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BETONIQ RISK MANAGEMENT SYSTEM
About the BETONIQ Risk Management System

RISK MANAGEMENT POLICY The risk management policy should clearly state the organization's objectives for, and commitment to, risk Management and typically addresses the following: Companies that deal with large construction and infrastructural projects plus use large production facilities are obviously subject to a lot of risk. This risk can be divided in(1) physical risk for employees and users of our products and (2) financial and legal risk for the company: However it is clear that financial risk is a hazard for the entire company, physical risk should always be the main concern of everyone involved in the BETONIQ operation, because the impact on persons and their families getting affected by serious accidents, can't be measured in money. Besides that it is also clear that physical accidents can have enormous impact on the goodwill and thus the financial stability of the company. In Real Estate Development, Production and Construction companies, financial and legal risk is always present in all levels of the company. When dealing with thousands of contracts, thousands of employees and thousands of clients in projects that affect the environment and need far reaching collaboration with governments and professional subcontractors, it is very important to constantly be aware of the risks that are involved in such an operation. Controlling these risks will also enable the company to use the present financial arms-length more efficiently so more funds can be used for creating projects instead of sitting on a bank waiting as financial risk-buffer. The Risk Management Policy is shown below, using each internal and external context and each time discussing the: RATIONALE: The organization's rationale for managing risk. LINKS: Links between the organization's objectives and policies and the risk management policy. RESPONSIBLE: Accountability and responsibility for managing risk. CONFLICTS: The way in which conflicting interests are dealt with. RESOURCES: Commitment to make the necessary resources available to assist those accountable and responsible for managing risk. MEASURING: The way in which risk management performance will be measured and reported. IMPROVEMENT: Commitment to review and improve the risk management policy and framework periodically and in response to an event or change in circumstances. REPORTS: Communication. EXTERNAL CONTEXT Social, Cultural & Political Context BETONIQ implemented several programs to deal with risks that can be marked as of social, cultural and political importance: The Employee is an important provider for the family and their community. To keep this important position from getting ill or hurt, the Employee Safety Program is created. BETONIQ also wants to be an important provider for local employment. To establish this and to continue securing the jobs of local employees, BETONIQ created the Employee Engagement Program. This program will use pension schemes to help employees acquiring homes but will also anticipate on cultural aspects by being flexible regarding family events and local or national cultural events. The third program to deal with Social, Cultural and Political issues (risks) is the BETONIQ Charm Program. This program should improve and secure the Social, Cultural and Political goodwill of the BETONIQ Company by: Creating jobs in general. Being involved in social and cultural events. Improving situations of minorities like disabled and the position of women. Solving issues like housing shortage, infrastructural quality and environmental problems with waste management, water and sewage systems and solar energy. Getting the interest of foreign investors in the BETONIQ projects. Participating to get Pension- and Mortgage schemes in place to accelerate sales of BETONIQ products. Besides the positive PR effect of this program, it also should help getting potential buyers not to begrudge BETONIQ's success what should improve sales results. Helping solving political issues should also improve the cooperation with the government, for example to get building permits easier. On the downside, there is the possibility of theft, vandalism, kidnapping or other external criminal risks. To avoid this, BETONIQ implemented the BETONIQ Security Program. Legal, Financial and Economical Context Because BETONIQ is primary a Real Estate Development company, all activities are sorted by projects. Every projects has it's own dedicated budget and dedicated persons working on the project. Also in the factory, the working hours and raw materials will be dedicated to the specific project it is used for. The work of the common departments (Finance & Legal Affairs, HR & Administration, Sales and Design) will be partly directly dedicated to the projects. All other work will be 'sold' internally as common work in a percentage of the investment of the project connected to the regarding month. This system is called the BETONIQ Project Administration. This system runs independent from the BETONIQ Financial Administration that gets most of its data from the BETONIQ Project Administration. Within the projects most contracts are formed and signed. Besides the project contracts there are the common BETONIQ JV contracts like: labour contracts, factory investments (machines equipment and raw materials), insurances, lease contracts, common PR activities and product developments. For the