B1 - LEADERSHIP AND MANAGEMENT

Responsibilities of each member company (Consortium of related companies)

For the efficient management of the project, the consortium, conformed by two companies from the same
economic group, has established an alliance of close cooperation where each organization will strategically
make available shared resources to address this great challenge.
- BESCO, a company linked to BESALCO, will contribute the resources of the organization
(Engineering Management, design management, BIM, software, key personnel and
professionals, workers and main machineries for construction) and will share Know-How in
massive Housing construction, supported by having built and delivered approximately 8,500
homes in Lima, reaching an annual average of 1,400 homes per year with cost efficiency and
completion of work before the deadline.
- BESALCO as a parent company will contribute its experience in great magnitude projects and in
construction of apartments in several countries; as well as economic and financial support, providing
the guarantees, support, trust and sustainability in the proposal.

Descriptive Management Plan:

Management of Decision Making and Delegated Faculties / Leadership Structures.

For the integral management and excellent performance of the project, the consortium will use the BESCO
Integrated Management System, which is based on the guidelines of the PMBOK® Guide and is focused on
both processes and customer satisfaction, according to ISO 9001 International Standard. The Integrated
Management System also includes the articulation of all functional areas (Administration, Budgets,
Procurement, Contracts, Cost Control, Risk Management, Quality, Programming and Production, OSHE,
Social Welfare, among others) that have been expressed in their respective manuals.
Based on the experience of the Consortium in EPC projects, the decision making will be collegiate between
the Project Management, Site Manager, Design Manager, Procurement Manager and Contracts Manager, as
it is has being implemented in all our collaborative contracts.
Our project manager and all key personnel requested by the contracting partner will be permanently on site,
which allows maximum efficiency in decision making and an adeccuate interaction with the contracting
partner. About the Director, he meets a Technical Administrative Committee on a bi-weekly basis (which, if
necessary, can meet urgently) to resolve issues that affect the project.

Strategy and Planning for key personnel and management resources / Leadership structure can
achieve exemplary performance.

The project imposes an important restriction in term. That is why a team of professionals, technicians and
workers with years of experience in housing projects similar to the project to be built, collaborative and highly
qualified projects will be made available to the project, guaranteeing an excellent Level of interpersonal skills.
The consortium will manage the project by forming a matrix-type organization with people at the functional
level and people at the subproject level (work packages).
All key personnel will be included in a single template that will be processed on the site and human resource
management will establish a hierarchy (organization chart) with roles, responsibilities and lines for decision
making.

Proposal for leaders to participate personally and actively in communicating the goals and objectives
of the Contract to the team, while seeking leadership effectiveness meet the changing requirements.
The communication management approach of project leaders will be to convey to all team members, the
goals and specific and common objectives of the contract. For this purpose, it will be used meetings, training,
multiple participation software and control panels, and an internal advertising management.
At management level, it has been proposed management and coordination meetings, where leaders will
have direct participation and training to take advantage of the lessons learned. At the level of area leaders,
weekly work committees will be carried out, where key staff will also participate when it considered
appropriate. While these meetings are primarily aimed at resolving and reviewing work progress, they also
serve to exchange the results of staff management, comment on the results of the staff in charge, and

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propose motivational strategies for staff. At the level of work teams, the goals and planned objectives for the
contract will be communicated and reinforced daily.
In addition, in order to strengthen the motivation of the project team, it will be implemented an incentive
system based on the KPIs stipulated in the contract with the contractor.

Complaint Resolution Procedure

Directed by the Project Manager, Site Manager and its command lines (top-bottom approach), it will be
fostered the creation of a highly collaborative environment to identify opportunities for improvement at all
levels of the project (contracting partner, contractor, supervision and other stakeholders) to apply constantly
improvement proposals as a culture of continuous improvement in the project.
Because of complaints are identified as opportunities for improvement, upon receiving some, it would be
communicated to the Site Director so that he channel it to the corresponding area for its attention and
solution. In case of larger complaints, they will be channeled to the Project Director for the corresponding
actions.

Proposals to Guarantee the creation and maintenance of Collaborative Culture

The consortium applies the methodology of collaborative work in all its local projects (Lima), which consists
of executing efforts focused on the fulfillment of a common goal and that is starting from the conception of the
project, accompanying them in the management and control of the design, Construction and commissioning.
Some relevant activities within the collaborative system are:
 Kickoff meeting between the Contractor and the Contracting Partner, with execution of "Team
Building" integration workshop managed by an expert advisor.
 Joint Review between the Contractor and the Contractor Partner of the monthly economic results
panels of the project, projections for the project and gaps, to make joint decisions and approach the
fulfillment of the KPIs.
 "Client - Partner" meetings between the highest representatives of the Contractor and the Contracting
partner of both the site and the parent companies. These will be carried out twice during the project,
proposing to carry them out at the end of the Engineering phase and at the first third of the
construction phase to strengthen the relationship of trust in achieving the common objective.

Trust Support
This methodology of collaborative work ("integrated project delivery") has materialized in our projects
culminated, such as:
 The Mega Project "Los Parques de Comas" is an integral project of urban habilitation and
construction of departments trough a trust approach with an obligation to deliver 10,928 apartments.
 "New Alcazar Condominium" Project, with an obligation to deliver 960 apartments.
 "Central 10.5" Project, 544 apartments.
 “Villa Santa Clara" Project, 544 apartments.
 "Icon" Project, 255 apartments.
 "Motion" project, 138 apartments.