Case Study 1 

NCA Quality Policy

We are committed to delivering exceptional quality in all our endeavors. We are dedicated to meeting the needs and expectations of our customers and stakeholders while ensuring compliance with applicable requirements.

We are committed to satisfying applicable requirements, including legal, regulatory, and customer requirements. By maintaining a robust Quality Management System, we aim to exceed customer expectations and deliver excellence in all our operations.

Continual improvement is at the core of our Quality Management System. We strive to enhance our processes, systems, and services to achieve optimal efficiency, effectiveness, and customer satisfaction. We promote a culture of learning and innovation, encouraging our employees to contribute their ideas and expertise to drive continual improvement throughout the organization.

This quality policy is communicated, understood, and implemented at all levels of NCA. It serves as a guiding principle for our actions and decisions, reinforcing our commitment to quality and our pursuit of excellence in everything we do.

[signed]

Magdalena Santos

NCA Chief Administrator

Objective

The objective of this communication plan is to ensure effective dissemination and understanding of the quality policy within the organization and make it available to relevant interested parties.

Target Audience

The communication plan targets the following groups:

• Employees at all levels within the organization.

• Managers and supervisors responsible for implementing and enforcing the quality policy.

• Relevant interested parties such as customers, suppliers, and regulatory authorities.

Communication Channels and Methods

To effectively communicate the quality policy, the organization utilizes the following channels and methods:

• Internal communication platforms: Utilizing internal communication tools such as company newsletters, intranet portals, bulletin boards, or email newsletters to share the quality policy with employees.

• Management meetings: Incorporating the quality policy as a recurring agenda item in management meetings to ensure understanding and alignment with organizational goals.

• Training sessions: Conducting training sessions or workshops to educate employees about the quality policy, its significance, and how it should be applied in their roles.

• Induction and onboarding process: Integrating the quality policy into the induction and onboarding process for new employees to ensure they are introduced to and understand the policy from the beginning.

• Company-wide announcements: Using company-wide announcements or town hall meetings to reinforce the importance of the quality policy and encourage employees to apply it in their daily activities.

• Intranet or document management system: Publishing the quality policy as a prominently accessible document on the company intranet or document management system for easy reference and availability to all employees.

• External communication: Sharing the quality policy with relevant interested parties such as customers, suppliers, and regulatory authorities through official company communication channels, such as the company website or annual reports.

Timing and Frequency

The communication of the quality policy occurs at the following key moments:

• Initial communication: Sharing the quality policy with all employees and relevant stakeholders during its implementation or revision.

• Regular reminders: Reinforcing the importance of the quality policy periodically through internal communications, training sessions, or company-wide announcements.

• New employee onboarding: Introducing the quality policy to new employees during the onboarding process to ensure their understanding and commitment to its principles.

• Updates and changes: Communicating any updates or changes to the quality policy promptly and ensuring all employees are aware of the modifications.

Top Management

Role

As the highest level of authority, top management is responsible for establishing and maintaining the Quality Management System (QMS).

Responsibilities

·         Providing leadership and direction for quality management within the organization.

·         Ensuring the QMS is effectively implemented, maintained, and continually improved.

·         Setting quality objectives and ensuring they are communicated throughout the organization.

·         Allocating necessary resources to support the QMS.

·         Reviewing the performance of the QMS and making strategic decisions to enhance its effectiveness.

·         Promoting a culture of quality throughout the organization.

Authorities

·         Approving the Quality Policy and Quality Objectives.

·         Providing guidance and support to all levels of the organization in achieving quality goals.

·         Making decisions regarding the allocation of resources for quality-related activities.

Quality Management Representative

Role

The Quality Management Representative serves as the focal point for quality management within the organization and ensures the effective implementation of the QMS.

Responsibilities

·         Developing, implementing, and maintaining the QMS in accordance with relevant standards and requirements.

·         Monitoring and measuring the performance of the QMS through internal audits and management reviews.

·         Identifying areas for improvement and implementing appropriate corrective and preventive actions.

·         Ensuring compliance with applicable quality standards, regulations, and customer requirements.

·         Providing training and support to employees regarding quality management principles and practices.

·         Serving as a liaison with external parties, such as customers and regulatory authorities, on quality-related matters.

