CARINA BRANCO

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Quebrar o feitiço

A desigualdade de género tem persistido nas últimas décadas. Mas nem sempre foi assim. Do século XVIII em diante, até ao fim da II Guerra Mundial, a programação foi predominantemente feminina.

𝓟𝓮𝓵𝓪 𝓹𝓻𝓲𝓶𝓮𝓲𝓻𝓪 𝓿𝓮𝔃 𝓷𝓪 𝓱𝓲𝓼𝓽𝓸́𝓻𝓲𝓪, 𝓸 𝓘𝓷𝓼𝓽𝓲𝓽𝓾𝓽𝓸 𝓭𝓮 𝓣𝓮𝓬𝓷𝓸𝓵𝓸𝓰𝓲𝓪 𝓭𝓮 𝓜𝓪𝓼𝓼𝓪𝓬𝓱𝓾𝓼𝓮𝓽𝓽𝓼 (𝓜𝓘𝓣) 𝓷𝓸𝓶𝓮𝓸𝓾 𝓬𝓲𝓷𝓬𝓸 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓹𝓪𝓻𝓪 𝓸𝓬𝓾𝓹𝓪𝓻𝓮𝓶 𝓸𝓼 𝓸𝓲𝓽𝓸 𝓬𝓪𝓻𝓰𝓸𝓼 𝓭𝓲𝓼𝓹𝓸𝓷𝓲́𝓿𝓮𝓲𝓼 𝓭𝓮 𝓬𝓱𝓮𝓯𝓲𝓪 𝓭𝓪𝓼 𝓪́𝓻𝓮𝓪𝓼 𝓭𝓮 𝓭𝓮𝓼𝓮𝓷𝓿𝓸𝓵𝓿𝓲𝓶𝓮𝓷𝓽𝓸.

𝓞 𝓜𝓘𝓣 𝓮 𝓶𝓾𝓲𝓽𝓪𝓼 𝓹𝓮𝓼𝓼𝓸𝓪𝓼 𝓪𝓸 𝓻𝓮𝓭𝓸𝓻 𝓭𝓸 𝓶𝓾𝓷𝓭𝓸 𝓮𝓼𝓽𝓪̃𝓸 𝓮𝓷𝓽𝓾𝓼𝓲𝓪𝓼𝓶𝓪𝓭𝓪𝓼 𝓬𝓸𝓶 𝓪𝓼 𝓷𝓸𝓶𝓮𝓪𝓬̧𝓸̃𝓮𝓼, 𝓷𝓪̃𝓸 𝓼𝓸́ 𝓹𝓮𝓵𝓸 𝓶𝓮́𝓻𝓲𝓽𝓸 𝓮 𝓮𝔁𝓬𝓮𝓵𝓮̂𝓷𝓬𝓲𝓪 𝓭𝓮𝓼𝓽𝓪𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼, 𝓺𝓾𝓮 𝓮́ 𝓪𝓼𝓼𝓲𝓶 𝓻𝓮𝓬𝓸𝓷𝓱𝓮𝓬𝓲𝓭𝓸 𝓮 𝓭𝓲𝓿𝓾𝓵𝓰𝓪𝓭𝓸, 𝓶𝓪𝓼 𝓽𝓪𝓶𝓫𝓮́𝓶, 𝓮, 𝓼𝓸𝓫𝓻𝓮𝓽𝓾𝓭𝓸, 𝓹𝓮𝓵𝓪 𝓶𝓾𝓭𝓪𝓷𝓬̧𝓪 𝓭𝓮 𝓹𝓪𝓻𝓪𝓭𝓲𝓰𝓶𝓪 𝓺𝓾𝓮 𝓪𝓼 𝓷𝓸𝓶𝓮𝓪𝓬̧𝓸̃𝓮𝓼 𝓲𝓶𝓹𝓵𝓲𝓬𝓪𝓶 𝓹𝓪𝓻𝓪 𝓸 𝓶𝓾𝓷𝓭𝓸 𝓭𝓪𝓼 𝓬𝓲𝓮̂𝓷𝓬𝓲𝓪𝓼, 𝓽𝓮𝓬𝓷𝓸𝓵𝓸𝓰𝓲𝓪, 𝓮𝓷𝓰𝓮𝓷𝓱𝓪𝓻𝓲𝓪 𝓮 𝓶𝓪𝓽𝓮𝓶𝓪́𝓽𝓲𝓬𝓪 (𝓒𝓣𝓔𝓜), 𝓹𝓻𝓮𝓭𝓸𝓶𝓲𝓷𝓪𝓷𝓽𝓮𝓶𝓮𝓷𝓽𝓮 𝓶𝓪𝓼𝓬𝓾𝓵𝓲𝓷𝓸.

𝓐 𝓭𝓮𝓼𝓲𝓰𝓾𝓪𝓵𝓭𝓪𝓭𝓮 𝓭𝓮 𝓰𝓮́𝓷𝓮𝓻𝓸 — 𝓼𝓸𝓫𝓻𝓮𝓽𝓾𝓭𝓸 𝓷𝓪 𝓪́𝓻𝓮𝓪 𝓭𝓪𝓼 𝓒𝓣𝓔𝓜 𝓮 𝓲𝓷𝓭𝓾́𝓼𝓽𝓻𝓲𝓪𝓼 𝓭𝓸 𝓼𝓮𝓽𝓸𝓻 — 𝓽𝓮𝓶 𝓹𝓮𝓻𝓼𝓲𝓼𝓽𝓲𝓭𝓸 𝓷𝓪𝓼 𝓾́𝓵𝓽𝓲𝓶𝓪𝓼 𝓭𝓮́𝓬𝓪𝓭𝓪𝓼. 𝓜𝓪𝓼 𝓷𝓮𝓶 𝓼𝓮𝓶𝓹𝓻𝓮 𝓯𝓸𝓲 𝓪𝓼𝓼𝓲𝓶.

