Вы находитесь на странице: 1из 59

CACM

proposal August, 22th 2011

Strategic Governance CACM

Strategic Governance Plans


Schedule 2011

PPD & LA Strategy And Alignment


AI Priorities Area Priorities Enhance Strategic Business Process Maximize the Value Proposition of Our Brands Culture of Business Excellence Enhance Abbott Reputation Best Place to Work I m Abbott Ethics & Compliance
Understand our market & stakeholders (NNLRP) Redefine our markets Reframe the Healthcare Debate Shape our Environment Advance clinical practice Deliver total patient solutions Demonstrate the full value of our brands Build best in class capabilities and change the way we work

Drive Big Ideas

Set New Standard of Care

Transform Your Organization

Deepen our Talent Pool Build the best company there is

INNOVATION NO LIMIT MENTALITY Area BSC / Governance Initiative

Workshop of Alignment
Leaders Experience

Strategic Governance
Conceptual

One Meeting

Benefit of the Committees

Agility Velocity Time of Availability

Produc.vity Alignment Urgency

Priori.za.on Planning (i.e. nwf) Orienta.on

Focused Committees

Benefit of the Committees

Sponsor Secretary

Member On-Demand

Framework

Governance Committees & Purpose


LA Governance Model has six core commiFees, where each one of them will have a specic theme, as follows:
BEC Business BrEC Brand CEC Compliance PEC People S&OP Planning eBEC Extended

PEC

S&OP
BEC

PEC
CEC

BEC
eBEC

Business Flow CEC Control


BrEC
S&OP BrEC

eBEC

BEC Business Executive Committee eBEC Extended Business Executive Committee BrEC Brand Executive Committee CEC Compliance Executive Committee PEC People Executive Committee S&OP Sales & Operation Planning

What ForestHow, Who What, Forest How Trees What, How, Who Forest, Trees, Gardener Who Gardener How, Why Trees, Garden

Framework

Governance Committees & Purpose


LA Governance Model has six core commiFees, where each one of them will have a specic theme, as follows:
BEC Business BrEC Brand CEC Compliance PEC People S&OP Planning eBEC Extended

BEC Business Executive Committee eBEC Extended Business Executive Committee BrEC Brand Executive Committee CEC Compliance Executive Committee PEC People Executive Committee S&OP Sales & Operation Planning

What ForestHow, Who What, Forest How Trees What, How, Who Forest, Trees, Gardener Who Gardener How, Why Trees, Garden

Drivers

Building the Annual Framework


Sponsor is responsible for INSPIRATION on Governance Model. INSPIRATION is tangible into the model through the Drivers deniWon, it means the focus of the CommiFee session topics must be related to the pre dened Drive. The Sponsor primarily denes the Drivers and shares this deniWon with the secretary. Some Drives are dened by the corporate calendar moment, i.e. LRP, Budget, NNLRP, etc. The governance good pracWces call for an annual planning of the Drivers during commiFee sessions so that the secretary and the sponsor can assure all relevant steps of the corporate strategy are covered. Unied corporate calendar with all annual events is a good base to work with when dening the Drivers of the commiFee sessions. Sponsor

10

Members

Roles & Responsibilities


All parWcipants, whether as dedicated audience or on demand, are considered Members of the CommiFee and as Members have roles & responsibiliWes: Members

Leadership

Ethics

ALtudes expected from all Members


Decide on behalf of the business considering the stakeholders needs Protect, value and opWmize investments Apply corporate policies, procedures and values Prevent conict of interest
Members are responsible for the DISCIPLINE of the CommiFees

11

Secretary

Roles & Responsibilities


Secretary are key funcWons of the CommiFee, which require strong roles & responsibiliWes deniWon:
Manage the Start-Up Express Empathy Nonverbally Manage the Interac.on and Conclusion Assist Members in Genera.ng Agreements Generate Agreements Move the Members toward an Improved Rela.onship Convey Impar.ality

Secretary

Gather and Comprehend Facts Understand Underlying Posi.ons and Interests Manage the Personali.es Assist Members in Genera.ng Op.ons Generate Op.ons Express Empathy Verbally

ALtudes expected from the secretary


Make it happen , in terms of acWviWes, parWcipants (pre, during and post meeWng acWviWes) Oer a blind spot view Secretary is the responsible for the CommiFees RHYTHM

