05 Dec STRUCTURAL FRAMEWORK 1. What are the organization’s stated objectives?

STRUCTURAL FRAMEWORK 1. What are the organization’s stated objectives? Who determined them? Meet customer expectations by applying efficient environmental solutions that promote economic development linked to socio-environmental sustainability. Board determines under the form of the company’s Mission. 2. Do people in the organization agree on what are the important goals? What is the level of agreement or disagreement? Yes. 100% agreement. 3. What obvious goals seem to provide direction? Meet customer expectations. 4. How are responsibilities allocated? Responsibilities are defined through a well-defined hierarchical structure, whereby superiors delegate and monitor the demands. 5. What functions have been established? How complex is the function structure? How is the chart? The organization chart is divided between the different departments of the company (Executive, Administrative, Technical, Planning), which are subdivided into sectors / subdepartments. Each department has a structure of functions, ranging from the Manager to the Intern, passing through positions of Coordination and Analysts. 6. Are the roles well defined or ambiguous? Well-defined 7. Do some function groups show higher turnover rates than others? Yes 8. Which functions do you find important relationships with? All functions can be directly interrelated, however some communicate more often. Management x Management; Management x Coordination; Management x Analysts. 9. What types of interdependencies are there? – 10. How are interdependencies managed? – 11. What is the hierarchy of authority like? Is it centralized or decentralized? There are many layers or few?

Centralized, many layers 12. How are activities coordinated? Through direct monitoring of the coordination / management team, using demand planning and management. 13. What are the main bases of authority (position, specialization, reward, etc.)? Position / specialization 14. How clear are the authority relationships? Some group of authority functions show rates of higher turnover than others? – 15. How are decisions usually made? Who is responsible and how others are involved? How are problems identified, defined and resolved? Decisions can be made by everyone, from the intern to the Director, depending on the level of risk of the decision. 16. Where do conflicts arise and what formal mechanisms are established to resolve differences? – 17. Are there task forces, committees, coordinators and other lateral communication networks? Yes. Special working or articulation groups can be created to deal with a particular issue. 18. How many meetings are held per day? Who answers? What is discussed? How meetings are structured? Up to 5 meetings per day. Including meetings with clients and interns. 19. In what areas are there explicit policies? Do people know what the policies say? Policies are reflected in behavior? Who are the policy makers? The company has a defined quality policy. 20. Is the assessment based on performance or results? Yes. 21. Who evaluates whom? What are the evaluation criteria and how widely are they known? How often is performance observed and evaluated? What information is used? In what way Are formal assessments communicated? Assessments are linked to rewards and penalties formal? What is the relationship between objectives and evaluation criteria? Immediate superiors evaluate the team members, analyzing specific requirements, using their own form. 22. What is the nature of core technology? Management technology?

HUMAN RESOURCE FRAMEWORK 1. How diverse are the social and educational backgrounds and skills of people in the organization? What are your social styles? What is the age range? Very different, the selection processes are based on the analysis of the candidate’s technical profile, which, naturally generates high diversification. Different social styles. 2. How diverse are the needs of employees? What is the correspondence between needs and functions? Very diverse, each employee has specific desires. The main needs are related recognition and professional growth. In addition, they seek financial stability, professional experience, among others. In general, all functions allow the most diverse desires by the professional. 3. How do people feel about your work? What seems to motivate them? People seem healthy and happy? Do they seem to like your job? There are cases and cases. Most employees seem to be healthy and happy, however, it is not possible to generalize. We have employees who have been with the company for years and remain motivated and happy, while others who are discouraged with a few months. Motivation is linked, mainly to the professional recognition and the organizational climate of the company. 4. How do people seem to relate to each other? How they deal with conflicts interpersonal? Do they listen to each other? Relationships at work are very friendly, with few records of interpersonal conflicts. 5. What types of training and education are provided or supported? Technical training or on transversal topics. In the weekly meetings of the technical area, for For example, we always seek to debate cross-cutting themes (indirect relationship with performance) or specific (direct relationship with performance). The company supports the participation of employees in courses and events, to depend, for example on the importance of the theme for the context of the company. 6. Do people feel able to influence their work and wider organizational issues? One of the things we try to promote in our employees is this ability to influence the work and organizational issues, through the concept of “belonging” or “feeling of owner”, leaving employees free to talk about the most diverse subjects and suggest improvements. 7. What types of small workgroups or informal clicks seem to exist? How they went formed? How do people treat each other in these smaller environments? There is a certain grouping between “administrative” and “technical” employees that mainly the difference in performance between them. In general, these employees have routines similar, which makes them closer and with more solid interpersonal bonds. But rarely conflicts are observed, which we seek to immediately address.