𝓓𝓸 𝓼𝓮́𝓬𝓾𝓵𝓸 𝓧𝓥𝓘𝓘𝓘 𝓮𝓶 𝓭𝓲𝓪𝓷𝓽𝓮, 𝓪𝓸 𝓵𝓸𝓷𝓰𝓸 𝓭𝓮 𝓽𝓸𝓭𝓸 𝓸 𝓼𝓮́𝓬𝓾𝓵𝓸 𝓧𝓘𝓧 𝓮 𝓪𝓽𝓮́ 𝓪𝓸 𝓯𝓲𝓶 𝓭𝓪 𝓘𝓘 𝓖𝓾𝓮𝓻𝓻𝓪 𝓜𝓾𝓷𝓭𝓲𝓪𝓵, 𝓪 𝓹𝓻𝓸𝓰𝓻𝓪𝓶𝓪𝓬̧𝓪̃𝓸 𝓯𝓸𝓲 𝓹𝓻𝓮𝓭𝓸𝓶𝓲𝓷𝓪𝓷𝓽𝓮𝓶𝓮𝓷𝓽𝓮 𝓻𝓮𝓪𝓵𝓲𝔃𝓪𝓭𝓪 𝓹𝓸𝓻 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼, 𝓺𝓾𝓮 𝓭𝓸𝓶𝓲𝓷𝓪𝓿𝓪𝓶 𝓸 𝓼𝓮𝓽𝓸𝓻. 𝓟𝓸𝓻 𝓮𝔁𝓮𝓶𝓹𝓵𝓸, 𝓸 𝓹𝓻𝓲𝓶𝓮𝓲𝓻𝓸 𝓪𝓵𝓰𝓸𝓻𝓲𝓽𝓶𝓸 𝓭𝓮𝓼𝓽𝓲𝓷𝓪𝓭𝓸 𝓪 𝓼𝓮𝓻 𝓮𝔁𝓮𝓬𝓾𝓽𝓪𝓭𝓸 𝓹𝓸𝓻 𝓾𝓶 𝓬𝓸𝓶𝓹𝓾𝓽𝓪𝓭𝓸𝓻 𝓯𝓸𝓲 𝓭𝓮𝓼𝓮𝓷𝓿𝓸𝓵𝓿𝓲𝓭𝓸 𝓹𝓸𝓻 𝓐𝓭𝓪 𝓛𝓸𝓿𝓮𝓵𝓪𝓬𝓮 𝓷𝓸 𝓼𝓮́𝓬𝓾𝓵𝓸 𝓧𝓘𝓧; 𝓙𝓸𝓪𝓷 𝓜𝓾𝓻𝓻𝓪𝔂 𝓬𝓮𝓵𝓮𝓫𝓻𝓲𝔃𝓸𝓾-𝓼𝓮 𝓹𝓮𝓵𝓸 𝓼𝓮𝓾 𝓽𝓻𝓪𝓫𝓪𝓵𝓱𝓸 𝓭𝓮 𝓺𝓾𝓮𝓫𝓻𝓪 𝓭𝓮 𝓬𝓸́𝓭𝓲𝓰𝓸 𝓷𝓸 𝓟𝓻𝓸𝓳𝓮𝓽𝓸 𝓔𝓷𝓲𝓰𝓶𝓪 (𝓑𝓵𝓮𝓽𝓬𝓱𝓵𝓮𝔂 𝓟𝓪𝓻𝓴), 𝓬𝓸𝓷𝓼𝓮𝓰𝓾𝓲𝓷𝓭𝓸 𝓪𝓬𝓮𝓭𝓮𝓻 𝓪̀𝓼 𝓬𝓸𝓶𝓾𝓷𝓲𝓬𝓪𝓬̧𝓸̃𝓮𝓼 𝓼𝓮𝓬𝓻𝓮𝓽𝓪𝓼 𝓭𝓪 𝓐𝓵𝓮𝓶𝓪𝓷𝓱𝓪 𝓷𝓪𝔃𝓲 𝓭𝓾𝓻𝓪𝓷𝓽𝓮 𝓪 𝓢𝓮𝓰𝓾𝓷𝓭𝓪 𝓖𝓾𝓮𝓻𝓻𝓪 𝓜𝓾𝓷𝓭𝓲𝓪𝓵 𝓮 𝓖𝓻𝓪𝓬𝓮 𝓗𝓸𝓹𝓹𝓮𝓻 𝓯𝓸𝓲 𝓾𝓶𝓪 𝓭𝓪𝓼 𝓹𝓻𝓲𝓶𝓮𝓲𝓻𝓪𝓼 𝓹𝓻𝓸𝓰𝓻𝓪𝓶𝓪𝓭𝓸𝓻𝓪𝓼 𝓭𝓸 𝓬𝓸𝓶𝓹𝓾𝓽𝓪𝓭𝓸𝓻 𝓗𝓪𝓻𝓿𝓪𝓻𝓭 𝓜𝓪𝓻𝓴 𝓘, 𝓽𝓮𝓷𝓭𝓸 𝓬𝓸𝓷𝓽𝓻𝓲𝓫𝓾𝓲́𝓭𝓸 𝓹𝓪𝓻𝓪 𝓪 𝓬𝓻𝓲𝓪𝓬̧𝓪̃𝓸 𝓮 𝓭𝓮𝓼𝓮𝓷𝓿𝓸𝓵𝓿𝓲𝓶𝓮𝓷𝓽𝓸 𝓭𝓸 𝓬𝓸𝓶𝓹𝓲𝓵𝓪𝓭𝓸𝓻 𝓺𝓾𝓮 𝓹𝓸𝓽𝓮𝓷𝓬𝓲𝓪𝓻𝓲𝓪 𝓪 𝓭𝓮𝓼𝓬𝓸𝓫𝓮𝓻𝓽𝓪 𝓮 𝓭𝓮𝓼𝓮𝓷𝓿𝓸𝓵𝓿𝓲𝓶𝓮𝓷𝓽𝓸 𝓭𝓸 𝓹𝓻𝓲𝓶𝓮𝓲𝓻𝓸 𝓹𝓻𝓸𝓰𝓻𝓪𝓶𝓪 𝓮𝓶 𝓵𝓲𝓷𝓰𝓾𝓪𝓰𝓮𝓶 𝓷𝓪𝓽𝓾𝓻𝓪𝓵 𝓹𝓻𝓸𝓳𝓮𝓽𝓪𝓭𝓸 𝓹𝓪𝓻𝓪 𝓸𝓼 𝓷𝓮𝓰𝓸́𝓬𝓲𝓸𝓼 𝓮 𝓹𝓪𝓻𝓪 𝓪𝓼 𝓮𝓶𝓹𝓻𝓮𝓼𝓪𝓼 (𝓒𝓞𝓑𝓞𝓛).

𝓕𝓸𝓲 𝓼𝓸́ 𝓷𝓸 𝓯𝓲𝓷𝓪𝓵 𝓭𝓪 𝓭𝓮́𝓬𝓪𝓭𝓪 𝓭𝓮 𝟔𝟎 𝓺𝓾𝓮 𝓪 𝓭𝓮𝓶𝓸𝓰𝓻𝓪𝓯𝓲𝓪 𝓰𝓮𝓻𝓪𝓵 𝓭𝓮𝓲𝔁𝓸𝓾 𝓭𝓮 𝓼𝓮𝓻 𝓹𝓻𝓮𝓭𝓸𝓶𝓲𝓷𝓪𝓷𝓽𝓮𝓶𝓮𝓷𝓽𝓮 𝓯𝓮𝓶𝓲𝓷𝓲𝓷𝓪. 𝓐̀ 𝓭𝓪𝓽𝓪, 𝓮𝓶𝓫𝓸𝓻𝓪 𝓪𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓪𝓲𝓷𝓭𝓪 𝓸𝓬𝓾𝓹𝓪𝓼𝓼𝓮𝓶 𝓬𝓮𝓻𝓬𝓪 𝓭𝓮 𝟑𝟎 𝓪 𝟓𝟎% 𝓭𝓸𝓼 𝓮𝓶𝓹𝓻𝓮𝓰𝓸𝓼 𝓷𝓸 𝓼𝓮𝓽𝓸𝓻, 𝓭𝓮𝓲𝔁𝓪𝓻𝓪𝓶 𝓭𝓮 𝓼𝓮𝓻 𝓹𝓻𝓸𝓶𝓸𝓿𝓲𝓭𝓪𝓼 𝓪 𝓬𝓪𝓻𝓰𝓸𝓼 𝓭𝓮 𝓵𝓲𝓭𝓮𝓻𝓪𝓷𝓬̧𝓪 𝓮 𝓬𝓸𝓶𝓮𝓬̧𝓪𝓻𝓪𝓶 𝓪 𝓻𝓮𝓬𝓮𝓫𝓮𝓻 𝓼𝓲𝓰𝓷𝓲𝓯𝓲𝓬𝓪𝓽𝓲𝓿𝓪𝓶𝓮𝓷𝓽𝓮 𝓶𝓮𝓷𝓸𝓼 𝓭𝓸 𝓺𝓾𝓮 𝓼𝓮𝓾𝓼 𝓬𝓸𝓵𝓮𝓰𝓪𝓼 𝓱𝓸𝓶𝓮𝓷𝓼.