assessment of all contracts and for the approval of the board, but also for the compliance, the follow-up of the appointments and developments regarding currency rates, import duties, finance interest rates, liquidity position, mortgages (clients), Real Estate and raw materials value changes, all regarding changes in legislation, depreciation and ageing of factory and machines/equipment and salaries, BETONIQ uses the BETONIQ Contract Management Module that is integrated in the BETONIQ Project Administration and the BETONIQ Financial Administration. Part of the BETONIQ Contract Management Module is the periodical evaluation of legal and finance developments by the General Manager, Factory Manager, Senior Project Manager, Finance Manager, Company Lawyer, HR Manager, Senior Sales Manager, Design Manager, QA/QC Production Manager, QA/QC Project Manager, Production Safety Engineer, Senior Project Safety Officer, Purchase Officer and the Senior Facility Manager. This periodical evaluation is called the BETONIQ JV - Development Assessment Meeting and will be organized once a month. The BETONIQ Purchase Order Module is part of the BETONIQ Contract Management Module. With these systems and evaluation and improvement methods, BETONIQ minimizes the various legal, financial and economical risks the company is subject to. Technological, Natural and Urban Environment Context To be on the cutting edge of our production method, BETONIQ periodical assesses technological developments regarding the production and construction methods, but also developments regarding Natural (sustainable) and Urban developments. In the same "BETONIQ JV Development Assessment Meeting" (see: Wi02 Internal Meetings and Assessment where the General Manager, Factory Manager, Senior Project Manager, Finance Manager, Company Lawyer, HR Manager, Senior Sales Manager, Design Manager, QA/QC Production Manager, QA/QC Project Manager, Production Safety Engineer, Senior Project Safety Officer, Purchase Officer and the Senior Facility Manager evaluate the Legal, Financial and Economical developments) the Technological, Natural and Urban Environmental developments are assessed. Next items are form of the total agenda of the BETONIQ JV - Development Assessment Meeting: labour contracts, factory investments (machines equipment and raw materials), insurances, lease contracts, common PR activities and product developments currency rates, import duties, finance interest rates, liquidity position, mortgages (clients), Real Estate and raw materials value changes, all regarding changes in legislation, depreciation and ageing of factory and machines/equipment and salaries construction methods; raw material extraction; innovative prefab concrete solutions; sustainable technologies (like lighting, heating, cooling, water, sewage, garbage, cooking and construction); communications / television; working conditions; transportation; city planning and architecture; wellness / elderly care; quality control. working conditions; curing of concrete; building design; construction circumstances; accessibility and safety of factory and construction sites for workers and materials; anticipating on near developments at acquisition strategy; availability of workers, facilities and products; availability of the potential BETONIQ clients; living quality (safety) and availability of facilities for BETONIQ clients; Competitive / Branding context Obviously it is very important to nurture the BETONIQ Brand. To do this BETONIQ uses the BETONIQ Charm Program that will be assessed periodically (once a month) by the General Manager the Senior Project Manager, the Senior Sales Manager the Marketing Manager and the Web Designer in a meeting that is called the BETONIQ JV Branding Assessment Meeting. Subjects are: Settlement of competition; Development / changes in competition; Willingness to cooperate; Goodwill of the BETONIQ brand / product; Availability of competing products. INTERNAL CONTEXT Governance, structure of the organization and roles and accountabilities The Governance, structure of the organization and roles and accountabilities is described in the BETONIQ Quality System and will evaluate and improve the organization permanently on: The extent that the structure of the organization is adequate for its daily routine; The internal awareness of the structure of the organization; The quality (clearness and reality) of the Job- and/or task descriptions; The follow-up and monitoring of internal appointments; The flexibility to adjust when the headcount changes. Policies, objectives and strategies The BETONIQ Quality System will also evaluate and improve the organization permanently on: Objectives with too much or too little details or that are unrealistic or unclear; Policies are too much or too little, influenced by trends; Policies are inadequately communicated in the organization; Inadequate feedback and evaluation of the targets; Inadequate strategy; Policies that are inconsistent with the strategy; Dealing with these kinds of problems is enabled through the different Internal Evaluations and the Problem Registration facility that is part of the BETONIQ Quality System. Capabilities The BETONIQ Quality System also handles problems with the capabilities, understood in terms of resources and knowledge (e.g. capital, time, people, processes, systems and technologies). The next problems could occur: Insufficient funds will cause problems, eventually on all levels; Insufficient insight in fluctuations