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October, 16th, 2015: Eudes de Freitas Aquino speaks to medical cooperatives in Italy.

Eudes de Freitas Aquino speaks to medical cooperatives in Italy

The Role of Cooperatives and Innovative Models of Health Services was the theme of the speech that the president of Unimed of Brazil, Eudes de Freitas Aquino, held during the International Conference on Health Cooperative in Milan, Italy, on Tuesday , October 13.

The leader highlighted the importance of the Brazilian cooperatives and discussed details of the Unimed System, basically about national exchange, the program qualifies Unimed, the cooperative governance model and some cases that demonstrate sustainability actions of Unimed cooperatives in Brazil. It was also discussed the overview of the global cooperative movement in the health sector.

On Monday, October 12, Eudes participated of the meeting of the International Health Cooperatives Organization (IHCO) of which he is the vice president. At the time, it was discussed the institution's work plan for 2016 and the contents of an orientation guide on cooperative principles, among others.


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Eudes Aquino
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Biografia de Eudes Aquino
 
  Eudes de Freitas Aquino - Nefrologists  
 

Born June 19, 1948 in the city of Pau dos Ferros, in Rio Grande do Norte, Eudes de Freitas Aquino taught Chemistry while he studied Medicine at the Federal University of Rio Grande do Norte. He applied this “chemistry” in the human relationships he built during his life time.

Soon after his graduation, 1975, he and his wife, Marta Maria Queiroz Aquino, moved to the countryside of São Paulo, in the city of Ribeirão Preto, where he obtained his masters and doctorate in Medical Clinic, with specialization in Nephrology at the University of São Paulo (USP).  

Alongside his doctorate degree, he was a visiting professor of the University of Campinas (Unicamp) and received the invitation to start a Nephrology service in Piracicaba, becoming the city’s first nephrologists.

As soon as he arrived in Piracicaba in 1982, he was called to cooperate with the local Unimed, beginning his cooperative trajectory. Shortly thereafter he became the vice president of Singular for two terms, which was time enough for him to reform the bylaws in the cooperative.

From then on Eudes became more involved in the cooperative management, being one of the founders of the Intra-Federative Federation of Unimed Centro Paulista in Limeira during a period when the Confederation was restructuring the cooperative model of Unimed in the São Paulo State, with the creation of the Intra-Federative Federations. Eudes was president of this federation for two terms.

He was later invited to be part of the then Unimed Confederation of the State of São Paulo (Confesp), where he served as director of educational and assistance programs because he showed great capacity in dealing with issues involving all the cooperative principles.

In 2005, he became the president of the Unimeds Federation of the State of São Paulo (Fesp) with a more modern vision of cooperativism, transforming the institution into a second class cooperative that fostered this business model, developing his potentials in the state and also becoming a political agent. During the four years he was president of Fesp, the number of clients of the cooperative increased from 100 thousand to 300 thousand.

He sought technical knowledge in administration by taking the post-graduate course in Advanced Business Management in Health and MBA in Health Service Management, both by Fundação Armando Álvares Penteado (Faap) in São Paulo.

After the political efforts of the national cooperatives of Unimed in 2009, Eudes became the president of Unimed do Brasil, Confederation that for exactly 40 years is institutionally responsible for the Unimed System – the biggest medical cooperative in the world, leader in the health plan market in Brazil, with 110 thousand cooperative doctors and 20 million clients.

The Confederation represents medical cooperatives before regulatory bodies and the government, besides ensuring the Unimed brand, helping maintain the economic-financial sustainability of the System and providing guidance and consultancy to Unimeds, ranging from management to issues related to finance, sustainability, information technology, communication, marketing, attention to health, legal issues, health regulation, among other important issues that make up the organizations.

Presently, Unimed do Brasil is elaborating strategic instruments for a more professional management of the Unimed System, with the disclosure of Demographic and Strategic Profiles and HR indicators and the release of the Cooperative Governance Manual of the Unimed System with the purpose of adapting the governance rules to cooperativism, without the commercial bias, such that all the cooperatives have the same management model.

One of its differentials, the Exchange, gained more dynamism under the watchful eyes of Eudes. Based on the principle of inter-cooperation, the Exchange helps the client to receive service all over the country, even though client of a single cooperative, through the contractual conditions.

Paying attention to the quality of services provided by the cooperatives of the System, Eudes institutionalized the Own Resource sector in order to increase the accreditation rate of own hospitals and develop the hospital cost management.

Under the management of Eudes, Unimed do Brasil still founded the Unimed Institute, implemented the Competency-Based Human Resource Management and created the Economic-Financial Follow-up department.

Lastly, Eudes is leading a change in the Brazilian assistance model in order for the full attention to health to be widely exercised by the cooperatives of the Unimed System.