12

Key Elements

Governance Process
The Governance process has 3 sub-processes. From the secretary perspecWve, there are some core acWviWes to achieve the basics of good pracWces
Pre Mee.ngs Ac.vi.es Mee.ngs Ac.vi.es
Secretary Sponsor

Post Mee.ngs Ac.vi.es

Pre Mee.ngs Ac.vi.es


operaWonal results last meeWng plans & acWons
Secretary

Mee.ngs Ac.vi.es
CommiFee Agenda
Members

Topics MeeWng MeeWng MeeWng

CommiFee Agenda MeeWng MeeWng MeeWng MeeWng Drive

ConrmaWon

MeeWng MeeWng MeeWng MeeWng Drive

important demand corporate schedule strategic analysis


Sponsor

MeeWng MeeWng Drive

short medium long

plan need

idea orientaWon

decision acWon

Post Mee.ngs Ac.vi.es

13

Strategic Governance
Process Alignment FUTURE FIT

Brand Team Alignment


Governance Committees

BTL
Brand Team Leader Market Access Govern mental Aairs

BrEC Drive
Brand1 plans, projects, kpis, issues discussions Brand2 plans, projects, kpis, issues discussions

Brand Team Meeting Between Zone

BRAND TEAM
Pa2ent Rela2ons

Regu latory

Marke2ng

Sales

Commu nica2on

Secretary Brand plans, projects, kpis, issues discussions

One page

Every month
Budget plans, projects, kpis, issues discussions
One page

Secretary Budget plans, projects, kpis, issues discussions

BEC
Secretary Personnel issues & needs discussions Compliance issues & needs discussions

Personnel & Compliance issues & needs discussions


One page

PEC
Between Zone NPI & Demand & S&OP & PPO & Operational Plans

CEC

Brand Team

Brand Team Concept


Proposal Model Dynamic among Governance & Brand Team
Market Access Govern mental Aairs Marke2ng Sales Brand Team Leader M ed ica l

BRAND TEAM
Commu nica2on

Regu latory

Pa2ent Rela2ons

Brand team leader

BrEC

Drive

One-Page

Brand Teams are going to supply essen2al inputs to the Governance CommiEees

One-Page & Dashboard FF

Brand Team Concept

&
One-Page
Focus on 5 quesWons (by brand) 1. How are we looking at our plan? 2. How do we compare to the market? 3. What are we doing well and what can we improve? 4. What are the insights & assumpWons ? 5. What are the opportuniWes ?

Dashboard by brand First Page (Overall) 1. Financial - Brand team performance 2. Non-Financial - FF - CapabiliWes Second Page (by brand) 1. Brand specic 2. Non-Brand specic

17

Strategic Governance
Process Alignment ACC & BAC

Dynamic among Committees


Other Committee
Business issues identified (*)

CEC
Culture activities (Training & Education)

ACC
Culture activities (Training & Education)

Every month
Issues regarding Compliance identified Personnel issues & needs identified (*) Issues regarding Compliance discussion Issues regarding Compliance approval

Every quarter
Business issues approval Personnel issues & needs approval

PEC

BAC

(*) Issues regarding only one Division can be approved but communicated to BAC, all others potenWally regarding more than one Division must be approved in BAC

PEC & CEC happen every month. ACC & BAC receive & treat inputs every quarter

Dynamic among Committees PEC


Objective Alignment, Discussion and Definition about People issues & risks & situations Primary Agenda Indicators (People perspective BSC)
Headcount on board (already part of KPIs, redundant) Turn over (intern and extern) / Root Cause analysis (already part of KPIs)

BAC
Objective Alignment, Discussion and Definition about Business issues & risks & situations regarding multiple Divisions Primary Agenda Any business situation or issue regarding more than one Division Any items already discussed from other committees to have formal approval

Hipos (Development Plan) Employment Value Proposition: GPtW, Culture Survey, Related PEx (performance excellence) Processes supported by PEC: Areas structure analysis and people implicaWons Salary adjustments approvals DeniWon of people related processes (ex: vacaWon status, mobile phone, company car) Knowledge sharing regarding HR topics (ex: Salary Survey structure, Long Term IncenWve claricaWon, etc) Examples of decisions in PEC: Immunology RetenWon Strategy Medical Area structure evaluaWon Finance Current RetenWon Plan discussion Corporate Aairs : RetenWon Strategy and Implemented acWons including Job Wtles and organizaWonal focus