Authorities

·         Initiating actions to ensure the effective implementation of the QMS.

·         Conducting internal audits and taking necessary actions to address non-conformities.

·         Recommending improvements to the QMS based on data and analysis.

·         Coordinating with other departments to resolve quality-related issues.

Process Owners

Role

Process owners are responsible for specific processes within the organization and ensuring their effectiveness and efficiency.

Responsibilities

·         Developing and maintaining procedures and work instructions for their assigned processes.

·         Monitoring and measuring the performance of their processes to identify opportunities for improvement.

·         Ensuring compliance with quality requirements and standards in their respective processes.

·         Providing training and support to employees involved in their processes.

·         Participating in process-related audits and reviews.

Authorities

·         Implementing changes and improvements to their processes as necessary.

·         Initiating corrective and preventive actions to address process-related issues.

·         Allocating resources to support the effective functioning of their processes.

Employees

Role

All employees within the organization have a role to play in the successful implementation of the QMS and achieving quality objectives.

Responsibilities

·         Understanding and following the established procedures and instructions related to their work.

·         Identifying and reporting any quality-related issues or non-conformities they encounter.

·         Participating in training programs and activities to enhance their understanding of quality management principles.

·         Contributing to the continual improvement of the QMS by providing suggestions and feedback.

Authorities

·         Following the established procedures and instructions related to their work.

·         Reporting quality-related issues and non-conformities to the appropriate channels.

·         Participating in activities and initiatives aimed at improving quality performance.

Re: Appointment as Quality Management Representative

Dear __________,

We are pleased to inform you that, based on your outstanding performance and dedication to our organization, we have decided to appoint you as the Quality Management Representative (QMR) effective June 1, 2023. This appointment is in addition to your current assignment as Audit and Compliance Manager.

As the Quality Management Representative, you will play a pivotal role in ensuring the effectiveness, efficiency, and continual improvement of our Quality Management System (QMS). Your responsibilities will encompass the following:

1.   QMS Oversight: You will be responsible for overseeing the overall implementation, maintenance, and improvement of our QMS in accordance with the requirements of [Relevant Quality Standards] and our organizational objectives. This includes monitoring and reviewing the QMS to ensure its alignment with our strategic direction.

2.   Process Management: You will collaborate with various departments to identify, define, and document key processes within the organization. This involves analyzing process interactions, identifying improvement opportunities, and implementing necessary actions to enhance process efficiency and effectiveness.

3.   Policy and Procedure Development: Working closely with the management team, you will contribute to the development, review, and updating of quality policies, procedures, and guidelines. Your expertise and insights will ensure that our QMS documentation remains current, accurate, and compliant with applicable standards and regulations.

4.   Auditing and Compliance: You will lead or participate in internal and external audits to assess the effectiveness of our QMS and ensure compliance with relevant quality standards. This involves planning and conducting audits, identifying non-conformities, and facilitating corrective and preventive actions to address any identified gaps.

5.   Training and Awareness: You will be responsible for organizing and delivering training programs to increase awareness and understanding of the QMS among our employees. This includes conducting training sessions, preparing training materials, and providing guidance to ensure proper implementation of quality processes and procedures throughout the organization.

6.   Performance Monitoring and Reporting: You will establish key performance indicators (KPIs) and metrics to measure the performance of our QMS. Regularly monitoring and analyzing these indicators, you will generate reports and present findings to the management team, highlighting areas for improvement and recommending appropriate actions.

7.   Continual Improvement: As the QMR, you will champion the culture of continual improvement within the organization. This involves promoting a proactive approach to quality, encouraging employee involvement, and facilitating initiatives aimed at enhancing our QMS and driving overall organizational excellence.

We have full confidence in your abilities to fulfill this vital role and contribute significantly to the success of our QMS. Your expertise, attention to detail, and commitment to quality will undoubtedly elevate our organization's reputation and reinforce our commitment to customer satisfaction and continuous improvement.

This appointment as Quality Management Representative will be in effect until further notice and is subject to periodic review. Your remuneration and other employment terms and conditions remain unchanged.

Congratulations once again on this well-deserved appointment. We look forward to your continued dedication and contributions to our organization's quality management initiatives.