𝓝𝓪 𝓭𝓮́𝓬𝓪𝓭𝓪 𝓭𝓮 𝟗𝟎, 𝓪 𝓬𝓸𝓶𝓹𝓾𝓽𝓪𝓬̧𝓪̃𝓸 𝓳𝓪́ 𝓽𝓲𝓷𝓱𝓪 𝓼𝓲𝓭𝓸 𝓭𝓸𝓶𝓲𝓷𝓪𝓭𝓪 𝓹𝓸𝓻 𝓱𝓸𝓶𝓮𝓷𝓼, 𝓪𝓸 𝓼𝓪𝓫𝓸𝓻 𝓭𝓮 𝓾𝓶𝓪 𝓺𝓾𝓮𝓭𝓪 𝓬𝓻𝓮𝓼𝓬𝓮𝓷𝓽𝓮 𝓮 𝓬𝓸𝓷𝓼𝓮𝓬𝓾𝓽𝓲𝓿𝓪 𝓷𝓪 𝓹𝓻𝓸𝓹𝓸𝓻𝓬̧𝓪̃𝓸 𝓭𝓮 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓵𝓲𝓬𝓮𝓷𝓬𝓲𝓪𝓭𝓪𝓼 𝓮𝓶 𝓒𝓣𝓔𝓜, 𝓼𝓮𝓶 𝓰𝓻𝓪𝓷𝓭𝓮 𝓲𝓷𝓿𝓮𝓻𝓼𝓪̃𝓸 𝓭𝓮 𝓽𝓮𝓷𝓭𝓮̂𝓷𝓬𝓲𝓪 𝓪𝓽𝓮́ 𝓪𝓸𝓼 𝓭𝓲𝓪𝓼 𝓭𝓮 𝓱𝓸𝓳𝓮.

𝓓𝓮 𝓪𝓬𝓸𝓻𝓭𝓸 𝓬𝓸𝓶 𝓭𝓪𝓭𝓸𝓼 𝓻𝓮𝓬𝓮𝓷𝓽𝓮𝓶𝓮𝓷𝓽𝓮 𝓻𝓮𝓿𝓮𝓵𝓪𝓭𝓸𝓼 𝓹𝓮𝓵𝓪 𝓗𝓸𝓷𝓮𝔂𝓹𝓸𝓽, 𝓸 𝓹𝓻𝓲𝓷𝓬𝓲𝓹𝓪𝓵 𝓹𝓪𝓲́𝓼 𝓹𝓪𝓻𝓪 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓷𝓪 𝓽𝓮𝓬𝓷𝓸𝓵𝓸𝓰𝓲𝓪 𝓮́ 𝓟𝓸𝓻𝓽𝓾𝓰𝓪𝓵: 𝟑𝟎,𝟓𝟔% 𝓭𝓸𝓼 𝓵𝓲𝓬𝓮𝓷𝓬𝓲𝓪𝓭𝓸𝓼 𝓺𝓾𝓮 𝓬𝓾𝓻𝓼𝓪𝓶 𝓒𝓣𝓔𝓜 𝓼𝓪̃𝓸 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼, 𝓿𝓪𝓵𝓸𝓻 𝓺𝓾𝓮 𝓬𝓸𝓶𝓹𝓪𝓻𝓪 𝓬𝓸𝓶 𝟐𝟒,𝟐𝟒% 𝓷𝓸𝓼 𝓔𝓤𝓐. 𝓒𝓸𝓷𝓽𝓾𝓭𝓸, 𝓷𝓸𝓼 𝓔𝓤𝓐, 𝓮𝓼𝓽𝓮 𝓷𝓾́𝓶𝓮𝓻𝓸 𝓮𝓼𝓽𝓪́ 𝓶𝓾𝓲𝓽𝓸 𝓹𝓻𝓸́𝔁𝓲𝓶𝓸 𝓭𝓸 𝓹𝓮𝓻𝓬𝓮𝓷𝓽𝓾𝓪𝓵 𝓺𝓾𝓮 𝓻𝓮𝓪𝓵𝓶𝓮𝓷𝓽𝓮 𝓬𝓸𝓶𝓹𝓸̃𝓮 𝓸 𝓼𝓮𝓽𝓸𝓻 𝓭𝓮 𝓽𝓮𝓬𝓷𝓸𝓵𝓸𝓰𝓲𝓪 (𝟐𝟒,𝟔𝟏%), 𝓪𝓸 𝓹𝓪𝓼𝓼𝓸 𝓺𝓾𝓮 𝓮𝓶 𝓟𝓸𝓻𝓽𝓾𝓰𝓪𝓵, 𝓾𝓶𝓪 𝓶𝓪𝓲𝓸𝓻 𝓹𝓪𝓻𝓲𝓭𝓪𝓭𝓮 𝓺𝓾𝓮 𝓼𝓮 𝓹𝓸𝓭𝓮𝓻𝓲𝓪 𝓪𝓽𝓮́ 𝓪𝓭𝓲𝓿𝓲𝓷𝓱𝓪𝓻 𝓪̀ 𝓹𝓪𝓻𝓽𝓲𝓭𝓪, 𝓭𝓲𝓵𝓾𝓲-𝓼𝓮 𝓷𝓪 𝓹𝓮𝓻𝓬𝓮𝓷𝓽𝓪𝓰𝓮𝓶 𝓮𝓯𝓮𝓽𝓲𝓿𝓪 𝓭𝓮 𝓬𝓪𝓻𝓰𝓸𝓼/𝓬𝓪𝓻𝓻𝓮𝓲𝓻𝓪𝓼 𝓮𝓶 𝓣𝓘 𝓸𝓬𝓾𝓹𝓪𝓭𝓸𝓼 𝓹𝓸𝓻 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 (𝓬𝓮𝓻𝓬𝓪 𝓭𝓮 𝟏𝟔%).