Some Processes supported by BAC: 1. Personnel issues approval with mulWple division scope 2. Business issues approval with mulWple division scope Examples of decisions in BAC: 1. Infrastructure & layout modicaWon 2. DeniWon of hiring people with disabiliWes

Each committee with respective scope definition

Dynamic among Committees CEC


Objective Alignment, Discussion and Definition about Compliance issues & risks & situations specific to PPD Primary Agenda Plan vs current situation (internal initiatives) Results compared w/ market What we are doing good (quality) What is pending to implement or results were not satisfactory

ACC
Objective Foster a compliance culture that begins at the executive level and permeates throughout Abbott Primary Agenda Analysis of Business Compliance risks or gaps unique to the local business or markets Monitoring of standards, policies, procedures and Operational Guidelines affecting Ethics and Compliance Monitoring of training and communications strategies to promote Compliance and detect potential non-compliance
Processes supported by ACC: Create and implement core policies in the seven key areas in accordance with local laws and regulaWons Implement and monitor training and communicaWon strategies to promote Ethics & Compliance Program Develop and implement measures to correct and prevent non-compliance events Implement and monitor policies and procedures for increasing employee awareness of FCPA and an employee s duty to report any suspected violaWons Ensure that policies created are aligned with business goals Assess and allocate resources to execute Compliance Program Approve and communicate within the Aliate organizaWon Wmetables for implementaWon of the AbboF Compliance Program Examples of decisions in ACC: Training & EducaWon acWviWes PromoWonal acWviWes & Product sampling approval Sponsorship of healthcare professionals Developing and implemenWng measures to correct and prevent non-compliance, including appropriate disciplinary procedures Uniformly enforcing infracWons and acts of non-compliance InvesWgate, respond to and report Code violaWons

Some Processes supported by CEC: 1. Provide consulWng to PPD business doubts in order to ensure business pracWces are in accordance with Compliance Policies, local laws and regulaWons and AbboF s Code of Business Conduct 2. IdenWfy and address legal and compliance risks or gaps and bring to ACC discussion Examples of decisions in CEC: 1. Deliberate and/or execute disciplinary procedures specically to PPD 2. ImplementaWon of the AbboF Aliate Compliance Program and communicaWon

Each committee with respective scope definition

Strategic Governance
CACM Model

Affiliate perspective

Thinking about..
During the meetings there are no discussion Cancel meeting is reason for celebration I don t know the decision taken

The managers do not have autonomy

We discuss the same topic every week

How we are developing our managers /employees to new positions

23

Affiliate perspective

Questions Considered - CACM


Regular meeWngs vs. Align of an out-of-standard situaWon What is the output of the meeWngs ? BeFer quality of process on informaWon How to deal with a out-of-standard situaWon along the month ? Who should manage the dynamic of the meeWng ? How much is the cost of the meeWng for you & for the company ? MeeWng informaWon: Do I need to know or do I like to know ? Who can play others funcWons during the meeWng ? InformaWon overlap with Highlights & Others ?

24

CACM

Adjustments to the Current Model


Governance presentaWon to Aliate leaders (Exec. CommiFee) Monday Jul. 4th Governance presentaWon to Aliate week of Aug. 1st (one to ones/interacWve) CACM Governance Kick-O Monday Aug. 8th EecWve MeeWngs Training Oered by ADEN consultants / audience eBEC & secretaries ImplementaWon w/LA Governance team week of Aug. 22nd-25th GM alignment Interviews with GM Directs: Governance & BSC Strategic Map consolidaWon & presentaWon to EBEC CommiFee secretaries alignment

25

CACM

Dynamic of Governance Committees


Drivers along the year PEx EvaluaWon PEx Semng Goals TMR Plan 5yBP LRP NNLRP UPD SimplicaWon & InnovaWon CommiFee GMs MeeWng Global MeeWngs VP MeeWng Aliate Big Events
Week 1 Demand Rev Immuno BT1 BT2 BT3 S&OP Week 2 BrEC BEC PEC CEC BAC ACC Demand Rev Viro&Hosp BT1 BT2 BT3 BT4 BT5

