1. 27 th April 2011

2.  Introduction of our company and the team  Profile of Ms Kirsten Schwab  Overview of the assignment  Cultural differences  Hofstede’s Cultural Dimensions  Do’s and Don’ts  Overview of the training programme  Costs & benefits  Question & answers

3.  Founded in 1997, in London  In 2003, opened offices in Dusseldorf, Germany  and in Sao Paulo, Brazil  Strong relationships established with numerous multi-national  blue chip energy companies  Courses tailor-made to meet clients’ needs  Able to offer both short and long term support

4. Ms. Moe Dealey - Managing Director Mr. Richard Godwin – Sales Director Mrs. Zdenka Faustino – Head of Latin American Training Mr. Carl Selby – Cross-Cultural Training Coordinator Mrs. Suzanne Macdonald – Head of Continental European Training

5. Age:35 Occupation: Project Manager for RWE Post graduate degree in Engineering Management EMPLOYMENT HISTORY Worked for IBM from 1996-1997 Headhunted by BP in 1997 – 2001 Applied for an Assistant Project Manager’s job with Eon in 2001, with led to a Project Management role 2005. Spent a year in Germany being trained by Nufnarff on trading platforms In 2006 joined RWE

6. Strategic Manager Programme Manager DevelopersUsers Business Analysts Front Office Traders Logistics H.R. Project Manager User Experience Middle Sales

7.  Culture Bridge: Bridging The Gap

8. http://www.brazil.org.uk/, http://www.suapesquisa.com/clima Brazil: Key Facts

9. http://www.worldbusinessculture.com, http://www.kwintessential.co.uk GERMANY Polychronic culture When invited for dinner arrive on time Written communication is favoured Honest, rational, say what they think (literal and direct culture) ‘Doing’ culture BRAZIL Relaxed and flexible approach to time Arrival at dinner should be at least 30 min later Face to face communication preferred Small lies told to avoid confrontation (coded and diplomatic culture ) ‘Being’ culture

10. Adapted from Hofstede & Hofstede (2005) from Luthans & Don (2009)

11. GERMANY (65%)  Belief in experts and their knowledge  Technical skills and strong and clear leadership required  Methodical approach with clear indentified goals  Considerable amount of preparation and in depth planning (meetings, schedule, etc to avoid ambiguity)  Lots of rules and regulations BRAZIL (76%)  Highly structured  “Custo Brazil” – real cost of business (legal & bureaucratic complications, etc)  Law, rules, regulations and religion used to avoid uncertainty http://www.worldbusinessculture.com, Hofstede, G, (2002) "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M.

12. GERMANY (38%)  Decentralized and flatter organizational structure (functional structure)  Equal qualifications  Exercise of power is more flexible  Strong respect for authority (formal relationships, even in public)  BRAZIL (69%)  Very hierarchical, decisions made at most senior levels  Clear instructions are necessary if task to be performed fully  Lot of internal politics  Understanding of the corporate power structure is important  Relationships and personality come before business http:// www.worldbusinessculture.com

13. GERMANY (67%)  Competence over seniority  Free market economy encourages individualistic tendencies  Status and position is based on individual achievements  Business and family life is separate BRAZIL (38%)  Seniority over competence  Publicly own companies encourage collective culture  Loyalty and trust over individual needs (relationships orientated)  Importance of family (also evident in business culture) Adapted from Malinak (2007) from http://www.communicaid.com, http://www.worldbusinessculture.com

14. GERMANY (68%)  Professional goals are more important than personal  Assertive, tough, competitive and focused on material success  Work balance is of low importance  Gender equality  Emotion is seen as weakness BRAZIL (38%)  More caring for others, less self centered  More emphasis on work balance (quality of life)  Traditional values (dominance of men in workplace, although business women are treated fairly)  Very tactile and emotive culture www.kwintessential.co.uk

15. DO  Time spent on building relationships is never wasted  Pay attention to your appearance  Do your homework (“Custo Brazil”)  Use local legal expertise  Manage  Learn language  Make sure you deal with decision maker  Be yourself, be honest DON’T  Show feeling of frustration or impatience  Publicly criticize your Brazilian counterparts  Worry if agendas at meetings are not followed  Change your negotiating team  Rely on emails to give information  Be detached  Use humour in business situations  Speak Spanish! Adapted from Malinak (2007) from http://www.communicaid.com, http://www.worldbusinessculture.com

16.  Culture Bridge: Bridging The Gap

17. Provide an understanding of the challenges Explain local business challenges, customs and practices Develop relationships with colleagues, suppliers and customers Culture shock 101 Maximise RWE’s chances of success in Brazil

18.  Training Methods and Tools  Pre-Training Preparations  Training Schedule and Content ◦ Prior to Departure ◦ Post Arrival ◦ Post Return  Cost  Benefits Review  Questions

19.  Classroom seminars  Online courses and videos  Role plays/behaviour modelling  Reading materials  Paper-and-pen tests

20.  ‘Rosetta Stone’ language learning software  Case studies  Orientation upon arrival  On-the-job coaching and training  Business games and quizzes

21. Listening Exercises Reading Exercises Speaking Exercises Writing Exercises

22. Quickly ascertain Kirsten’s current knowledge of the destination country. Completed online with instant marking and feedback.