Please indicate your acceptance of this appointment by signing and returning a copy of this letter by June 1, 2023.

Yours sincerely,

[signed]

Magdalena Santos

NCA Chief Administrator

Policy Statement

At National Coffee Administration (NCA), we are committed to maintaining a workplace free from discrimination, where all individuals are treated with respect, dignity, and fairness. We believe in promoting an inclusive environment that values diversity and ensures equal opportunities for everyone, regardless of their race, color, ethnicity, national origin, gender, sexual orientation, gender identity, age, disability, religion, or any other protected characteristic.

Policy Objectives

1. To foster a culture of inclusion and diversity within NCA, where all employees are treated equitably and with respect.

2. To provide a work environment that is free from discrimination, harassment, and victimization.

3. To comply with all applicable laws, regulations, and standards related to anti-discrimination, including but not limited to, the provisions of (mention relevant legislation or regulations).

4. To promote awareness and understanding of the Anti-Discrimination Policy among all employees through training, communication, and education.

5. To ensure fair and unbiased recruitment, hiring, promotion, and employee development practices.

6. To address any reports or complaints of discrimination promptly, thoroughly, and confidentially, through a clearly defined process.

7. To take appropriate disciplinary action against any individual found to have engaged in discriminatory behavior, in accordance with NCA's disciplinary policies and procedures.

8. To periodically review and assess the effectiveness of the Anti-Discrimination Policy and related practices, and make improvements as necessary.

Policy Implementation

1. NCA will communicate this Anti-Discrimination Policy to all employees, contractors, clients, and relevant stakeholders, ensuring its understanding and commitment to compliance.

2. NCA will provide training programs and resources to educate employees about their rights and responsibilities under the Anti-Discrimination Policy.

3. NCA will establish clear procedures for reporting incidents of discrimination, harassment, or victimization. Employees will be encouraged and supported in reporting such incidents promptly and without fear of retaliation.

4. NCA will conduct thorough and impartial investigations of reported incidents, ensuring confidentiality to the extent possible and taking appropriate action based on the investigation findings.

5. NCA will take appropriate measures to prevent retaliation against individuals who report incidents or cooperate in investigations related to discrimination.

6. NCA will regularly review and update this Anti-Discrimination Policy to reflect changes in applicable laws, regulations, and organizational needs.

7. NCA will provide resources and support systems to assist employees who have experienced discrimination, including access to counseling services or external support networks.

Responsibilities

1. Senior Management: Senior management at NCA is responsible for promoting a culture of diversity, inclusion, and non-discrimination, and for providing the necessary resources to implement and maintain this policy.

2. Human Resources: The HR department is responsible for ensuring the effective implementation of the Anti-Discrimination Policy, providing training and support to employees, and handling complaints and investigations in a fair and unbiased manner.

3. Managers and Supervisors: Managers and supervisors are responsible for enforcing this policy within their teams, ensuring compliance, and addressing any concerns or incidents promptly.

4. Employees: All employees are responsible for treating others with respect, fostering an inclusive environment, and reporting any incidents or concerns related to discrimination.

Non-Compliance: Non-compliance with this Anti-Discrimination Policy may result in disciplinary action, up to and including termination of employment or termination of business relationships, in accordance with NCA's disciplinary policies and procedures.

Policy Statement

At National Coffee Administration (NCA), we are committed to maintaining a culture of transparency, accountability, and ethical conduct. We encourage all employees, contractors, clients, and stakeholders to report any concerns, misconduct, or violations of policies or laws without fear of retaliation. This Escalation and Whistleblowing Policy provides a mechanism for individuals to escalate concerns and report wrongdoing, ensuring appropriate actions are taken to address the issues raised.

Policy Objectives

1. To establish a confidential and secure reporting mechanism for individuals to raise concerns related to misconduct, unethical behavior, policy violations, or other wrongdoing.

2. To provide protection from retaliation for individuals who report concerns in good faith.

3. To ensure that all reported concerns are thoroughly investigated, and appropriate actions are taken to address the issues raised.

4. To promote a culture of openness, integrity, and accountability within NCA.

5. To comply with all applicable laws, regulations, and standards related to reporting and whistleblowing, including but not limited to, the provisions of (mention relevant legislation or regulations).