𝓓𝓮 𝓪𝓬𝓸𝓻𝓭𝓸 𝓬𝓸𝓶 𝓸𝓼 𝓷𝓾́𝓶𝓮𝓻𝓸𝓼 𝓭𝓪 𝓗𝓸𝓷𝓮𝔂𝓹𝓸𝓽, 𝓮𝓶 𝓟𝓸𝓻𝓽𝓾𝓰𝓪𝓵 𝓸𝓼 𝓱𝓸𝓶𝓮𝓷𝓼 𝓽𝓪𝓶𝓫𝓮́𝓶 𝓰𝓪𝓷𝓱𝓪𝓶 𝓬𝓮𝓻𝓬𝓪 𝓭𝓮 𝟏𝟏,𝟏% 𝓪 𝓶𝓪𝓲𝓼 𝓭𝓸 𝓺𝓾𝓮 𝓪𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓮 𝓬𝓮𝓻𝓬𝓪 𝓭𝓮 𝟐𝟎% 𝓭𝓪𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓹𝓮𝓻𝓶𝓪𝓷𝓮𝓬̧𝓪𝓶 𝓮𝓶 𝓷𝓲́𝓿𝓮𝓲𝓼 𝓭𝓮 𝓬𝓪𝓻𝓻𝓮𝓲𝓻𝓪 𝓲𝓷𝓯𝓮𝓻𝓲𝓸𝓻𝓮𝓼, 𝓺𝓾𝓪𝓷𝓭𝓸 𝓬𝓸𝓶𝓹𝓪𝓻𝓪𝓭𝓪𝓼 𝓬𝓸𝓶 𝓱𝓸𝓶𝓮𝓷𝓼 𝓬𝓸𝓶 𝓪 𝓶𝓮𝓼𝓶𝓪 𝓯𝓸𝓻𝓶𝓪𝓬̧𝓪̃𝓸 𝓮 𝓲𝓭𝓪𝓭𝓮.

𝓝𝓸 𝓼𝓮𝓾 𝓪𝓻𝓽𝓲𝓰𝓸 𝓦𝓸𝓶𝓮𝓷 𝓘𝓷 𝓣𝓮𝓬𝓱: 𝓘𝓷𝓬𝓸𝓷𝓿𝓮𝓷𝓲𝓮𝓷𝓽 𝓣𝓻𝓾𝓽𝓱𝓼 𝓐𝓷𝓭 𝓒𝓱𝓪𝓷𝓰𝓲𝓷𝓰 𝓟𝓮𝓻𝓼𝓹𝓮𝓬𝓽𝓲𝓿𝓮𝓼, 𝓙𝓾𝓵𝓲𝓪𝓷 𝓥𝓲𝓰𝓸 𝓻𝓮𝓹𝓸𝓻𝓽𝓪 𝓪 𝓬𝓸𝓷𝓿𝓮𝓻𝓼𝓪 𝓽𝓲𝓭𝓪 𝓬𝓸𝓶 𝓣𝓪𝓶𝓶𝔂 𝓜𝓸𝓼𝓴𝓲𝓽𝓮𝓼, 𝓮𝓶 𝓺𝓾𝓮 𝓮𝓼𝓽𝓪 𝓻𝓮𝓯𝓮𝓻𝓲𝓪 𝓽𝓮𝓻 𝓽𝓲𝓭𝓸 𝓪𝓹𝓮𝓷𝓪𝓼 𝟏𝟑% 𝓭𝓮 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓹𝓪𝓻𝓮𝓼 𝓷𝓸 𝓲́𝓷𝓭𝓲𝓬𝓮 𝓕𝓸𝓻𝓽𝓾𝓷𝓮 𝟓𝟎𝟎, 𝓮𝔁𝓹𝓵𝓲𝓬𝓲𝓽𝓪𝓷𝓭𝓸 𝓺𝓾𝓮 𝓮𝓼𝓼𝓮 𝓹𝓮𝓻𝓬𝓮𝓷𝓽𝓾𝓪𝓵 𝓮𝓻𝓪 𝓻𝓮𝓹𝓻𝓮𝓼𝓮𝓷𝓽𝓪𝓽𝓲𝓿𝓸 𝓭𝓮 𝓬𝓮𝓻𝓬𝓪 𝓭𝓮 𝟔𝟓 𝓮𝓶𝓹𝓻𝓮𝓼𝓪𝓼 𝓷𝓾𝓶 𝓾𝓷𝓲𝓿𝓮𝓻𝓼𝓸 𝓭𝓮 𝟓𝟎𝟎 𝓮 𝓺𝓾𝓮 𝓲𝓷𝓬𝓵𝓾𝓲́𝓪 𝓷𝓪̃𝓸 𝓼𝓸́ 𝓱𝓸𝓶𝓸́𝓵𝓸𝓰𝓪𝓼 𝓷𝓸 𝓬𝓪𝓻𝓰𝓸 (𝓒𝓢𝓘𝓞), 𝓬𝓸𝓶𝓸 𝓽𝓪𝓶𝓫𝓮́𝓶 𝓸𝓾𝓽𝓻𝓸𝓼 𝓬𝓪𝓻𝓰𝓸𝓼.