of available capital; Inflexible access to capital; Too much financial means can cause inflexible spending habits. Delay's with regard to achieving acquisitions; Delay's with regard to the fabrication process and building process; Insufficient and ineffective scheduling of the factory processes; Resources aren't available in time; Inadequate planning and scheduling; Insufficient training time; Availability of adequate personnel; Unsatisfied, underachieving or incapable personnel; Complexity of dealing with large numbers of employees; Language issues; Unfit working standards and ethics; Accidents, health and family issues of employees. Breakdowns in processes; Insufficient controlled processes; Insufficient resources for processes Inadequate or insufficient matched processes. Breakdowns of systems; Insufficient controlled systems; Insufficient resources for systems; Bad operating or non-adjusted systems. Ageing technologies; Uncontrollable technology; Inadequate performance of information systems; Inadequate adaptation to other internal information systems; Inadequate management of information; Changes in composition of stakeholders; Changes in demands of stakeholders of BETONIQ; Actions of stakeholders of BETONIQ . Working ethics doesn't match with regional workers; Organisation culture doesn't appeal to clients; Organisation culture shows friction with legislation; standards, guidelines and models with too much or too little details or that are unrealistic or unclear; standards, guidelines and models are inadequately communicated in the organization; Inadequate feedback and evaluation of the standards, guidelines and models; Inadequate or absence of standards, guidelines and models; Standards, guidelines and models divert from company policies. Continuity risk due to limited amount of clients; Compliance issues due to too many different contracts and clients (contract management); Bad appointments in contracts (contract creation); Dealing with these kinds of problems is enabled through the different Internal Evaluations and the Problem Registration facility that is part of the BETONIQ Quality System. To control the quality of the produced Precast Concrete Elements the BETONIQ Products Monitoring Program (BPMP) is created. In this program the quality of the Precast Elements is registered in every phase of their existence so the entire history of a precast concrete element can be followed to see where in the process things went wrong when problems occur. On the downside, there is the possibility of internal theft, vandalism, fights or other internal criminal risks. To avoid this, BETONIQ implemented the BETONIQ Security Program. =============================== RISK MANAGEMENT - CONTEXT OF ORGANIZATION The first step in implementing the BETONIQ Risk Management System is to define the internal and external fields (context) where the BETONIQ operation is subjected to risk. EXTERNAL CONTEXT The text below describe important external contexts that possible influence the BETONIQ operations: General BETONIQ focuses on developing and realizing affordable housing based on precast concrete in 'emerging countries' in Africa, Asia and Eastern Europe. Especially in countries where middle-class start to flourish, demands for affordable houses with reasonable quality are growing fast. BETONIQ is convinced that their precast concrete housing concept is a perfect solution to fulfil these new demands and contribute to the quality of housing in these countries. Social context It is an important part of the concept of BETONIQ to use as much as possible local employees. To realize this BETONIQ created special education program: EtudiQ. Because construction is a very labor intensive business, up to 950 people may work per BETONIQ factory which has a big impact on local employment, education and all the other social aspects that relate to that. Working at BETONIQ should get people more involved in the community, make them more self-supportive. Working safely will also be an important topic at BETONIQ, especially while families depend very much on the breadwinner. Besides that BETONIQ would try to help employees to earn their homes with special pension programs. Cultural context At BETONIQ we try to remain near to the standard and values of the people that live in the country where we are operating in. This needs a specific approach so BETONIQ can operate more efficient in the surrounding environment. Examples off this specific approach are: Creating flexibility in the constellation of working teams so in case of typical familiar events production doesn't get affected. Creating facilities and organizing events with cultural qualities like sports or festivals. Adapt production days to national or regional events like elections, important holidays or sport events. Another aspect of the cultural context is working at issues where the cultural context should be improved or changed like the position of women or disabled people or helping other minority groups. These measures will have to be looked at one by one while operating the factory. Political context Not only in countries that are dealing with the Islamic Renaissance, but in all 'low-wage' countries where economies are emerging, the existing housing deficits are political top priorities. To please voters most governments made substantial promises regarding providing houses, while most governments know that they are actually not capable of fulfilling these promises. For them BETONIQ provides an opportunity to work towards their promises and it is the task of BETONIQ to achieve these goals. Besides that, political stability is obviously important for enabling real estate development projects and give confidence to foreign investors to participate in these projects. In a political stable environment new structures like pension- and mortgage schemes will likelier tend to succeed which will enable more private people to participate by buying or renting homes. A third aspect is the willingness of the government to provide building permits and work along on other bureaucratic issues and create a safe and solid legal environment for the BETONIQ company. Fourth: creating jobs is also important politically. Legal context The business BETONIQ is in (real estate development and construction), affects a lot of people and changes large parts of the environment. Lots of people work for us but also buy valuable products of us and in this process land will be transformed to cities. All these activities are in such a large scale that in many steps legal issues are to be dealt with. Sales contracts, labour contracts, purchase contracts, investment contracts, insurances, safety regulations, urban development laws, transport risks etcetera, it all will be part of daily business of BETONIQ. Because it is in the concept of BETONIQ to work as much as possible with local people and products, our legal context will be limited to national legislation. International legislation will only affect the BETONIQ Factories Holding or multinational BETONIQ JV's. Financial / economical context Many financial aspects affect the BETONIQ operation. The most important are: Currency exchange. This is relevant when foreign investors invest in BETONIQ projects and when BETONIQ imports goods like raw materials; The accessibility of liquidity to investors, will influence their willingness to invest in BETONIQ projects; The accessibility of liquidity to our clients, will influence their ability to purchase BETONIQ products. The willingness and ability of employers, pension funds and mortgage lenders will influence the possibilities for the potential BETONIQ real estate buyers; Value fluctuations in house and land prices will influence the BETONIQ feasibility; Prices of materials; Accountancy regulations; Depreciation and aging of factory and machines/equipment; Salaries. Technological context Innovative technological solutions are also an important part of the concept of BETONIQ. The basis of the BETONIQ concept is the already proven Precast Concrete technology where our partner Ebawe can be seen as the producer of Precast Concrete machinery with world leading quality. BETONIQ uses this technology - that is considered as too expensive for 'low-wages' countries - in a new approach with extreme repetition that reduce building prices way below normal construction methods and increase quality enormous at the same time and is (financially) capable to apply other technologies like modern water harvesting, quality sewage systems or internet-connectivity. With this approach BETONIQ has a clear edge over the competition. It is clear that the innovative technology of BETONIQ is an important asset and that it is important for BETONIQ to monitor technological developments that could be used or could influence the leading position of the BETONIQ concept, like: construction methods; raw material extraction; prefab concrete solutions; sustainable technologies (like lighting, heating, cooling, water, sewage, garbage, cooking and construction); communications / television; working conditions; transportation; city planning and architecture; wellness / elderly care; quality control. Natural and urban environment BETONIQ develops real estate in different surroundings and tries to do this with the utmost respect for the natural environment of the projects. Also in the Precast Production care for natural resources and surrounding environment are valued by BETONIQ. The BETONIQ operation is also influenced by outside temperatures, moisture, wind and water, for example: temperature for working conditions; curing of concrete; building design; construction circumstances; But also the urban environment is important for the BETONIQ operation regarding aspects like: accessibility and safety of factory and construction sites for workers and materials; anticipating on near developments at acquisition strategy; availability of workers, facilities and products; availability of the potential BETONIQ clients; living quality (safety) and availability of facilities for BETONIQ clients; Competitive / Branding context BETONIQ operates in emerging markets. These markets are sensitive for other initiatives and companies and so it is important for BETONIQ to be aware of changes in this field like: Settlement of competition; Development / changes in competition; Willingness to cooperate; Goodwill of the BETONIQ brand / product; Availability of competing products. INTERNAL CONTEXT Internal matters that can influence the BETONIQ operation are: Governance, structure of the organization, roles and accountabilities The structure of the organization is inadequate for its daily routine; The structure of the organization is not well known internally; Job- and/or task descriptions with too much or too little details or that are unrealistic or unclear; Inadequate follow-up and monitoring of internal appointments; Lack of adjustment when the headcount changes. Policies, objectives and strategies