he made his money: Automotive retailing.
The story: Philadelphia native Norman Braman, 82, co-founded a vitamin retailer and merged it with another company in 1967. Then he and his wife, Irma, who have been married for 58 years, moved from southeast Pennsylvania to southeast Florida in December 1969.
“I had a degree of success before coming here,” Braman said in a phone interview, but “my great success in life has been in South Florida.”
According to trade publication Automotive News, Braman owned the nation’s 27th-largest auto dealership group in 2013: His 14 dealerships last year sold about 32,000 vehicles and collected $1.68 billion in total revenue.
Braman credits nonstop business reinvestment for his success in the automotive retailing industry. “My philosophy has always been to constantly reinvest in your business . It’s something you have to do. You can’t sit back in business; if you sit back, you fall back,” Braman said in a phone interview, citing the current expansion of his flagship location just north of downtown Miami. “In Palm Beach County, we’re in the process of building three new dealerships,” he said. Over the years, Braman Motors has added not only new locations but also new brands to its automotive product line. “When we started off in the car business, Cadillac was our dominant franchise. Now we sell everything from Kias to Bugattis,” he said.
Braman bought the Philadelphia Eagles franchise of the National Football League in 1985 and sold the team in 1994. The New York Times reported that Braman bought the team for $65 million and sold it for $180 million. He never again invested in a professional team after his nine-year ownership of the Eagles. “That was enough,” he said.
Braman also has used his success to serve in South Florida as both a philanthropist and an activist. The Norman and Irma Braman Family Foundation funded the opening of the Braman Family Breast Cancer Institute at the University of Miami's Sylvester Comprehensive Cancer Center. The Bramans also have supported Lotus House, a Miami shelter for homeless women and children, and the Greater Miami Jewish Federation, among other philanthropic organizations.
However, Braman may be best known as a civic activist who has backed campaigns to recall former Miami-Dade County Mayor Carlos Alvarez from office and to defeat such controversial proposals as tax-funded improvements of sports facilities. “I really believe you have to stand for something in life,” he said. “If you don’t stand for something in life, then you’ll accept anything. And that’s what happens in society when we don’t stand for principles.”
Braman said people starting in business today should make protection of their reputation their top priority: “When you start out in life, the most precious thing you have is your name, and you just want to make sure, whatever your choices are, to value that more than anything else.”
18. John W. Henry.
Where he lives: Boca Raton (seasonal).
Source: Fenway Sports Group.
How he made his money: Commodities trading and team ownership in professional sports.
The story: John W. Henry, 65, got rich in commodities trading, rich enough to allow him to buy the since-renamed Florida Marlins baseball team from Wayne Huizenga for $150 million in 1999. Henry sold his stake in the Marlins after he and a group of investors acquired the Boston Red Sox in February 2002. The New York Times reported that Henry and his investor group paid $660 million for the Red Sox. The performance of Henry’s commodities trading firm lagged in the aftermath of the global financial panic of 2008, according to the Reuters news service, and he closed the Boca Raton-based firm, John W. Henry & Co. Inc., in 2012.
Now Henry is well into his second career as a team owner in professional sports. He is the principal owner behind the 2001 formation of Fenway Sports Group, which has a portfolio including the Red Sox, English Premier League soccer team Liverpool FC and their home stadiums. Henry’s company also owns 80 percent ownership of regional television network NESN (New England Sports Network) and 50 percent of NASCAR racing team Roush Fenway Racing. The Boston Red Sox have won three World Series championships (in 2013, 2007 and 2004) under Henry’s ownership.
In an email exchange, Henry said he would advise people starting in business today to find a professional passion: “You can’t work hard enough at whatever it is you want to be successful at, so you had better love what you are doing.” Henry said, “although I spend my summers up north,” South Florida has been his principal home for the last 25 years, “so I owe a lot to the area. I’ve been fortunate to have several careers during that span.”
19. Edmund Ansin.
Where he lives: Miami Beach.
Source: Sunbeam Television Corp.
How he made his money: Inherited a real estate fortune, diversified into broadcast television.
The story: Edmund Ansin, 78, inherited a fortune in real estate and boldly built a television broadcasting business atop it. Ansin learned how to manage money and his father made plenty to manage. Ansin earned his undergraduate degree at the Wharton School of Business and Finance. His Ukranian-Ukrainian born father, Sidney, a successful shoemaker in Boston, went on to become a successful Florida real estate investor in the 1950s, according to Forbes. The magazine also recounted in an article about the Ansin family fortune that Ed Ansin and his father paid $3.4 million in 1962 to buy a local television station affiliated with the NBC television network, then called WCKT and later renamed WSVN. Ansin not only renamed the station but reinvented the delivery of local TV news in terms of faster pacing, grittier content and more a greater number of hours per a day devoted to local news.
