Podcasts about Braskem

Para o episódio de hoje, o Direto ao Ponto conversa com Daniel Fleischer, Gerente de Relações Institucionais da Braskem no RS e com Sidnei Anjos, diretor administrativo do Comitê De Fomento Industrial Do Polo, o Cofip, para entender a história do local e o que vem pela frente.

Pedro Dutra é iluminador Cênico e Professor Assistente na Universidade Federal da Bahia e entre os anos de 2015 e 2020 foi membro efetivo do quadro de Professores da UnB (Universidade de Brasília) É graduado em Direção teatral (2007) e Mestre em Artes Cênicas pelo PPGAC/UFBA - cuja pesquisa de mestrado foi publicado pelo Edital de publicação promovido pelo SEMINALUZ -MG com o título: “Em_Cena o Iluminador”. No campo da iluminação, desenvolve Desenhos de Luz para as mais variadas áreas culturais, com maior ênfase em peças de teatro e dança. Acumula experiências pontuais em eventos corporativos e projetos com características arquitetônicas. Com três anos de indicações consecutivas, ganhou o Prêmio Braskem de Teatro 2011, com o Desenho de Luz para o espetáculo “Protocolo Lunar”. Descrição do livro: Este livro aborda a atividade do iluminador cênico. Tendo-se em vista as mais variadas formas de expressão artística, a iluminação pode ser considerada um elemento imprescindível a todas elas, principalmente nas artes cênicas. Seu conteúdo tem o objetivo de ajudar a divulgar e ampliar o conhecimento deste elemento do espetáculo, que é a luz, e como ela pode engrandecer uma cena. Editora ‏ : ‎ Música e Tecnologia (1 janeiro 2012) Idioma ‏ : ‎ Português Capa comum ‏ : ‎ 164 páginas ISBN-10 ‏ : ‎ 8589402223 ISBN-13 ‏ : ‎ 978-8589402224 Dimensões ‏ : ‎ 23 x 16 x 1 cm

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Daibes Lisboa, fundador da rede de estética Laser Dream, explica como a aposta na expansão do segmento e um modelo de negócios baseado em parcerias levou a empresa a expandir sua atuação para 10 estados brasileiros — e isso é só o começo. > Ouça no Spotify e siga o Café com ADM no Instagram. Conteúdo patrocinado EVOLUA NA CARREIRA Quer turbinar seu currículo com um mestrado em Negócios nos Estados Unidos sem sair de casa? Acesse o site da MUST University e confira os cursos com seleção aberta. PARA EMPREENDEDORES E DESIGNERS O Cazoolo Lab, iniciativa da Braskem na área de embalagens sustentáveis, está em busca de novas ideias e soluções. Envie seu projeto ou case para o site do Cazoolo. APRENDA COM UM TUBARÃO Torne-se cliente Ourocard Empresarial Elo e participe da promoção que pode garantir uma consultoria com Caito Maia e uma injeção de 100 mil reais no caixa da sua empresa. Saiba como em adm.to/elosharktank. SEGURANÇA EM DOBRO O Itaú ajuda você a evitar os golpes no cartão de crédito, WhatsApp, PIX e muitos outros. Acesse o site da campanha e saiba como se proteger. BLACK FRIDAY DA CAIXA Faça suas compras com o cartão de crédito CAIXA participante da Black Friday e ganhe 5 pontos para cada dólar gasto. E você ainda pode receber cashback de até 500 reais nas compras com cartão de crédito virtual. Saiba mais em caixa.gov.br/blackfriday. Sobre o entrevistado Daibes Lisboa é formado em Medicina e se especializou em Medicina Estética e Nutrologia. Fundou em 2008 e é CEO da rede Laser Dream, especializada em depilação a laser e estética. Ele dedica sua carreira ao desenvolvimento de protocolos seguros e eficazes, para democratizar tratamentos estéticos com alta tecnologia. Episódio patrocinado.

Bom dia! Hoje é terça-feira, 8 de novembro de 2022

O #MorningCall da #XPInvestimentos mostra os principais destaques do dia e os impactos para o mercado, antes do pregão. O #MorningCall da #XPInvestimentos mostra os principais destaques do dia e os impactos para o mercado, antes do pregão. Confira os temas de hoje, 08/11/2022: A atenção dos mercados deve se manter na transição do governo de Luiz Inácio Lula da Silva (PT). Do lado dos indicadores, o IGP-DI de outubro é o destaque, enquanto os investidores acompanham a temporada de divulgação de resultado das empresas.Entre os balanços esperados, Bradesco, Braskem e 3R Petroleum divulgam resultados à noite. No exterior, às eleições de meio de mandato dos Estados Unidos, que vão definir o comando do Congresso, ficará no foco da agenda. Acompanhe todos os conteúdos da XP em https://t2m.io/8cxPp6xParticipe do canal do Telegram para estar sempre atualizado: https://t.me/xp_investimentosConfira mais conteúdos também através do nosso Instagram: https://www.instagram.com/expertxp/Investir com a XP Investimentos é fácil, basta criar o seu cadastro e em minutos você já pode começar a investir: https://t2m.io/7OSnDSj

Leandro Vieira recebe Rossandro Klinjey, psicólogo e escritor, que explica como a mente humana reage a mudanças e como é possível gerenciar as nossas emoções para nos tornarmos melhores profissionais e líderes. > Ouça no Spotify e siga o Café com ADM no Instagram. Conteúdo patrocinado APRENDA COM UM TUBARÃO Torne-se cliente Ourocard Empresarial Elo e participe da promoção que pode garantir uma consultoria com Caito Maia e uma injeção de 100 mil reais no caixa da sua empresa. Saiba como em adm.to/elosharktank. SEMANA DO DINHEIRO Aprenda a investir com os maiores nomes do mercado financeiro e dos negócios, como Ricardo Amorim, Carol Paiffer e Luis Stuhlberger. Preencha seu cadastro para assistir às palestras online da Money Week. É tudo gratuito. PARA STARTUPS Conheça a Oxygea, hub de inovação, transformação digital e sustentabilidade da Braskem, e saiba como sua startup pode participar dos programas de incubação e aceleração. Sobre o entrevistado Rossandro Klinjey é psicólogo clínico formado pela Universidade Estadual da Paraíba com duas décadas de experiência em consultório. É palestrante, consultor em Educação e Desenvolvimento Humano e professor visitante da Fundação Dom Cabral. Com suas palestras e seu canal no YouTube, ele já influenciou milhões de pessoas falando sobre os conceitos da psicologia de maneira simples, prática e aplicada. Também é escritor, autor de cinco livros, e em 2021, criou a edtech EDUCA, que proporciona aos alunos, pais e educadores o desenvolvimento das habilidades sócio-emocionais e o letramento digital.

Apesar do crescimento no número de investidores na bolsa de valores, ainda há muita gente que não conhece o mundo dos investimentos para além dos produtos bancários. José Eduardo Laloni, vice-presidente da ANBIMA, explica quais as possibilidades que o mercado de capitais oferece para os investidores comuns e como fazer as primeiras aplicações. > Ouça no Spotify e siga o Café com ADM no Instagram. PARA STARTUPS Conheça a Oxygea, hub de inovação, transformação digital e sustentabilidade da Braskem, e saiba como sua startup pode participar dos programas de incubação e aceleração. EDUCAÇÃO FINANCEIRA Quer aprender mais sobre como investir seu dinheiro no mercado de capitais? Acesse o portal de cursos gratuitos da Anbima e dê os primeiros passos rumo à sua independência financeira. Todos os cursos têm certificado. SEMANA DO DINHEIRO Aprenda a investir com os maiores nomes do mercado financeiro e dos negócios, como Ricardo Amorim, Carol Paiffer e Luis Stuhlberger. Preencha seu cadastro para assistir às palestras online da Money Week. É tudo gratuito. Sobre o entrevistado José Eduardo Laloni é vice-presidente da ANBIMA e presidente do Fórum de Estruturação de Mercado de Capitais da entidade. Ele também é executivo responsável pela área de investimentos do Banco ABC Brasil e membro do Comitê Executivo desde 1991. Laloni é formado em Administração de Empresas pela FGV e acumula mais de três décadas de experiência no mercado financeiro.

Artur Faria is CEO of Oxygea, a new CVC arm of Brazil-based Braskem, which was just announced last month. Like a growing number of CVCs, Oxygea combines venture investment with venture-building activities (also known as CVB), the latter for which the unit plans to have 10 companies in its accelerator programme at any given time. … Continue reading "Artur Faria: Oxygea" The post Artur Faria: Oxygea appeared first on Global Venturing Review.

O Ibovespa hoje encerrou o pregão de terça-feira (11) em queda de 0,96%, aos 114.827,12 pontos, entre a mínima de 114.296,52 e máxima de 115.927,72. Na semana, o índice cede agora 1,33%, limitando o ganho do mês a 4,35% – no ano, o índice sobe 9,54%. O giro financeiro foi a R$ 31,6 bilhões. O humor externo piorou no meio da tarde, com reflexos aqui especialmente nos juros futuros e no câmbio, mas também na Bolsa, em razão de comentários de autoridade monetária britânica sobre a volatilidade no mercado de lá. Aqui, a aguardada deflação do IPCA em setembro, a terceira seguida, também não foi o suficiente para impedir que a referência da B3 navegasse no negativo desde o início da sessão.

11/10/2022 - Nesta edição do LIDE Expresso, podcast de notícias do Grupo de Líderes Empresariais, você também confere: Americanas lança plataforma de capacitação profissional para o público jovem; O Boticário anuncia a compra da Doctor Jones; Braskem quer aprovar construção da segunda fábrica de politileno verde na Tailândia.

Prepare-se para a segunda metade do dia sabendo de tudo que mexeu com o mercado nas primeiras horas do pregão. Informação e análise com Roberto Motta, Ygor Araújo, Daniel Sousa e Denise Barbosa.

Oxygea é o nome da iniciativa voltada para a incubação e investimento em startups. Pretende viabilizar desenvolvimento de soluções e produtos com foco em inovação e sustentabilidade

Conhecido como "o homem da TV", o shark João Appolinário (@joaoappolinario) tem sua própria história de empreendedorismo com a Polishop, empresa que fatura mais de R$ 1 bilhão por ano. Nesta entrevista, ele explica como criou um diferencial para a marca no mercado de varejo, como criou um sistema de vendas multicanal e o que ele avalia na hora de decidir se um negócio é ou não promissor. > Ouça no Spotify e siga o Café com ADM no Instagram. Conteúdo patrocinado EVOLUA NA CARREIRA Quer turbinar seu currículo com um mestrado em Negócios nos Estados Unidos sem sair de casa? Acesse o site da MUST University e confira os cursos com seleção aberta. PARA STARTUPS Conheça a Oxygea, hub de inovação, transformação digital e sustentabilidade da Braskem, e saiba como sua startup pode participar dos programas de incubação e aceleração. Sobre o entrevistado João Appolinário é fundador da Polishop e faz parte do corpo de jurados do Shark Tank Brasil desde que o programa estreou no Brasil. Ele deixou a empresa familiar para trabalhar com vendas e criar o seu próprio patrimônio. No final dos anos 1990, após uma temporada em Miami, ele decidiu vender itens importados no Brasil e lançou a Polishop. No início, a empresa oferecia um catálogo com 30 produtos e Appolinário mostrava na TV, em infomerciais, como cada um deles poderia mudar a vida dos consumidores. A Polishop também foi pioneira no Brasil em marketing multinível e conseguiu integrar seus canais de vendas muito antes de se falar em omnichannel. Hoje, a empresa lança uma média de 150 produtos por ano e conta com faturamento superior a R$ 1 bilhão.