Week 3

Customer Week

26

Area & CACM

Dynamic of Governance
Area
Week 1 Weekly Sta BAC Demand Rev Immuno BT1 BT2 BT3 S&OP Week 2 Weekly Sta Customer Week BrEC BEC PEC CEC Week 3 S&OP BrEC BT3 BT5 BEC Sta Meet PEC Week 4 Pit Stop Customer Week BAC ACC Week 2

CACM
Week 1 Pit Stop Demand Rev Viro&Hosp BT1 BT2 BT3 BT4 BT5

Pit Stop

Week 3 Demand Rev Immuno BT1 BT2 Demand Rev Viro&Hosp BT1 BT2 BT4

Pit Stop

BT3

Week 4

Key Elements

Committees
Each one of the six core CommiFees has the same key elements:
ObjecWve Frequency DuraWon Sponsor Primary Members Secondary Members Secretary Drive Agenda Preestablished Preestablished Preestablished Always present Core parWcipants On request Always present Preestablished and Focused Time, Subject & Outcome, RACI, Responsible, Minutes

28

BEC Structure
BEC or Business ExecuWve CommiFee is to look for What regarding the whole Forest
Objec.ve Alignment, Discussion and Deni.on about Corporate Management Frequency Once a Month Dura.on 6 hours Sponsor GM Members GM directs & func.onal Secretary Financial Planning Manager [Douglas Rojas]

Agenda (Fixed) Opening Comments Financial Updates Strategy (Corporate Indicators & IniWaWves evaluaWon - BSC) GMs (updates & quesWons) Agenda (Variable) Topics on Demand PPD & EPD

29

BrEC Structure
BrEC or Brand ExecuWve CommiFee is structuring the How regarding the Trees
Objec.ve Align, Discuss and Dene strategies & plans focused on brands & markets Frequency Once a Month Dura.on 4 hours Sponsor GM Members GM directs & func.onal Secretary SFE & Marke.ng Services Manager - TBD

Agenda (Fixed) Strategy (Corporate Indicators & IniWaWves evaluaWon - BSC) In Market data (Immunology, Virology, Hospital) & Inventory Brand Strategic Vision by Brand selected

One Page tool analysis (strategic & tacWcal & insights) Financial - Overall Brand Team contribuWon Brand - Market informaWon & Market Share analysis Non-Financial PaWent RelaWons, MarkeWng, Medical, Sales Force, Government Aairs, CommunicaWons, Market Access Brand IniWaWves

Agenda (Variable) Topics on Demand (PPD & EPD)

30

S&OP Structure
S&OP or Sales & OperaWon Planning CommiFee is the business sustainability with How and Why regarding the Trees and Garden
Objec.ve Align, Discuss and Dene about business opera.onal & nancial implementa.on Frequency Once a Month Dura.on 3 hours Sponsor GM Members GM directs & func.onal, Prod Mgs, Customer Service, Planning, Supply Secretary Demand Manager Mauricio Cordon

Agenda (Fixed) Corporate Indicators & IniWaWves evaluaWon (BSC) & KPI (DSO, DOH, Fam.Mix, SP&E, Customer Serv, Data Accuracy) ExecuWve Summary ADS Review ExcepWons New Product IntroducWon Supply, BO & Inventory Analysis Price Analysis Financial ReconciliaWon R&D Medical Expense Issues elevated to the Area S&OP Issues to Raise to Division MeeWng CriWque Agenda (Variable) Topics on Demand

31

CEC Structure
CEC or Compliance ExecuWve CommiFee is the accordance of What , How and Who context regarding the Forest , Trees and Gardener
Objec.ve Alignment, Discussion and Deni.on about Compliance issues & risks & situa.ons specic to PPD and EPD Frequency Quarterly Always o month a`er ACC Dura.on 2 hours Sponsor GM Members GM directs & func.onal Secretary Compliance Manager Gabriela Mijangos

Agenda (Fixed) Corporate Indicators & IniWaWves evaluaWon (BSC) ExecuWve Summary Issues to raise to Division (BAC & ACC) Agenda (Variable) Topics on Demand

32

PEC Structure
PEC or People ExecuWve CommiFee is to assist Who in regard to the Gardener
Objec.ve Alignment, Discussion and Deni.on about People issues & risks & situa.ons Frequency Once a Month (except in the month that will have BAC) Dura.on 3 hours Sponsor GM Members GM directs, HR Managers Secretary HHRR Director Yana Castellanos

