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SOC Attestation
Independent opinion attesting to the commitment of service providers to sound internal controls
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Audit and review of financial statements
Credibility of your company's accounting activities in accordance with the legislation in force
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Assurance of Non-Financial Reports
It aims to meet the needs of the business, being able to contemplate different bases and sectorial and global development guidelines
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Assurance of Integrated Reporting and Sustainability Reports
Differential for rendering accounts and demonstrating the engagement of organizations in relation to sustainable practices and their generation of value
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Assistance in accounting definitions
Quality, comparability and transparency of financial information in your company
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Accounting, Labor and Tax Compliance
Permanent diagnostics and advice to raise the level of controls and mitigate risks
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Pre-Audit Diagnosis
Diagnostics capable of offering support according to the purpose and needs of the business
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Assessment reports for consolidations, spin-offs, and mergers
Technical evaluation of net assets at book value or of net assets adjusted to market prices
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Capital Markets
Complete analysis and preparation for strategic fundraising operations
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Business Consulting
Approaches compatible with technologies that support corporate decision-making and stimulate innovation
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Strategy & Transactions
Performance of operations and capital structure to enable more efficient corporate transactions
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FIDS – Forensic, Investigation & Dispute Services
Identification, protection and prevention of risks to preserve business integrity and security
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Risk and Compliance - BRS
Risk management, process improvement to achieve strategic objectives
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Judicial Administration in Business Recovery
Global teams and structures to work with the deep knowledge, legality and ethics that the issue requires
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Business Restructuring and Recovery
Assertive plans and agile actions to recover your company's strategy and performance
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Global Mobility Services
International mobility programs in compliance with local tax legislation and optimized costs
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Home page
Financial Statements
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Transfer Pricing
Review or elaboration of calculations that allow the most assertive compliance in operations abroad
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Labor & Social Security
Identification of existing risks and opportunities according to the current moment and future perspectives
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Direct tax
Agile strategies for complying with laws and enabling regional and sectoral tax incentives
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Indirect tax
Specialized support capable of increasing legal certainty involving different laws and jurisprudence
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International Tax
Analysis and planning of scenarios in different jurisdictions, with integration into the Brazilian scenario
Orientation is more effective when it fosters relationships
When someone joins your board, they likely receive basic information like board dates, committee minutes, insurance details, bylaws and recent public filings. But your organization also needs the onboarding process to help new members build relationships with existing board members, and confidently advocate for your mission. To achieve these results, onboarding should encompass best practices for optimizing board engagement.
Start with activities like a tour of your organization that encourages new board members to interact with staff and other board members. The orientation should provide a solid foundation of knowledge for the new board member, while also creating some excitement.
Generate excitement with activities
Board members usually enjoy activities like a day at the facility or a walk around the office. The Philadelphia Zoo took this idea a step further. When Vik Dewan became president and executive director of the zoo, he noted that the organization’s space defined its mission. To help new members experience that space, and share what visitors see and feel, they needed to get out of the boardroom. So, the zoo required all board members to be present on the premises and interact with staff and guests on a weekend day twice a year.
In preparation for these weekend visits, Dewan challenged each board member to shadow a staff member and observe how they performed their role and contributed to the visitor experience. For example, a finance chair may be paired with a veterinarian or a food service manager at one of the many zoo concessions. Through this shadowing opportunity, board members had a personal and real experience of the actual operations of the zoo.
Board members are giving their time and talent to volunteer, and should enjoy the experience. How can you get them excited? Dewan avoided giving them committee assignments that automatically corresponded with their day job. Instead, he focused on their passion for the mission.
When issues arise, convene task forces that bring together board members who have relevant skill sets, but that allow the day-to-day committees to bring unique perspectives from those day jobs to committee assignments. Begin committee meetings with a free flow of information — sharing perspectives and ideas.
At the zoo, the board calendar was published, including committee meetings. Meetings were open to all board members, even those not on the convening committee. Members were encouraged to attend any committee meeting they chose. If the finance committee reviewed the budget, including funding for a new facility, any board member could attend the discussion. They heard firsthand what was included and learned how that exhibit might inform future finance committee discussions and enhance the mission and visitor experience.
Relationships that support trust
People also join boards because they want to form relationships, which can contribute to the trust needed for difficult discussions later. One way to support that goal is to pair a new board member with a mentor, based on shared interests and personality matching. In addition, social events or time for socializing before or after meetings can foster stronger connections among board members and staff, and generate excitement about an organizational accomplishment.
Finally, your board orientation should not be a one-time activity. Orientation activities should be ongoing to familiarize members with the workings of the board, its various committee responsibilities and its broader organizational strategic goals. While you can choose from many options to orient new board members, try to incorporate activities and events that will promote interaction and excitement outside of the boardroom.