23. http://www.learncom.com

25.  Training Methods and Tools  Pre-Training Preparations  Training Schedule and Content ◦ Prior to Departure ◦ Post Arrival ◦ Post Return  Cost  Benefits Review  Questions

26.  Needs Assessment  Amount, content and type of training decided  Language training  Key industry vocabulary

27.  Honey & Mumford Honey & Mumford (1995)

28.  Training Methods and Tools  Pre-Training Preparations  Training Schedule and Content ◦ Prior to Departure ◦ Post Arrival ◦ Post Return  Cost  Benefits Review  Questions

29. 1. Working Overseas 2. Brazil: Overview 3. Everyday Life In Brazil 4. Language Training 5. Cross-Cultural Business Training Kirsten Schwab

30.  Training Methods and Tools  Pre-Training Preparations  Training Schedule and Content ◦ Prior to Departure ◦ Post Arrival and During Assignment ◦ Post Return  Cost  Benefits Review  Questions

31.  Recap of pre-departure material  Meet-and-Greet  Cultural Awareness and Sensitivity  Doing business in Brazil  Homesickness  Ongoing Language Training  Ongoing support throughout the assignment

32.  Training Methods and Tools  Pre-Training Preparations  Training Schedule and Content ◦ Prior to Departure ◦ Post Arrival and During Assignment ◦ Post Return  Cost  Benefits Review  Questions

33. Re-Integration; The industry environment; Reverse Culture Shock Adapted from Oberg (1960) and Gullahorn (1963)

34.  Training Methods and Tools  Pre-Training Preparations  Training Schedule and Content ◦ Prior to Departure ◦ Post Arrival and During Assignment ◦ Post Return  Cost  Benefits Review  Questions

35.  All packages tailored to the client  Typical Costs: Prior to departure ◦ €1,800 per full day, per person ◦ Industry average training = €2500 per day! ◦ €900 per half-day, per person  Whilst Kirsten on assignment ◦ €5,000 total, for access to support and quarterly meetings  Post-return ◦ €300 for half-day workshop ◦ We anticipate the cost for training Kirsten to be in the region of €10,000

36.  Training Methods and Tools  Pre-Training Preparations  Training Schedule and Content ◦ Prior to Departure ◦ Post Arrival and During Assignment ◦ Post Return  Cost  Benefits Review  Questions

37.  Efficient, targeted training for Kirsten based on a thorough evaluation of her requirements  Industry-specific, up-to-the-minute training  “Get It Right First Time” whilst on assignment – with no costly or embarrassing mistakes  Helping Kirsten build understanding and trust with contacts, and to develop her professional network in Brazil  Full start-to-finish support throughout the assignment  A happy Kirsten!

38. Any Questions:

39. Adler, N., 2002. “How do cultural differences affect organisations? “ from Alder, N., International dimensions of organizational behaviour, Thomson South Western, pp 45-72. Available from: http://site.ebrary.com/lib/bournemouth [Accessed March 2011]. http://site.ebrary.com/lib/bournemouth Cole, T., 2011. German Blue Chips agree compromise on gender quotas. Mail on Sunday Financial Mail Women’s Forum. 5 April. Available from: http://www.fmwf.com/media-type/news/2011/04/german-blue-chips-agree- compromise-on-gender-quotas/ [Accessed 18.4.11]. Embassy of Brazil in London. 2011. Economy and Trade. Available from: http://www.brazil.org.uk/ [Accessed March 2011]. Gullahorn, J. T. and Gullahorn, J. E., 1963. An Extension of the U-Curve Hypothesis, Journal of Social Issues, 19, 3, 33-47. Hofstede, G. 1991. Cultures and organisations: Software of the mind. London : McGraw Hill. Hofstede, G, 2002. "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M, International HRM : managing diversity in the workplace pp.9-23, 658.3008/ALB: Blackwell Publishers. ITIM International, 2009. Geert Hofstede Cultural Dimensions. Available from: http://www.geert- hofstede.com/hofstede_germany.shtml [Accessed March 2011].http://www.geert- hofstede.com/hofstede_germany.shtml

40. Kwintessential, 2011. Brazilian society & culture. Available from: http://www.kwintessential.co.uk [Accessed April 2011]. Learncom, 2011. International Cultural Awareness. Available from http://www.learncom.com [Accessed March 2011]http://www.learncom.com Luthans, F., and Doh, J, P., 2009. International Management – culture, strategy, and behaviour. 7 th ed. New York : McGraw Hill. Mumford, A., 1995. Learning Styles and Mentoring. Industrial & Commercial Training. 27 (8), 4-7. Malinak, C., 2007. M A. Intercultural Communication. CIA World Factbook. Available from: http://www.communicaid.com [Accessed April 2011]. Sua pesqusa. 2008. Clima do Brasil. Available from: http://www.suapesquisa.com/clima [Accessed April 2011]. Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Brazil.html [Accessed March 2011]. http://www.worldbusinessculture.com/Business-in-Brazil.html Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Germany.html [Accessed March 2011]. http://www.worldbusinessculture.com/Business-in-Germany.html ].