𝓜𝓪𝓲𝓼 𝓻𝓮𝓬𝓮𝓷𝓽𝓮𝓶𝓮𝓷𝓽𝓮 𝓪 𝓔𝓷𝓼𝓸𝓷𝓸, 𝓷𝓸 𝓼𝓮𝓾 𝓻𝓮𝓵𝓪𝓽𝓸́𝓻𝓲𝓸 𝓢𝓹𝓮𝓪𝓴 𝓤𝓹 – 𝓑𝓻𝓲𝓷𝓰𝓲𝓷𝓰 𝓜𝓸𝓻𝓮 𝓦𝓸𝓶𝓮𝓷’𝓼 𝓥𝓸𝓲𝓬𝓮𝓼 𝓽𝓸 𝓣𝓮𝓬𝓱 𝓒𝓸𝓷𝓯𝓮𝓻𝓮𝓷𝓬𝓮𝓼, 𝓹𝓪𝓻𝓽𝓲𝓾 𝓭𝓸 𝓺𝓾𝓮 𝓹𝓪𝓻𝓮𝓬𝓲𝓪 𝓼𝓮𝓻 𝓾𝓶 𝓭𝓮𝓽𝓪𝓵𝓱𝓮 – 𝓹𝓪𝓻𝓽𝓲𝓬𝓲𝓹𝓪𝓬̧𝓪̃𝓸 𝓮𝓯𝓮𝓽𝓲𝓿𝓪 𝓭𝓮 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓮𝓶 𝓬𝓸𝓷𝓯𝓮𝓻𝓮̂𝓷𝓬𝓲𝓪𝓼 𝓮 𝓹𝓪𝓵𝓮𝓼𝓽𝓻𝓪𝓼 𝓷𝓪 𝓪́𝓻𝓮𝓪 𝓭𝓮 𝓽𝓮𝓬𝓷𝓸𝓵𝓸𝓰𝓲𝓪 𝓷𝓸𝓼 𝓔𝓤𝓐 – 𝓹𝓪𝓻𝓪 𝓬𝓸𝓷𝓬𝓵𝓾𝓲𝓻 𝓹𝓮𝓵𝓪 𝓮𝔁𝓲𝓼𝓽𝓮̂𝓷𝓬𝓲𝓪 𝓭𝓮 𝓾𝓶𝓪 𝓭𝓮𝓼𝓲𝓰𝓾𝓪𝓵𝓭𝓪𝓭𝓮 𝓶𝓾𝓲𝓽𝓸 𝓶𝓪𝓲𝓼 𝓪𝓫𝓻𝓪𝓷𝓰𝓮𝓷𝓽𝓮, 𝓹𝓮𝓻𝓼𝓲𝓼𝓽𝓮𝓷𝓽𝓮 𝓮 𝓹𝓻𝓮𝓸𝓬𝓾𝓹𝓪𝓷𝓽𝓮. 𝓒𝓸𝓷𝓼𝓽𝓪𝓽𝓸𝓾-𝓼𝓮, 𝓹𝓸𝓻 𝓮𝔁𝓮𝓶𝓹𝓵𝓸, 𝓺𝓾𝓮 𝓪𝓹𝓮𝓼𝓪𝓻 𝓭𝓮 𝓬𝓪𝓭𝓪 𝓿𝓮𝔃 𝓶𝓪𝓲𝓼 𝓼𝓮 𝓮𝔁𝓲𝓰𝓲𝓻𝓮𝓶 𝓿𝓸𝔃𝓮𝓼 𝓯𝓮𝓶𝓲𝓷𝓲𝓷𝓪𝓼 𝓮𝓶 𝓽𝓮𝓶𝓪𝓼 𝓭𝓮 𝓒𝓣𝓔𝓜, 𝓪𝓵𝓰𝓾𝓶𝓪𝓼 𝓭𝓪𝓼 𝓶𝓪𝓲𝓸𝓻𝓮𝓼 𝓬𝓸𝓷𝓯𝓮𝓻𝓮̂𝓷𝓬𝓲𝓪𝓼 𝓭𝓮 𝓽𝓮𝓬𝓷𝓸𝓵𝓸𝓰𝓲𝓪 𝓭𝓸 𝓶𝓾𝓷𝓭𝓸 𝓬𝓸𝓷𝓽𝓲𝓷𝓾𝓪𝓶 𝓪𝓹𝓻𝓮𝓼𝓮𝓷𝓽𝓪𝓷𝓭𝓸 𝓮𝓼𝓼𝓮𝓷𝓬𝓲𝓪𝓵𝓶𝓮𝓷𝓽𝓮 𝓱𝓸𝓶𝓮𝓷𝓼, 𝓷𝓾𝓶𝓪 𝓹𝓻𝓸𝓹𝓸𝓻𝓬̧𝓪̃𝓸 𝓶𝓮́𝓭𝓲𝓪 𝓭𝓮 𝟒 𝓱𝓸𝓶𝓮𝓷𝓼 𝓹𝓪𝓻𝓪 𝟏 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼.

𝓒𝓱𝓮𝓰𝓪𝓭𝓸𝓼 𝓪 𝟐𝟎𝟏𝟗, 𝓪𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 — 𝓺𝓾𝓮 𝓭𝓾𝓻𝓪𝓷𝓽𝓮 𝓭𝓮́𝓬𝓪𝓭𝓪𝓼 𝓽𝓲𝓷𝓱𝓪𝓶 𝓼𝓲𝓭𝓸 𝓾𝓶𝓪 𝓲𝓷𝓼𝓹𝓲𝓻𝓪𝓬̧𝓪̃𝓸 𝓮 𝓽𝓮𝓷𝓭𝓮̂𝓷𝓬𝓲𝓪 𝓲𝓷𝓬𝓸𝓷𝓽𝓸𝓻𝓷𝓪́𝓿𝓮𝓵 𝓷𝓪𝓼 𝓒𝓣𝓔𝓜 — 𝓽𝓸𝓻𝓷𝓪𝓻𝓪𝓶-𝓼𝓮 𝓮𝔁𝓬𝓮𝓬̧𝓪̃𝓸 𝓮, 𝓪𝓹𝓮𝓼𝓪𝓻 𝓭𝓸𝓼 𝓮𝓼𝓯𝓸𝓻𝓬̧𝓸𝓼 𝓷𝓸 𝓼𝓮𝓷𝓽𝓲𝓭𝓸 𝓭𝓮 𝓾𝓶𝓪 𝓬𝓮𝓻𝓽𝓪 𝓻𝓮𝓹𝓸𝓼𝓲𝓬̧𝓪̃𝓸 𝓭𝓮 𝓲𝓰𝓾𝓪𝓵𝓭𝓪𝓭𝓮, 𝓮𝓼𝓽𝓪 𝓷𝓪̃𝓸 𝓮𝓼𝓽𝓪́ 𝓪 𝓪𝓬𝓸𝓷𝓽𝓮𝓬𝓮𝓻 𝓬𝓸𝓶 𝓪 𝓬𝓮𝓵𝓮𝓻𝓲𝓭𝓪𝓭𝓮 𝓮 𝓮𝓯𝓲𝓬𝓪́𝓬𝓲𝓪 𝓷𝓮𝓬𝓮𝓼𝓼𝓪́𝓻𝓲𝓪𝓼.

𝓔́ 𝓹𝓻𝓮𝓬𝓲𝓼𝓸 𝓯𝓪𝔃𝓮𝓻 𝓶𝓪𝓲𝓼.

𝓓𝓮𝓼𝓭𝓮 𝓵𝓸𝓰𝓸, 𝓬𝓸𝓶𝓫𝓪𝓽𝓮𝓻 𝓸𝓼 𝓮𝓼𝓽𝓮𝓻𝓮𝓸́𝓽𝓲𝓹𝓸𝓼 𝓮 𝓮𝓼𝓽𝓲𝓰𝓶𝓪𝓼 𝓼𝓸𝓬𝓲𝓪𝓲𝓼 𝓮𝓶 𝓽𝓸𝓻𝓷𝓸 𝓭𝓪 𝓶𝓾𝓵𝓱𝓮𝓻, 𝓺𝓾𝓮 𝓬𝓸𝓶𝓮𝓬̧𝓪𝓶 𝓵𝓸𝓰𝓸 𝓷𝓪 𝓲𝓷𝓯𝓪̂𝓷𝓬𝓲𝓪, 𝓬𝓸𝓶 𝓪𝓼 𝓮𝓼𝓬𝓸𝓵𝓱𝓪𝓼 𝓭𝓮 𝓫𝓻𝓲𝓷𝓺𝓾𝓮𝓭𝓸𝓼 𝓮 𝓪𝓽𝓲𝓿𝓲𝓭𝓪𝓭𝓮𝓼 (𝓹𝓸𝓻 𝓰𝓮́𝓷𝓮𝓻𝓸) 𝓺𝓾𝓮 𝓼𝓮 𝓿𝓪̃𝓸 𝓭𝓮𝓷𝓼𝓲𝓯𝓲𝓬𝓪𝓷𝓭𝓸 𝓷𝓾𝓶 𝓮𝓶𝓪𝓻𝓪𝓷𝓱𝓪𝓭𝓸 𝓭𝓮 𝓮𝓼𝓬𝓸𝓵𝓱𝓪𝓼 — 𝓶𝓪𝓲𝓼 𝓸𝓾 𝓶𝓮𝓷𝓸𝓼 𝓹𝓻𝓸𝓿𝓪́𝓿𝓮𝓲𝓼 — 𝓺𝓾𝓮 𝓪𝓬𝓪𝓫𝓪𝓶 𝓹𝓸𝓻 𝓪𝓯𝓪𝓼𝓽𝓪𝓻 𝓪𝓼 𝓻𝓪𝓹𝓪𝓻𝓲𝓰𝓪𝓼 𝓭𝓪𝓼 “𝓪́𝓻𝓮𝓪𝓼 𝓭𝓮 𝓻𝓪𝓹𝓪𝔃𝓮𝓼”.

