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Simulated Business
Max Lionel Realty
Table of Contents
Mission:
● to achieve the highest returns for our clients and to deliver a client experience
that is second to none in the industry.
Vision:
● to establish, within five years, the MLR brand — the highest ethical standards
with best-in-breed performance for clients.
Values:
● integrity
● client-focus
● teamwork
Strategic directions:
The strategic context in which Max Lionel Realty will achieve its mission and vision is
through:
● engaging with customers and clients
Board of Directors
and CEO
Max Lionel
Manager Manager
Human Resources Manager
Residential Realty Commercial Realty
Manager Investments
(Sales and Rentals) (Sales and Rentals)
Les Goodale Peter Mitchell
Sam Lee Pat Mifsud
Commissions, fees from $2,566,000 Commissions and agents’ fees for the period.
clients
Expenses:
Staff travel, transport and $55,500 Cost of staff travel and associated costs for
accommodation. sales, etc.
1 Engage with ● Percentage of brand recognition ● Project to raise awareness of anti-discrimination, WHS and other
customers/build in sought-after categories in legislation/codes of conduct among agents, clients, tenants.
ethical profile: periodic customer surveys. ● Conduct of quarterly surveys: clients and tenants.
● raise ● Percentage of customers with ● Training needs analysis and training of agents.
organisational positive view of organisational
● Ensure agents disclose potential conflict of interest to clients,
profile by 20% responsiveness, innovation,
tenants.
● improve client quality.
● Development of ethical charter, including principles all agents must
satisfaction ● Number of client/tenant
follow.
performance by complaints.
25%.
2 Increase revenues by ● Total income. ● Investigate resourcing needs: number of agents; personnel; office
20% within the third ● Agent income. equipment, cars, etc.
quarter. ● Fulfil resourcing needs in accordance with policies and procedures.
● Investment income.
4 Engage workers with ● Percentage completion of ● Management engagement with employees to achieve greater buy in
strategic goals of performance plans and of organisational goals.
business and performance management ● Include explanation of how activities work with organisational
support professional process. strategic goals in all communications to internal personnel.
development in line ● Numbers of coaching sessions ● Regular coaching.
with strategic goals. completed.
(Targets to be set by ● Training needs analysis and training.
● Numbers of operational – related
individual managers.) ● Strategic goals included in induction program for estate agents.
training programs completed.
● Employee incentives for performance in all areas relevant to
operational and strategic goals.
5 Improve health of ● Numbers of injuries (Target = 0). ● Training need analysis and training on WHS and implementation of
employees (range of ● Numbers of absentees recently launched MLR WHS management system.
specific areas). (Target = <3% of total hours). ● Research incentives for: safe work achievement and healthy
lifestyle.
Failure to recruit qualified real estate Medium High ● All office equipment regularly ● Industry benchmarking
agents due to increased competition. reviewed and updated as required; in all areas of
IT security monitored and organisational
Failure to realise revenue gains due to High High maintained. performance
recent slump in real estate prices.
● Appropriate insurances held and ● Conduct periodic reviews
coverage reviewed annually. of agent performance to
Inadequate insurance cover. Low High
ensure professional
● Managers encouraged and
conduct
incentivised to follow performance
Non-compliance on anti-discrimination. Medium High management policy. ● Staff trained in use of
technology as needed.
● Employee performance plans align
with business plan and six-monthly ● Keep abreast of changes
Perception of discriminatory practice Medium High
review process in place. in potential liabilities.
reducing client and tenant base.
● Project to raise awareness of anti- ● Review and develop HR
Poor organisational culture; low level of Medium Medium discrimination, WHS and other related policies where
staff engagement and morale. legislation/codes of conduct required.
among agents, clients, tenants
● Development of ethical
Loss of knowledge and capability Low High
● Appropriate HR policies and charter, including
through departing staff.
procedures in place. principles all agents
Failure to meet occupational health and Low High must follow
● WHS management system in
safety requirements. place.
Scope The scope of this policy covers employees and contractors of Max
Lionel Realty (MLR).
Policy This policy has been established and implemented through the
Implementation human resource functions of the organisation and will be reviewed
and Review regularly in consultation with MLR management and employees to
ensure compliance with legislation, industry standards and
organisational changes.
● breastfeeding ● sexuality
Scope The scope of this policy covers all employees and contractors of
Max Lionel Realty (MLR).
Responsibility Responsibility for the implementation of this policy rests with all
employees, contractors and management of Max Lionel Realty.
Scope The scope of this policy covers the purchasing and acquisition of
resources by employees and contractors of Max Lionel Realty
(MLR).
3. Non-discrimination
This procurement policy is non-discriminatory. All potential contracted suppliers should
have the same opportunities to compete for business and must be treated equitably
based on their suitability for the intended purpose.
4. Risk management
Risk management involves the systematic identification, analysis, treatment and, where
possible, the implementation of appropriate risk-mitigation strategies. It is integral to
efficiency and effectiveness to proactively identify, evaluate, and manage risks arising out
of procurement related activities. The risks associated with procurement activity must be
managed in accordance with the organisation’s risk management policy.
6. Procurement planning
In order to achieve value for money, each procurement process must be well planned and
conducted in accordance with the principles contained in this document and comply with
all of the organisation’s policies and relevant legal and regulatory requirements.
When planning appropriate procurement processes consideration should be given to
adopting an approach that:
● encourages competition
● secures and maintains contractual and related documentation for the procurement
which best protects the organisation
● complies with the organisation’s delegations policy.
● that the initial purchase price may not be a reliable indicator of value
● the flexibility, convenience and capacity of local suppliers for follow on orders
● the scope for improvements to the goods and ‘add-ons’ from local industry.