Policy Guidelines

1. Reporting Channels: a. NCA provides multiple reporting channels for individuals to raise concerns, including:

   • Direct reporting to immediate supervisor or manager

   • Reporting to the Human Resources department

   • Utilizing an anonymous reporting hotline or online reporting platform (if available)

   • Contacting designated whistleblowing officers or designated representatives

2. Confidentiality: a. NCA is committed to maintaining confidentiality to the extent reasonably possible throughout the investigation process, while ensuring that investigations can be conducted effectively. b. Individuals reporting concerns are encouraged to provide as much information as possible to facilitate proper investigation and resolution.

3. Non-Retaliation: a. NCA strictly prohibits retaliation against individuals who report concerns in good faith. Any form of retaliation will be subject to disciplinary action, up to and including termination of employment or termination of business relationships.

4. Investigation and Resolution: a. All reported concerns will be promptly and impartially investigated by designated personnel or an appropriate investigative team. b. Investigations will be conducted in a fair and objective manner, ensuring the rights of both the reporter and the subject of the investigation. c. Findings from the investigation will be communicated to the relevant parties, and appropriate actions will be taken to address the concerns raised. d. The progress and outcome of the investigation will be communicated to the reporter to the extent possible without compromising confidentiality.

5. Anonymous Reporting: a. NCA encourages individuals to report concerns anonymously if they prefer not to disclose their identity. Anonymous reports will be treated with the same level of seriousness and confidentiality as other reports. b. Individuals making anonymous reports are encouraged to provide sufficient details to allow for an effective investigation.

6. Protection of Whistleblowers: a. NCA is committed to protecting the identity of whistleblowers to the fullest extent possible under the law. b. Whistleblowers who identify themselves during the reporting process will be provided with appropriate support and protection against retaliation.

7. Training and Awareness: a. NCA will provide regular training and awareness programs to educate employees and stakeholders about the Escalation and Whistleblowing Policy, their rights, and the reporting process.

Responsibilities

1. Senior Management: Senior management at NCA is responsible for fostering a culture of transparency, integrity, and accountability, and for providing the necessary resources to implement and maintain this policy.

2. Human Resources: The HR department is responsible for overseeing the reporting process, ensuring proper investigation of reported concerns, and protecting the rights of whistleblowers.

3. Managers and Supervisors: Managers and supervisors are responsible for promptly escalating and addressing concerns reported by their subordinates and creating a supportive environment for whistleblowers.

4. Employees: All employees, contractors, clients, and stakeholders have a responsibility to report concerns promptly and in good faith, without fear of retaliation.

Non-Compliance: Non-compliance with this Escalation and Whistleblowing Policy may result in disciplinary action, up to and including termination of employment or termination of business relationships, in accordance with NCA's disciplinary policies and procedures.

Policy Statement

At National Coffee Administration (NCA), we are committed to maintaining a safe, respectful, and inclusive work environment for all employees, contractors, clients, and stakeholders. We strictly prohibit any form of bullying, including verbal, physical, or psychological harassment. This Anti-Bullying Policy outlines our commitment to preventing and addressing bullying behaviors and promoting a culture of respect and dignity.

Policy Objectives

1. To establish a zero-tolerance approach towards bullying in all its forms within NCA.

2. To create awareness and understanding of what constitutes bullying behavior and the impact it has on individuals and the organization.

3. To provide clear guidelines on how to prevent and address bullying incidents effectively.

4. To support victims of bullying, provide resources for their well-being, and facilitate their recovery.

5. To promote a positive work environment based on mutual respect, teamwork, and professionalism.

Policy Guidelines

1. Definition of Bullying: a. Bullying refers to any repeated, unwanted behavior intended to intimidate, belittle, humiliate, or harm another person mentally, emotionally, or physically. It may include, but is not limited to, actions such as verbal abuse, threats, derogatory remarks, offensive gestures, exclusion, social isolation, or cyberbullying.

2. Prohibited Actions: a. All forms of bullying are strictly prohibited within NCA, regardless of the parties involved or the location where the bullying occurs. b. This policy applies to all employees, contractors, clients, and stakeholders, including senior management, supervisors, and colleagues.