Ansin set Channel 7 apart in other ways as well, notably his 1989 decision to run WSVN as an independent station after losing his affiliation with the NBC network and refusing to sell the station as part of a conditional deal to affiliate Channel 7 with the CBS network. WSVN ultimately affiliated with the Fox Network and Ansin’s navigation of the affiliation transition proved a success. Trade information publisher TVNewsCheck reported earlier this year that Channel 7 news audience ratings were unmatched “after 20 years or so of domination in English-language news” in South Florida.
20. Stuart A. Miller.
How he made his money: Home building.
The story: Stuart A. Miller, 56, is still trying to put a near-depression in the housing market behind him and his home building company, Miami-based Lennar Corp. Miller has been a director of the company since 1990. He succeeded his father, the late Leonard Miller, who founded Lennar in 1954, as Lennar’s chief executive officer in 1997, five years before his father died July 28, 2002, of liver cancer, according to the South Florida Business Journal. Stuart Miller was chairman of commercial property subsidiary LNR Property Corp. until Lennar spun off of LNR as a separate company in 1997. Miller also served as president of Lennar from 1997 to 2011.
New York Stock Exchange-listed Lennar stock recently was trading at share prices around $39, about 11 percent below its 52-week high of $44.40. Miller was cautious in assessing Lennar’s prospects on the company’s Sept. 17 conference call with analysts to discuss second-quarter financial results. “Before this downturn, anything below 1 million housing starts in a year was considered almost a housing depression. This recovery is just now getting us back to that level of starts,” Miller said on the call. “Generally speaking, the market has continued a slow and steady recovery that is markedly different from past down-cycle recoveries. History would suggest a more vertical recovery, especially given the severity of the economic decline. This recovery has been a decidedly different experience as the slope of recovery has been shallow, and the expected acceleration has not materialized.”
21. Sean John ‘Diddy’ Combs.
Where he lives: Miami Beach (part-time).
Source: Diversified business ventures, especially a vodka promotion deal with supplier Diageo.
How he made his money: Hip-hop music recording and production and other business activities that include promoting Ciroc vodka.
The story: Sean John “Diddy” Combs, 44, started his career as a hip-hop music recording artist and producer and went on to establish an apparel line under the Sean John brand, a cable television channel called Revolt TV and a marketing agency, Blue Flame.
In a March 2011 article, “Why Diddy Will Be Hip-Hop’s First Billionaire,” Forbes magazine reported that Combs’ most lucrative asset was his 2007 agreement with Diageo, the world’s largest supplier of beverage alcohol, to promote its Ciroc vodka brand. The magazine said the agreement entitled Combs to a share of any profits from Ciroc vodka sales and to part of the proceeds if Diageo were to sell the Ciroc brand. The deal appears to be paying off for both parties. During the first two years of Diageo’s alliance with Combs, the company’s annual shipments of Ciroc vodka vaulted from 120,000 cases to 400,000, according to Forbes. The magazine estimated that the value of Combs’ deal with Diageo is in the “mid - to low-nine-figures,” while the rest of his business interests, including his record label Bad Boy Records, have a cumulative value of about $100 million.
So, Combs may indeed become a billionaire before his peers in the hip-hop music field.
22. Bruce R. Berkowitz.
Where he lives: Miami (seasonal).
Source: Fairholme Capital Management, LLC.
How he made his money: Investment management.
The story: Bruce R. Berkowitz, 56, is the founder, managing member and chief investment officer of Fairholme Capital Management. He has a concentrated equity investment style, making big bets on relatively few stocks that most investors avoid. Purchases of stock in Bank of America and American International Group, or AIG, in 2011 helped to produce handsome 2013 returns on investment in his $8.8 billion-asset Fairholme Fund, according to trade publication Institutional Investor.
Berkowitz, a Miami resident since 2006, said in an email exchange that “Miami has all the resources we need, plus we get to live and work in a beautiful environment. Our tag line is ‘Ignore the Crowd,’ and our location here helps us maintain our distance and independence from the chatter of Wall Street.”
