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How many CDDs are run each year? What initially started as internal research became too interesting not to share publicly. Here's our first attempt at mapping the world of Commercial Due Diligence, by counting the number of CDDs run by leading strategy consulting firms. Check it out below! https://lnkd.in/ezzndVPE

McKinsey & Company and Kearney both celebrate 100 this year, with Arthur D. Little even turning 140 years. How come these firms are so long-lived? What started just as "a cool timeline" took me down an interesting rabbit hole of spinouts, crashes, and reboots of some of the biggest names in strategy consulting. Check it out below! https://lnkd.in/efHVWEbE

These folks are killing it Contentsquare and Félix Le Goffe and Arnaud Gouachon are leading the charge with Wordsmith AI Supremely French vibes to this one, I absolutely love it. https://lnkd.in/eZdSFY8G

They might be sending emails to a generic mailbox, bouncing around different contacts, or waiting longer than they should for a relatively straightforward answer. I think where we potentially stand apart is our responsiveness and the personal relationships we have with our clients. When someone makes that first enquiry with Acclaim, you're dealing directly with either myself or our managing director from the outset and throughout the onboarding process. Then, once you're onboarded, you'll have a dedicated administrator or client services manager who actually gets to know you and your business. I've been with Acclaim for close to nine years, and we've got other members of the team who've been here for ten or more, so you're not constantly having new people picking up your file and having to learn your business all over again. That consistency is important and I think it’s something clients really value. When you've worked with someone for five or ten years, you know their business, you know their personal requirements, and you've built a relationship with them. And ultimately, I think that's what good client service should look like.

One of the things I think makes a difference at Acclaim is that we're independently owned. That has quite a big impact on how we operate. Our independence gives us the freedom to take a longer-term view of the business and focus on building relationships and providing valuable service to our clients, without having to worry about meeting targets set by external equity investors. Obviously, we're still a business. We want to grow, bring in new clients and develop the services we offer. But we also want to make sure we're looking after the clients we already have, rather than focusing purely on new business. For us, the two are equally important, and being independently owned allows us to focus on both.

Winning F1 teams are excellent at spotting talent early, and accelerating development under pressure. Most companies say they compete on talent, but fewer know whether they are accurately sensing raw potential or simply familiarity. Read more below.

Your new AI planning tool might just be getting you to the wrong answer faster... I see a lot of Aerospace & Defence leaders chasing the same thing at the moment: AI planning tools, real-time dashboards, and faster scenario modelling. Everyone gets the appeal, we all want to move quicker.What people often miss, is that the automation rarely fixes whats actually slowing them down. Feed a fast planning tool the same three-week-old supplier update and last quarters assumptions, and it doesnt fix anything, it just gets you to the wrong decision quicker than a person would have. Tech isnt what speeds you up. Trustworthy data underneath it is. Sort that first and the tech actually starts paying for itself. How much of your moving faster plan is a data problem you havent dealt with yet?

"Gaan we weer wat leuks doen?" Laatst liep ik met de schoolleider door School aan de Singel, een middelbare montessorischool die ik twee jaar geleden mede heb opgebouwd. Afzonderlijk van elkaar zagen twee docenten, waar ik toen mee samenwerkte, mij lopen. En allebei vroegen ze de schoolleider: Hè, gaan we weer wat leuks doen? Zo'n associatie oproepen voelt als een groot compliment. Vooral omdat onderwijsontwikkeling een taai proces kan zijn. Natuurlijk zijn de kaders, plannen en eindtermen cruciaal, maar als die de boventoon voeren, verdwijnt vaak de energie. Daarom pakken we dat bij Goed geschud anders aan. Met ruimte voor creativiteit en inspiratie. Door bijvoorbeeld een bioscoop af te huren voor het kijken van een film over Maria Montessori. Of door docenten elkaar lessen te laten geven à la het nieuwe concept. Niet omdat het leuk móét zijn. Maar omdat de beste ideeën vaak ontstaan wanneer je ruimte voelt om te creëren. En omdat de leerling uiteindelijk niet beter wordt van plannen die alleen vinkjes aftikken, maar van goed onderwijs dat inspireert. Ook een nieuwe school starten? Of frisse energie nodig bij de onderwijsontwikkeling op jouw school? Ik ga graag met je in gesprek (06-34680935).