8. Is there an informal hierarchy of power and prestige? How does this relate to the formal structure? We encourage the formation of informal leaders, regardless of hierarchy. The ones that stand out naturally recognized and, depending on the situation and the general context of the company in that moment, they can be promoted hierarchically. These informal relationships 9. What are the existing levels of employee turnover, absenteeism, sabotage and complaints? Levels within normal. 10. Is the company unionized? How active is the union? Who are your leaders? Yes. FETRACS-ES is a Trade Union Federation that represents workers in the trade in goods and state services. They are very active. President – Rodrigo Oliveira Rocha, Secretary General – Vandecy Soares Neto 11. Do people nudge and tease one another? In general, such attitudes are not observed. 12. What is the correspondence between verbal messages and non-verbal signals? 13. Do people socialize outside the workplace? What are the sociometric standards? Yes. Teams meet frequently (at least once a month) in bars and restaurants, in general, on a Friday, after work hours. 14. How the safety of employees is affected by the physical environment, equipment and so against? Health problems are raised for employees as a result of the environment or processes executed? How does the physical environment meet the social needs of employees? The internal physical environment is safe for employees to act. Some external activities, for their nature, have greater environmental and equipment risks, and are supplied to employees the appropriate protections (PPE).

POLICY FRAMEWORK 1. Who are the recognized people of power? How power and strategic order seem be centralized? Power applies to all problems or is restricted to problems or areas specific? 2. What is the primary power base (mandate, experience, charisma, persuasion, access to resources, fear)? What is the relationship between power and authority? Where’s the greatest discretion? 3. What issues generate conflict? How are powerful people mobilized? How do they exercise their power? How are conflicts resolved? 4. Are there any obvious coalitions? On what basis are they formed? How are they formed? How stable Are coalitions? Are coalitions exclusive? Coalitions form and dissolve around specific issues? 5. How do people with power relate to those who are relatively powerless and vice versa? Is there evidence of inappropriate use of power? 6. Do people feel they have access to those in power? They feel effective in influencing the holders of power? What form of influence is used most often? 7. There is a lot of negotiation or negotiation around the events, or the issues are decided in backstage? 8. What are the main arenas in which power is exercised? Is it visible or hidden? There are winners and obvious losers? Are humiliations and innuendo common? Who talks to whom about what? 9. Where are people physically located? Space allocation adjusts to the distribution of power? Who can enter whose space without knocking? Who ends meetings or conversations? Around what events are deference patterns most obvious? 10. What are the main symbols of power?

SYMBOLIC FRAMEWORK 1. What does architecture say about culture? What’s on the walls? How do you feel about the building? How is the space organized? How is parking organized? What kind of car do people drive? 2. How do people look and act when they arrive? How they look and act when they go away? 3. What is the organization’s history? 4. What are the organization’s core values? How are they displayed? Do they seem to make sense? How widely known and shared are the values? Do they mean anything to people? Do they seem to arouse feelings? How have they changed over time? 5. Is there a visionary hero or heroine in charge? In the recent or distant past? Like him or her It is? Does he or she represent and personify core values? Does it inspire emotion in people? His photo or is it displayed on the wall? Is he or she portrayed in well-known stories? 6. Who are the other heroes and heroines? Do people know who they are? Are they of a specific type? Are they anointed and formally celebrated? Among the heroes and heroines, you can see patterns consistent with stated values? 7. What seem to be the most powerful symbols? What does this seem to represent? 8. What do the social greeting and departure rituals say about the culture? How deep are the rituals of job? How does symbolic activity mix with core values? The ritual and values ​​are consistent with each other? What are the main management rituals (meeting, planning, memos)? What happens in hazing rituals as new members are brought to the culture? Are rituals called around important transitions? What do the rituals symbolize? How stylized is ritual behavior? How different is it from everyday behavior? 9. How does the organization’s implicit purpose compare to its explicit purpose? 10. How often are ceremonies performed? Who answers? What is the sequence of events? What is the role of heroes and heroines? What symbols are recognized or exchanged? What fantasies people use? How do they compare to normal work clothes? What do people eat? O do they drink? What emotions does the ceremony evoke? 11. What stories are told? Are they counted across the culture? Who are the accountants stories? What status do they receive? What are the stories about? How the stories relate to the company’s values? 12. How well known and active is the informal network? Who are the most respected people in the organization? What is the relationship between these people and the CEO? Who are the gossips? The spies? What events make Are the actors of the informal network visible?

13. How cohesive are the subcultures within the organization? In which subcultures are formed (function, term of office, gender, race)? How do subcultures relate? People find more meaning in subcultures than in the broader culture? You can see a basic set of values in subcultures? What happens when members of different subcultures participate in the same meeting or ritual? Do they bond or attack each other? 14. What kind of culture metaphor – tough guy, bet your company, work hard / play hard or process – does it seem to capture the essence of the culture? 15. What metaphors do you frequently encounter in everyday language? 16. How often do people play? Where does the game take place? What form does it take? Who plays with who?