Berkowitz earned a bachelor of arts degree in economics from the University of Massachusetts in 1980. He is chairman of the board of the St. Joe Company, a publicly held Florida-based real estate developer. r of the Decade” in 2010.
Berkowitz said in an email that he advises people getting into business that any industry they find appealing has promise.
“It doesn’t matter what you do, if you really like it,” he said. “To be successful requires huge effort. Twenty-four/seven for decades is the definition of instant success. So you’ve got to love what you do, and if you don’t, try something else.”
How he made his money: Acquired control of a Miami company that became an industry leader.
The story: Albert H. Nahmad leads not just a company but an industry. He is the chairman, president, CEO and principal shareholder of a multibillion-dollar distribution business.
Born and raised in Panama, Nahmad relocated to the United States in 1958 to attend the University of New Mexico and settled in South Florida in 1973, where he has been a full-time resident since. “The first building block of our distribution business was a company acquired 25 years ago, located in Deerfield Beach,” Nahmad said via email. “We have acquired over 60 businesses since, but all of our original roots are firmly planted in South Florida.”
In 1972, he acquired a controlling interest in Coconut Grove-based Watsco Inc. from its founder, William Wagner. In 1989, the company made a successful switch from manufacturing to distribution. With 2013 revenue of $3.7 billion, Watsco is now the largest distributor of air conditioners, and heating and refrigeration equipment in its industry. His son Aaron J. Nahmad is a director of Watsco and the company’s vice president of strategy and innovation.
The CEO of Watsco advises someone starting out in business to consider financing the acquisition of a successful company. “Building on a successful business is a simpler, lower risk idea than starting from scratch,” Nahmad said in an email exchange.
24. Mike Fernandez.
Source: MBF Healthcare Partners.
How he made his money: Used his managerial experience in the healthcare industry to invest successfully in healthcare-related businesses.
The story: Miguel “Mike” Fernandez, 62, is chairman of a private equity investment firm in Coral Gables called MBF Healthcare Partners. MBF focuses on investments in healthcare service providers. He and his wife, Constance Fernandez, have five children.
A serial hands-on entrepreneur, Fernandez has successfully run many of the companies in which he and his partners have invested. He was founder, president and CEO of Group Tech Systems, which developed a national database of group health insurance information.
Fernandez advises people getting into business to try to exceed their own expectations. “Do not reach for your potential. Reach for the unreachable,” he said in an email exchange, but “avoid debt whenever possible,” and “be the dumbest person in the room, as this will accelerate your development.”
Fernandez also said by email that South Florida has provided him a useful sense of likely U. S. business trends: “By looking at Florida's changing demographics, I believe that you are seeing our nation’s future. Living in Florida has been like having a free look at tomorrow’s stock prices. It's a peep into the future, and it’s a unique crystal ball.”
25. Laurans Mendelson and family.
Where he lives: Coconut Grove.
How he made his money: Real estate investments, and his acquisition and development of Heico Corp.
The story: Laurans Mendelson, 76, was an accountant in New York City during the 1960s when he and his wife Arlene and their two sons relocated to Miami, where some of her family members already resided and worked in real estate. After the Mendelsons settled into a then-unincorporated Pinecrest community in southeastern Miami-Dade County, Laurans became a successful real estate investor and developer and got his sons Eric and Victor involved in the property business. By the time Eric and Victor were in college, Mendelson had switched his investment preferences from real estate to public companies, and his sons invested along with him and suggested target companies to buy and flip for profit.
But the Mendelsons saw greater potential in long-term ownership, so they acquired control of Hollywood-based Heico Corp., a manufacturer of aircraft replacement parts. Led by Laurans Mendelson as chairman and sons Eric and Victor, the co-presidents of the company, Heico now has a market capitalization of $3.19 billion, way up from $25 million when they bought control of Heico in 1990. New York Stock Exchange-listed Heico stock recently was trading at share prices near $47, about 28 percent below the 52-week high of $65.04.
Mendelson would advise someone starting out in business to “do what you enjoy doing and focus hard.” He also said in an email exchange to focus on more than money, “just do a good job and remember that your customer must get good value, respect and quality products.”
The chairman of Heico also said that Heico’s South Florida home has contributed to its success: “South Florida is a great source of quality life and fine people to work with you. Also, it’s a great business area with a very pro-business and entrepreneurial atmosphere.”
INGENUITY REAPS REWARDS.