Encerre sua tarde cheia de conteúdo e informação sobre os destaques no mercado da Comunicação... vem aí, Leitura da Semana na Rádio Mega Brasil Online! Esta edição do Leitura da Semana traz as notícias que foram destaque no mercado da Comunicação, entre elas, A Braskem apresentou a Voqen, nova empresa voltada para o mercado de energia e gás que atuará para atender demandas energéticas da Braskem e de seus clientes e parceiros, oferecendo soluções customizadas de energia renovável e contribuindo para a transição energética sustentável e competitiva. No destaque da semana da programação da Rádio/TV Mega Brasil Online, o programa escolhido foi o Café Cultural, apresentado pelo jornalista Sérgio Lapastina, que entrevistou a Geraldo Lacerdine, artista plástico, para falar sobre sua nova galeria na Av. Paulista, São Paulo. E no JCC Entrevista, Roberta Machado, CEO da In Press Porter Novalli. Informação, entrevistas e a Dança das Cadeiras estão no Leitura da Semana, programa apresentado por Marco Antônio Rossi, todas as sextas, às 17h, com reapresentações aos sábados, às 11h, e aos domingos às 18 horas, na Rádio Mega Brasil Online O programa também é disponibilizado, simultaneamente com a exibição de estreia, no Spotify.

No episódio #31 do AceleraCast os sócios Marcelo Scharra e Felipe Chaya receberam o Vice-Presidente global de pessoas, marketing, comunicação corporativa e relações com imprensa na Braskem, coordenador e conselheiro do Comitê de Pessoas da Cruzeiro do Sul Educacional, pai, marido e triatleta. Em uma conversa leve e inspiradora , Marcelo compartilhou com a gente um pouco da sua carreira profissional, a importância de cuidar de si mesmo e das pessoas que estão com você e como conciliar na rotina tudo aquilo que ama sem abrir mão de nada. Um bate-papo repleto de insights relacionados com produtividade, gestão de tempo e formas de trazer mais harmonia para a vida profissional e pessoal e assim melhorar o estilo de vida. Se você gostou do episódio, se inscreva, deixe um like e ative o sininho de notificações para não perder nenhum vídeo e não esqueça de compartilhar o nosso conteúdo para os amigos e familiares. Você pode nos acompanhar também através das plataformas Spotify e Amazon Music! ;) INTERAJA CONOSCO! SEGUEM ABAIXO AS INFORMAÇÕES DE REDES SOCIAIS PARA QUE POSSA FAZER O CONTATO! Conheça a Aceleração de Vendas: https://aceleracaodevendas.com.br/ Acompanhe nossos conteúdos: https://www.linkedin.com/company/aceleracao-de-vendas/ https://www.youtube.com/c/AceleracaodeVendas https://www.instagram.com/aceleracaodevendas/ https://www.facebook.com/AceleracaoDeVendasByInsideBD https://www.tiktok.com/@aceleracaodevendas HOST: FELIPE CHAYA https://www.instagram.com/felipechaya https://www.linkedin.com/in/felipe-chaya/ MARCELO SCHARRA https://www.instagram.com/marceloscharra https://www.linkedin.com/in/marceloscharra/ CONVIDADO: MARCELO ARANTES https://www.instagram.com/marceloarantes_triatleta/ https://www.linkedin.com/in/marcelo-arantes-de-carvalho-9338013/

Fábio Sant'Ana e Yuri Tomina nos apresenta a motivação por trás da criação da Cazoolo Lab, um espaço compartilhado para a indústria de embalagem plástica. O Cazoolo Lab é uma iniciativa da Braskem e possui uma infraestrutura à disposição da cadeia produtiva, com oficina de prototipagem, para cocriação de novas soluções de embalagens e negócios. Fábio Sant'Ana trabalha atualmente como especialista em desenvolvimento de embalagens para economia circular na Braskem. Buscando soluções para subsituir a cadeia linear no ciclo da embalagem nas indústrias. Profissional de Gestão e Desenvolvimento de Negócio com experiência nas áreas de Embalagens Plásticas, Economia Circular, Bens de Consumo, Produtos de Tecnologia e Mobiliário para Varejo. Yuri Tomina é head da Cazoolo Lab. Iniciou a carreira na Braskem há cerca de 18 anos como estagiário, e possui formação em publicidade, mestrado em administração de empresas pela FGV e MBA Executivo na Insper. Saiba mais: https://cazoololab.com https://www.instagram.com/cazoolo.lab/ https://www.linkedin.com/in/yuri-tomina-carvalho-21637937 https://www.linkedin.com/in/fabio-sant-ana-a466a626/

Brazilian petroleum company Petrobras caught itself in an intricate bribery scheme involving top construction corporations like Odebrecht and Braskem and political parties. Thomas Fox and Michael DeBernardis lay out the facts and share their insights on what lessons other companies can learn and practice to avoid similar compliance troubles. ▶️ Odebrecht/Braskem with Thomas Fox and Michael DeBernardis  Key points discussed in the episode: (00:00:32) Thomas Fox gives a brief background on the Petrobras-Odebrecht-Braskem case. (00:03:35) Michael DeBernardis clarifies more facts on the case, such as the bribery feedback loop and the increasing spending on litigation. Thomas Fox adds that even if you “create bad law, it's still law.” It has also brought attention to compliance authorities and politicians in Brazil. More companies in other countries were also involved in the scheme. (00:11:58) The bribery scheme was intricately designed to avoid compliance detection. Michael DeBernardis recommends ensuring maximum procurement controls. Petrobras employees benefited mostly in this case. This case has put attention to the importance of having visibility into supply chains. (00:15:57) Michael DeBernardis emphasizes the importance of having appropriate controls to mitigate supply chain risk despite being lower than other aspects of the business. It also exposed the massive scale of corruption.  (00:21:54) Michael DeBernardis and Thomas Fox hit home their suggestions to companies: Do a deep risk analysis, get to know your joint venture partners, and any form of defense is helpful. Although the danger is not easy to detect up front, it can help lessen the risk. Also, you should not also close the doors in working with businesses with a little bit of controversy. ---------------------------------------------------------------------------- Do you have a podcast (or do you want to)? Join the only network dedicated to compliance, risk management, and business ethics, the Compliance Podcast Network. For more information, contact Tom Fox at tfox@tfoxlaw.com. Texas Tax rate at 80% of 8.25%

Comentários sobre: Novidades da crise energética europeia e seus potenciais efeitos, inclusive sobre as eleições italianas; Novos lockdowns na China e seus efeitos; Potencial venda da Tim Brasil - a depender das eleições italianas - e suas dificuldades regulatórias. Potencial transação entre GPA e Abílio. Novidades sobre potencial venda da Braskem.

IRB BRASIL (IRBR3) DESABA APÓS PRECIFICAÇÃO DE OFERTA | Braskem (BRKM5) dispara com interesse de J&F by Suno Research

EarningsCast é um oferecimento de Conrado Calhau(CGA), Assessor de Investimentos Alta Renda na InvestSmart, 5º maior Escritório de Investimentos credenciado à XP. Para uma assessoria de investimentos completa, entre em contato: http://bit.ly/conradocalhau - Conference Call - BRASKEM - 2º Trimestre de 2022. Data de Divulgação: 10/08/2022. Fonte: http://braskem.com.br/ri

Se há um dilema que as mulheres das gerações passadas não tinham e que nos aflige hoje em dia é como conciliar maternidade e carreira. Muitas ainda enxergam como uma escolha a ser feita entre uma coisa ou outra, por isso tantas ainda adiem ao máximo essa decisão. No último episódio dessa temporada do podcast, Camila Antunes, nossa cofundadora, conversou sobre esse tema com a jornalista Natália Ariede, mãe do Vicente e da Martina, e com Débora Ferraz, que é mãe da Isadora e da Serena e gerente de desenvolvimento organizacional da Braskem na América Latina. Como contar sobre a gestação na empresa e preparar as lideranças para acolher a colaboradora da melhor forma diante da notícia recém-dada e também no retorno da licença-maternidade foram assuntos que entraram na pauta. O bate-papo contou com reflexões muito bonitas e também com uma pitada de humor a partir de “perrengues” vividos pelas três na missão de conjugar os papéis da melhor maneira – quer dizer, da forma possível! Para conferir, é só dar o play. Idealização Filhos no Currículo e patrocínio Mustela.

Prepare-se para a segunda metade do dia sabendo de tudo que mexeu com o mercado nas primeiras horas do pregão. Informação e análise com Bruno Rosolini, Ygor Araújo e Denise Barbosa

Nesse episódio de Investimentos na Prática, vou te mostrar 5 ações baratas que eu estou comprando para meu Fundo de Ações em Agosto de 2022, e te explicar por que estou comprando elas!✅ INSCREVA-SE NO EVENTO "A BOLSA MAIS BARATA DA HISTÓRIA": https://clubedovalor.com.br/abmb/yt-01082022Hoje, vou falar de algumas de algumas das ações mais baratas da Bolsa de Valores que você pode comprar em 2022!Estou falando de 5 ações muito baratas segundo meu método de seleção de ações com base na filosofia do Investimento em Valor Profundo ou Deep Value Investing!Justamente por estarem "quase de graça", estou investindo R$ 2,5 milhões do dinheiro dos meus clientes neste mês de Agosto de 2022 para aumentar minha posição nessas 5 ações na carteira de investimentos do meu Fundo de Investimento em Ações!São cases de empresas muito descontadas, como UNIP6, AGRO3 e CSNA3!E, como sempre nos meus conteúdos aqui no Clube do Valor, você sabe que eu não vou apenas te mostrar essas 5 ações baratas e pronto...Vou também ensinar como investir em ações baratas e encontrar as melhores oportunidades da Bolsa com consistência e estratégia e de uma forma bem simples, usando apenas 1 indicador!Se você quer aprender como investir na Bolsa de Valores com base em um método claro e comprovado, além de conhecer as 5 ações baratas que estou comprando em Agosto, acompanha esse podcast com atenção!Me acompanhe nos demais canais:Instagram: https://www.instagram.com/ramirogomesferreira/YouTube Clube do Valor: https://clubedovalor.com.br/cdv-youtube-inscricao#Ações #BolsaDeValores #Investimento #gestãodecarteirascdv

US Futures are indicating a lower open. European equity markets have opened higher, following a mostly higher Asian trade. Macro Data in focus with PMI's on the calendar. Some concerns around China's economic health as China factory weakened in July and home sales again fell sharply. Companies Mentioned: China Evergrande, Boeing, Braskem, Talos Energy, EnVen Energy

This week Jake Fallon, product development manager at Braskem joins me on the podcast to discuss some of the newest filament products they’ve developed for the additive manufacturing industry – these include polyethylene and glass fiber reinforced 3D printing filaments. Created in August 2002 by the merger of six companies, today Braskem is the largest... The post Discussing Braskem’s Newest 3D-Printing Product Line Including Polyethylene and Fiber Reinforced Printing Filaments appeared first on Composites Weekly.