Ezber bozan nesilleri nasıl yetiştireceğiz? Bence bu soru, bugünün iş dünyasının da geleceğimizin de en önemli sorularından biri. Çünkü ezberler yalnızca iş yapış biçimlerimizi değil, nasıl düşündüğümüzü, nasıl karar verdiğimizi ve neleri mümkün gördüğümüzü de belirliyor. Bazen bir sektörün yıllardır değişmeyen kabulünü sorgulamak, bazen herkesin başka bir yöne gittiği yerde farklı bir yol seçmek, bazen de bize öğretilenlerin dışına çıkıp kendi doğrumuzu aramak gerekiyor. İş’te Ezber Bozanlar’ı tam da bu yüzden yapıyorum. Yalnızca ezber bozanların hikâyelerini anlatmak için değil; o hikâyelerin ardındaki düşünce biçimini keşfetmek, alışılmış kabulleri sorgulatmak ve daha fazla insanın kendi ezberlerini fark etmesine vesile olmak için. Çünkü bir insanın bozduğu ezber, başka bir insanın önünde yeni bir ihtimal yaratabilir. O ihtimal, başka bir düşünceye, başka bir karara ve zamanla bambaşka bir geleceğe dönüşebilir. Ezber bozma hareketi ekrana birbirinden ilham verici hikâyeler taşımaktan daha büyük. Mesele, ezber bozmayı bireysel başarı hikâyelerinden çıkarıp nesilden nesile aktarılabilecek bir düşünme ve hareket etme kültürüne dönüştürmek. Kasım ayında İş’te Ezber Bozanlar’ın yeni sezonuyla yeniden yeni ezber bozma hikayeleri ile bir arada olacağız. Yeni hikâyeler, farklı bakış açıları ve belki de bugüne kadar kendimize sormadığımız sorularla…Çünkü geleceği, yalnızca bugünün doğrularını bilenler değil, o doğruları sorgulamaya cesaret edenler şekillendirecek. Kasım ayında Bloomberg HT ekranlarında görüşmek üzere. _ ▶ Geçen sezonun tüm bölümlerini Youtube kanalımdan izleyebilirsiniz: https://lnkd.in/gdEGakfa

Every major transformation decision now has a cyber consequence. That is simply part of running a global organisation today. At Forvis Mazars, our cyber security teams work with clients around the world to navigate these challenges, helping them manage evolving risks, strengthen resilience and move forward with confidence as technology evolves. We are also navigating many of these questions ourselves as we continue to transform the way we work. What strikes me is how much these conversations now overlap. AI, data, new platforms and new ways of working all create opportunity, but they also require us to keep questioning where the risks and dependencies sit, and how we stay resilient as things change. There is no such thing as being finished with cyber security. It is a continuous effort and it depends on people across the organisation working together. Our latest cyber security report brings together perspectives from our teams around the world on the issues shaping the next phase of transformation, from AI and digital sovereignty to regulation and resilience. If you are navigating the same questions, I would encourage you to take a look: https://fvmz.rs/6041aliXf Forvis Mazars Group #CyberMonth #CyberSecurity #CyberSecurityAwarenessMonth

