Cida Hess Email and Phone Number

O Comitê Econômico e Auditoria (CEA) foi criado em 15/03/24 e apresentado na reunião do Conselho Curador em 27/03/24. Ele é composto pelos membros: Marcelo Pruaño (Presidente do Conselho Curador), Ronald Dauscha (Presidente Executivo), Alberto Alvares (Gerente Financeiro), Cida Hess (Conselheira Fiscal) e Akira Sato (Conselheiro Fiscal). Cida Hess foi nomeada coordenadora do CEA. As reuniões do CEA, com todos os membros, ocorrem semanalmente. O CEA foi criado para acompanhar, monitorar e dar celeridade aos projetos e ações do Plano de Recuperação da FNQ.

A Fundação Nacional da Qualidade (FNQ) - OSCIP criada em outubro de 1991, principal objetivo: desenvolvimento e evolução da gestão das organizações, promove a capacitação por meio de cursos, eventos, workshops, publicações e produtos específicos. Proprietária do Modelo de Excelência da Gestão (MEG) - implementa as melhores práticas de gestão.

A Board Academy tem o propósito de democratizar a Governança proativa em prol de um Brasil melhor, por meio de educação de conselheiros em seus programas: PFCC, Lean Governance, CES, Board Master, Board 360, AI On Board, ESG! Eu faço parte desse movimento por um Brasil melhor!

O prêmio 30% Club Brasil 2023 é uma iniciativa do 30% local, com objetivo reconhecer o empenho das Companhias do IBrX100 que têm 30% ou mais de Conselheiras titulares nos seus Conselhos de Administração. O prêmio é destinado às Companhias e aos respectivos Presidentes do Conselho.https://www.revistari.com.br/278/2161

Atuo como professora da Oficina de Finanças na Edtech Legado e Família, criada em 2019 como um portal dedicado ao compartilhamento de experiências e se tornou uma força motriz no auxílio de empresas familiares, disseminando os princípios de governança, tecnologia, inovação e educação, além das teorias, alcançando aprendizados e experiências práticas diretamente da vida cotidiana daqueles que vivenciam os desafios que ensinam.

One of the Brazilian’s major educational group. Achievements:Finance and Tax Transformation.Implementation of the Controlling area at UNIP Education Group, based on best practices, market references and regulatory requirements (MEC and IFRS), to provide economic-financial analysis for strategic decision-making.Implementing of Group Finance and TaxTransformation, with TOTVS Protheus (ERP – modules support back- and front-office functions – finance and accounting, procurement, warehouse management, procurement and workforce management.Implementing Digital Transformation Journey Project.

Partner Director of Management Consulting practice at KPMG in Brazil, with focus on Financial Management - Transforming Finance - challenges and breakthrough solutions for CFOs cross- industry.Review of the activity-based costing (ABC) management model in compliance with the request by the Securities Commission (Comissão de Valores Mobiliários - CVM) for one of the largest mergers in the financial market.Repositioning the French multinational’s medical area following important global acquisitions, with a view to obtaining local strategic and operating synergies in order to improve compliance with regulatory requirements and integrated business management.Process review in the financial area, providing support to produce a zero-base budget of one of the area’s leading companies in services and benchmarking.Technical and commercial approach to Financial Management (FM) in leading companies in the Energy industry, in support of KPMG’s market development area.Lecturer on relevant financial topics for KPMG and AMCHAM.Developing the FM technical team’s training and competency, with a view to innovating in topics such as integration, teamwork and contents, organizing HR, strategic partners and clients for lectures.Member of the Brazilian Institute of Finance Executives for São Paulo (Instituto Brasileiro de Executivos de Finanças de São Paulo - IBEF-SP), Brazilian Association of Infrastructure and Base Industries (Associação Brasileira da Infraestrutura e Indústrias de Base - ABDIB), Communications Committee of the Brazilian Institute for Corporate Governance (Comissão de Comunicação do Instituto Brasileiro de Governança Corporativa - IBGC) and KPMG Network of Women – KNOW.

Leadership and project management related to business transformation and the financial area, with an expressive improvement in family business performance and processes as well as in domestic and multinational companies, including: Strategic cost management implementation in a state-owned company (ABC), structuring of processes and putting in place the My ABCM system, integrating bookkeeping and managerial information for decision making and investment management; Restructuring the financial and investor relations areas, to put in place an integrated (ERP) system in one of the leading water companies in Brazil; Assessing the economic and financial condition of an energy group’s concessions in order to meet National Electricity Agency (Agência Nacional de Energia Elétrica - ANEEL) requirements, with the preparation of cash flows covering from 25 to 30 years; Structuring financial areas in major energy and retail companies in post-deal transactions for business integration (100-day plan), confirmation and capture of synergies as provided in Business Plans, cost management and implementation of corporate governance; Preparing and obtaining approval for family retail business five-year budgets and that of one of the major energy companies in Brazil, and integration by the Board of Directors, Executive Board with such companies’ overall management; Interim role as CFO in family retail businesses as well as in Italian and Australian multinationals, managing teams, meeting external audit requirements (Big 4), producing information for decision-making locally and by the respective head offices, in addition to managing and controlling economic and financial transactions in Brazil.Relationship with players – Oracle, SAP, SAS, AB Costing and others jointly with PwC partners.Global Team Member for Corporate Performance Management, Finance Transformation and PwC Steering Committee (PwC Experience Ambassador). Member of IBEF, ABDIB and the IBGC Communications Committee.