Ibovespa fechou com +0,55% aos 103.165 pontos e subiu na semana de 98.925, alta de 4,3% em apenas cinco pregões. O pregão de hoje foi marcado pelas altas de Petrobras, 3R e Braskem e a baixa de varejistas, Vale e Usiminas bem como a forte subida da bolsa americana. Já o dólar fechou em leve alta de 2 centavos a R$ 5,18, mas tinha fechado em R$ 5,45 e teve uma semana muito boa. Quero dizer, o real se valorizou 27 centavos em cinco dias. Mais Negociadas: PETROBRAS PN N2R$ 34,15+5,2 VALE ON NM R$ 69,75-1,32% PETROBRAS ON N2R$ 36,96+6,42% AMBEV S/A ONR$ 14,93-1,12% Destaques de alta: RRRP3 +6.88% R$ 34,02 PETR3 +6.77% R$ 37,08 PETR4 +5.76% R$ 34,15 HYPE3 +5.19% R$ 42,59 BRKM5 +5.04% R$ 36,69 Destaques de baixa: AMER3 -7.22% R$ 14,00 MGLU3 -5.15% R$ 2,58 USIM5 -4.76% R$ 8,61 VIIA3 -4.38% R$ 2,40 NTCO3 -4.18% R$ 15,58 Escolha dos assinantes foi PETRO e VALE praticamente empatadas e assista no vídeo o que o Conde falou das duas

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Este programa especial será um espaço para dialogarmos sobre o mercado de trabalho existente para o/a profissional da iluminação em várias regiões brasileiras. Queremos conhecer sobre as diversas realidades existentes no país. Para isso, chamaremos alguns convidados e convidadas do estado do Rio Grande do Sul para compor essa “mesa” de diálogos. Mediador: Éverton Wilbert Éverton Wilbert Vieira é iluminador, light designer, fotógrafo, produtor cultural e Eletrotécnico formado pela Escola Técnica Prudente de Moraes. Possui mais de 17 anos de experiência em iluminação. Vem atuando como responsável técnico desde 2005 nos festivais de teatro das cidades de Rolante, Osório, Arroio dos Ratos, Erechim, Três Coroas, Capão da Canoa, Maximiliano de Almeida, Esteio e Palmares do Sul. Concluiu os cursos: Dramaturgia da luz e Projeto caixa cênica. Iluminador do espetáculo “Filhas do sal”, o qual recebeu quatro prêmios de melhor iluminação. Também é iluminador do espetáculo “O sonho de trás das nuvens”, pelo qual recebeu quatro vezes o prêmio de melhor iluminação. Além de criar e realizar a iluminação para as filmagens dos seguintes trabalhos cinematográficos: Classe Cordial, Quaquaréla e Memória de Elefante. Everton é oficineiro e idealizador do projeto Oficina de iluminação cênica da teoria à pratica. Integrante do Grupo de teatro Foi o Que Eu Disse e responsável pela iluminação e sonoplastia do espetáculo Filhas do Sal. Participantes: Fabi Santos Fabi Santos é Atriz, iluminadora e professora licenciada em Teatro pela UFRGS, especialista em Artes Visuais, atua há 13 anos como artista de teatro, tendo participado como atriz ou iluminadora em mais de 30 espetáculos desde o início de sua carreira. Atualmente pesquisa a linguagem do Teatro de Sombras e suas visualidades diversas da cena para o público infantil, unindo seu trabalho de atriz e iluminadora. Nara Lucia Maia Formada em Desenho e Plástica e Artes Cênicas pela Universidade Federal de Santa Maria e Pós Gradada em Arquitetura e Cenografia pelo Centro Universitário Ritter dos Reis Porto Alegre. É iluminadora desde 1991 e já trabalhou em inúmeros espetáculos teatrais, encenações e eventos de Porto Alegre, e cidades do Rio Grande do Sul. É também diretora de espetáculos musicais e encenações. Carol Zimmer Iluminadora e produtora cultural, assina também a ambientação cênica de shows e direção técnica de espetáculos. Licenciada em Artes Cênicas pela UFRGS, Especialista em Cinema pela UNISINOS, Pós-graduanda em Iluminação e design de interiores pelo IPOG. Entusiasta de coletivos e processos colaborativos, acredita na potência das criações de cena que envolvem todas as áreas como autoras da obra. Iniciou como iluminadora ainda na graduação, desde então podemos destacar alguns espetáculos: Expedição Monstro (prêmio Tibicuera melhor iluminação); Iluminus (prêmio Açorianos melhor iluminação); Hiato (Destaque prêmio Braskem em Cena); As Aventuras do Pequeno Príncipe (prêmio Tibicuera melhor iluminação); O Linguiceiro da Rua do Arvoredo e Wonderland e o que M. Jacksom encontrou por lá. Alguns músicos/bandas: Simone Rasslan; Nei Lisboa; Dingo Bells; Mulamba; Bloco da Laje; Paola Kirst; As Tubas. Aventura-se também em projetos audiovisuais como assistente de fotografia e chefe de elétrica, tendo realizado diversos trabalhos com a Bactéria Filmes, dentre eles o Longa “Contos do Amanhã” e a série “Vida Fluxo”. Dentre outros, pode-se destacar como chefe de elétrica, trabalhos com as produtoras Verte Filmes e Mourão Filmes, nas séries “Alce & Alice” e “O Complexo”; com a Atama Filmes na série “Proibido para Maiores”.

A bolsa começou negativa, mas positivou por volta de meio-dia e terminou o dia em +0,45% aos 96.551 seguindo EUA onde as altas foram fortes com Nasdaq +1,7% e Dow Jones +2,1%. O motivo? Vendas no varejo subiu 1,0% em junho, o ritmo mais forte em três meses, e acima das expectativas de 0,8%. Após o relatório, economistas da Jefferies, apontando para a queda nos preços do gás, sinalizaram otimismo para um aumento adicional nos gastos do consumidor que poderia preparar a economia “para um crescimento muito mais forte do PIB no terceiro trimestre”. O UnitedHealth Group Incorporated (NYSE:UNH), um importante componente do Dow, subiu mais de 5% após fornecer uma orientação mais forte, já que os resultados trimestrais superaram as estimativas, impulsionados por um desempenho mais forte em seus negócios de serviços de saúde Optum. Na B3, as 4 mais negociadas subiram e animaram investidores com Vale +0,60%, Petro +1,7% seguindo petróleo +1,8% a US$ 101, Itaú +1,8% e Bradesco +0,6%. Dólar fechou estável a R$ 5,40. Destaques de alta: Gerdau (GGBR4) +6%, Braskem +5%, Met Gerdau +5%, BB Seguridade +4% e Usiminas +4% Destaques de baixa: Hapvida (HAPV3) -5%, CVC -4%, MAGALU -4,5%, BRF -4,4% e EZTEC -4%. Escolha dos assinantes foram MELIUZ (CASH3) e veja no vídeo