𝓐𝓼 𝓮𝓶𝓹𝓻𝓮𝓼𝓪𝓼 𝓽𝓮̂𝓶 𝓺𝓾𝓮 𝓹𝓪𝓼𝓼𝓪𝓻 𝓪 𝓪𝓭𝓸𝓽𝓪𝓻 𝓶𝓮𝓭𝓲𝓭𝓪𝓼 𝓬𝓸𝓷𝓬𝓻𝓮𝓽𝓪𝓼 𝓮 𝓪𝓬𝓲𝓸𝓷𝓪́𝓿𝓮𝓲𝓼 𝓬𝓸𝓶 𝓿𝓲𝓼𝓽𝓪 𝓪̀ 𝓻𝓮𝓹𝓸𝓼𝓲𝓬̧𝓪̃𝓸 𝓭𝓪 𝓶𝓪́𝔁𝓲𝓶𝓪 𝓲𝓰𝓾𝓪𝓵𝓭𝓪𝓭𝓮 𝓭𝓮 𝓰𝓮́𝓷𝓮𝓻𝓸 𝓹𝓸𝓼𝓼𝓲́𝓿𝓮𝓵. 𝓘𝓶𝓹𝓸̃𝓮-𝓼𝓮 𝓾𝓶𝓪 𝓻𝓮𝓼𝓲𝓼𝓽𝓮̂𝓷𝓬𝓲𝓪 𝓸𝓫𝓳𝓮𝓽𝓲𝓿𝓪 𝓮 𝓬𝓸𝓷𝓼𝓮𝓺𝓾𝓮𝓷𝓽𝓮 𝓪𝓸 𝓯𝓪𝓬𝓲𝓵𝓲𝓽𝓲𝓼𝓶𝓸 𝓭𝓮 𝓷𝓸𝓶𝓮𝓪𝓬̧𝓸̃𝓮𝓼 𝓹𝓸𝓻 𝓻𝓪𝔃𝓸̃𝓮𝓼 𝓭𝓲𝓼𝓼𝓸𝓬𝓲𝓪𝓭𝓪𝓼 𝓭𝓮 𝓾𝓶𝓪 𝓮𝓯𝓮𝓽𝓲𝓿𝓪 𝓲𝓰𝓾𝓪𝓵𝓭𝓪𝓭𝓮 𝓭𝓮 𝓰𝓮́𝓷𝓮𝓻𝓸 𝓮 𝓭𝓮 𝓸𝓹𝓸𝓻𝓽𝓾𝓷𝓲𝓭𝓪𝓭𝓮𝓼 𝓭𝓮 𝓬𝓪𝓻𝓻𝓮𝓲𝓻𝓪, 𝓮𝓷𝓽𝓻𝓮 𝓱𝓸𝓶𝓮𝓷𝓼 𝓮 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼; 𝓼𝓮𝓳𝓪 𝓹𝓪𝓻𝓪 𝓼𝓪𝓽𝓲𝓼𝓯𝓪𝔃𝓮𝓻 𝓮𝔁𝓲𝓰𝓮̂𝓷𝓬𝓲𝓪𝓼 𝓻𝓮𝓰𝓾𝓵𝓪𝓽𝓸́𝓻𝓲𝓪𝓼, 𝓬𝓾𝓶𝓹𝓻𝓲𝓻 𝓭𝓮𝓽𝓮𝓻𝓶𝓲𝓷𝓪𝓭𝓸𝓼 𝓲𝓷𝓭𝓲𝓬𝓪𝓭𝓸𝓻𝓮𝓼 𝓭𝓮 𝓫𝓸𝓪𝓼 𝓹𝓻𝓪́𝓽𝓲𝓬𝓪𝓼, 𝓮𝓽𝓬.

𝓞 𝓼𝓽𝓪𝓽𝓾𝓼 𝓺𝓾𝓸 𝓭𝓪 𝓭𝓸𝓶𝓲𝓷𝓪̂𝓷𝓬𝓲𝓪 𝓶𝓪𝓼𝓬𝓾𝓵𝓲𝓷𝓪 𝓬𝓪𝓻𝓮𝓬𝓮 𝓭𝓮 𝓼𝓮𝓻 𝓮𝓯𝓮𝓽𝓲𝓿𝓪 𝓮 𝓬𝓵𝓪𝓻𝓪𝓶𝓮𝓷𝓽𝓮 𝓶𝓾𝓭𝓪𝓭𝓸.