😰 The first time I let my daughter walk to school on her own, I freaked out. I could immediately think of all the things that might go wrong. But I still let her go. Not because the risks disappeared. Not because I suddenly became fearless (I keep the "fearless" version of me for other situations like important meetings Robert Pruitt 😜) . Because we had done the work beforehand. We talked through different situations. 🥷 We agreed on some simple ninja techniques if something unexpected happened. We put a few sensible guardrails in place. And then I let her go. Ill let her do it again. And again. One lesson Ive learned as a parent: being afraid of something doesnt mean you shouldnt do it. It means you should do it with the right preparation and the right guardrails. I think the same applies to technology. One thing I feel strongly about: cyber security should help us move forward, not make us afraid to move at all. AI is creating new possibilities. Businesses are becoming more interconnected. Transformation is becoming continuous. Of course this creates new risks. But the answer cannot be to put the brakes on innovation. The more interesting question is: how do we create enough confidence to innovate safely and at pace? For me, that's where good cyber security becomes exciting: • Bring the right people in early • Focus on the risks that really matter • Put sensible guardrails in place • Give teams the confidence to experiment, build, and move forward Not security as a barrier, security as an enabler. Our cyber experts explore exactly this challenge in the latest 𝐂𝐲𝐛𝐞𝐫 𝐒𝐞𝐜𝐮𝐫𝐢𝐭𝐲 𝐢𝐧 𝟐𝟎𝟐𝟕 report, including perspectives on agentic AI, data governance, quantum computing, and the evolving threat landscape. 👉 Read the report here: https://lnkd.in/epJfHYHr #CyberMonth #CyberSecurity #CyberSecurityAwarenessMonth Pascal Jauffret Forvis Mazars Group Nicolas Geneix

AI with human in the loop is the wrong approach. People-centric leadership with AI in the loop is the right answer! #LeadershipWithSoul #AI #FutureOfLeadership

Wenn KI uns Zeit schenkt, warum haben wir dann immer weniger davon? Ich schreibe und lese viel über Finance Hacks, Digitalisierung, Business Central und natürlich über das Thema, an dem gerade niemand vorbeikommt: KI. KI. KI. KI. Monatsabschlüsse werden schneller. Forecasts automatisierter. Reports sind jederzeit verfügbar. Analysen entstehen in Sekunden. Und trotzdem füllt sich die gewonnene Zeit sofort wieder. Mit neuen Ideen. Neuen Anforderungen. Mehr Meetings. Mehr Möglichkeiten. Mehr Ablenkung. Je öfter ich mit Kunden, Kollegen und Führungskräften darüber spreche, desto häufiger höre ich dasselbe. Ein klassischer Rebound-Effekt der Effizienz: Was schneller und einfacher wird, machen wir am Ende oft einfach noch öfter und noch mehr. Technologie beschleunigt Prozesse. Die Entscheidung, was wirklich wichtig ist, nimmt sie uns nicht ab. Viele Ideen entstehen heute innerhalb weniger Minuten. Die eigentliche Herausforderung bleibt, wenige gute Ideen konsequent umzusetzen. Meine wertvollsten Erfolgsmomente entstehen deshalb selten durch einen besonders guten Prompt oder eine clevere Automatisierung. Sondern wenn aus Zahlen Erkenntnisse werden. Wenn ein Kunde besser entscheiden kann. Wenn ein Team gemeinsam eine gute Lösung entwickelt. Und deshalb stelle ich mir zunehmend eine andere Frage: Wann ist schnell eigentlich schnell genug? Vielleicht sollten wir den Erfolg von KI nicht nur daran messen, wie viele Minuten sie uns spart. Sondern daran, wofür wir diese Minuten anschließend verwenden. Für noch mehr Output? Oder für Gespräche, Zusammenarbeit, Erfahrung, Urteilsvermögen und Menschlichkeit. Dinge, für die Geschwindigkeit allein noch nie gereicht hat! Wie etwa bei diesem Foto nach einem Kundentermin in der bucklingen Welt - ein gutes, persönliches Gespräch in der Natur mit kulinarischem Highlight: "A Eis geht imma!" 🍦 😉 In einer Welt voller Effizienz wird bewusste Zeitverwendung zum eigentlichen Wettbewerbsvorteil.

