The necessary efforts to dictate the organizations directions were discussed in the session on Governance and Leadership, on the RNP Forum first day. The Brazilian Institute of Corporate Governance (Instituto Brasileiro de Governança Corporativa -IBGC) Lawyer João Laudo de Camargo highlighted the best practices to be adopted by companies aiming at the best decision-making and compliance with the rules.

According to Camargo, corporate governance is based on four basic principles: transparency, fairness, accountability, and corporate responsibility. Accordingly, the Board of Directors is essential to give longevity to the organization, with the duty of monitoring the information coming to the board, in order to align interests and mitigate conflicts. “Corporate governance aims at adding value to the organization. It incurs in costs and energy expenditures, but it brings results. Those are practices that should be considered and implemented by all entrepreneurs”, he said. 

The Federal Court of Accounts of Brazil (Tribunal de Contas da União - TCU) IT Supervision Secretary Daniel Jezini Neto recalled that governance solves a very old of humanity problem: conflict. “Men have always had something to realize, which is not possible to accomplish by themselves. For this reason, it is necessary to delegate this task to an agent with free will”, he explained.

For Jezini Neto, the leadership mechanisms are an incentives system to help the agent behave in the desired way to maximize results. “First, we need to have a leadership, so it can set a strategy. Once the goal is set, it is necessary to manage risks through control mechanisms”, listed the TCU representative.

Another guest of the Governance and Leadership session was Davison Ferreira, from EBSERH, the company responsible for managing the federal university hospitals. Founded in December 2012 as a public company governed by private law under the Ministry of Education, today it has 23 branches and approximately 10,000 employees until the end of 2014. “We're still figuring out how to have a management vision and at the same time respect this diversity”, he said. 

Davison Ferreira shared some models adopted by EBSERH to improve its governance, such as weekly board meetings, a Board of Directors consisting of shareholder entities that actively participate in important decisions and an internal audit linked to the board. In addition to that, the company established reference models and good practices in management to be followed by federal university hospitals. One of them was the Syrian-Lebanese Hospital in São Paulo. “We also created an application for the university hospitals management, a system to promote a management model in service provision at health centers, and also a monitoring of indicators”, he added.