Although South Florida’s wealthiest residents have made their money through varied businesses, nearly all have benefited from hard work and inventive approaches. Sean John “Diddy” Combs, left, No. 21, has parlayed an entertainment career into a clothing brand, cable TV venture and marketing venture. Mike Fernandez, right, No. 24, is a serial entrepreneur in the healthcare industry.

Yale Environment 360.
Published at the Yale School of Forestry & Environmental Studies.
Boom in Mining Rare Earths Poses Mounting Toxic Risks.
The mining of rare earth metals, used in everything from smart phones to wind turbines, has long been dominated by China. But as mining of these key elements spreads to countries like Malaysia and Brazil, scientists warn of the dangers of the toxic and radioactive waste generated by the mines and processing plants.
By Mike Ives • January 28, 2013.
In November, the first shipment of raw “rare earth” minerals arrived at an $800 million processing plant on Malaysia’s east coast near the home of Tan Bun Teet. The plant, run by Australia’s Lynas Corporation, has since begun refining the rare earth metals, essential components in wind turbines, hybrid cars, smart phones, cruise missiles, and other high-tech products. Once fully operational, the plant would become the world’s largest processing facility of rare earths, breaking China’s near-monopoly on producing the prized elements.
But Tan and others in the region are concerned that the Lynas Advanced Materials Plant, known as LAMP, will be plagued by the severe environmental problems that have been the hallmark of rare earths processing plants in China and, more than two decades ago, in Malaysia itself. The plant lies in an industrial zone atop reclaimed swampland, just 12 miles from Kuantan, a city of 600,000. The chief worry is that the rare earth elements are bound up in mineral deposits with the low-level radioactive element thorium, exposure to which has been linked to an increased risk of developing lung, pancreatic, and other cancers.
“We are not against rare earths processing,” says Tan, a retired schoolteacher who leads a citizens’ group opposed to the plant. “We’re only against the inappropriate choice of site, and the way they’re going to keep the waste.” Tan echoes scientists’ concerns that the plant’s toxic wastewater will leach into groundwater, and that its storage ponds are vulnerable to the monsoons that slam the swampy coastline every autumn.
As global demand has surged in recent years for rare earth elements, fears have grown that China, which accounts for more than 95 percent of rare earths output, will withhold supplies, as it did temporarily two years ago during a dispute with Japan. As a result, across five continents and numerous countries — including the United States, Brazil, Mongolia, and India — rare earth processing projects are being launched or revived. With them comes the potential threats to the environment and human health that have plagued China’s processing sites.
“As the world’s hunger for these elements increases… the waste is going to increase,” says Nicholas Leadbeater, a chemist at the University of Connecticut whose research focuses on developing green technologies. “The more mines there are, the more trouble there’s going to be.” To avoid such problems, Leadbeater says some researchers are now looking into ways of recovering rare earths from existing products, and of manufacturing products capable of running without rare earths. Toyota, for example, is developing an electric motor that does not use rare earths in its battery, as most currently do.
Market pressures for cheap rare earths may lead managers to skimp on environmental protections.
Contrary to their name, the 17 rare earth elements are relatively common — their rarity comes from the labor involved in separating them from surrounding rock. The process requires a cocktail of chemical compounds and produces a “tremendous amount” of solid waste, according to the U. S. Environmental Protection Agency. China’s rare earths mines have used only a fraction of the world’s total supply, and substantial untapped reserves are found in Australia, the United States, parts of the former Soviet Union, and other countries. Global demand for rare earths dipped last year on the heels of a speculative bubble, but the EPA said in December there is a “high likelihood” that some of the elements will be in short supply by 2014.
In California, Molycorp Minerals recently reopened a rare earths processing operation that it abandoned in 2002 near Death Valley, after retooling its operation to meet environmental concerns over contaminated groundwater. In Brazil, mining giant Vale is considering whether to process rare earths at a copper mine in the Amazon. India recently agreed to export rare earths to Japan, and a Toyota subsidiary is preparing to mine rare earths in Vietnam. In Greenland, several companies are preparing to mine and process that island’s abundant rare earth resources, which will become more accessible as Greenland’s ice sheet continues to melt.
All of these projects, however, must come to grips with the toxic and radioactive legacy of rare earth mining. Scientists say under-regulated rare earths projects can produce wastewater and tailings ponds that leak acids, heavy metals and radioactive elements into groundwater, and they point out that market pressures for cheap and reliable rare earths may lead project managers to skimp on environmental protections.