Welcher Besuch einer Veranstaltung hatte für dich in den letzten Wochen große Auswirkungen, hat dich inspiriert und neue Perspektiven eröffnet? Ich gehe sehr gerne und regelmäßig auf thematisch inspirierende events - weil ich diese Zäsuren im Alltag super wertvoll finde: Sie erlauben mir, einen Schritt zurückzutreten, quasi in den Helikopter einzusteigen und mit diesem Blick meine aktuellen Fragen neu zu stellen. Und immer (!) komme ich mit neuen Lösungsansätzen, Inspiration, Mut und Kontakten zurück. Bei der OXC der HR Pioneers kommen Menschen zusammen, die sich alle mit einer Frage beschäftigen: Wie sind Organisationen gestaltet, in denen Menschen produktiv, neugierig und gesund bleiben - und das während KI uns immer mehr Tempo und gleichzeitig kritische Auseinandersetzung abverlangt. Was braucht es dafür - was ist schädlich? Fragen, die uns alle angehen und beschäftigen! Wenn dir neben spannenden Insights und Impulsen auch nach pack-an! ist und du Gleichgesinnte finden magst, dann ist meine interaktive Session „Kleine Hebel, große Wirkung: Wie wir gezielt Veränderungen herbeiführen“ eine gute Gelegenheit zur Perspektiv-Erweiterung. Wir arbeiten am 18.11.2026 in Köln in einer "Werkstatt" an den "Stellschrauben" in Organisation, Führung und Zusammenarbeit, die mit überschaubarem Aufwand spürbar wirken können. Mein Tipp für den Tag: komm! Sei Teil der 2. OXC! https://lnkd.in/gkUSeQq5 Du warst letztes Jahr dabei? Was hat dich inspiriert? Was war dein Aha-Moment? Welche connection hast du dort geknüpft? #OXC26 #Organisationsdesign #OrganisationalPerformance #HRPioneers

Veränderung passiert aus zwei Gründen: aus großer Liebe oder aus großen Schmerzen. Das habe ich vor etlichen Jahren in einer Change-Facilitation-Ausbildung gelernt. In den letzten zehn Jahren konnte ich das in komplexen Change- und Transformations- Projekten auch mit den HR Pioneers immer wieder aus nächster Nähe miterleben. Aus meiner Perspektiven gilt für KI-Projekte und -Einführungen dasselbe wie bei der digitalen Transformation: Sie scheitern selten an der Technik. Viel häufiger scheitern sie am Dienstagvormittag, in einem Team, das nie gefragt wurde. Deshalb sind für mich die eigentlichen Fragen: 🔹 Wie verändern wir Organisation und Nutzung von KI so, dass Menschen produktiver werden? 🔹 Wie gestalten wir die Rahmenbedingungen, damit nachhaltige Entwicklung möglich ist?🔹 Und wie beantworten wir diese neuen, essenziellen Fragen gemeinsam und auf eine ethisch vertretbare Weise? Zu diesen Fragen gibt es für mich Antworten, die keinem neu erscheinen und dennoch heißer denn je sind. Aus unserer Erfahrung kann die sinn- und planvolle Integration von KI in unsere Organisationen dann gelingen, wenn... 🔹 die, die mit KI arbeiten sollen und müssen, an der Gestaltung des Rahmens beteiligt werden 🔹 wir in Organisationen dafür sorgen, dass wir die Bedingungen schaffen, in denen die Mitarbeitenden nachhaltig ihre Urteilskraft stärken können 🔹 wenn wir die menschlichen Stärken in den Vordergrund stellen und jede 'Intelligenz' das beiträgt, was sie am besten kann: kontextbezogen und empathisch urteilen die eine, in Sekundenschnelle Massen von Daten berechnen die andere. Es könnte ein Dreamteam werden... Genau dafür gibt es meine interaktive Session auf der OXC 26: „Kleine Hebel, große Wirkung: Wie wir gezielt Veränderungen herbeiführen.“ In der Session arbeiten wir zusammen, wir tauschen uns aus und lernen von vielen verschiedenen Perspektiven. Kleine Experimente und bewährte Fragen wirst du erleben und eine konkrete Inspiration für deinen Arbeitsalltag und viele wertvolle insights mitnehmen. 📅 18. November 2026, Köln, Design Offices Schanzenstraße 🧭 Optional am Vortag (17. November): OI-Bootcamp 👉 Programm: https://lnkd.in/gkUSeQq5 Was ist dein Erfolgsfaktor für gelingende Veränderung? Wie schaffst du eine vertrauensvolle Basis? Was läuft beim Einsatz von KI bei euch besonders gut? Lasst uns voneinander lernen und gute Weichen stellen! #OXC26 #KIundFührung #ChangeManagement #Leadership #HRPioneers