𝓔́ 𝓾𝓻𝓰𝓮𝓷𝓽𝓮 𝓺𝓾𝓮 𝓼𝓮 𝓬𝓻𝓲𝓮𝓶 𝓮𝓼𝓹𝓪𝓬̧𝓸𝓼 𝓮𝓯𝓮𝓽𝓲𝓿𝓸𝓼 𝓹𝓪𝓻𝓪 𝓪 𝓵𝓲𝓭𝓮𝓻𝓪𝓷𝓬̧𝓪 𝓷𝓸 𝓯𝓮𝓶𝓲𝓷𝓲𝓷𝓸, 𝓺𝓾𝓮 𝓼𝓮 𝓭𝓮𝓯𝓲𝓷𝓪𝓶 𝓹𝓵𝓪𝓷𝓸𝓼 𝓭𝓮 𝓬𝓪𝓻𝓻𝓮𝓲𝓻𝓪 𝓺𝓾𝓮 𝓪𝓽𝓮𝓷𝓭𝓪𝓶 𝓪𝓸 𝓮𝓯𝓮𝓽𝓲𝓿𝓸 𝓶𝓮́𝓻𝓲𝓽𝓸 𝓮 𝓮𝔁𝓬𝓮𝓵𝓮̂𝓷𝓬𝓲𝓪 𝓭𝓸𝓼 𝓬𝓸𝓵𝓪𝓫𝓸𝓻𝓪𝓭𝓸𝓻𝓮𝓼, 𝓲𝓷𝓭𝓮𝓹𝓮𝓷𝓭𝓮𝓷𝓽𝓮𝓶𝓮𝓷𝓽𝓮 𝓭𝓸 𝓰𝓮́𝓷𝓮𝓻𝓸, 𝓺𝓾𝓮 𝓼𝓮 𝓹𝓻𝓮𝓸𝓬𝓾𝓹𝓮𝓶 𝓬𝓸𝓶 𝓪 𝓻𝓮𝓽𝓮𝓷𝓬̧𝓪̃𝓸 𝓭𝓮 𝓽𝓪𝓵𝓮𝓷𝓽𝓸 𝓷𝓸 𝓯𝓮𝓶𝓲𝓷𝓲𝓷𝓸 𝓮 𝓺𝓾𝓮 𝓬𝓸𝓷𝓼𝓲𝓰𝓪𝓶 𝓻𝓮𝓼𝓹𝓮𝓲𝓽𝓪𝓻 𝓮 𝓿𝓪𝓵𝓸𝓻𝓲𝔃𝓪𝓻 𝓪𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓮𝓶 𝓽𝓸𝓭𝓪 𝓪 𝓼𝓾𝓪 𝓭𝓲𝓶𝓮𝓷𝓼𝓪̃𝓸. 𝓐𝓼 𝓮𝓶𝓹𝓻𝓮𝓼𝓪𝓼 𝓹𝓻𝓮𝓬𝓲𝓼𝓪𝓶 𝓭𝓮 𝓪𝓭𝓸𝓽𝓪𝓻 𝓾𝓶𝓪 𝓬𝓾𝓵𝓽𝓾𝓻𝓪 𝓿𝓮𝓻𝓭𝓪𝓭𝓮𝓲𝓻𝓪𝓶𝓮𝓷𝓽𝓮 𝓲𝓷𝓬𝓵𝓾𝓼𝓲𝓿𝓪, 𝓸𝓷𝓭𝓮 𝓪𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓼𝓮𝓳𝓪𝓶 𝓲𝓷𝓽𝓮𝓵𝓮𝓬𝓽𝓾𝓪𝓵𝓶𝓮𝓷𝓽𝓮 𝓿𝓪𝓵𝓸𝓻𝓲𝔃𝓪𝓭𝓪𝓼 𝓮 𝓻𝓮𝓬𝓸𝓷𝓱𝓮𝓬𝓲𝓭𝓪𝓼, 𝓹𝓸𝓼𝓼𝓪𝓶 𝓬𝓻𝓮𝓼𝓬𝓮𝓻 𝓮 𝓼𝓮𝓻𝓿𝓲𝓻 𝓭𝓮 𝓮𝔁𝓮𝓶𝓹𝓵𝓸 𝓮 𝓭𝓮 𝓲𝓷𝓼𝓹𝓲𝓻𝓪𝓬̧𝓪̃𝓸 𝓪̀𝓼 𝓷𝓸𝓿𝓪𝓼 𝓰𝓮𝓻𝓪𝓬̧𝓸̃𝓮𝓼.

𝓐 𝓯𝓪𝓵𝓽𝓪 𝓭𝓮 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓮𝓶 𝓬𝓪𝓻𝓰𝓸𝓼 𝓭𝓮 𝓵𝓲𝓭𝓮𝓻𝓪𝓷𝓬̧𝓪 (𝓼𝓸𝓫𝓻𝓮𝓽𝓾𝓭𝓸 𝓮𝓶 𝓪́𝓻𝓮𝓪𝓼 𝓪𝓼𝓼𝓸𝓬𝓲𝓪𝓭𝓪𝓼 𝓪̀ 𝓲𝓷𝓸𝓿𝓪𝓬̧𝓪̃𝓸 𝓮 𝓽𝓮𝓬𝓷𝓸𝓵𝓸𝓰𝓲𝓪) 𝓻𝓮𝓭𝓾𝔃 𝓸 𝓷𝓾́𝓶𝓮𝓻𝓸 𝓭𝓮 𝓶𝓸𝓭𝓮𝓵𝓸𝓼 𝓹𝓪𝓻𝓪 𝓪𝓼 𝓳𝓸𝓿𝓮𝓷𝓼, 𝓺𝓾𝓮 𝓷𝓪̃𝓸 𝓬𝓸𝓷𝓼𝓮𝓰𝓾𝓮𝓶 𝓹𝓻𝓸𝓳𝓮𝓽𝓪𝓻 𝓾𝓶𝓪 𝓲𝓭𝓮𝓲𝓪 𝓻𝓮𝓪𝓵𝓲́𝓼𝓽𝓲𝓬𝓪 𝓭𝓮 𝓾𝓶𝓪 𝓬𝓪𝓻𝓻𝓮𝓲𝓻𝓪 𝓰𝓻𝓪𝓽𝓲𝓯𝓲𝓬𝓪𝓷𝓽𝓮 𝓷𝓮𝓼𝓽𝓪𝓼 𝓪́𝓻𝓮𝓪𝓼.

𝓓𝓮𝓹𝓸𝓲𝓼 𝓭𝓮 𝓽𝓾𝓭𝓸, 𝓼𝓾𝓫𝓼𝓲𝓼𝓽𝓲𝓶𝓸𝓼 𝓷𝓸́𝓼.

𝓐𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼 𝓽𝓮̂𝓶 𝓾𝓶𝓪 𝓗𝓲𝓼𝓽𝓸́𝓻𝓲𝓪, 𝓺𝓾𝓮 𝓮́ 𝓼𝓾𝓯𝓲𝓬𝓲𝓮𝓷𝓽𝓮𝓶𝓮𝓷𝓽𝓮 𝓭𝓮𝓶𝓸𝓷𝓼𝓽𝓻𝓪𝓽𝓲𝓿𝓪 𝓭𝓪𝓼 𝓼𝓾𝓪𝓼 𝓬𝓪𝓹𝓪𝓬𝓲𝓭𝓪𝓭𝓮𝓼. 𝓔́ 𝓷𝓸𝓼𝓼𝓪 𝓻𝓮𝓼𝓹𝓸𝓷𝓼𝓪𝓫𝓲𝓵𝓲𝓭𝓪𝓭𝓮 𝓻𝓮𝓬𝓸𝓷𝓽𝓪𝓻 𝓽𝓸𝓭𝓸𝓼 𝓸𝓼 𝓭𝓲𝓪𝓼 𝓮𝓼𝓽𝓪 𝓗𝓲𝓼𝓽𝓸́𝓻𝓲𝓪, 𝓷𝓸 𝓮𝔁𝓮𝓶𝓹𝓵𝓸 𝓺𝓾𝓮 𝓼𝓸𝓶𝓸𝓼 𝓮 𝓷𝓪𝓺𝓾𝓲𝓵𝓸 𝓺𝓾𝓮 𝓯𝓪𝔃𝓮𝓶𝓸𝓼.