Objectives with too much or too little details or that are unrealistic or unclear; Policies are too much or too little, influenced by trends; Policies are inadequately communicated in the organization; Inadequate feedback and evaluation of the targets; Inadequate strategy; Policies that are inconsistent with the strategy; The capabilities, understood in terms of resources and knowledge (e.g. capital, time, people, processes, systems and technologies): - capital Insufficient funds will cause problems, eventually on all levels; Insufficient insight in fluctuations of available capital; Inflexible access to capital; Too much financial means can cause inflexible spending habits. - time Delay's with regard to achieving acquisitions; Delay's with regard to the fabrication process and building process; Insufficient and ineffective scheduling of the factory processes; Resources aren't available in time; Inadequate planning and scheduling; Insufficient training time; - people Availability of adequate personnel; Unsatisfied, underachieving or incapable personnel; Complexity of dealing with large numbers of employees; Language issues; Unfit working standards and ethics; Accidents, health and family issues of employees. - processes Breakdowns in processes; Insufficient controlled processes; Insufficient resources for processes Inadequate or insufficient matched processes. - systems Breakdowns of systems; Insufficient controlled systems; Insufficient resources for systems; Bad operating or non-adjusted systems. - technologies Ageing technologies; Uncontrollable technology; Information systems, information flows and decision-making processes: Inadequate performance of information systems; Inadequate adaptation to other internal information systems; Inadequate management of information; Relationships with, and perceptions and values of, internal stakeholders: Changes in composition of stakeholders; Changes in demands of stakeholders of BETONIQ; Actions of stakeholders of BETONIQ . The organisation's culture: Working ethics doesn't match with regional workers; Organisation culture doesn't appeal to clients; Organisation culture shows friction with legislation; Standards, guidelines and models adopted by the organisation: standards, guidelines and models with too much or too little details or that are unrealistic or unclear; standards, guidelines and models are inadequately communicated in the organization; Inadequate feedback and evaluation of the standards, guidelines and models; Inadequate or absence of standards, guidelines and models; Standards, guidelines and models divert from company policies. Form and extent of contractual relationships like: Continuity risk due to limited amount of clients; Compliance issues due to too many different contracts and clients (contract management); Bad appointments in contracts (contract creation); ============================= RISK MANAGEMENT POLICY The risk management policy should clearly state the organization's objectives for, and commitment to, risk Management and typically addresses the following: Companies that deal with large construction and infrastructural projects plus use large production facilities are obviously subject to a lot of risk. This risk can be divided in(1) physical risk for employees and users of our products and (2) financial and legal risk for the company: However it is clear that financial risk is a hazard for the entire company, physical risk should always be the main concern of everyone involved in the BETONIQ operation, because the impact on persons and their families getting affected by serious accidents, can't be measured in money. Besides that it is also clear that physical accidents can have enormous impact on the goodwill and thus the financial stability of the company. In Real Estate Development, Production and Construction companies, financial and legal risk is always present in all levels of the company. When dealing with thousands of contracts, thousands of employees and thousands of clients in projects that affect the environment and need far reaching collaboration with governments and professional subcontractors, it is very important to constantly be aware of the risks that are involved in such an operation. Controlling these risks will also enable the company to use the present financial arms-length more efficiently so more funds can be used for creating projects instead of sitting on a bank waiting as financial risk-buffer. The Risk Management Policy is shown below, using each internal and external context and each time discussing the: RATIONALE: The organization's rationale for managing risk. LINKS: Links between the organization's objectives and policies and the risk management policy. RESPONSIBLE: Accountability and responsibility for managing risk. CONFLICTS: The way in which conflicting interests are dealt with. RESOURCES: Commitment to make the necessary resources available to assist those accountable and responsible for managing risk. MEASURING: The way in which risk management performance will be measured and reported. IMPROVEMENT: Commitment to review and improve the risk management policy and framework periodically and in response to an event or change in circumstances. REPORTS: Communication. EXTERNAL CONTEXT Social, Cultural & Political Context BETONIQ implemented several programs to deal with risks that can be marked as of social, cultural and political importance: The Employee is an important provider for the family and their