What you'll learn in this podcast episode Is trust the ultimate currency of stakeholder capitalism? If so, how can corporate leaders create a culture of trust inside and outside of their organizations? In the final episode of season 7 on the Principled Podcast, host Jen Uner talks about the role of values in building organizational trust—and frameworks to help you get there—with LRN Director of Advisory Services Emily Miner. You can listen to the other season 7 episodes mentioned in this discussion here: How values inform decisions: Unpacking the role of the CECO Trust is at stake, and other insights from Edelman's 2022 Trust Barometer You can access other materials mentioned in the discussion here: Aspen Ideas Fest panel discussion with Ellen McGirt Corteva case study LRN Benchmark of Ethical Culture   Featured guest: Emily Miner Emily Miner is the Director of Advisory Services at LRN's Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN's ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.   Featured Host: Jen Üner Jen Uner is the Strategic Communications Director for LRN, where she captains programs for both internal and external audiences. She has an insatiable curiosity and an overdeveloped sense of right and wrong which she challenges each day through her study of ethics, compliance, and the value of values-based behavior in corporate governance. Prior to joining LRN, Jen led marketing communications for innovative technology companies operating in Europe and the US, and for media and marketplaces in California. She has won recognition for her work in brand development and experiential design, earned placements in leading news publications, and hosted a closing bell ceremony of the NASDAQ in honor of the California fashion industry as founder of the LA Fashion Awards. Jen holds a B.A. degree from Claremont McKenna College.      Principled Podcast Transcript Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Jen Uner: Is trust the ultimate currency of stakeholder capitalism. If so, how can corporate leaders create a culture of trust inside and outside of their organizations? Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Jen Uner, strategic communications director at LRN, and today, I'm joined by my colleague, Emily Miner, director of advisory services. We're going to be talking about the role of values in building organizational trust and frameworks to help you get there. Emily, thanks for joining me today on the Principled Podcast, by the way, our final episode of this season seven. Emily Miner: Yeah, thanks for having me, Jen. I'm happy to be here and honored to be rounding out an incredible season on the Principled Podcast. Jen Uner: It has been a great season, and I think we're going to have an opportunity to touch on some of the folks that we've had on the podcast. To get us started though, recently at Aspen Ideas Fest, Fortune senior editor, Ellen McGirt, asked a great question of her panel. She said, "Is trust the ultimate currency of stakeholder capitalism?" It's how we started our conversation today. I of course will say yes, but recently, you spoke with David Bersoff, head of Global Thought Leadership Research at Edelman, and he worked on the Edelman Trust Barometer. You had a chance to speak with him earlier this season, and I'd love for you to recap for us some of the insights that stood out to you. Emily Miner: Yeah. I think based on the 2022 Edelman Trust Barometer, which is a fantastic annual look at levels of trust in key societal institutions, business, government, media, I think that the 2022 Trust Barometer report would say that the answer to your question and to Ellen's question is yes, trust is the ultimate currency of stakeholder capitalism. In fact, what Edelman found in their research is that business is the only institution in our society that is trusted, and that's actually a first in the 20 plus years that they have been running this type of study. Actually, for the second year in a row is business the most trusted institution. That was one of the takeaways from the Edelman Trust Barometer, and that David helped unpack when we spoke earlier this podcast season. Given that, if business is the only trusted institution for the second year running, it really underlines the question, what does this mean for leaders? How can they ensure that business remains trusted? People are looking more and more to business to help solve or address the problems of the world because we don't trust government, because we don't trust media, because we don't trust NGOs. With that mantle of being the only trusted institution, a lot more is falling on business and specifically business leaders and the expectations for them are a lot higher. I think that that really ... That was a current through the Aspen Ideas Institute that you mentioned through the conversation that took place there. Jen Uner: It really does put a lot of pressure on CEOs and leaders then. One of the stats that I thought was so interesting was how I think it was 60% of employees, they're basing their employment decisions now on the values of the companies that they're looking at and the positions that companies take around social issues, and of course they expect the company to have a position on a social issue, which I thinks it's a rather new thing. Would you say? Emily Miner: Yeah. I don't know if it's new in the past few years because I do feel like this has been a trend that I've observed in the research maybe up to the past decade or a little bit less, but it certainly every year seems to get to ... It grows. I think, first, it was a healthy minority of the global workforce or of the workforce in the United States, and now it's tipping to be a majority of the workforce. You see some of this in demographic changes as millennials grow in the size of our workforce and now Gen Zers as they're entering the workforce and the expectations that those two generations have for their employers. But it's certainly not a concept that millennials invented, but it does seem to be growing. Something that's interesting to me now where despite ... We're potentially heading toward a recession in the United States, and despite that, it's still very much an employee market out there. We're still in the midst of a great resignation, which is now really being more called a great reshuffling because it's not that people are dropping out of the workforce so much as they're leaving their jobs to find better jobs. What some research has shown is that it's not so much that I can find another job that pays me better, but it's that people are no longer satisfied with the status quo and they're looking for opportunities where they can feel more values alignment, where there's more culture of inclusion and equity in the workplace, where they feel that their company is doing something that's contributing positively to the world. Those are strong drivers of why people are jumping ship and looking elsewhere. It'll be interesting to see how that shapes the narrative and the importance of values and multi-stakeholder capitalism more generally as we continue to hopefully be coming out of the COVID pandemic and this great reshuffling in spite of some of the more negative trend lines with respect to our economy. Jen Uner: Yeah. I was just going to bring that up. When you have a business environment that's marred by an economic downturn, that puts a lot of pressure. There's then the business financial pressure on decision-making and performance for the company. Then you layer on top of that some of the social and political challenges that are happening and this need to have a position, and can you have a position on everything? Which are the things that you need to prioritize? I think often corporate leaders in ethics and compliance, our field, chief ethics and compliance officers, for example, the people listening here, they find themselves in a role of counselor to the C-suite as the company and as leaders are facing these kinds of tough decisions. One of the things that really struck me at that Aspen Ideas Institute conversation was Allstate's CEO, Tom Wilson, was one of the panelists and he spoke about a societal engagement framework. I know you had a chance to listen to his presentation. Can you tell me about their approach to decision-making and how they engage on hot button issues? Emily Miner: Yeah, absolutely. I am so inspired by this framework, and beyond that, there's so much common sense in it, and Tom Wilson talked about this societal engagement framework as something that Allstate developed a little over a year ago in response tom, he didn't use this word, but a deluge of social issues that were coming their way and that the company was being asked to take a stand on or take a position on, sign a letter that's going to be on the front page of the New York Times or what have you. It got to this point where they said, "We've got to pause and really think about how we're making these decisions." They developed what they call a societal engagement framework that they run all of these issues or questions through. The way that it starts is, first, as an added outset, how does this issue stack up against our values and the way that we do business? There needs to be a level of values alignment before they'll even entertain going further. But assuming that the issue does, they have four filters, as Tom called it, or you could also think of it as just four questions to ask. The first is, does this issue or does our taking action on this issue help us better serve our customers? The second is, do we, Allstate, have any institutional knowledge about this issue? Third is, can we affect change on this issue? What is our agency here? Then the fourth is, what impact does this issue have on our employees and our reputation? If issue A passes through all four of those filters, then Allstate will come out and they'll take a public stand, and more than just take a public stand, as in the CEO pens a letter that gets published somewhere, they'll actually come out and lead on the issue, engage on it. An example of an issue that passes this values track and the four filters is climate change. Allstate, obviously, an insurance company, and we know from science that the rate of forest fires in the west of the United States, for example, in the intensity of forest fires is ... The climate change plays a role in that. Forest fires are burning down Allstate customers homes. Does taking a stand and working to address climate change help them better serve their customers? Well, absolutely. That's an easy one. Do they have any institutional knowledge about the issue of climate change? Yeah, there's a lot of math and science that goes into determining what policy plans and rates are and the risk of different issues to someone's particular home. They have a lot of institutional knowledge about that. Can they affect change on the issue as a large insurer of homes as well as, of course, other things? Their voice carries some weight. They've worked with the government in the State of California to help shape and advance legislation and regulation, as well as perhaps other jurisdictions at the state level, or nationally as well. Then finally, what impact does this have on their employees and their reputations? Well, they know that climate change is an issue that their employees care about, and so it passes that filter. One distinction that Tom made that I thought was really helpful was that if an issue doesn't pass through the filters, it doesn't mean that they're not going to do anything with it. One of the examples that he gave was the Supreme Court recent ruling that overturns [inaudible 00:12:54]. Allstate's healthcare plan has always covered abortion care, and given the impact that the Supreme Court decision might have on some of their employees that are located in states where abortion care is no longer an option, Allstate has said, "We'll reimburse the travel, et cetera, for our employees in order to access that care." They're responding to that issue, but they're not coming out and taking a public stand on it. They're not taking a lead on reversing the reversal, shall we say, because does it help them better serve their customers? Well, they're not a healthcare insurer. Do they have any institutional knowledge about abortion care and the impacts of abortion or access or lack thereof? No. Et cetera. It doesn't pass the filters, but that doesn't mean that they're not doing anything about that particular issue. Having this societal engagement framework is a way for them to bring some discipline and structure and consistency into how they engage on the increasing number of social challenges, political challenges, climatic challenges that we as a global society and as businesses are faced with. It also tells everybody else, all of their stakeholders, their employees, their investors, their customers, it tells everybody, "This is how we do things. This is our process, and we go through this process." At the end of the day, depending on how you feel about the outcome, at least you know what that process was. I just think it's such a brilliant example of bringing that level of clarity into how they're operating in this multidimensional world and connecting it back to the Edelman Trust Barometer that we were talking about into the role of them as business leaders in fostering trust. Jen Uner: I think this clarity of where you stand and on which issues is an interesting one, because you can't necessarily stand for everything, right? You need to decide where is it your business, really? I think it's interesting how Allstate has chosen to filter a topic and arrive at a conclusion on it. This whole thing about how do you filter and how do you decide, I just find so fascinating. We had Scott Sullivan, he's the current chief integrity and compliance officer for Newmont Mining. We had him on the podcast with Joe Henry, former US compliance officer for Braskem, and they were talking to Susan Divers on our team. They were on a recent podcast and they were talking about some of the challenges they've both faced in decision-making, and one of the things that stood out for me was how they both used values to guide their decision-making and to guide their counseling of their colleagues in the C-suite, because they were both leaning into values and those corporate values might be stated differently or might be prioritized differently between the two organizations, they would arrive at different outcomes. Right? One of them would say, "Well, our policy around vaccines and masking is that you've got to do it, and no one's allowed back to the office without it." Then another organization might prioritize something else that says, "Well, it's up to you. You get to make that decision. You can work from home forever if you need to." I think it's really interesting that values plays a really important part and has a real impact on how corporate policy and ultimately behavior, how that comes to be. I don't know if you could talk to me a little bit about that, because obviously you spend a lot of time consulting on values with companies. Tell me about how that shapes company policy and behavior. Emily Miner:   Yeah. An interesting byproduct of the COVID pandemic I think has been that ... I perceive that the role of values has grown in prominence in terms of the discourse about the role of values in companies has increased. I think it's because the decisions around COVID are so hard. How do we ... Do people come in? Do they not come in? We're risking lives in making this decision. How do we keep, but we can't employ people if we don't have the money to pay the salaries? We have to keep on producing whatever it is that we produce in some level, but how do we do that? These are incredibly complex decisions. When you're in a situation where you have to make these really challenging decisions and there isn't necessarily a playbook for it. The last global health pandemic was over 100 years ago. I think a lot of companies have come out and said, "We didn't have a plan in place," because this wasn't something that was anticipated. When you don't have a playbook, or to use terminology that's common in our industry, ethics and compliance, rules or regulations about something, values help to fill that void and they guide us on what we should or shouldn't do as opposed to a playbook or a rule, which says what you can and can't do. Of course, we need rules, we need regulations, we need to know what we can and can't do and where the lines are. But there are always going to be these unforeseen situations, the variant on the scenario that we didn't anticipate when we wrote the rule, and that's where values come in. I think a lot of leaders, a lot of business leaders turned to their company's values, as well as I'm sure their own personal values, to help them navigate the incredibly complex decisions companies had to make surrounding COVID. I've read a number of accounts from business leaders that have talked about how helpful that was, and they're talking about values more internally and externally. I hope that that's a lens that business leaders will continue to use as strongly coming out of COVID, and that's at the company level, but it trickles down to the individual employee level too, because most companies offer some type of training or onboarding, or you have a code of conduct or you have policies. We have all of these resources that should tell us, again, the cans and can'ts, as well as the shoulds and shouldn'ts. But I think it's something like humans can only keep three or five things in their mind at once. We can only remember so much. Having the presence of really strong values where the values actually mean something, they're not just a nice recruitment tool on your website, but they really mean something, that's going to be infinitely more helpful guiding behavior on a daily basis across a global workforce and all the variation that comes with that. I've really been encouraged by how values have become a more dominant part of the conversation in the business community. You're right, depending on what your values are, you might have completely different outcomes. But again, it comes back to that transparency of the process and the fact that there is a process, the structure of the process that, at the end of the day, most of us can get on board and accept what it is because we understand how we got there. That's what I think is so key. It's just that transparency on how we got there. It's not so much about the end as the journey, so to speak. Jen Uner: Yeah. That makes total sense. I know in our code work, in the consulting work that you do with our clients, speaking of employee level work, we often include frameworks for decision-making, right? That work at the employee level. What are some examples of these tools that can help not just leadership, like we were just talking about a societal bigger picture one, but on the individual level? How does that play out? Emily Miner: Yeah. Actually, after watching Tom Wilson talk about Allstate's societal engagement framework, I actually went online and just Googled Allstate's code because I was curious, how do they ... do they have something similar, a similar framework that they share that they've developed for their employees? In fact, yes. In their code, they have a whole section on ethical decision-making that lists nine questions that employees should ask themselves when they're faced with a decision or a situation where the decision or the course of action is unclear. Is it legal? Okay. Yeah, that's an obvious one, but does it conflict with our values? What are the consequences of this? How would your family and friends perceive this decision or course of action that you take? These are some of the questions that Allstate included in their code that I think we ... The majority of us could probably take any number of tough, sticky, gray area situations and go through it, and is it legal? Okay, well, maybe I'm ... I don't know the law, but how would I feel if my mom knew? How would I feel if this was on the homepage of CNN? We all know how we would feel about that, and that's such a helpful ... It connects to our humanity, the human heart level. It's just really helpful framing that Allstate's providing to their employees. We help a lot of companies write their codes of conduct. Ethical decision-making models or a code in and of itself is a guide for behavior and breaking out different risk topics into what are the behavioral expectations, et cetera. But having a decision-making framework or a list of questions or whatever it is that ... It's issue agnostic, it's situation agnostic, it's just something that anybody can pick up and use. That continuity of Allstate at their company level, as well as how they translate that down to employees, it is just something that I wanted to note. But it's something that we include in most of our codes that we create for our clients. Some of my favorite examples, one of them is John Deere. Their code is beautiful, and it's who they are. It's their culture written down, which is what we always strive for. They include a decision-making framework as well and it include ... There's a series of questions and it's an interactive. You ask yourself this question and then you click yes or no, and it reveals guidance for what your next step is. But also, it starts out with is it consistent with our values? Centering the values first and then going into consistency with rules. They also ask, "Would this build trust with employees, customers, shareholders, or communities, or would it harm trust?" That is how we started at the outset of this conversation around the importance of trust in the business context. Similarly, how would I feel if my actions became public? Et cetera. They have their own framework that's speaks to their culture and to their values. Another example is Corteva, which is an agriscience company, and they also have a framework. Theirs is a little bit different. It asks a series of questions, and then depending on how you answer those questions, they give guidance on who you can consult for advice, and it's going to be different depending on the situation. That's also nice that you're not on your own, right? There are others in our organization that are here to help and can help, and if it's this situation, contact this group, and if it's this other situation, contact this other group. I also thought that's something that they did a little bit differently. They're all different. You talked about the conversation in the earlier podcast, but the goal is the same, which is to provide guidance for behavior that is reflective and supportive of who we are as an organization, what we stand for and what we value. Jen Uner: It's really, really important. One of the things that we know from our Benchmark of Ethical Culture, which is a report that you were very involved in, and it certainly steers a lot of my thinking these days. We know from the Benchmark of Ethical Culture that the companies with the strongest ethical cultures are going to outperform their peers by up to 40% in key business metrics, the standard things that you would want to have as a business like employee loyalty, innovation, adaptability, customer satisfaction, and growth. I think that taking code of conduct seriously, taking value seriously and taking culture building seriously is probably one of the most important things that a company could be doing right now, especially when you look at the Edelman Trust Barometer and the role companies have to take right now in society. Trust becomes super foundational to that. I know you've got some insights that you can share around trust building and how foundational that is for ethical culture. Emily Miner: Yeah. When we conducted our research into ethical culture globally in a business context, we looked at ... I want to say 10 different dimensions of culture and how people and organizations behave and operate, and we did some fancy statistical modeling to look at are there some aspects of culture that are more important than others? How do they relate to each other? What drives what? And all of that. What we found was that there were some dimensions that rose to the top in terms of influencing other elements of culture, as well as those business outcomes that you talked about, and trust was one of them. We found that trust had an outsized impact on whether or not people behaved ethically in an organization, and particularly when they were under pressure. I think that that's such an important idea because if you look at any number of corporate scandals, so often, not in every case certainly, but in many cases, the pressure to perform that was set out or pushed by the organization, by leaders in an organization, is part of why people did what they did. This idea that trust is one of the strongest drivers of whether people behave ethically, especially when under pressure, I think is a big one that certainly makes me sit up a little taller and take notice, because it's something that any chief ethics and compliance officer would say that they're looking for and is a goal of their program. Another area where trust really stood out as a driver of employee loyalty, we were talking earlier about the great shuffling, but I think that also makes it stand out even more for me, just in our current context. People are more likely to stay in your company, you're more likely to retain great talent if they trust you as leaders, as an organization, their peers, and if they feel trusted themselves. Jen Uner: I think one of the things that was evident too in the research is the value of transparency and building trust. Emily Miner:   To wrap up a lot of the threads that we've talked about and as it relates to transparency, one of the findings that was so compelling to me from the Edelman Trust Barometer was that the majority of people are expecting CEOs, specifically CEOs, to take a public stand on any number of social issues of our times. But at the same time, at least in the United States, these issues have become so politicized and polarizing. That's a tough bar to set for CEOs. How do they thread that needle? It's why I think that Allstate's societal engagement framework is just so brilliant, because it helps them figure out how are we going to address these issues? Responding to that majority of the population as Edelman, found they're looking for Allstate CEO and for any number of other companies' CEOs to take a stand. It's a way to respond to that call without politicizing or polarizing or without politicizing the issue, because that's not what it's about. It's not about is this a liberal cause or a conservative cause? Is it a Democratic cause or is it a Republican cause? It's four questions. Does this help our customers, do we know something about it, do we have agency over it, and what impact does it have on our employees? It really takes all of that noise out of the decision-making. I just think it's such a great example of how leaders in general can take up that mantle of society's expectations of business to help solve and address our social issues without having that response fall into any political trap that's going to alienate you or with your employees or with customers. It's such a great example and one that I hope other business leaders take inspiration from. Jen Uner: Well, I think it just really speaks to how important it is to set up those frameworks in advance so that you're not caught in panic mode or in defensive mode when it's not even necessary to be that way. Right? If you've set up those mechanisms in advance, you're going to probably come out ahead because you will have already created a framework that's going to prioritize the human response. Emily Miner: Absolutely. Absolutely. Because what's the next COVID? What's the next unexpected thing? To already have that framework in place is going to be so helpful. Jen Uner: That's why we say rules are good, values are better. Emily Miner: Exactly. Jen Uner: Goes back to that. Emily, thank you so much for joining me on the Principled Podcast today. It's our final episode of season seven, as we take a summer break and we'll resume with season eight in September. In the interim, we'll share encores of our favorite episodes from this season. To close out. My name is Jen Uner, and I want to thank you all for listening to the Principled Podcast by LRN. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. If you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen, and don't forget to leave us a review.

