Our ambition is to create an Employees’ company , where the business’ code of values can become a common good for all those who want to embark on a path of life and professional growth for themselves , for the company and for the society that surrounds us.

We believe our main responsibility is to people mothers and fathers and everybody uses our products and services. In meeting their needs, everything we provide must be of high quality, constantly endeavor to reduce our costs maintaining reasonable prices and promptly and accurately services to our Customers.

We are responsible to our employees, the men and women, who work with us BUT everyone must be considered as an INDIVIDUAL . We respect their dignity and recognize their merit giving them the sense of security in their jobs meanwhile compensation must be fair and adequate and working conditions clean, orderly and safe. We are careful of ways to help our employees fulfill their family responsibilities.

Our Employees shall be feel free to make suggestions and complaints and our policy is aimed to guarantee equal opportunity for employment, development and advancement for those individuals. We must provide competent management , and their actions must be just and ethical.

We are responsible to the communities in which we live and work and to the world community as well. We encourage civic improvements and better health and education for the whole society. We maintain in good order the property we are privileged to use, protecting the environment and natural resources of our Planet. Reserves must be created to provide for adverse times. Our final responsibility, but not for importance, is to our stakeholders.

Operating accordingly to these principles, the stakeholders should realize a fair return.

Starting from this assumption, shared by Management Team, welcomes the idea -last April 2018 -of experimenting a project of a customized Balance Scorecard to work, aiming to test the model of governance and measurement of company performance and review the progress and the project itself accordingly to the formulated hypothesis. Instead to have myriad operational and physical measures for local activities with a solely “bottom-up” approach, the scorecard’s measures are grounded in an organization’s strategic objectives and competitive demand.

A limited number of critical indicators within each of the four perspectives serve to focus R&M’s BSC system as the focal point for the organization’s efforts, defining and communicating priorities to managers, employees, investors and even customers. We are in experimentation stage and the Management is consciously aware that it will be reviewed, implemented or reformulated. But one thing will be sure during this process, the Management wants to emphasize a process view of operations, motivate it’s employees and incorporate client feedback into its operations. As well, develop a consensus on the necessity of creating partnerships with key Customers, the importance of order-of-magnitude reductions in safety-related incidents, and the need for improved management at every phase of multiyear projects.

Design stage x

Completed at the end of August 18, produces important deliverables:

The BUs that are identified as the first ones to pick out KPAs and KPIs are:

The awareness and the explication of our values allow the organization to ensure that the internal structure, the policies and the organizational culture reflect and support them, in line with the company’s vision and mission.

The identification and diffusion of the values of the company allows, on the one hand, the individual who works there to position themselves to the best within and fully explain their potential; on the other hand, to all interested stakeholders, to understand strategies, processes and dynamics from the outside, as the result of a well-defined value base.