In Malaysia, Mitsubishi Chemical is now engaged in a $100 million cleanup of its Bukit Merah rare earths processing site, which it closed in 1992 amid opposition from local residents and Japanese politicians and environmentalists. It is one of Asia’s largest radioactive waste cleanup sites, and local physicians said the thorium contamination from the plant has led to an increase in leukemia and other ailments. The legacy of that project has led many Malaysians to be wary of rare earths mines.
Few independent studies chart the industry’s global ecological fallout. But no country has as many rare earths processing plants, and their attendant environmental problems, as China. Last year, China’s State Council reported that the country’s rare earths operations are causing “increasingly significant” environmental problems. A half century of rare earths mining and processing has “severely damaged surface vegetation, caused soil erosion, pollution, and acidification, and reduced or even eliminated food crop output,” the council reported, adding that Chinese rare earths plants typically produce wastewater with a “high concentration” of radioactive residues.
A half-century of rare earths mining in China has caused serious environmental problems.
Bayan-Obo, China’s largest rare earths project, has been operating for more than four decades. According to the Germany-based Institute for Applied Ecology, the site now has an 11-square-kilometer waste pond — about three times the size of New York City’s Central Park — with toxic sludge that contains elevated concentrations of thorium.
China’s lax environmental standards have enabled it to produce rare earths at roughly a third the price of its international competitors, according to a 2010 report on the country’s rare earths industry by the Washington-based Institute for the Analysis of Global Security. The report noted that China “has never actually worked out pollutant discharge standards for the rare earth industry.”
Like nuclear power plants, rare earths projects require strict independent auditing in order to prevent environmental damage, according to Peter Karamoskos, a nuclear radiologist and the public’s representative at Australia’s Radiation Protection and Nuclear Safety Agency. But as the rare earths industry expands to developing countries like Malaysia and Vietnam, such oversight will be unlikely. “A regulator will either be in the pocket of the industry or a government,” he says.
According to Gavin Mudd, an environmental engineer at Australia’s Monash University, rare earths mining provides a wide range of economic and social benefits and can be exploited in a responsible way. However, he says no company — including Mitsubishi and Lynas — has managed to set a good example.
Mudd says Lynas decided to process its rare earths in Malaysia rather than Australia, where they are mined, because it received tax incentives. But he says that Lynas hasn’t meaningfully engaged Malaysian communities to hear their concerns. A key problem with the company’s proposals, he adds, is that it never took a baseline sample of the environment before it began operations, making it difficult to gauge the future environmental impacts. “Their approach to solid waste management has been very haphazard,” says Mudd, who has offered unpaid advice to both the company and the activists who oppose its plans.
Lynas executives, including Executive Chairman Nicholas Curtis, say the plant will operate under high environmental standards and will dilute the thorium-tainted waste by mixing it with lime until it is below accepted international concentrations for the radioactive material. The lime mixture will be turned into solid structures that could be used for sea walls or construction materials, Lynas has said, although it remains unclear where those structures would be exported, and whether the process would use all of the plant’s toxic waste. Curtis has said that there is no comparison between his facility and the old Mitsubishi one, which “never should have been built.”
A recently released study of the plant by the Institute for Applied Ecology sketches a less sanguine portrait of the potential environmental impacts.
The Malaysian plant sits atop reclaimed wetland that is prone to flooding and lies only two miles from the sea.
The study faults a Lynas plan to dispose of wastewater through an open channel rather than a closed pipeline; a refusal by the company to disclose what the plant’s exact chemical byproducts will be; and a temporary waste storage facility that the institute predicts will cause radioactive leakage “even under normal operating conditions.” A Lynas spokesperson from the company’s Australia headquarters did not respond to a request for comment.
Over the next two decades, the plant is expected to produce about 1.2 million metric tons of “residue,” according to 2011 report prepared by Lynas for Malaysia’s nuclear regulatory agency. It said the plant’s waste will fall within radioactivity limits set by the International Atomic Energy Agency, and may be safely disposed of in “landfill type facilities with limited regulatory control.”
The waste, however, will emit low levels of carcinogenic radioactivity for centuries, according to scientists. The International Atomic Energy Association recommended in 2011 that Malaysia’s nuclear regulatory agency grant Lynas an operating license only after it submits a permanent decommissioning plan. Unlike Australia, Malaysia is not a party to the IAEA’s legally binding 2001 convention governing appropriate and safe disposal of radioactive waste.