What you'll learn in this podcast episode It's generally accepted that effective E&C programs are based on values as well as rules. But applying those values to real-life situations can be difficult. This has been particularly true during the pandemic, as organizations make hard decisions in many instances and chief ethics and compliance officers play a key role in guiding those efforts. How can values help CECOs sustain ethical performance—and even excel—in the face of such change and adversity? In this episode of LRN's Principled Podcast, host Susan Divers talks with Scott Sullivan, Chief Integrity & Compliance Officer at Newmont Corporation, and Joe Henry, who just retired as US Compliance Officer at Braskem. Listen in as they discuss the difficult choices they faced in providing moral leadership in their organizations—how those choices were made, by whom, and what the examples say about the role of the CECO.   Principled Podcast Show Notes [1:58] - Scott's role as the CECO at Newmont Corporation, the challenges faced and how he applies his values. [4:50] - Ethics and compliance at the heart of Newmont's decision making during the pandemic. [6:10] - Joe's role at Braskin and the challenges he faced. [11:20] - The role of Joe's values in influencing colleagues to change the decisions they made. [13:35] - The lessons learned from these tough experiences in the company. [16:12] - How both company's ethical cultures emerged after the pandemic.  [19:50] - Other circumstances which strengthened the respective ethics and compliance cultures. [27:25] - The most important areas of focus for an ethics leader in resolving difficult questions. Featured Guest: Joe Henry Joe Henry was the US Compliance Officer for Braskem, a multi-national Chemicals and Plastics company headquartered in Sao Paulo, Brazil.  He led the Ethics, Compliance and Risk Management efforts for Braskem's US operations including commercial, manufacturing, logistics, management and Innovation and Technology (R&D) functions.  Prior to joining Braskem in January 2017, Joe was a Compliance Director at GSK, a global pharmaceutical company, and worked in various ethics and compliance roles since 2003.  Investigations oversight, Compliance Operations, Methodology development, process assessment and improvement, policy and procedure management and managing government oversight programs were some of the responsibilities he successfully fulfilled while at GSK.  Prior to his GSK Compliance roles, Joe worked at SmithKline Beecham as an Information Technology Project Director and with IBM Sales, Technical Support and Product Development.  Joe earned a B.S. in Chemical Engineering from Carnegie-Mellon University and an MBA from Saint Joseph's University.  He also earned his certification as a Leading Professional in Ethics and Compliance from the Ethics and Compliance Initiative (ECI).  Joe and his wife reside in Lewes, Delaware and he retiredg at the end of March 2022 to pursue personal interests, travel and enjoy more time with his 3 grown children and two grandchildren.  Joe continues to provide advisory and investigation services on an as-needed basis to Braskem's US Compliance department.   Featured Guest: Scott E. Sullivan Scott E. Sullivan is the Chief Integrity & Compliance Officer of Newmont Corporation, the world's leading gold company. Newmont has approximately 15,000 employees and 15,000 contractors and has 12 operating mines and 2 non-operated JVs in 9 countries. Mr. Sullivan oversees, develops, implements and manages Newmont's integrity and compliance program including ethics, anti-bribery, corporate investigations, and global trade compliance. Previously, Mr. Sullivan was the Chief Ethics & Compliance Officer of a global manufacturer of fluid motion and control products with approximately 17,000 employees operating in 55 countries. Mr. Sullivan has written and contributed numerous articles on compliance programs, anti-bribery/FCPA, export controls, economic sanctions and other ethics and compliance topics to a variety of publications. Mr. Sullivan is also a frequent local, national and international speaker, moderator and conference organizer on compliance, anti-bribery/FCPA, export controls and economic sanctions.   Featured Host: Susan Divers Susan Divers is a senior advisor with LRN Corporation. In that capacity, Ms. Divers brings her 30+ years' accomplishments and experience in the ethics and compliance area to LRN partners and colleagues. This expertise includes building state-of-the-art compliance programs infused with values, designing user-friendly means of engaging and informing employees, fostering an embedded culture of compliance and substantial subject matter expertise in anti-corruption, export controls, sanctions, and other key areas of compliance. Prior to joining LRN, Mrs. Divers served as AECOM's Assistant General for Global Ethics & Compliance and Chief Ethics & Compliance Officer. Under her leadership, AECOM's ethics and compliance program garnered six external awards in recognition of its effectiveness and Mrs. Divers' thought leadership in the ethics field. In 2011, Mrs. Divers received the AECOM CEO Award of Excellence, which recognized her work in advancing the company's ethics and compliance program. Mrs. Divers' background includes more than thirty years' experience practicing law in these areas. Before joining AECOM, she worked at SAIC and Lockheed Martin in the international compliance area. Prior to that, she was a partner with the DC office of Sonnenschein, Nath & Rosenthal. She also spent four years in London and is qualified as a Solicitor to the High Court of England and Wales, practicing in the international arena with the law firms of Theodore Goddard & Co. and Herbert Smith & Co. She also served as an attorney in the Office of the Legal Advisor at the Department of State and was a member of the U.S. delegation to the UN working on the first anti-corruption multilateral treaty initiative. Mrs. Divers is a member of the DC Bar and a graduate of Trinity College, Washington D.C. and of the National Law Center of George Washington University. In 2011, 2012, 2013 and 2014 Ethisphere Magazine listed her as one the “Attorneys Who Matter” in the ethics & compliance area. She is a member of the Advisory Boards of the Rutgers University Center for Ethical Behavior and served as a member of the Board of Directors for the Institute for Practical Training from 2005-2008. She resides in Northern Virginia and is a frequent speaker, writer and commentator on ethics and compliance topics. Mrs. Divers' most recent publication is “Balancing Best Practices and Reality in Compliance,” published by Compliance Week in February 2015. In her spare time, she mentors veteran and university students and enjoys outdoor activities.     Principled Podcast Transcription Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Susan Divers: Hello, it's generally accepted nowadays that ethics and compliance programs that are effective are based on values as well as rules, but applying those values to real life situations can be difficult. This was particularly true during the pandemic when organizations had to make hard decisions in many instances in unprecedented circumstances, and ethics and compliance officers frequently played a key role in guiding those efforts. How can values actually help ethics and compliance officers sustain ethical performance and even excel in the face of change and adversity?   Well, hello and welcome to another episode of LRN's Principled Podcast. I'm your host, Susan Divers, director of thought leadership and best practices with LRN's advisory group. Today, I'm joined by two thoughtful ethics and compliance professionals, Scott Sullivan, the chief ethics and integrity officer at Newmont Corporation, and Joe Henry, who just retired as the US compliance officer at Braskem. We're going to be talking about the difficult choices they face in providing moral leadership in their organizations, how those choices were made, by whom and what the examples say about the role of the chief ethics and compliance officer. Scott, I'm going to start with you. Can you talk about your role as the CECO at Newmont and some of the hard choices you've faced and how you applied your values? Scott Sullivan: Sure. And thank you, Susan. It's exciting to be part of this podcast and it's a subject I'm very passionate about. So while Joe will be tackling some specific examples, I thought it might be more beneficial to start with a bit on process and approach. So when your values are tested in trying times, this is when the rubber meets the road. So the least common denominator approach, or what is accepted, what is condoned, often becomes your culture. It's not the pronouncements and the platitudes, but rather what you do on the ground or in crunch time. So during COVID, which by the way is not yet over or gone, we faced numerous challenges like everyone else, our values of safety, responsibility and integrity were at the forefront of what we did and said every day. As our strategy rolled out, we had to consider the full spectrum of stakeholders from vulnerable indigenous communities in which we operate to suppliers who were dependent on us to our employees.    In some cases in the early days of COVID, we even went into what's known as care and maintenance mode, which is basically shutting down except for essential services to protect the health and wellbeing of a variety of our stakeholders. We also deployed over 20 million in a COVID fund to assist communities around our minds with COVID type issues and challenges. We were active partners in the COVID struggles. We protected our employees with PPE, with vaccines, with health checks, et cetera, all this being said there were numerous and oftentimes competing opinions on what to do, being strong proponents of our values, and always circling back to them as a gut check when we made decisions, some of them which might have turned out to be controversial, was an excellent moral compass. It made us focus on not just what the short term, but what the long term was and what the consequences could be, both the good and the bad. It was our collective corporate decision that we had to make.          As a compliance team. Part of our job was trying to read the tea leaves and anticipating what was coming. Fortunately at Newmont, we have a fantastic executive leadership team who gave us the space to support them and the organization this endeavor. We invited in diverse perspectives, we had spirited debates and we pressure tested key decisions that mattered most. I'm proud of the approach that we took as an organization whereby no means perfect, but I think it has served us quite well. Susan Divers: Scott, before I turn to Joe, one of the things that strikes me about what you just said is it sounds like ethics and compliance was really at the heart of decision making in these difficult areas that you mentioned. Am I reading that right? And if so, how did you achieve that? Scott Sullivan: Yeah, I think, health and safety for sure was I think the heartbeat, if you will. Perhaps we were the supporting role, but really as COVID evolved over times, the issues got more complicated as they went. So you had initial true health and safety issues, in some cases life and death that you had to do, but then you had a whole series of decisions around employment, around vaccinations, around care and maintenance. And what do you do with communities, where the donations go? How do you ensure that you're not supporting corruption when you're doing the good deed of making donations? So I think as COVID evolved and as the challenges around COVID evolved, we became more integral and more integrated to those decisions over time. Susan Divers: Well, and that's really a good example of how it's meant to work. Yeah, the ethics and compliance department isn't defective if it's often a corner, but it is effective if it's right at the heart of difficult choices, and that's a perfect segue to Joe. Joe, do you mind outlining your role at Braskem and then talking about some of the actual challenges you faced in your role in those? Joe Henry: Certainly. Thank you, Susan. Thank you for the invitation to join you all today. Let me start off by saying that Braskem leadership team is a caring and forward looking group and primarily based in the US headquarters in Philadelphia. And that information will be important in a minute or two. Early in the pandemic two of our sites operated for 28 days via a live-in where our workers stayed on site, quarantined from family and other outsiders to operate our plants in Pennsylvania and West Virginia. These plants produce polypropylene, which is a key material for personal protection equipment, such as surgical gowns, face, shields, gloves, and masks. So our workers were willing to do that. And our Braskem leaders provided all the essentials for this live-in. And our team members were paid for every hour on site. So Braskem tries to do the right thing. And during that time, all other team members were directed to work remotely during the pandemic. Eventually after our operations were deemed essential to US business interest, all of our plants reopened with strict masking and quarantine requirements, including restrictions in travel. One of our first policy decisions developed in Philadelphia was to require workers to quarantine for 14 days after travel if they had traveled from their home county. Works for Philadelphia were pretty close around in the urban area. The policy, and it worked for salary team members who could work from home, but not for hourly workers who worked on site and who would not be paid for the time they must quarantine. So at our Texas sites, this policy was problematic in that it would not be unusual for a worker employee to travel to the next county to care or check in on a family member. Therefore, compliance was asked to intervene. And as a result of that, our intervention, we extended the travel range and only had the policy applied to travel outside usual circumstances. The other one is more around vaccines. So one other example as vaccines became available, again, I remember they were under emergency authorization. There became a drive by Braskem management to encourage team members to be vaccinated and to push required team members to be vaccinated or else be terminated. The impetus for this requirement was that several people at manufacturing sites were complaining about being vaccinated and still having to wear a mask because others were not vaccinated. We discussed the proposed requirement at the leadership team meeting, which US compliance is a part. And then there was actually a discussion in our industrial team where we're not a part and they mandated this vaccination or termination requirement by a majority vote, not a consensus vote. I received a call from one of the dissenters. He was concerned that many of his employees would resign or be terminated because they did not trust the vaccine yet. His plant would be greatly affected. I brought this to the attention to the US leadership team that the vaccines were not yet fully approved and that no matter how administratively burdensome the CDC's recommendation was vaccination or regular testing. So I informed the group, I thought our requirement was overly restrictive. It infringed upon employees' rights, and I would not approve any of these terminations, in the US, the US compliance officer approves all terminations. So I had some leverage there. So what happened is we implemented weekly testing for team members who were not vaccinated. And that seemed to resolve the situation. By the way, it was helpful that I was fully vaccinated and boosted and it was clear, my personal beliefs were not a factor. Susan Divers: Wow. That's a very striking example, Joe, there's a couple of things I'd like to pursue a bit. One is, it's clear that people brought you into these decisions that they turned to you as a resource, it sounds like certainly in the case of be vaccinated or terminated before the vaccines were fully approved, but also it sounds like you were asked to intervene on the travel restriction. Is that correct? Joe Henry: Yes. Susan Divers: And was that at a senior, if I can ask, or other level? Joe Henry: I would say the vaccination or termination decision was a senior management at one of our industrial sites had the concern. And then the travel policy was probably, as I recall from one of the HR leaders at the site saying, Hey, we have some employees that are in unique situation here, or maybe not so unique, but different than what we would have from an urban center versus someone working in a more rural area. Susan Divers: Well, that's another good example of how a compliance and ethics and compliance program should work. It should be a resource and be welcomed into decision making, particularly on very difficult and tricky issues like the two that you just described. Can you talk about the role of your values in convincing your colleagues and your leadership to change or moderate the decisions that they made? Joe Henry: Absolutely. That was probably the driving force is our code of conduct, we don't dictate to people how they must behave, especially outside of work. It's fortunate that US compliance and compliance department of Braskem is independent and we're objective. And we're very visible. So people know us and people are willing to approach us. Again, that's why I started off the leadership team, it had the best of intentions. They heard from one group that says, Hey, we're tired of wearing masks. We want to be productive. And they reacted to that without understanding the potential consequences and the potential issues they may have with our own code of conduct. And that we couldn't mandate someone put something that was not yet fully approved. And that actually went further than what the government was telling us we needed to do. Which isn't uncommon. Our policies and procedures are frequently tighter than what the law requires. But in this case, we had to recognize that people have freedom of association and freedom