A French multinational, world leader in the habitat market.Achievements:Coordinating and preparing the annual budget, five-year plan and budget reviews in line with strategic planning and respective updates, pursuant to Head Office guidelines.Managing the monthly bookkeeping closure and performance and variation analyses, with action plan definitions to correct deviations and comply with planned results.Managing the Supplies and Contract areas for the three Manufacturing Plants: São Vicente, São Caetano and Guarulhos.Follow-up and analysis of industrial plant and head-office performance in connection with established goals and targets.Coordinating review of processes in the industrial plant and head office administrative and financial area, in compliance with the Sarbanes-Oxley Act and the Securité Financière Law, which involves implementing, documenting and restructuring the necessary internal controls to meet requirements.Preparing feasibility studies, economic and financial analyses and defining strategic partners for launching new products and exploring raw materials.Restructuring the Administration and Supplies areas by putting in place new controls and procedures in accordance with ISO 14000 and 18000 Standards.Implementing monthly decision-making management analysis reports.

Worked at Fiat Group for more than 12 years, in different areas and functions. Al details are at the other Companies: Ibiritermo (sold to Edison Group) and Fiat Finanças . At Fiat Auto Brazil started as Commercial Controller in June 2004.Achievements:Preparing annual budgets and regular reviews, follow-up and analysis of performance by the Commercial and Corporate Communications areas in accordance with guidelines from the Italian head office.Structuring the executive and commercial team’s compensation system, replacing the target focused on volumes by profitability and volume (leadership with profitability).Restructuring the commercial control department, replacing functions and employees by expertise necessary to improve performance of company activities and requirements.Preparing business cases for system implementation: B2B, Control of Warranties and Fiatpress – Corporate Communications and e-Analysis.Coordinating studies to decrease direct sales differentiated categories, with reduced discounts granted and immediate gains, and a significant increase in this channel’s average contribution margin. Conclusion of the commercial area’s diagnosis for implementing the internal controls needed to meet Sarbanes-Oxley Act requirements.Implementing management follow-up reports on domestic and international sales performance and investment in publicity and advertising, for the Financial and Commercial Management.

Joint venture by Edison SpA (formerly Fiat) and Petrobras. Achievements:Organization and people management, in charge of implementation and company management.Project coordination involving capex feasibility analysis.Structuring and retaining Project Finance jointly with senior operating management and the CEO, with an active role in negotiations with BNDES, Ex-Im Bank, BNP Paribas (Seguro Sace) and partners Edison S.p.A. Formerly Fiat) and Petrobras, with funding of US$ 156 million. Managing activities related to external audits.Strict compliance with terms established by creditors for releasing project funding.Negotiating with the foreign trade department - Decex to expedite import transactions, as well as with the engineering company to extend delivery terms with supply subcontractors (turn-key agreement).Award of Latin Power Deal of the year in 2003 - Project Finance by Euromoney.

Fiat Group Corporate Treasury in South America. Achievements:Analysis, follow-up and consolidation of economic and financial information of Fiat Group in Brazil companies for remittance to the Italian head office Fiat Geva S.p.A., thus ensuring compliance.Preparing budget and respective reviews (quarterly forecasts) based on assumptions defined by local and Italian senior management.Defining billing policies for companies Fiat do Brasil S.A. and Fiat Finanças Brasil Ltda. Implementing the Microsiga system – BRGAAP and FIATGAAP, with automated preparation of management’s trial balance.Centralizing corporate activities from São Paulo to Betim and from Betim to Nova Lima, installing a computerized operations desk and integrated system (Back and Front Offices - XRT CERG).

Development bank for manufacturing and trade, with subsidized funds provided by BNDES and BDMG.Achievements:Restructuring the internal audit area, implementing standards, policies and procedures.Defining professional profiles and their respective roles and responsibilities.Implementing standard reports with the aid of computerized and standard procedures.People management and specific technical proficiency training.

Admitted as trainee in 1989 in Belo Horizonte and promoted after an year as an Auditor for almost 4 years working with large and medium, multinational and national, industrial and financial companies: Fiat Group, Credireal, Usiminas, Santanense, Samarco, among others.