For most of last year, Lynas was locked in court battles against retired schoolteacher Tan Bun Teet and his grassroots coalition “Save Malaysia, Stop Lynas!,” which challenged the government’s January decision to grant the company a temporary operating license. This fall, Lynas finally won its temporary operating license after clearing legal appeals, and Tan says the first truckload of rare earths from the company’s Australia mine rolled into its new Malaysia refinery on November 30 under police escort. But four Malaysian cabinet ministers warned in December that the company must export the radioactive waste from its new plant or risk losing its license.
Tan Bun Teet and his fellow activists, whose street protests in the Malaysian capital have faced tear gas and water cannons, are keeping up their legal fight by filing new appeals. Tan is especially concerned that the 247-acre Lynas plant sits atop reclaimed wetland that is prone to flooding and lies only about two miles from the South China Sea. The area receives about 10 feet of rainfall per year, and recent monsoon rains left the area drenched.
“We are worried,” he says. “We don’t want our environment to be destroyed as it was in China.”
Mike Ives is a Hong Kong-based journalist who previously covered Vietnam for The Economist and The New York Times . More about Mike Ives →

Mike miles trade waste systems

The site for free, objective information you can use!
Pesquise no site.
Commercial Hazardous Waste Incinerators.
There are twenty-two (22) facilities permitted to incinerate hazardous waste. Three (3) of the facilities also hold a Toxic Substances Control Act (TSCA) permit to incinerate PCB-contaminated materials.
Facilities generally accept most RCRA hazardous wastes in solid, sludge, or liquid form containing organic and metallic contaminants. Acceptable wastes include most D-, F-, K-, P-, and U-coded hazardous wastes. Characteristic hazardous wastes coded D are those which exhibit ignitability, corrosivity, reactivity, or toxicity as defined in 40 CFR 261.20 261.24. Hazardous wastes coded as F, K, P, and U are classified as listed and defined in 40 CFR 261.30 261.35. RCRA permits will prohibit plants from accepting certain wastes. Examples of wastes generally not accepted are radioactive materials, Class A or B explosives, shock-sensitive chemicals, gas or liquids under pressure, biologically infectious agents, wastes containing PCBs greater than 50 mg/kg (without TSCA permit), dioxins, or furans (F020-F028 wastes). Nine types of Class A explosives are defined in 49 CFR 173.53. Class B explosives are defined in 49 CFR 173.88.
Commercial Hazardous Waste Incinerators - Alphabetical Listing by Facility.
Chemical Waste Management.
Chemical Waste Management.
Clean Harbors of Braintree, Inc.
Clean Harbors Technology Corporation.
Diversified Scientific Services, Inc. (DSSI)
Environmental Services Company (ENSCO)
Environmental Services Company (ENSCO)
ICI Explosives Environmental.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Reynolds Metal Company.
Rhone-Poulenc Basic Chemical Company.
Rhone-Poulenc Basic Chemical Company.
Rhone-Poulenc Basic Chemical Company.
Ross Environmental Services.
WRR Environmental Services Co.
3.3.2 Commercial Hazardous Waste Incinerators - Alphabetical Listing by State.
Commercial Hazardous Waste Incinerators - Facility Details by State.
Environmental Systems Company - ENSCO.
P. O. Box 520, Highway 26 East.
Arkadelphia, AR 71923.
American Oil Road.
El Dorado, AR 71730.
Point of Contact:
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Web Page Location:
Waste Groups Accepted:
Hazardous Waste Operations:
This facility only accepts K088 wastes.
Waste Groups Accepted:
Environmental Systems Company - ENSCO.
1015 New South Harris Street.
Dalton, GA 30720.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Chemical Waste Management.
#7 Mobile Avenue.
Sauget, IL 62201.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Rhone-Poulenc Basic Chemical Company.
2000 Michigan Street.
Hammond, IN 46320.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Spent Sulfuric Acid Regeneration.
Waste Groups Accepted:
Laidlaw Environmental Services.
Coffeyville, KS 67337.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Calvert City, KY.
Calvert City, Kentucky.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
All RCRA wastes are accepted on a case by case basis.
Rhone-Poulenc Basic Chemical Company.
1275 Airline Highway.
Baton Rouge, LA 70801.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Spent Sulfuric Acid Regeneration.
Waste Groups Accepted:
Clean Harbors of Braintree, Inc.
385 Quincy Avenue.
Braintree, MA 02184.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
ICI Explosives Company.
Highway AA at Newman Road.
Joplin, MO 64804.
Joplin, MO 64804.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Clean Harbors Technology Corporation.