of choice about theirselves. Once we brought all the potential consequences and perspectives of all affected team members, I think we reached the right decision. Susan Divers: So was that a difficult process, would you say, was it time consuming, or once you played that role of honest broker, was it something that people widely accepted? Joe Henry: Yes. Yes. I would say, we did use a lot of influence in... Basically had the show them what the consequences are, why their actions might not be entirely appropriate. So it wasn't a matter of authority. It was a discussion and it was a lengthy discussion, but I think everyone was fairly open minded and recognized that it was going take some more work and maybe we were going to have to spend some more money, especially getting a company to do the testing for us on a weekly basis. But I think they quickly arrived that it was the right decision. Susan Divers: Well, that's a great example. And thank you for sharing that. I'm going to go back to Scott for a minute and then to you Joe and ask. So obviously these were pretty intense situations that you dealt with. What lessons did you learn from that experience given your role in the company? If you could discuss that a bit, that would, I think be very helpful. Scott Sullivan: Sure. Yeah. Building on my prior comments a bit, I would say there were a few learnings and perhaps a few aha moments that we recognize along the curve. I think one was, you need to think both long term and short term. So whether it's your employees or your stakeholders, you might have a decision today that is different than the consequences tomorrow. So really making sure you're not just stuck in the moment, but you're thinking about the long term of the consequences or actions that come out of your decisions today. Playing off one of Joe's comments about culture and values, modifying a Warren Buffet quote a little bit, "Values take a long time to build, but they can be destroyed in a heartbeat." And people watch, I think that's the one that organizations often forget when they're looking at their culture, it's that whatever you allow or condone becomes your actual culture. So I think it's really important to practice what you preach and stay true to those values or before you know it, or right under your nose, you lose them. And that's true, perhaps even more so in the darkest days. So, how you're treating your employees and what people did with respect to terminations, or extending compensation during COVID, all eyes were on that. And I think that has longterm consequences for employees is they think, well, how did my employer treat me during those dark days? Did they exit us from the organization? Did they treat us poorly? Was the mighty dollar, the only thing that mattered? And again, for us, we have a social license to operate in the locations we do. So you have to think about that holistically, the full ESG perspective and look at all your stakeholders. And I think a little bit about what we've been talking about as well is anticipating the pushback, where are those pressure points, or focal points that are likely to come up and figuring out, like we always say, you can't take a program off the shelf, but customizing or figuring out what works best for you? And then hopefully that leads to you and many more in your organization becoming both values, beacons and champions to help the organization propel forward. Susan Divers: So in other words, it really can become a tremendous positive as long as you stay true to your values. And you're actually strengthening your culture, not destroying it to go back to the Warren Buffet quote. And Joe, based on your experience, do you think that your ethical culture at Braskem emerged stronger as a result of the types of difficult choices that people made in those circumstances? And are there any other lessons learned from that, that you would want to highlight? Joe Henry: So I believe our culture has gotten stronger. The ethics and compliance group and officers know they need to stay ever vigilant to ensure that passions do not overtake the organization's foundational values. We live in an impatient society that is quick to react and does not always consider all perspectives and unintended consequences. So this experience gives us an opportunity to talk to the leadership team and say, Hey, let's take a breath here. Let's look at this. I think when you're more thoughtful about these decisions, I think the decision will be better, probably strengthen your culture versus weaken it, or undermine it. But I do know that my successor's still facing these challenges. Susan Divers: Yeah. Although you're building ethical muscle at the same time, I want to highlight what you said about stop, pause, think, or you said it a little differently, but our chairman of our board, Doug Sideman, has written extensively about the benefits of pausing. And we do live in a impatient world and one that moves at light speed, particularly with social media. And I think Scott, you would agree with this too, that stopping and getting everybody to slow down and look at all the potential ramifications and equities. Joe's example of employees in Pennsylvania versus employees in Texas, I think is a very telling one. And that, that is really, I think what's needed to deal with particularly moral leadership issues. Scott, does that make sense? And also if you could talk about whether your ethical culture came out stronger as a result of the pandemic, that would be helpful. Scott Sullivan: Yeah. I think you often see in some areas the short term view or this, in the impatient world, as I like the way Joe characterize it, you see the pitch forks and the torches coming out in any particular topic. And so part of our job is to say, let's pause, let's think this through, the unintended consequences, the longterm consequences, I think for sure our ethical culture has emerged stronger. It really gave us ample opportunities to do the right thing and to put theory into practice. So one of the things coming out of the tragedy of COVID is it really gave us an opportunity to show our values and do the right thing in those dark days. And I think that also that consistency of messaging and values, it's not one offer. There's one big case. I think that really builds trust with stakeholders and gives you an opportunity to show that you're a different kind of company. So even in the dark days with bad or troubling news, you're going to be transparent and that we stand true to our values and hold ourself accountable to those values. So that consistency of operational model, I think extends well beyond ethics into business and health and safety. When faced with a challenge, we're going to think about it, be very thoughtful in what we do and ultimately do the right thing for the entirety of the stakeholder community. Susan Divers: Yeah, that sounds like very sound holistic decision making. Joe let's let's switch gears a little bit. We've talked about the pandemic and the challenges and how both of you feel that your ethical culture got stronger as a result, and you both played pivotal roles in the ethics and compliance programs, played pivotal roles in helping your organizations navigate. Can you give some other examples outside of the pandemic of having to do that? Joe Henry: So I mentioned one of our values is the freedom of association. As a result of the summer of 2020, George Floyd death and all, we had some outsiders, some activists and DE&I consultants recommend some potential path forward for the company. One of those, including tracking managers' social media profiles, and other forms of public expression and see whether they should continue to be leaders in the company or not. For instance, should we sanction a manager for attending a pro-life rally, or another manager for posting their support for the police on their Facebook page? That type of monitoring is not aligned with our code of conduct. We declined that recommendation. Again, the passion was there. Hey, we got to weed these people out. Well, no, we have to make sure that when they're working for Braskem, they're aligned to Braskem's values and that they're not diminishing our name in the public.   And then most recently we've discussed how and when should compliance be involved in handling microaggressions. And we've agreed that microaggressions are supposed, should be handled between the two people in the first instance, maybe in a second or third occurrence, that it's handled, the person's called out publicly. And if it's repeated, then it's no longer a microaggression, it's an aggression. And then it comes to human resources or compliance. But those are some of the choices where, again, we relied on our code of conduct and relied on our proven policies and procedures regarding our ethics line to preserve the culture and continue to move the company forward and evolve the company. Susan Divers: Well, and that's another excellent example of pausing and looking at all the ramifications and carefully analyzing whether it is consistent with your code or not. Scott, do you have similar examples outside of the pandemic experience? Scott Sullivan: Yeah. So we've been on a journey of what I would probably call radical transparency in the ethics and compliance space, so where we're willing to show the good, the bad and the ugly to advance the health of our culture. It is a journey, so we're not perfect by any chance, but we're now more transparently and willing to share internal stories and struggles with our employees. I used to laugh all the time that most companies will say something happened to somebody, sometime, someplace with some result. And that leaves everybody, what the heck is that? What happened? And what are the expectations I know? So we've decided that we want to clarify expectations for employees. We want to at least establish the baseline for ethical behavior. And we want to ensure really that fraudsters or predators are held to account in the organization wherever and whenever we can. And also there's an evolving view about when something happens in our organization, what do we do to ensure that those individuals or groups of individuals are not just set free and allowed to go into the general community and repeat those damage?     How many times have we all learned in the compliance profession, individual moves from company A to B, to C to D. And when you do the investigation, there's a long track record that history being repeated at different organizations. So we have done cradle to grave exposes, including one with a public press release, where we actually lifted the hood and told the full story. So most times it's fairly detailed internally and the reception has been excellent. It's advanced our culture ball pretty dramatically. As I mentioned, that being said, it's really, we're still on the journey, but we feel that practicing what we preach and not allowing performance to excuse misconduct or cornerstones of our culture. So even when the outcome is internally painful and extremely disappointing, we've been trying to promote this. So it's not just you do it once, because you can't fake it. And if you do it once, you see big scandals in organizations and periodically it's a big splash in the paper. And we've had similar things where you've had a case that we did our first radical transparency case. And I think the organization, the employees were saying, okay, is this a new way that we're going to operate, or is this the company's hand was forced and they felt they had to do it, so they did it? And so I think that whole concept of you can't fake, it's got to be genuine, it's got to be demonstrable and it's got to be sustainable, is really important. And as an aside, I think most companies can get compliance correct, or they get it right. That's to say that it's the right side of the brain, it's the math science side. It's one plus one, plus one equals three. But when you get to integrity, you get to ethics and culture, that's the equivalent to me, the left side of the brain, it's the English history. It's a little bit more soft. It's touchy, feely. It's hard to measure, but I think it's far more impactful. And that is often where I see organizations fall down, because it's so hard to do. And it's so hard to say, what is it? And it feels like it's subjective, or judgemental, or it's just real hard to do. So I think companies that focus on getting the integrity or the culture piece right, are so far ahead of the curve and getting everything else right. And that's not just in the ethics and compliance space, because I think that could be a proxy for good governance. It could be something that is a springboard for doing other things in an extraordinary way or well above peer organizations. Susan Divers: That's so interesting that you framed it in those terms. Something we talk about a lot and we're not alone in that in this area is that you can't just look at your ethics compliance program as a checklist and say, I'm good to go because I've got policies, code, training, audit, it has to be living and breathing. And that's where the touchy feely comes in. And the research, interestingly, it shows that if you have organizational justice where you're holding people to the same standard, and I hear you both talking about that in what you've described today, then you have the lifeblood and a strong foundation for your ethics and compliance program and activities. But if you don't, if there's two standards of justice, or what I'm hearing today too, is if there's a rush to judgment where some people get trampled in that rush, then you don't really have a strong foundation for your program. Joe, would you agree with that as well? Joe Henry: Yes, I absolutely do. Yeah, it has to be thoughtful, fair. We haven't gone to the extent from a transparency as Scott Newman have us to naming particular people, but we do anonymize those situations and publish them or even present them as lessons learned. Susan Divers: Yeah. That's very powerful. Well, we're starting to run out of time, but two questions before we terminate, which is what are the most important areas of focus by an ethics leader in resolving difficult questions? You've both given great examples of how central ethics and compliance was to tough decisions. But if you're a relatively new ethics leader, what are some of the key things to really bear in mind when those tough issues come up? Scott, you want to lead us off on that? Scott Sullivan: Sure. So I think as we've both mentioned, and same with Susan, the tone at the top is really important. So getting your executive leadership on board, otherwise the likelihood of success drops pretty dramatically. And I think as we've also both said, relationships matter. So build them wherever and whenever you can. And I think it's always that rainy day fund, you build credit in the bank, you build street credit. So for the bad news bear moment you have to come in, I think that's really important. So they understand who you are. You're not just a cry wolf person, you're thoughtful, you're methodical. You do all the things the way the organization would expect. And I think, for all of us, unfortunately, and you can see the business partnering go too far. So I think not withstanding that you always have to remember that there will be times undoubtedly as a compliance officer, where you have to put your neck on the line and hopefully your organization does not have a kill the messenger culture, that's not a fun organization to be a part of. And I think value based decisions are toughest in downturn markets and during crises. So we've come out of a pandemic and now we're going into what seems to be a downturn market. So I think the key message there is really prepare in advance and look at your rainy day credits and figure out where you're going to have to put your stake in the ground and move forward. Susan Divers: So build up your relationships and your credit and your goodwill. Joe, something to add. Joe Henry: I do that. I wholeheartedly agree. I think that what Scott mentioned is the most important area, but another area of focus is the company's values, which usually describes in the organization's code of conduct and implemented through your policies and procedures. And I remind the executives and our team members, employees, the code of conduct and policies are approved by the board of directors after thorough and thoughtful review by the executives, by the stakeholders and by compliance. So they're not done instantaneously and there's a lot of thought, there's a lot of reason why we have them and they shouldn't just be dismissed quickly because the particular circumstance. These documents provide the desired ethical direction of the company and have been very useful in resolving difficult decisions in the past, especially with well-meaning, but passionate team members. Go back to the foundation and consider it maybe, maybe, maybe we do need to make a change to the code of conduct or a change to our values, but at least reference it and have that discussion before taking any severe action that may have unintended consequences. Susan Divers: That's a very good point. One of my colleagues describes the code of conduct as your culture written down, and using it as a focal point and a way to ensure that major decisions and discussions include values, I think helps make it a living and breathing document. Well, this has been such an insightful conversation. I wish we could continue it talking about tough choices, I think is really helpful for people at whatever stage they are in their ethics and compliance journey and profession. So I want to thank our listeners. My name is Susan Frank Divers, and we'll see you the next time on Principled Podcast. Thanks Scott. Thanks Joe. Joe Henry: Thank you. Scott Sullivan: Thank you all. Outro:   We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principle performance in global organizations by helping them foster winning ethical cultures, rooted in sustainable values. Please visit us at LRN.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.  