Agenda (Fixed) Corporate Indicators & IniWaWves evaluaWon (BSC)


% Key people in key jobs % key people with development plans % Turnover Closed posiWons - Days to ll Open posiWons days open ExecuWve Summary

Agenda (Variable) Topics on Demand

33

Committees & Participants


BEC Secretary Members Jorge Duque Jose Cordon John Guerrero Yana Castellanos Michelle Ortiz Mario M azariegos Gustavo Oliva Veronica Escobar Dalila V azquez Fabiola M orales Cecilia Flores Diego A Del V alle Douglas G Rojas Edgar S Ibarra Gabriela A De Leon Gerardo Escamilla Janssen Y Chumil Miguel N Lopez Oscar R Santizo Roberto E Calderon Zoila Dalila V asquez X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X
Do uglas R o jas

BrEC
TB D

CEC
G abriela M ijango s

PEC
Yana C as tellano s

S&OP
M auric io C o rdo n

34

CACM Calendar

October 2011
Monday Tuesday Wednesday Thursday Friday Saturday Sunday

1 3 10 4 11 5
GM s Meeting

2 9 16

6 13

7 14

8 15

12

17 24 31

18 25

19

Customer Week

20 27

21 28

22 29

23 30

26 BAC

Sonia will send the invitation regarding the news Committee

CACM Calendar

November 2011
Monday Tuesday Wednesday Thursday Friday Saturday Sunday

1 7 14 8 15

2 9 16

3 10 17
ACC

4 11 18

5 12 19

6 13 20

21 28

22 29

23 24 Customer Week 30 27

25 28

26 29

27 30

Sonia will send the invitation regarding the news Committee

CACM Calendar

December 2011
Monday Tuesday Wednesday Thursday Friday Saturday Sunday

1 5 12 6 13 7 14 8 15

2 9 16

3 10 17

4 11 18

19 26

20 27

21 Customer Week22 28 29

23 30

24 31

25

Sonia will send the invitation regarding the news Committee

CACM Calendar

2012 (TBC)
January
BEC BrEC S&OP PEC CEC

February
BEC BrEC S&OP BAC ACC

March
BEC BrEC S&OP PEC

April
BEC BrEC S&OP PEC CEC

May
BEC BrEC S&OP BAC ACC

June
BEC BrEC S&OP PEC

BSC Strategic review Workshop

July
BEC BrEC S&OP PEC CEC

August
BEC BrEC S&OP BAC ACC

September
BEC BrEC S&OP PEC

October
BEC BrEC S&OP BAC CEC

November
BEC BrEC S&OP PEC ACC

December
BEC BrEC S&OP PEC

Strategic Governance BSC

Affiliate: Reinforce our leadership in health care at Central America.


PPD: Be the trusted ally, delivering innovative solutions that add value to the health care of our region
Financials Achieve sustainable and profitable business growth Increase sales Optimize resource allocation

GROW Customer & Market


HUMIRA REUMA HUMIRA DERMATO HUMIRA GASTRO ZEMPLAR SYNAGIS

DEFEND
LUCRIN KALETRA/ALUVIA SEVO

DR/GT/HN/CR

DR/HN/GT/CR/ PN/ES

CR/GT/DR/PN/ HN

PN/CR/GT/ HN/DR

GT/CR/PN/ ES/DR

DR/PN/ GT/ CR

PN/GT/ES

GT/DR/HN

Internal Processes to achieve BEST IN CLASS

Anticipate Monitor and understand the competitors actions


Business Intelligence Brand Team Excellence

Adapt and Execute


Market Access Excellence Supply Chain Excellence Operational Excellence

Consolidate BT dynamic to include a shared responsibility for brands performance


- Patient Program - NNLRP - Brand Plan - Financial LRP - Accelerate NPI process - Solution country by country

Develop partnership to leverage products penetration

Design distribution models to strength partnership with distribution stakeholders

Optimize, simplify and increase flexibility in our integrated business processes

SF Excellence Medical Excellence

Risk Management

Anticipate and mitigate business risks


- Generics - Biosimilars - Tenders - Political uncertainty - Product availability

Provide clinical evidence, participating actively in business strategies execution


Clinical Research / Medical Information / Pharmacovigilancy Interaction with stakeholders New therapies

Regulatory Excellence

Protect brands, enhance reputation and assure product availability

Improve SF productivity based on field driven information supporting decision making

Learning and Growth

Improve Talent Management

- Focused education ! - Career Path! - Capabilities! - Compensation! - Empowerment! - Competencies! - Recognition!