5 miles S. of Kimball on HWY 71.
Kimball, NE 69145.
Kimball, NE 69145.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Laidlaw Environmental Services Inc.
Route 322 & I-295.
Bridgeport, NJ 08014.
Bridgeport, NJ 08014.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Laidlaw Environmental Services.
4255 Research Parkway.
Clarence, NY 14031.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Most wastes except:
Radioactive Waste Infectious Waste Explosives Organics capable of peroxide formation (such as Ethers, or P-dioxane)
Ross Environmental Services.
36790 Giles Road.
Grafton, OH 44044.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Laidlaw Environmental (TOC) Inc.
Route 5, Vernesdale Road.
Rock Hill, SC 29730.
301 Railroad Street.
Roebuck, SC 29376.
454 S. Anderson Road, BTC 532.
Rock Hill, SC 29730.
Roebuck, SC 29376.
Point of Contact:
Point of Contact:
Web Page Location:
Web Page Location:
Hazardous Waste Operations:
Hazardous Waste Operations:
Waste Groups Accepted:
Low/No BTU content wastes.
High BTU content wastes.
Waste Groups Accepted:
Diversified Scientific Services Inc. (DSSI)
657 Gallaher Road.
Kingston, TN 37922.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Chemical Waste Management.
Laidlaw Environmental Services Inc.
2027 Battleground Road.
Deer Park, TX 77536.
Port Arthur, TX 77640.
Deer Park, TX 77536.
Port Arthur, TX 77640.
Point of Contact:
Point of Contact:
Fran Staley or Chris Decker.
Web Page Location:
Web Page Location:
Hazardous Waste Operations:
Hazardous Waste Operations:
Deep Well Injection.
Waste Groups Accepted:
Waste Groups Accepted:
Rhone-Poulenc Basic Chemical Company.
8615 Manchester Boulevard.
Houston, TX 77012.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Spent Sulfuric Acid Regeneration.
Waste Groups Accepted:
11600 North Aptus Road.
Originate, UT 84029.
Point of Contact:
Jim Jerozal or Shawn Raju.
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
WRR Environmental Services, Co.
5200 State Road 93.
Eau Claire, WI 54701.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Environmental Health & Safety Online.
Environmental and safety services for business - training, consulting, assessments, ISO14000, report and permit preparations and expert testimony: ehso/EHSservices/enviserv. htm.
If you provide environmental, safety, transportation, or related services or products; such as training, consulting, management, etc., EHSO would like to hear from you. We are looking for quality professionals to offer their services as affiliates. Please contact us via feedback .
Copyright 2015 Benivia, LLC (dba EHSO) All rights reserved.

Mike miles trade waste systems

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Mike miles trade waste systems

The site for free, objective information you can use!
Pesquise no site.
Commercial Hazardous Waste Incinerators.
There are twenty-two (22) facilities permitted to incinerate hazardous waste. Three (3) of the facilities also hold a Toxic Substances Control Act (TSCA) permit to incinerate PCB-contaminated materials.
Facilities generally accept most RCRA hazardous wastes in solid, sludge, or liquid form containing organic and metallic contaminants. Acceptable wastes include most D-, F-, K-, P-, and U-coded hazardous wastes. Characteristic hazardous wastes coded D are those which exhibit ignitability, corrosivity, reactivity, or toxicity as defined in 40 CFR 261.20 261.24. Hazardous wastes coded as F, K, P, and U are classified as listed and defined in 40 CFR 261.30 261.35. RCRA permits will prohibit plants from accepting certain wastes. Examples of wastes generally not accepted are radioactive materials, Class A or B explosives, shock-sensitive chemicals, gas or liquids under pressure, biologically infectious agents, wastes containing PCBs greater than 50 mg/kg (without TSCA permit), dioxins, or furans (F020-F028 wastes). Nine types of Class A explosives are defined in 49 CFR 173.53. Class B explosives are defined in 49 CFR 173.88.
Commercial Hazardous Waste Incinerators - Alphabetical Listing by Facility.
Chemical Waste Management.
Chemical Waste Management.
Clean Harbors of Braintree, Inc.
Clean Harbors Technology Corporation.
Diversified Scientific Services, Inc. (DSSI)
Environmental Services Company (ENSCO)
Environmental Services Company (ENSCO)
ICI Explosives Environmental.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Laidlaw Environmental Services.
Reynolds Metal Company.
Rhone-Poulenc Basic Chemical Company.