𝓔́ 𝓾𝓻𝓰𝓮𝓷𝓽𝓮 𝓪𝓹𝓸𝓭𝓮𝓻𝓪𝓻 𝓪𝓼 𝓳𝓸𝓿𝓮𝓷𝓼 𝓶𝓾𝓵𝓱𝓮𝓻𝓮𝓼, 𝓮𝓭𝓾𝓬𝓪𝓷𝓭𝓸-𝓪𝓼 𝓹𝓪𝓻𝓪 𝓪 𝓻𝓮𝓵𝓮𝓿𝓪̂𝓷𝓬𝓲𝓪 𝓮 𝓹𝓪𝓻𝓪 𝓪 𝓬𝓸𝓷𝓼𝓲𝓼𝓽𝓮̂𝓷𝓬𝓲𝓪, 𝓲𝓷𝓼𝓲𝓼𝓽𝓲𝓷𝓭𝓸 𝓷𝓪 𝓹𝓻𝓮𝓿𝓪𝓵𝓮̂𝓷𝓬𝓲𝓪 𝓭𝓸 𝓬𝓸𝓷𝓽𝓮𝓾́𝓭𝓸 𝓼𝓸𝓫𝓻𝓮 𝓪 𝓯𝓸𝓻𝓶𝓪 𝓮 𝓬𝓸𝓷𝓽𝓻𝓪𝓻𝓲𝓪𝓷𝓭𝓸 𝓪 𝓪𝓹𝓸𝓵𝓸𝓰𝓲𝓪 𝓭𝓮 𝓯𝓸́𝓻𝓶𝓾𝓵𝓪𝓼 𝓲𝓷𝓼𝓽𝓪𝓷𝓽𝓪̂𝓷𝓮𝓪𝓼 𝓭𝓮 𝓼𝓾𝓬𝓮𝓼𝓼𝓸, 𝓭𝓲𝓼𝓽𝓪𝓷𝓽𝓮𝓼 𝓭𝓮 𝓾𝓶 𝓹𝓮𝓻𝓬𝓾𝓻𝓼𝓸 𝓭𝓮 𝓬𝓸𝓷𝓼𝓽𝓻𝓾𝓬̧𝓪̃𝓸 𝓭𝓮 𝓾𝓶𝓪 𝓬𝓪𝓻𝓻𝓮𝓲𝓻𝓪 𝓹𝓻𝓸𝓯𝓲𝓼𝓼𝓲𝓸𝓷𝓪𝓵.

𝓒𝓸𝓶𝓹𝓮𝓽𝓮-𝓷𝓸𝓼 𝓭𝓪𝓻 𝓿𝓸𝔃 𝓪 𝓾𝓶 𝓷𝓸𝓿𝓸 𝓹𝓪𝓻𝓪𝓭𝓲𝓰𝓶𝓪 𝓭𝓮 𝓼𝓾𝓬𝓮𝓼𝓼𝓸, 𝓺𝓾𝓮 𝓹𝓸𝓼𝓼𝓪 𝓼𝓮𝓻𝓿𝓲𝓻 𝓭𝓮 𝓮𝔁𝓮𝓶𝓹𝓵𝓸 𝓮 𝓲𝓷𝓼𝓹𝓲𝓻𝓪𝓬̧𝓪̃𝓸 𝓮 𝓮𝓶 𝓺𝓾𝓮 𝓽𝓸𝓭𝓪𝓼 𝓪𝓼 𝓪́𝓻𝓮𝓪𝓼 𝓭𝓮 𝓬𝓸𝓷𝓱𝓮𝓬𝓲𝓶𝓮𝓷𝓽𝓸 𝓮 𝓭𝓮 𝓽𝓻𝓪𝓫𝓪𝓵𝓱𝓸 𝓼𝓪̃𝓸 𝓿𝓪́𝓵𝓲𝓭𝓪𝓼 𝓹𝓪𝓻𝓪 𝓪 𝓻𝓮𝓪𝓵𝓲𝔃𝓪𝓬̧𝓪̃𝓸 𝓹𝓮𝓼𝓼𝓸𝓪𝓵 𝓮 𝓹𝓻𝓸𝓯𝓲𝓼𝓼𝓲𝓸𝓷𝓪𝓵 𝓭𝓮 𝓾𝓶𝓪 𝓳𝓸𝓿𝓮𝓶 𝓶𝓾𝓵𝓱𝓮𝓻.

𝓡𝓮𝓹𝓮𝓷𝓼𝓮𝓶𝓸𝓼, 𝓭𝓮 𝓯𝓸𝓻𝓶𝓪 𝓭𝓮𝓼𝓬𝓸𝓶𝓹𝓵𝓮𝔁𝓪𝓭𝓪, 𝓪 𝓷𝓸𝓼𝓼𝓪 𝓯𝓾𝓷𝓬̧𝓪̃𝓸 𝓼𝓸𝓬𝓲𝓪𝓵 𝓮 𝓪𝓬𝓮𝓲𝓽𝓮𝓶𝓸𝓼 𝓼𝓮𝓶 𝓺𝓾𝓪𝓵𝓺𝓾𝓮𝓻 𝓹𝓻𝓮𝓬𝓸𝓷𝓬𝓮𝓲𝓽𝓸 𝓽𝓸𝓭𝓪𝓼 𝓪𝓼 𝓭𝓲𝓶𝓮𝓷𝓼𝓸̃𝓮𝓼 𝓭𝓪 𝓷𝓸𝓼𝓼𝓪 𝓬𝓸𝓷𝓭𝓲𝓬̧𝓪̃𝓸 𝓯𝓮𝓶𝓲𝓷𝓲𝓷𝓪.

𝓢𝓪𝓲𝓫𝓪𝓶𝓸𝓼 𝓪𝓳𝓾𝓭𝓪𝓻 𝓪𝓼 𝓷𝓸𝓼𝓼𝓪𝓼 𝓳𝓸𝓿𝓮𝓷𝓼 𝓪 𝓭𝓲𝓼𝓽𝓲𝓷𝓰𝓾𝓲𝓻 – 𝓷𝓸𝓼 𝓹𝓮𝓺𝓾𝓮𝓷𝓸𝓼 𝓷𝓪𝓭𝓪 (𝓭𝓸 𝓭𝓲𝓪-𝓪-𝓭𝓲𝓪) — 𝓸𝓼 𝓪𝓽𝓸𝓼 𝓭𝓮 𝓰𝓮𝓷𝓽𝓲𝓵𝓮𝔃𝓪, 𝓭𝓪𝓼 “𝓼𝓾𝓫𝓽𝓲𝓵𝓮𝔃𝓪𝓼” 𝓭𝓪 𝓭𝓮𝓼𝓲𝓰𝓾𝓪𝓵𝓭𝓪𝓭𝓮, 𝓹𝓪𝓻𝓽𝓲𝓷𝓭𝓸 𝓭𝓸 𝓹𝓻𝓲𝓷𝓬𝓲́𝓹𝓲𝓸 𝓭𝓮 𝓺𝓾𝓮 𝓽𝓸𝓭𝓪 𝓪 𝓭𝓮𝓼𝓲𝓰𝓾𝓪𝓵𝓭𝓪𝓭𝓮 𝓮́ 𝓲𝓷𝓽𝓸𝓵𝓮𝓻𝓪́𝓿𝓮𝓵.

* Licenciada em Direito pela Católica Lisboa com um MBA para “inhouse counsel” pela Boston University Questroom School of Business. Fundou a Techlawyers em 2017 e em 2019 torna-se sócia da pbbr. Foi também diretora jurídica da Novabase entre 2002 e 2017.

IN "OBSERVADOR"
07/10/19


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