community. To keep this important position from getting ill or hurt, the Employee Safety Program is created. BETONIQ also wants to be an important provider for local employment. To establish this and to continue securing the jobs of local employees, BETONIQ created the Employee Engagement Program. This program will use pension schemes to help employees acquiring homes but will also anticipate on cultural aspects by being flexible regarding family events and local or national cultural events. The third program to deal with Social, Cultural and Political issues (risks) is the BETONIQ Charm Program. This program should improve and secure the Social, Cultural and Political goodwill of the BETONIQ Company by: Creating jobs in general. Being involved in social and cultural events. Improving situations of minorities like disabled and the position of women. Solving issues like housing shortage, infrastructural quality and environmental problems with waste management, water and sewage systems and solar energy. Getting the interest of foreign investors in the BETONIQ projects. Participating to get Pension- and Mortgage schemes in place to accelerate sales of BETONIQ products. Besides the positive PR effect of this program, it also should help getting potential buyers not to begrudge BETONIQ's success what should improve sales results. Helping solving political issues should also improve the cooperation with the government, for example to get building permits easier. On the downside, there is the possibility of theft, vandalism, kidnapping or other external criminal risks. To avoid this, BETONIQ implemented the BETONIQ Security Program. Legal, Financial and Economical Context Because BETONIQ is primary a Real Estate Development company, all activities are sorted by projects. Every projects has it's own dedicated budget and dedicated persons working on the project. Also in the factory, the working hours and raw materials will be dedicated to the specific project it is used for. The work of the common departments (Finance & Legal Affairs, HR & Administration, Sales and Design) will be partly directly dedicated to the projects. All other work will be 'sold' internally as common work in a percentage of the investment of the project connected to the regarding month. This system is called the BETONIQ Project Administration. This system runs independent from the BETONIQ Financial Administration that gets most of its data from the BETONIQ Project Administration. Within the projects most contracts are formed and signed. Besides the project contracts there are the common BETONIQ JV contracts like: labour contracts, factory investments (machines equipment and raw materials), insurances, lease contracts, common PR activities and product developments. For the assessment of all contracts and for the approval of the board, but also for the compliance, the follow-up of the appointments and developments regarding currency rates, import duties, finance interest rates, liquidity position, mortgages (clients), Real Estate and raw materials value changes, all regarding changes in legislation, depreciation and ageing of factory and machines/equipment and salaries, BETONIQ uses the BETONIQ Contract Management Module that is integrated in the BETONIQ Project Administration and the BETONIQ Financial Administration. Part of the BETONIQ Contract Management Module is the periodical evaluation of legal and finance developments by the General Manager, Factory Manager, Senior Project Manager, Finance Manager, Company Lawyer, HR Manager, Senior Sales Manager, Design Manager, QA/QC Production Manager, QA/QC Project Manager, Production Safety Engineer, Senior Project Safety Officer, Purchase Officer and the Senior Facility Manager. This periodical evaluation is called the BETONIQ JV - Development Assessment Meeting and will be organized once a month. The BETONIQ Purchase Order Module is part of the BETONIQ Contract Management Module. With these systems and evaluation and improvement methods, BETONIQ minimizes the various legal, financial and economical risks the company is subject to. Technological, Natural and Urban Environment Context To be on the cutting edge of our production method, BETONIQ periodical assesses technological developments regarding the production and construction methods, but also developments regarding Natural (sustainable) and Urban developments. In the same "BETONIQ JV Development Assessment Meeting" (see: Wi02 Internal Meetings and Assessment where the General Manager, Factory Manager, Senior Project Manager, Finance Manager, Company Lawyer, HR Manager, Senior Sales Manager, Design Manager, QA/QC Production Manager, QA/QC Project Manager, Production Safety Engineer, Senior Project Safety Officer, Purchase Officer and the Senior Facility Manager evaluate the Legal, Financial and Economical developments) the Technological, Natural and Urban Environmental developments are assessed. Next items are form of the total agenda of the BETONIQ JV - Development Assessment Meeting: labour contracts, factory investments (machines equipment and raw materials), insurances, lease contracts, common PR activities and product developments currency rates, import duties, finance interest rates, liquidity position, mortgages (clients), Real Estate and raw materials value changes, all regarding changes in legislation, depreciation and ageing of factory and machines/equipment and salaries construction methods; raw material extraction; innovative prefab concrete