Rhone-Poulenc Basic Chemical Company.
Rhone-Poulenc Basic Chemical Company.
Ross Environmental Services.
WRR Environmental Services Co.
3.3.2 Commercial Hazardous Waste Incinerators - Alphabetical Listing by State.
Commercial Hazardous Waste Incinerators - Facility Details by State.
Environmental Systems Company - ENSCO.
P. O. Box 520, Highway 26 East.
Arkadelphia, AR 71923.
American Oil Road.
El Dorado, AR 71730.
Point of Contact:
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Web Page Location:
Waste Groups Accepted:
Hazardous Waste Operations:
This facility only accepts K088 wastes.
Waste Groups Accepted:
Environmental Systems Company - ENSCO.
1015 New South Harris Street.
Dalton, GA 30720.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Chemical Waste Management.
#7 Mobile Avenue.
Sauget, IL 62201.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Rhone-Poulenc Basic Chemical Company.
2000 Michigan Street.
Hammond, IN 46320.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Spent Sulfuric Acid Regeneration.
Waste Groups Accepted:
Laidlaw Environmental Services.
Coffeyville, KS 67337.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Calvert City, KY.
Calvert City, Kentucky.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
All RCRA wastes are accepted on a case by case basis.
Rhone-Poulenc Basic Chemical Company.
1275 Airline Highway.
Baton Rouge, LA 70801.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Spent Sulfuric Acid Regeneration.
Waste Groups Accepted:
Clean Harbors of Braintree, Inc.
385 Quincy Avenue.
Braintree, MA 02184.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
ICI Explosives Company.
Highway AA at Newman Road.
Joplin, MO 64804.
Joplin, MO 64804.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Clean Harbors Technology Corporation.
5 miles S. of Kimball on HWY 71.
Kimball, NE 69145.
Kimball, NE 69145.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Laidlaw Environmental Services Inc.
Route 322 & I-295.
Bridgeport, NJ 08014.
Bridgeport, NJ 08014.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Laidlaw Environmental Services.
4255 Research Parkway.
Clarence, NY 14031.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Most wastes except:
Radioactive Waste Infectious Waste Explosives Organics capable of peroxide formation (such as Ethers, or P-dioxane)
Ross Environmental Services.
36790 Giles Road.
Grafton, OH 44044.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Laidlaw Environmental (TOC) Inc.
Route 5, Vernesdale Road.
Rock Hill, SC 29730.
301 Railroad Street.
Roebuck, SC 29376.
454 S. Anderson Road, BTC 532.
Rock Hill, SC 29730.
Roebuck, SC 29376.
Point of Contact:
Point of Contact:
Web Page Location:
Web Page Location:
Hazardous Waste Operations:
Hazardous Waste Operations:
Waste Groups Accepted:
Low/No BTU content wastes.
High BTU content wastes.
Waste Groups Accepted:
Diversified Scientific Services Inc. (DSSI)
657 Gallaher Road.
Kingston, TN 37922.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Chemical Waste Management.
Laidlaw Environmental Services Inc.
2027 Battleground Road.
Deer Park, TX 77536.
Port Arthur, TX 77640.
Deer Park, TX 77536.
Port Arthur, TX 77640.
Point of Contact:
Point of Contact:
Fran Staley or Chris Decker.
Web Page Location:
Web Page Location:
Hazardous Waste Operations:
Hazardous Waste Operations:
Deep Well Injection.
Waste Groups Accepted:
Waste Groups Accepted:
Rhone-Poulenc Basic Chemical Company.
8615 Manchester Boulevard.
Houston, TX 77012.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Spent Sulfuric Acid Regeneration.
Waste Groups Accepted:
11600 North Aptus Road.
Originate, UT 84029.
Point of Contact:
Jim Jerozal or Shawn Raju.
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
WRR Environmental Services, Co.
5200 State Road 93.
Eau Claire, WI 54701.
Point of Contact:
Web Page Location:
Hazardous Waste Operations:
Waste Groups Accepted:
Environmental Health & Safety Online.
Environmental and safety services for business - training, consulting, assessments, ISO14000, report and permit preparations and expert testimony: ehso/EHSservices/enviserv. htm.
If you provide environmental, safety, transportation, or related services or products; such as training, consulting, management, etc., EHSO would like to hear from you. We are looking for quality professionals to offer their services as affiliates. Please contact us via feedback .
Copyright 2015 Benivia, LLC (dba EHSO) All rights reserved.