If an ounce of prevention is worth a pound of cure, why do we struggle to pay for the ounce? This is the prevention paradox. The patient who needs treatment today has a powerful claim on public resources. The person who may fall ill ten years from now because we failed to invest in prevention has no equivalent voice in todays budget debate. One of my reflections from the World Health Summit is just how difficult the economics and politics of prevention remain. Prevention requires governments and institutions to commit scarce resources and political capital today against future costs that are highly predictable in aggregate, but have yet to materialise. In systems organised around treating illness, with budgets and accountability tied to the present, that is a difficult case to make. And it requires trust. Trust in the evidence, in the institutions making those decisions, and in the interventions themselves. The latest Wellcome Trust Global Monitor provides a sobering reminder. Trust in science rose during the pandemic, reaching 80% in 2020, but had fallen to 72% by 2025, below the 77% recorded in 2018 (link to the report and all data below). We had an extraordinary opportunity to consolidate that trust dividend. We failed to sustain it. But what concerns me equally is the less visible infrastructure of prevention. Social connection. Community relationships. The institutions and spaces that foster belonging, mutual support and social cohesion. Unlike a vaccine or a statin, these are harder to prescribe, fund and measure. Yet their erosion carries real costs. Loneliness increases. Mental health suffers. Communities become more fragmented. Their deterioration is often gradual, and the consequences emerge across different institutions, budgets and political cycles. By the time the costs become visible, rebuilding what has been lost is considerably harder. How do we make the investment case for protecting something whose value is most apparent when it disappears? Perhaps this is where better measurement can change the economics of prevention. The WHO Commission on Social Connection has called for stronger national monitoring and a global index of social connection. Such measures can make the erosion of social ties visible earlier, provide the evidence to justify investment and create accountability for acting before the damage becomes entrenched. We need to measure the strength of our connections before we are left counting the cost of their loss.

For the first time, Gallup’s State of the World’s Emotional Health report explores the connection between emotional wellbeing and social media. And the story is… complicated! Those who use social media 2+ hours per day report more anger, loneliness, sadness and stress than moderate users. But those who use it less than 30 minutes a day or not at all fare worse in other ways: less enjoyment, less laughter, less often feeling respected. Life evaluations don’t follow a straight line either. Light and nonusers rate their lives lowest, while moderate users and those on it 2+ hours a day rate theirs about the same overall. But in rich countries, spending 2+ hours a day is associated with lower ratings. And among young people, the link is negative in 16 countries, small in 71 and positive in 10. The simple takeaway for now may be that moderation wins, but the story is still unfolding. Stay tuned for a deeper dive on youth next month, and check out the full report here: https://lnkd.in/gAmWpPGB

AI daje ogromne możliwości, ale jak przejść od eksperymentowania do świadomego i uporządkowanego zarządzania? Właśnie o tym porozmawiamy: jak odpowiedzialnie zarządzać AI w organizacji i jaką rolę w tym procesie może odegrać ISO/IEC 42001 w DEKRA Certification PL! 📅 29.10.2026 | Wrocław, Hilton Jeśli AI jest już częścią Waszego biznesu lub dopiero zastanawiacie się, jak podejść do niego systemowo, serdecznie zapraszam! Konferencja jest bezpłatna, wystarczy się zarejestrować: 👉 https://lnkd.in/dnG24eEu

