The action of leaderships and all those involved are guided by the following principles:


With Regard to People and Leaderships

1. People are the essence of an organization and their involvement with quality issues helps keep Braskem on the path of corporate excellence. Therefore, it is fundamental to create and maintain a favorable environment for development and the full exercise of their potential, well-being and satisfaction;

2. The leaderships adopt and stimulate a permanent posture of exceeding already achieved results, creating and maintaining an internal environment in which the people are motivated and committed to the organization"s objectives and the maximization of results;


With Regard to Customers and Society

3. The needs and expectations of customers and other interested parties (people in the organization, suppliers, owners, society) with regard to quality management are identified, understood, satisfied and incorporated into organizational processes;

4. The legal, statutory, regulatory and normative requirements that apply to our products, processes and activities are known, incorporated into the management system and satisfied;

5. We respond in a proactive and rapid manner to changes in scenarios and needs of interested parties, periodically analyzing their vision of the future and their strategies and adopting agile, flexible and simplified work processes.


With Regard to Processes

6. The work processes are the basis for systematization and improvement actions. The work processes are therefore identified, clearly understood, managed in a systemic manner and continuously improved;

7. We systematically evaluate our processes through qualitative and numeric diagnoses, self-evaluations and/or audits, to measure compliance with requirements and to identify opportunities for improvement.

Data generated in each process and performance indicators analyzed and compared to pertinent comparative references are the basis for effective decision making at every level of the organization;

8. We seek to avoid losses in our processes, doing it right the first time, preventing problems and eliminating their causes or minimizing their impacts on the processes and on society.

9. Retained learning is internalized in the organizational culture becoming part of the daily job in any of our activities.


With Regard to Continuous Improvement

10. The expectations for constant improvement in performance in all our processes and operations are satisfied through:

•  the promotion of actions that drive value, that change the performance level, providing innovation and rapid gains;

•  the promotion of actions that protect value, that continuously improve the organization"s performance, and ensure that the benefits from previous actions are maintained over time.