solutions; sustainable technologies (like lighting, heating, cooling, water, sewage, garbage, cooking and construction); communications / television; working conditions; transportation; city planning and architecture; wellness / elderly care; quality control. working conditions; curing of concrete; building design; construction circumstances; accessibility and safety of factory and construction sites for workers and materials; anticipating on near developments at acquisition strategy; availability of workers, facilities and products; availability of the potential BETONIQ clients; living quality (safety) and availability of facilities for BETONIQ clients; Competitive / Branding context Obviously it is very important to nurture the BETONIQ Brand. To do this BETONIQ uses the BETONIQ Charm Program that will be assessed periodically (once a month) by the General Manager the Senior Project Manager, the Senior Sales Manager the Marketing Manager and the Web Designer in a meeting that is called the BETONIQ JV Branding Assessment Meeting. Subjects are: Settlement of competition; Development / changes in competition; Willingness to cooperate; Goodwill of the BETONIQ brand / product; Availability of competing products. INTERNAL CONTEXT Governance, structure of the organization and roles and accountabilities The Governance, structure of the organization and roles and accountabilities is described in the BETONIQ Quality System and will evaluate and improve the organization permanently on: The extent that the structure of the organization is adequate for its daily routine; The internal awareness of the structure of the organization; The quality (clearness and reality) of the Job- and/or task descriptions; The follow-up and monitoring of internal appointments; The flexibility to adjust when the headcount changes. Policies, objectives and strategies The BETONIQ Quality System will also evaluate and improve the organization permanently on: Objectives with too much or too little details or that are unrealistic or unclear; Policies are too much or too little, influenced by trends; Policies are inadequately communicated in the organization; Inadequate feedback and evaluation of the targets; Inadequate strategy; Policies that are inconsistent with the strategy; Dealing with these kinds of problems is enabled through the different Internal Evaluations and the Problem Registration facility that is part of the BETONIQ Quality System. Capabilities The BETONIQ Quality System also handles problems with the capabilities, understood in terms of resources and knowledge (e.g. capital, time, people, processes, systems and technologies). The next problems could occur: Insufficient funds will cause problems, eventually on all levels; Insufficient insight in fluctuations of available capital; Inflexible access to capital; Too much financial means can cause inflexible spending habits. Delay's with regard to achieving acquisitions; Delay's with regard to the fabrication process and building process; Insufficient and ineffective scheduling of the factory processes; Resources aren't available in time; Inadequate planning and scheduling; Insufficient training time; Availability of adequate personnel; Unsatisfied, underachieving or incapable personnel; Complexity of dealing with large numbers of employees; Language issues; Unfit working standards and ethics; Accidents, health and family issues of employees. Breakdowns in processes; Insufficient controlled processes; Insufficient resources for processes Inadequate or insufficient matched processes. Breakdowns of systems; Insufficient controlled systems; Insufficient resources for systems; Bad operating or non-adjusted systems. Ageing technologies; Uncontrollable technology; Inadequate performance of information systems; Inadequate adaptation to other internal information systems; Inadequate management of information; Changes in composition of stakeholders; Changes in demands of stakeholders of BETONIQ; Actions of stakeholders of BETONIQ . Working ethics doesn't match with regional workers; Organisation culture doesn't appeal to clients; Organisation culture shows friction with legislation; standards, guidelines and models with too much or too little details or that are unrealistic or unclear; standards, guidelines and models are inadequately communicated in the organization; Inadequate feedback and evaluation of the standards, guidelines and models; Inadequate or absence of standards, guidelines and models; Standards, guidelines and models divert from company policies. Continuity risk due to limited amount of clients; Compliance issues due to too many different contracts and clients (contract management); Bad appointments in contracts (contract creation); Dealing with these kinds of problems is enabled through the different Internal Evaluations and the Problem Registration facility that is part of the BETONIQ Quality System. To control the quality of the produced Precast Concrete Elements the BETONIQ Products Monitoring Program (BPMP) is created. In this program the quality of the Precast Elements is registered in every phase of their existence so the entire history of a precast concrete element can be followed to see where in the process things went wrong when problems occur. On the downside, there is the possibility of internal theft, vandalism, fights or other internal criminal risks. To avoid this, BETONIQ implemented the BETONIQ Security Program.


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