מיהם בכירי הליטיגטורים בישראל? ומי באמת קובע מיהם אותם יחידי סגולה של עולם המשפט? אתמול השתתפנו בכנס Duns 100 לבכירי הליטיגטורים בישראל, שהתקיים בתל אביב. המפגש מעלה שאלה מעניינת: איך באמת מודדים מצוינות בליטיגציה? אני חושב שבהקשר זה קשה לחלוק על העמדה כי בסופו של יום, הלקוחות הם שבוחרים ברגליים. בהקשר זה מעניין לבחון איך נוהגות חברות דירוג שונות בישראל ובחו"ל לדרג את בכירי מערכת המשפט בכלל - והליטיגטורים בפרט - ועולה כי מקובל לבחון שורה של פרמטרים בהקשר זה, ובהם: • איכות הלקוחות - מי מפקיד בידי המשרד את הסכסוכים החשובים והרגישים ביותר שלו? • מורכבות התיקים - היקפם הכספי, חשיבותם והאתגרים המשפטיים והמסחריים שהם מעוררים. • הישגים ותוצאות - היכולת להשיג עבור הלקוח תוצאה משפטית ומסחרית משמעותית. • אמון ונאמנות הלקוחות - מי חוזר למשרד, ומי ממליץ עליו לאחרים? • מוניטין מקצועי - כיצד מעריכים את המשרד לקוחות, עמיתים והשוק המשפטי? אלה גם המדדים המרכזיים המשתקפים במתודולוגיות של מדריכים בינלאומיים מובילים, דוגמת Chambers ו-Legal 500. היה מפגש מעניין ופורה - ותודה לחברים בדנס, ובמיוחד לאורית אלון המצוינת שמובילה את עולם הדירוג המשפטי מזה שנים ארוכות - על ארגונו והובלתו של הארוע. אני מניח שניפגש שוב שנה הבאה. ובינתיים - נמשיך לעשות ככל אשר על ידנו בכדי לצקת תוכן בסלוגן המלווה את המשרד ב- 25 השנים האחרונות - "מצוינות היא לא פעולה אלא הרגל" .

If our #FDI Screening Roundtable, as part of #FGSGlobalBerlinWeek, showed one thing, it's that the topic now touches every actor in a deal. Investment bankers, strategy consultants, lawyers, government officials and parliamentary experts - and our very own FGS Global gurus from D.C., Michael Considine, and Ottawa, Phil Harwood, - all wrestling with the same question: which corridors of trust for cross-border investment are being destroyed by geopolitical turmoil, and which new ones are being built? One early indicator from this year's Deal Clearance study stood out, supported by expertise and anecdotal evidence from the people in the room: US investors are being viewed with significantly more scrutiny by political circles in European capitals. The full report launches next week, so stay tuned!

Da un po' di tempo mi sto chiedendo se il rischio strutturale insito nel boom dell’AI risieda davvero nella diffusione della tecnologia in sé, o piuttosto nella velocità con cui stiamo costruendo l'infrastruttura che sarà chiamata a sorreggerla: anche se appaiono simili non sono la stessa cosa, ed è facile confonderle. Da esperto di futures thinking non ho cercato risposte, ma ho provato a delineare tre scenari possibili che ruotano attorno allo stesso interrogativo: quale versione del futuro stiamo finanziando oggi? #AI #DataCenter #FuturesThinking For some time now I have been wondering whether the risk inherent in the AI boom really lies in the spread of the technology itself, or rather in the speed at which we are building the infrastructure meant to support it: although they look alike, they are not the same thing, and it is easy to confuse them. As a futures thinker, I did not look for answers, but tried to outline three possible scenarios revolving around the same question: which version of the future are we financing today?