Align HR and business objectives to develop an proactive, assertive and integrated HR service, supporting our business

Build Best in Class organization (Future Fit)

- SF and Medical! - Market Segmentation! - Service Areas alignment!

- One Abbott

Enhance Abbott Reputation

- Proud to be Abbott -Best Place to Work / Culture Survey - Social Commitment

Improve information access to support decision making

- IT solutions! - Financial Reports! - Knowledge transfer! - On time relevant information! - Automation! - Communication Tools!

A promise for life Transform science into care

Pioneering Achieving Caring Enduring

Innovation / No Limits Mentality

Pa.ents - Quality of life - Safety

Prescribers -Safety + ecacy (PaWent loyalty)

VALUE PROPOSITION Distributors - Value Chain

Payers / Policy Makers - Strategic partnership

Community -ABBOTT ReputaWon - Social Commitment

Strategic Compass of the CommiFees


BEC Committee

Strategic Compass of the CommiFees


BrEC Committee

Strategic Compass of the CommiFees


S&OP Committee

Strategic Compass of the CommiFees


CEC Committee

Strategic Compass of the CommiFees


PEC Committee

CACM Strategic Map

Driving Strategically all Affiliates

CACM Strategic IniWaWves


Initiatives

47

Strategic Governance BSC


How to measure ?

One-Page - by Affiliate & by Brand


One-Page is the tool with main business open-ended quesWons previously dened and rightly answered The rst step to start enjoying the benets of One-Page is to create the mindset to analyze the current business (data) and build the concept (informaWon) in a simple form

&
One-Page Dashboard by brand First Page (Overall) 1. Financial - Brand team performance 2. Non-Financial - FF - CapabiliWes Second Page (by brand) 1. Brand specic 2. Non-Brand specic

Focus on 5 quesWons (by brand) 1. How are we looking at our plan? 2. How do we compare to the market? 3. What are we doing well and what can we improve? 4. What are the insights & assumpWons ? 5. What are the opportuniWes ?

49

Multiple Business Input & Output

Benefit of the One-Page


SimplicaWon on reports Clearly and previously need of the informaWon Planning the resource allocaWon to provide the informaWon Quick and fast view about what is going on DiagnosWc about the key points to work with Avoid extra and redundant communicaWon Standard and accurate InformaWon ComparaWve base of crossing the aliate situaWons
Focus on 5 quesWons: 1.As we are looking at our plan? 2.As we are comparing with the market? 3.What are we doing well? 4.What can we improve? 5.What we do to improve?

50

CACM Strategic Map

To drive strategically all affiliates KPI Standard


Sales Increase volume Price Accomplishment Division Margin Return on Assets ROA DSO DOH

SFE Plan achievement. SFE Dashboard

% Key Talent/Key Positions % Key Talent with Growth plans Turnover

Days - Time to Fill Days open positions Turnover

GAP of information supported by the system

Strategic Governance Implementation

CACM - News
Actions

CACM - News
Actions

Strategic Governance Next

1st Day

Actions
BSC Strategic ObjecWve DeniWon Map August 22th to 26th Local Governance Model aligned with Area Governance Model August 22th to 26th KPI / IniWaWves deniWon and collecWon August 31th TranslaWon of BSC & Material to Spanish & English August 31th Ocial Launching 1st Governance MeeWng October, 2010 Secretary Training & System implementaWon (data load, access, training) - November, 7th to 10th BSC KPI & IniWaWves (data load, access, training) - November, 7th to 10th Last Milestone Governance (Maturity Feedback Session) February 2012

56

Governance Model

Local Item Customized - CACM


Future Fit Brand Teams were not considered Assistant for Governance CommiFees were not considered as an opWon Concept of secretary rotaWon every 6 months not considered BAC & ACC should be considered to be held on the 3rd week to capture issues from CEC & PEC At this moment, the assumpWon is no ad-hoc meeWng is needed EPD is part of Governance Scope [themes will be manage in the same agenda than PPD]

57

Questions

It is very important to answer any questions, not just for the project but, for the whole organization