To Eudes, the inter-cooperation present in the Unimed System through the widely used mechanism is one of the major tools to strengthen the cooperativism. In an example of Unimed itself, the ideal would be for all the Unimeds to purchase supplies from cooperatives and for cooperatives to have the Unimed health plans.

Furthermore, the principle that proclaims education, training and information is being widely put into practice through the Unimed Foundation, the purpose of which is to  promote group training, qualification and education in various areas of interest of the medical practice, and the Unimed Qualica Program, which aims to meet the certification and accreditation needs in the health sector.

Cooperative representation

When he became the president of Unimed do Brazil, Eudes became the vice-president of the International Health Cooperative Organization (IHCO), health cooperative body connected to the International Cooperative Alliance (ICA).

In 2015, he was elected first vice-president of the Cooperative of the Americas after being part of the entity as member of the Administrative Council since 2010.
In 2013 he became member of the Administrative Council of ICA. In both institutions, he always seeks to exchange experiences with representatives from all cooperative fields in order to implement good examples in his reality at Unimed.

In Brazil, his is member of the Administrative Council of Sescoop/SP, of Seguros Unimed, Unimed Odonto and the Technical Administrative and Operating Council of the Unimed National Central, besides being a consultant of the Cooperative Commission of the Brazilian Bar Association in the São Paulo State since 2013.

He was state representative of the Health Sector at the Organization of Cooperatives of São Paulo State (Ocesp) and national representative of this same sector in the Brazilian Cooperative Organization (OCB).

In 2015 Eudes was elected one of the 100 most influential people in Brazil by the Forbes magazine, he appeared on the 100 Most Influential People in Healthcare 2015 list of the Healthcare Management magazine, and was named São Paulo state citizen for his contribution to medicine and cooperativism.

During the same year, Eudes became member of the Administrative Council of the Instituto Coalizão Saúde (Icos), an entity that aims to bring together and articulate the major members of the Brazilian private health production chain, with the purpose of promoting the discussion and search for innovative solutions for the sector, contributing to the strengthening and sustainability of the Brazilian health system.

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Practically the entire planet suffers with the issue of inequalities, both social and economic. In addition to this, specifically localized situations such as poverty, illiteracy, malnutrition, inadequate water supply and basic sanitation, lack of healthcare and corruption.

No doubt the growth of cooperativism may provide all the benefits that this business model proclaims:  economic development and social welfare to the members and nearby communities, always seeking to include them educationally in their actions.

Through its principles, the cooperativism also values transparency and democracy in its initiatives, able to operate very positively and more comprehensively in countries with ethical problems.

However, cooperativism itself only needs to combine the forces of its sectors and expertise of its regional offices to become consolidated worldwide, through the International Cooperative Alliance, to attract new members, engage the members, enable the existence of new cooperatives and support the already existing ones.

1. Organizational Structure of the International Cooperative Alliance (ICA)

  1. Promote dynamism to the actions of ICA in the member cooperatives with focus on practical measures of development and effective results
  2. Define more clearly in the official ICA documents and in the practical activities the objectives, functions and operation of the Alliance and its regional offices, as well as assess the possibility of acceptance of companies that exercise solidarity economy
  3. Be closer to the projects developed by the regional offices, accompanying them more assertively and providing technical consultancy to the works
  4. Reduce the bureaucracy of the ICA through member cooperatives in order to optimize the projects
  5. Reformulate the communication channels of ICA to facilitate the dialogue between the member cooperatives and foster the recognition of cooperativism as a sustainable business model

2. Participation

  1. Definition of orientations and guides of good cooperative governance practices, respecting individualism, regionalism, culture and sector of the economy to which it belongs
  2. Public disclosure of data on cooperativism, with expansion of the global and regional publications
  3. Influence and transformation of legal frameworks in order to enable the participation of members through digital means, at a distance
  4. Creation of local multidisciplinary groups to debate on the main issues that prevent the development of cooperativism. These issues should lead to the formation of public-private partnerships and, at the same time, the collaboration of cooperatives with big government undertakings
  5. Through guiding materials and approximation with governments, support the creation of cooperatives that offer services that contribute to the development of the continents, such as in the health, tourism or electric supply sector
  6. Ensure the participation of cooperatives located in rural areas to ensure decision-making in issues discussed in the global scope, especially those more significant to each continent, with emphasis on the participation of women and the youth
  7. Recognize the good practices of the cooperatives that foster the participation of its members through a transparent governance