Your website is about to go live, but will customers use it? In the upcoming episode, we unpack the ingredients for successful eCommerce adoption. Join us for a discussion with Andy Wagner, Executive Director at AAXIS Digital with 20+ years of experience in eCommerce delivery, and Jason Vagnozzi, Braskem's Global Director of Additive Manufacturing responsible for launching new products.

Você quer conhecer 4 ações baratas e que pagam altos dividendos em junho de 2022? Então acompanha esse episódio de Investimentos na Prática!✅ INSCREVA-SE NO EVENTO "AS AÇÕES MAIS BARATAS DA BOLSA": https://clubedovalor.com.br/ambb/pod-18-06-22Viver de dividendos é o sonho de quase todo mundo...Imagina só: você poder relaxar e viver a partir da renda passiva que suas ações geram para você mensalmente!E, além disso, encontrar ações baratas e com alto potencial de valorização pode acelerar ainda mais sua jornada rumo a esse sonho!Por isso, se você quer conhecer algumas das ações mais baratas em 2022 que pagam bons dividendos e que você pode comprar hoje, está no vídeo certo!Hoje vou te mostrar algumas das melhores ações para quem procura as maiores barganhas da Bolsa de Valores e, ao mesmo tempo, quer uma carteira para te pagar dividendos mensais e renda passiva! Além de mostrar essas ações, vou te explicar como mesmo iniciantes podem investir em ações baratas e descontadas como essas, como fazemos aqui no Clube do Valor!Se viver de renda e comprar as ações mais baratas da Bolsa de Valores são duas coisas que te interessam, acompanha o podcast com atenção!Me acompanhe nos demais canais:Instagram: https://www.instagram.com/ramirogomesferreira/YouTube Clube do Valor: https://clubedovalor.com.br/cdv-youtube-inscricao

Editors Peter Zelinski, Stephanie Hendrixson and Julia Hider discuss discoveries and observations about 3D printing materials, processes, applications and scale from RAPID + TCT 2022, held in Detroit, May 16-19.   This episode is brought to you by the Additive Manufacturing Conference at IMTS.   Mentioned in this episode: RAPID+TCT Slideshow and blog post about the 2022 event RAPID 2021 recap GKN Additive Jabil's PK5000, a possible alternative to PA12 Machine builder and material supplier EOS Carbon self-extinguishing resin Another right-sized application for Braskem's polypropylene Stratasys materials collaborations with Kimya, Covestro and Mechnano, to name a few GE Additive and Kennametal collaboration on binder jet for tungsten carbide Materialise CO-AM platform for serial production Inkbit coverage Quantica, developer of an 3D printing jetting head Ceramic piston created by XJet AM-Flow's automated sorting system on display C1 system from AM Solutions for automated support removal from photopolymer prints The Mosaic Array in action AM Forward initiative announced at United Performance Metals

Atenção (disclaimer): Os dados aqui apresentados representam minha opinião pessoal. Não são de forma alguma indicações de compra ou venda de ativos no mercado financeiro. Terceira Via opta por Simone https://oantagonista.uol.com.br/brasil/mdb-ignora-doria-e-ja-comemora-tebet-como-cabeca-de-chapa-da-terceira-via/ Fundo soberano da Arábia Saudita assume 5% da Nintendo https://epocanegocios.globo.com/Empresa/noticia/2022/05/epoca-negocios-fundo-soberano-da-arabia-saudita-assume-5-da-nintendo.html Startup testa veículos autônomos sem motorista https://www.moneytimes.com.br/startup-testa-veiculos-autonomos-sem-motorista-de-seguranca-em-ruas-dos-eua/ Petrobras avalia energia eólica offshore https://br.investing.com/news/stock-market-news/petrobras-avalia-energia-eolica-offshore-como-alternativa-para-longo-prazo-diz-ceo-1001340 Brasileiros tentam processar Braskem na Holanda https://www.istoedinheiro.com.br/brasileiros-tentam-processar-braskem/ Brookfield paga R$ 6 bi por 80% do portfólio da BR Properties https://braziljournal.com/brookfield-paga-r-6-bi-por-80-do-portfolio-da-br-properties TikTok quer mergulhar em mercado de games https://br.investing.com/news/stock-market-news/tiktok-quer-mergulhar-em-mercado-de-games-faz-testes-no-vietna-dizem-fontes-1001787 Nubank lança pagamento com cartão sem maquininha https://epocanegocios.globo.com/Empresa/noticia/2022/05/epoca-negocios-de-olho-em-pequenos-negocios-nubank-lanca-pagamento-com-cartao-sem-maquininha.html Senadores dos EUA propõem investigação sobre fixação de preços de carne bovina https://br.investing.com/news/commodities-news/senadores-dos-eua-propoem-investigacao-sobre-fixacao-de-precos-de-carne-bovina-1001974 Boa Safra (SOJA3) enxerga espaço para ampliar outras culturas no portfólio https://www.infomoney.com.br/mercados/boa-safra-soja3-enxerga-espaco-outras-culturas/ Com energia solar, MRV oferece 15% de desconto na conta de luz https://exame.com/esg/com-energia-solar-mrv-oferece-15-de-desconto-na-conta-de-luz/ Fleury, Bradesco e Beneficência Portuguesa criam empresa para tratar câncer https://economia.uol.com.br/mais/levante/2022/05/19/fleury-bradesco-e-beneficencia-portuguesa-se-unem-para-criar-empresa.htm Engie (EGIE3) e Copel (CPLE6) fecham acordo de olho no leilão da Aneel https://br.investing.com/news/stock-market-news/engie-egie3-e-copel-cple6-fecham-acordo-de-olho-no-leilao-da-aneel-1001619 Operador do Burger King no Brasil aprova mudança de nome para Zamp https://br.investing.com/news/stock-market-news/operador-do-burger-king-no-brasil-aprova-mudanca-de-nome-para-zamp-1001769 The Racist Theory Behind So Many Mass Shootings https://podcasts.apple.com/br/podcast/the-racist-theory-behind-so-many-mass-shootings/id1200361736?i=1000561552776 The Real Story : What is the 'Great Replacement' conspiracy theory? https://podcasts.apple.com/br/podcast/the-real-story/id1020690238?i=1000562787343 Odd Lots : This Is How the Terra Stablecoin Actually Imploded https://podcasts.apple.com/br/podcast/odd-lots/id1056200096?i=1000561475079 The ‘Death Spiral' of a Stablecoin https://podcasts.apple.com/br/podcast/the-death-spiral-of-a-stablecoin/id1469394914?i=1000562342264 How Starlink Scrambled to Keep Ukraine Online https://podcasts.apple.com/br/podcast/wired-business-startups-cryptocurrency-tech-culture/id1143631798?i=1000562199878 Pistoleiros https://podcasts.apple.com/br/podcast/pistoleiros/id1608590766 Mercado do Boi Gordo https://podcasts.apple.com/br/podcast/entrevista-com-fernando-henrique-iglesias-analista/id1063463063?i=1000562587151 Lessons from a former drug dealer https://podcasts.apple.com/br/podcast/the-indicator-from-planet-money/id1320118593?i=1000561677254