Dieci anni di Utopian Hours, e due giorni a Torino a ragionare di città, di futuri e di ciò che un progetto rende possibile. Tanti auguri a Giacomo Biraghi, Luca Ballarini e a tutta Stratosferica per aver costruito e fatto crescere un appuntamento così prezioso. Qui le mie note dal festival, con qualche mappa di Roma e un saluto a Sir Peter Cook.

“Gut instinct becomes better with better data.” That line from Mathieu Heijboer (Team Visma l Lease a Bike’s head of performance) captures better than I could put it the real power of rewiring with AI—the point is to help us do what only humans can do… just better. A bike race squeezes a classic leadership problem into a few seconds. There is more data than any one person can absorb, several ways the race could go, and a need to make big calls before everything is certain. The system our team built with Visma (which you can read about in the new case study below) brings that data together so coaches spot moves earlier and can test more options. Of course, the final decision stays with the coach in the car and the rider on the road. Two lessons stood out that apply more broadly to anyone interested in rewiring teams and orgs with AI: -Start with value: Pick the decisions where better intelligence actually changes the outcome, and focus AI there. -Build trust through use: The system was built with the coaches and tested in live races, so their input could make it into the product within days. That’s just a small piece. The whole case will be interesting not just for cycling nuts (like me) but anyone looking to make the most of these new technologies. A big thanks to the Visma team for the trust and partnership here and to Sven Houthuys, Diederik Nelissen, Lieven Van der Veken, Just van der Wolf, Arnout Verboven and everyone else for bringing the work to life.

APLICA INJEÇÕES EM FARMÁCIA? VOCÊ PODE TER DIREITO À INSALUBRIDADE EM GRAU MÉDIO. Farmacêuticos, balconistas e outros empregados de farmácias e drogarias que aplicam injeções habitualmente podem ter direito ao adicional de insalubridade em grau médio, correspondente a 20%, conforme a base de cálculo aplicável. O fundamento é a exposição a agentes biológicos durante o atendimento. A jurisprudência do Tribunal Superior do Trabalho reconhece que farmácias nas quais são realizados esses procedimentos podem ser enquadradas entre os estabelecimentos destinados aos cuidados da saúde humana, previstos no Anexo 14 da NR-15. Isso também acontece em grandes redes de farmácias. Em processo envolvendo a Raia Drogasil, o TST manteve o reconhecimento do adicional em grau médio para farmacêuticos que realizavam testes rápidos de covid-19. No julgamento, a Corte reafirmou sua jurisprudência sobre o direito de empregados de drogarias que aplicam injeções habitualmente. O caso foi analisado pela 5ª Turma, sob relatoria do ministro Breno Medeiros, no processo RRAg-375-16.2021.5.08.0002, com acórdão assinado em 22/08/2024. “Mas eu usava luvas e outros equipamentos de proteção.” O simples fornecimento de EPIs não afasta automaticamente o direito. É necessário avaliar sua eficácia para neutralizar a exposição. No caso mencionado, prevaleceu a conclusão de que os equipamentos não garantiam a neutralização dos agentes biológicos. Quem pode ter direito? O ponto central é a atividade efetivamente exercida: aplicação habitual de injetáveis e exposição ao risco biológico. O nome do cargo, isoladamente, não determina o direito. Também não basta trabalhar em uma farmácia: as condições concretas precisam ser demonstradas e, em regra, avaliadas por perícia. Quando devido e não pago, o adicional pode gerar diferenças e reflexos em férias acrescidas de um terço, 13º salário e FGTS, conforme o caso. Foi desligado há menos de dois anos? Em regra, a ação trabalhista deve ser ajuizada em até dois anos após o término do contrato, podendo alcançar parcelas dos cinco anos anteriores ao ajuizamento. Quem permanece empregado também pode discutir o direito. Registros dos procedimentos realizados, contracheques e documentos sobre as condições de trabalho ajudam na análise individual. DPOI — De Paula, Oliveira e Inês | Advocacia trabalhista. dpoi.adv.br