3. Sustainability 

  1. Strengthening and recognition of cooperatives as a sustainable business model at the main global organizations such as the United Nations and its agencies (International Labor Organization, Food and Agriculture Organization of the United Nations)
  2. Establishment of partnerships in the United Nations (UN) to for appropriate and specific disclosure of actions to achieve the Sustainable Development Objectives (SDO) by the cooperatives
  3. Creation of success and innovation practice database in the scope of the Sustainable Development Objectives (SDO) that can be replicated globally, according to the demand of the local agendas
  4. Creation of model programs that can be implemented by the cooperatives worldwide, with focus on prevention and promotion of health, use and exploitation of foods, promotion of integrity and ethics, promotion of respect for differences and inclusion, and low carbon management
  5. Definition and follow-up of the sustainability indicators of cooperatives globally, consolidating its performance/ contribution in the economic, social and environmental aspects
  6. Dissemination of technological exchange between the developed and developing countries through the exchange of experiences in workshops and trainings
  7. Economic sustainability
      1. Foster cooperative entrepreneurship 
      2. Encourage the development of cooperatives
  8. Social sustainability: develop projects that have the following topics:
      1. Eradication of hunger (SDO 2)
      2. Achievement of food security (SDO 2)
      3. Promotion of decent jobs (SDO 8)
      4. Access to quality and inclusive education (SDO 4)
      5. Gender equality (SDO 5)
      6. Access to water and basic sanitation (SDO 6)
  9. Environmental sustainability
      1. Establish an agenda with goals for the cooperatives in relation to Climatic Changes
      2. Provide cooperatives with guidance for low carbon management

4. Identity

  1. Work in the promotion of the global public recognition of cooperativism as a force in the economic and social development of a region and improvement in the Human Development Index (HDI)
  2. Disseminate and invest in the strengthening of the COOP brand worldwide
    1. At international organization level
    2. At governmental level
    3. At population level
    4. At Academic and University level
    5. At social network and press level
  3. Periodically update the websites and social networks of the regional offices with information that can support the cooperative identity and promote local events that provide the benefits of cooperativism, for the promotion of this business model
  4. Provide strategic consultancy to those wishing to create new cooperatives
  5. Through clear narratives in printed and video form, disseminate relevant stories of cooperativism, creating stronger memories of the cooperative brand and of this business model in the people and advocate at the regional governments the inclusion of cooperativism in the conventional school curriculum

5. Legal Milestones

  1. Drafting of a Great Charter of the Cooperativism that reinforces the development and sustainability interests of the cooperative company. This document should also serve as legal basis for the legal reform in the different countries in the world, influencing governments to establish specific organizations for the defense of cooperativism, as well as for the inclusion of cooperatives in business opportunities, especially in areas where the operation of this movement is still new
  2. Conduct a research to identify the regional regulatory specificities for cooperatives and, based on the results, intensify the action at the local governments for recognition and implementation of incentives for cooperative development
  3. Knowledge, follow-up and disclosure of the legal and regulatory milestones that affect the cooperative economic sectors
  4. Influence the necessary legal changes in the local and global governments by building good relationship and incidence for the knowledge, development and sustainability of the cooperative business, favoring the installation of new cooperatives and the growth of already established cooperatives
  5. Create a group of legal experts from all the member countries to share positive experiences at regional level

6. Capital

    1. Conduct a global diagnosis of the cooperative economy for any effective capital-related action
    1. Seek recognized international foundations and organizations to aid in the creation of a fundraising sector to fund the member cooperatives, as well as government development funds to fund cooperative businesses, having ICA as the management vector of this collection and these investments
      1. Projects with institutions and development funds that provide eradication of hunger and poverty
      2. Foster the formation of cooperative start-ups, with the funding from angel investors
    1. Promote technical advise and consultancy regarding cooperative laws and regulations in banking and insurance processes
    2. Regionally generate the approximation with cooperative credit organizations, in order to negotiate the best financing conditions for the growth of the already existing cooperatives and provide opportunities for the creation of new cooperatives

7. Intercooperation

  1. Technical Aid and Assistance 
    1. Promote and generate the exchange of experiences between cooperatives around the world, with technical exchanges during periods established in different areas of interest
    2. Seek the best management practices based on cooperative governance and operating practices for members
    3. Follow-up and aid the cooperatives respecting their specificities, regional and sectoral realities in the economy
  2. Create training programs through the sharing of experiences between cooperatives in the same field of operation
  3. Promote the financial intercooperation through credit instruments between cooperatives at local and global levels, and create a cooperative financial role, which can be called “COOP Bond”
  4. Create a digital platform (in the form of website and application) to contain all the products and services available only by cooperatives around the world in order for these to reach the final consumer and the corporate client in a faster and more agile way, rapidly meeting their needs digitally. Through the platform, a traveler arriving in London can hire the transfer of a transport cooperative to go to his hotel, as well as a network of supermarkets from Japan can find agricultural cooperatives to provide their products digitally, with easy access and competitive prices.
  5. Award regional intercooperation programs in order to encourage these practices

8. Gender equality and inclusion of children and the youth

    1. Promote the organizational culture of the importance of women participating in governing councils and organizations of the cooperatives
    2. Encourage projects at international organizations (such as the United Nations and International Labor Organization) to strengthen and promote equality between the genders globally
    3. Create regional movements that aid gender policies in cooperatives and succession plans for the training of cooperative youths
    4. Promote a cultural exchange program among the young cooperative members

9. Education

    1. Foster the establishment of Cooperative Universities and Faculties around the world and the creation of cooperativism study centers in existing teaching institutions
    2. Influence governments for the mandatory cooperative education and solidarity economy in the primary and secondary education curriculums  
    3. Development of didactic material and its dissemination through digital medium and internet.  Adapt to the reality of the new generations, with teaching that values technological mechanisms, such as the use of applications and games (preferably created by cooperatives).