Boa noite, seja bem-vindo a mais um Fechamento de Mercado da Levante comigo Flávio Conde e hoje o programa é dedicado ao Eduardo que foi o primeiro a comentar na sexta. Vamos ao Ibovespa que oscilou o dia inteiro em queda, seguindo petróleo, minério e bolsas americanas, e fechou com baixa de -1,79% aos 103.250 pontos com forte volume de R$ 34 bilhões até a última atualização às 17h40 que é um volume muito bom sugerindo muitos investidores aproveitando as quedas para comprar. Minha opinião: eu entendo a queda do mercado em função da alta dos juros do 10-anos nos EUA e dólar mais forte, pois levará a uma desaceleração econômica nos EUA em 2023-24 e, assim, as cias. americanas devem receitar e lucrar menos no período. Além disso, juros mais altos significam taxa de desconto maior no cálculo do valor presente fluxos de caixa futuros das cias. com ações em bolsa. Assim, menor valor justo das ações. Da última semana de abril até hoje, o Nasdaq caiu -10,3% e o Dow Jones -5,1%. Aqui o dólar subiu 1,6% para R$ 5,15 de R$ 5,07 na sexta seguindo o dólar e juros americanos. Com a curva de juros em ascensão, companhias de tecnologia e varejistas foram destaques entre as principais baixas do índice com: Locaweb caiu 14,4%, Petz -10,8%, Magalu -9%, Totvs -8% e Americanas -6%. Petrolíferas que estavam indo bem no mês também caíram bem com 3R -8,7% e PetroRio -8,6%. Já nas altas: JHSF 4%, BRF 2,7%, SABESP 2,6%, Braskem 2,5% e Engie 2,4%. Destaque dos assinantes da Levante foi ITAÚ e assista no vídeo os detalhes dos resultados do 1T22.

BOA NOITE, investidores, e sejam bem-vindo a mais um Fechamento de Mercados comigo, Flávio Conde, e o programa de hoje, é dedicado ao Bruno que foi o primeiro a comentar. O Ibovespa começou o dia no positivo, mas não aguentou muito e negativou seguindo o preço do petróleo e minério de ferro. Porém, recuperou um pouco e fechou a 106.639 pontos, -1,15%, depois de chegar a ficar -2,15% às 14h15. Aí, as grandes ações de tecnologia passaram a subir bem lideradas por Microsoft, Google e Meta Facebook. O dólar que tinha subido forte a R$ 5,11 x R$ 4,97 recuou e fechou a R$ 5,07, alta de 2,5%, com mercado temendo que a venda de ações brasileiras por estrangeiros aumentasse bem como a venda de títulos de renda fixa locais. Destaques de alta: JHSF +5% (expectativa de resultados no 1T22), Pão de Açúcar (interesse de Abílio Diniz de comprar de volta a empresa que vendeu faz alguns anos), Braskem +3% com a proposta de J&F de comprar as partes de Petrobras e Novonor (ex-Odebrecht), Suzano +3% (dólar em alta), CMIN +2% (dólar em alta) Destaques de baixa: AZUL4 -7% e GOLL4 -6%, Banco Pan -6%, PetroRio -5,8% e 3R -5,1%. Destaque dos assinantes da Levante foi Pão de Açúcar e você vê no vídeo. Abs Flávio

A J&F ficará com a Braskem (BRKM5)? Qual poderia ser o valor do negócio? Veja no Flash! A J&F, holding que controla a JBS (JBSS3), teria oferecido uma proposta de aquisição para toda a Braskem (BRKM5). A informação é de Lauro Jardim, do jornal O Globo. O negócio envolveria, portanto, os 36% de participação da Petrobras (PETR3; PETR4) e a fatia de 38% da Novonor, ex-Odebrecht. A operação, segundo o colunista, custaria cerca de R$ 27 bilhões. Pela manhã, as ações da Braskem (BRKM5) lideravam as altas do Ibovespa, com avanço de mais de 5%. Entre outros destaques do dia está a fala do presidente do Banco Central, Roberto Campos Neto, que o dado recente de alta da inflação no Brasil foi surpresa e o Banco Central está aberto a analisar o cenário se houver algo diferente do padrão. Além disso, o Tribunal de Contas da União (TCU) frustrou as expectativas do governo federal e publicou no período da noite de sexta-feira (8) a pauta de julgamento desta semana sem constar a análise da segunda etapa da privatização da Eletrobras (ELET3, ELET6).

Boa noite, seja bem-vindo a mais um Fechamento de Mercado da Levante comigo Flávio Conde e programa de hoje é dedicado ao Bruno que foi o primeiro a comentar. Vamos ao Ibovespa operou até quase 2 da tarde no negativo e, depois, foi para o positivo fechando com alta de +0,54% a 118.862 pontos. Nos EUA, investidores de tech stocks foram às compras no meio da tarde para aproveitar as quedas de três dias seguidos. Apple e Microsoft fecharam em alta. HP subiu mais de 15% depois da notícia de que Warren Buffet informou que comprou 11,4% das ações da cia. No Brasil, o desempenho positivo do Ibovespa foi impulsionado, principalmente, pelas valorização das ações da Petrobras (PETR3;PETR4). As ações da estatal saltaram após o governo escolher presidente e o chairman da companhia. Os nomes indicados trouxeram alívio às cotações da petroleira, após dias de indefinição. O Ibovespa subiu 0,54%, aos 118.862 pontos, após oscilar entre 117.508 e 119.247 pontos. O volume financeiro foi de R$ 27,2 bilhões. Os destaques positivos ficaram com as ações preferenciais tipo A da Braskem (BRKM5), que subiram 6,96%, seguidas pelas ações ordinárias e preferenciais da Petrobras (PETR3;PETR4), com ganho de 5,01% e 5,19%, nesta ordem. Os papéis da Braskem foram afetados positivamente pela expectativa de venda de ações de seus controladores. AZUL +3,6% e Santander +3,5. Eletrobras +3,1%, BBAS3 +1,8%. As ações do IRB (IRBR3) e Hapvida (HAPV3) foram os destaques negativos da sessão, recuando, respectivamente, 3,54% e 3,23%, seguidas pela MRV (MRVE3), que recuaram 2,82%. GOAU4 -2,4%, ALPA4 -2,4%. Destaque dos assinantes da Levante foi Petrobras e assista o que o Conde falou no vídeo

Quem são os novos nomes indicados para os cargos de CEO e conselho de administração da Petrobras (PETR3, PETR4)? Qual é a avaliação de analistas? Saiba no Flash! O governo fez a indicação de José Mauro Ferreira Coelho e Márcio Andrade Weber para assumirem, respectivamente, o comando da Petrobras e seu conselho de administração. As indicações acontecem dias após os primeiros indicados pela União - o presidente do Flamengo, Rodolfo Landim, e o economista Adriano Pires - terem desistido de concorrer aos cargos por conflito de interesses. Os nomes precisam ser aprovados em assembleia da estatal marcada para o próximo dia 13. Confira no programa a avaliação de analistas sobre as indicações. Entre outros destaques do dia está a informação divulgada pelo jornal Valor Econômico que a gestora norte-americana Apollo Capital fez uma oferta não-vinculante para adquirir a participação do conglomerado Novonor na petroquímica Braskem (BRKM3, BRKM5). Com a informação, a ação da Braskem chegou a subir mais de 7% na manhã desta quinta-feira (07). Além disso, o anúncio do fim da tarifa extra para consumidores de energia.

Boa noite, seja bem-vindo a mais um Fechamento de Mercado da Levante comigo Flávio Conde e é dedicado ao Martizalei. Se voc Ibovespa teve um dia bem volátil terminando a 119.999 pontos e recuando -0,22% influenciado negativamente pelas bolsas dos EUA que caíram -1,5% que caíram com investidores preocupados com a insistência da Rússia na guerra da Ucrânia e o the personal consumption expenditures (PCE) price index excluding food and energy, rose 5.4% in the 12 months through March, the fastest gain since April 1983. O dólar recuou em todo mundo e aqui foi para R$ 4,77 de R$ 4,79. No trimestre, o Ibovespa subiu 14,6% na contramão dos EUA onde o Dow Jones caiu 5,2% e o Nasdaq -10%. Ajudaram também a manter o Ibovespa levemente negativo – e não cair muito como no exterior, as seguintes empresas que foram destaques de alta: SBSP3 +5,4%, CIEL3 +4,3%, CMIG4 +3%, MINERVA +2,9%, ELET3 +2,7%, BBSE3 +3,6%, CVCB3 +2,5%, BRF +2,3% ELET6 +2,2%, WEGE3 +2%. Destaque de baixa foram: CASH3 -5,5%, AMER3 5,5%, PETRORIO -5%, YDUQS -4,4%, SUZANO -3,5%, BANCO PAN -3,4%, BRASKEM -2,8% e USIMINAS -2,8% Destaque dos assinantes da Levante foi WEGE, assista no vídeo o que o Flávio Conde disse.

Boa noite, seja bem-vindo a mais um Fechamento de Mercado da Levante comigo Flávio Conde e hoje é 2ª. feira, 21 de março, e esse programa é dedicado à Paula Conde que assisti diariamente e foi o primeiro a escrever ontem. Se vc quiser ter um programa dedicado escreva um comentário abaixo que farei para vc. Ibovespa subiu +0,73% descolando da queda do mercado americano que está assimilando a continuação da guerra, o petróleo +8% a US$ 116 e Powell dizendo que pode subir mais de 0,25% por reunião do Fed. Vale, Bradespar e siderúrgicas subiram na esteira do minério +2,5% e Petro, 3R e PetroRio avançaram com o petróleo +4%, depois +6% e agora +8% Já o dólar caiu -1,4% a R$ 4,94 na contramão do mercado internacional onde a moeda subiu 0,30%. O motivo foi o fluxo de estrangeiros vendendo dólar. Destaques de alta: PETR4 +3,7%, 3R +3,7%, BRAP3 +3,4% e VALE3 +2,8% Destaque de baixa: BIDI11 -8%, Dexco/Duratex -4,4%, Braskem -3,7%, Petz -3,7% e Suzano -3,7% Destaque dos assinantes da Levante foi VALE3.

Por que a Petrobras e a Novonor suspenderam a oferta da Braskem? Saiba agora no Flash, além dos detalhes da prévia operacional de Méliuz. A Petrobras (PETR3, PETR4) e a Novonor adiaram a venda de suas participações que possuem na Braskem (BRKM3, BRKM5), que seria realizada simultaneamente no Brasil e no exterior. Segundo a Petrobras, o motivo é a instabilidade das condições do mercado de capitais, que resultaram, neste momento, em níveis de demanda e preço não apropriados para a conclusão da transação. Com isso, as ações da Braskem (BRKM5) disparavam mais de 9% na manhã desta sexta-feira (28). Outro destaque do dia é a prévia operacional do 4º trimestre da Méliuz. As vendas brutas da companhia dispararam 77% no período. As ações CASH3 avançavam mais de 4% na manhã desta sexta-feira. Além disso, a Apple (AAPL34) reportou os resultados do primeiro trimestre fiscal de 2022 encerrado em 25 de dezembro do ano passado, com receita recorde e lucro acima do esperado.

Mais de 67 mil pessoas foram evacuadas de 5 bairros diferentes de Maceió, pelo risco de desabamento de suas casas