10. Influence

  1. Expand the relationship with international organizations, such as the United Nations and its agencies
  2. Through a work group that exclusively studies negotiation approaches, defend the cooperative business model at regional governments in order to obtain better operating conditions for the cooperatives
  3. Influence governments around the world to see the sustainable model of economy and the economic and social development in cooperativism, as well as extend the reach of the cooperatives beyond the national borders
  4. Foster the sharing of regional strategic influence experiences and show the results of these actions, disseminating them globally

11. Employment

  1. Disclosure and influence in governments and international organizations regarding the importance of cooperativism in the generation and maintenance of employment
  2. Disseminate the Recommendation 193 of ILO regarding the promotion of cooperativism, always seeking to attract new members to the movement
  3. Promote cooperativism in platforms such as LinkedIn and labor organizations in the countries, in order for people to become interested in working in cooperatives not only as members but as professionals required by various fields and that wish to dedicate their labor force to organizations that value sustainability, community and intercooperation
 
   
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"Brazil is the biggest country of Latin America, is an example of cooperative lush, bright, with prepared leaders too. So we need to maintain this leadership. We have an extraordinary candidate, it is Dr. Eudes Aquino. A person who has shown on many years of work in the Unimed System all his cooperative spirit, his competence in the area of ??management, people management and especially the spirit of keeping on collaborating with all international and Brazilian cooperatives. It is a proud for Brazil to have a candidate like Dr. Eudes to the position of director of ICA."
Roberto Rodrigues is special ambassador of Cooperatives of the United Nations for Food and Agriculture Organization (FAO) and former Brazil’s Minister of Agriculture

ôDr. Eudes de Freitas Aquino is director of the Organization of Cooperatives of the State of SŃo Paulo (Ocesp), largest organization of cooperatives of the State of SŃo Paulo in Brazil. We represent thousand cooperatives, bringing together 4 million cooperative members in ten different branches of activity. His culture and experience have been a safety plus for the decisions we make to the board of Ocesp. We support and we do want to indicate his name for the position as member of the Board of the International Cooperative Alliance."
Edivaldo Grand Del Grande is president of the Organization of Cooperatives of the State of São Paulo (Ocesp) and the National System Cooperative Learning in the State of São Paulo (Sescoop / SP).

ôIt was with great pleasure that I received the news of the Eudes┤s nomination for the Board of Directors of ICA. There is no doubt that both Espriu Foundation as well as the organizations that maintain regular contact internationally, strongly support his candidacy for the Board of ICA and so, as always, we can work together for the benefit of the best and largest international development of the cooperative movement."
José Carlos Guisado is president of the International Health Cooperative Organization (IHCO), ICA Board member as representative of ICA sectorial organizations and president of the Espriu Foundation.

ôHe is a reliable and correct person. I admire and respect him for his work and his intellectual capacity. Eudes has all the qualities to assume leadership positions like this in ICA. OCB System support his candidacy as the representative of Brazil and the Americas in the Board of that maximum cooperative world."
Márcio Lopes de Freitas is president of the OCB System, composed by Brazilian Organization Cooperatives (OCB), the National System of Cooperative Learning (Sescoop) and the National Confederation of Cooperatives (CNCOOP).

ôAfter concluding my third term as a board member of the International Cooperative Alliance, I was quite pleased to know that I will be replaced by Dr. Eudes Aquino. I know Dr. Eudes for his work ahead of Unimed System and also as a member of the board of the Regional ICA Americas. The work of Dr. Eudes has been really beneficial and for the development of cooperatives in Brazil and Latin America. I hope now, being elected as a member of the board of directors of ACI World, he could also work in favor of cooperatives development worldwide."
Américo Utumi is member of board at ICA and the Organization of Cooperatives of São Paulo State Cooperatives in Health (Ocesp).

 
   
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IHCO
The International Health Co-operative Organization

Fundación Espriu

OCB
Organization of Brazilian Cooperatives

CNCOOP
National Confederation of Cooperatives

SESCOOP
National System of Cooperative Learning

OCESP
Organization of Cooperatives of São Paulo State

 

 

 

Health Segment Cooperatives

 
   
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