3. Prevention: a. NCA is committed to creating a positive work culture through ongoing education, training, and awareness programs that promote respect, empathy, and understanding. b. Regular communication channels will be established to remind employees of the policy, their rights, and the procedures for reporting bullying incidents.

4. Reporting and Investigation: a. NCA encourages individuals who experience or witness bullying behavior to report the incidents promptly to their immediate supervisor, the HR department, or designated reporting officers. b. All reports will be treated seriously and handled confidentially. NCA will conduct a thorough, impartial, and timely investigation into each reported incident. c. The investigation process will prioritize the well-being and safety of the individuals involved, with due respect for the principles of natural justice and confidentiality.

5. Support and Intervention: a. NCA will provide support and resources to victims of bullying, including access to counseling services, employee assistance programs, or other appropriate interventions. b. The organization will take appropriate measures to protect the confidentiality and privacy of individuals involved in bullying incidents.

6. Disciplinary Actions: a. Any employee found responsible for engaging in bullying behavior will be subject to disciplinary action, up to and including termination of employment, in accordance with NCA's disciplinary policies and procedures. b. Disciplinary actions will be determined based on the severity of the incident and may also include appropriate remedial measures and training.

7. Retaliation: a. NCA strictly prohibits retaliation against individuals who report bullying incidents in good faith. Any form of retaliation will be subject to disciplinary action.

Responsibilities

1. Senior Management: Senior management is responsible for fostering a culture of respect, preventing bullying, and ensuring the implementation and enforcement of this policy.

2. Human Resources: The HR department plays a crucial role in addressing bullying incidents, providing support to victims, conducting investigations, and implementing appropriate disciplinary actions.

3. Managers and Supervisors: Managers and supervisors are responsible for promoting a respectful work environment, promptly addressing and escalating reports of bullying, and supporting victims.

Non-Compliance: Non-compliance with this Anti-Bullying Policy may result in disciplinary action, up to and including termination.

Policy Statement

At National Coffee Administration (NCA), we are committed to conducting our business with the highest level of integrity, transparency, and in compliance with all applicable laws and regulations. This Transparency and Anti-Bribery Policy outlines our commitment to preventing bribery, corruption, and unethical practices in all our business activities. We are dedicated to promoting a culture of transparency, fairness, and ethical conduct throughout the organization.

Policy Objectives

1. To prevent bribery and corruption in all forms within NCA and its business activities.

2. To comply with all applicable anti-bribery laws, regulations, and international standards.

3. To establish a robust framework for identifying, assessing, and mitigating bribery and corruption risks.

4. To foster a culture of transparency, accountability, and integrity among all employees, contractors, and stakeholders.

5. To provide guidance and support to employees on how to identify and report any potential bribery or corruption concerns.

Policy Guidelines

1. Compliance with Laws and Regulations: a. NCA is committed to complying with all applicable anti-bribery laws, regulations, and international conventions, including but not limited to the Foreign Corrupt Practices Act (FCPA) and the UK Bribery Act. b. Employees must familiarize themselves with these laws and regulations and adhere to their provisions at all times.

2. Prohibited Activities: a. NCA strictly prohibits any form of bribery, corruption, or unethical behavior, whether committed directly or indirectly. b. This includes offering, promising, giving, accepting, or soliciting bribes, kickbacks, facilitation payments, or any other improper advantages or favors.

3. Gifts, Hospitality, and Entertainment: a. Employees must exercise caution when giving or receiving gifts, hospitality, or entertainment, ensuring that they are reasonable, proportionate, and in compliance with relevant policies and regulations. b. All gifts and entertainment should be properly recorded and transparently documented.

4. Facilitation Payments: a. NCA prohibits the making or accepting of facilitation payments, which are small payments or favors given to expedite routine actions or processes. b. Employees must refrain from engaging in any form of facilitation payments and report any requests for such payments to the appropriate authorities.

5. Conflicts of Interest: a. Employees must disclose any actual or potential conflicts of interest that may compromise their objectivity, integrity, or judgment in relation to bribery and corruption. b. NCA will appropriately manage and address conflicts of interest to mitigate the risk of bribery and corruption.

6. Due Diligence: a. NCA will conduct appropriate due diligence on its business partners, including suppliers, agents, consultants, and intermediaries, to ensure they adhere to anti-bribery and corruption standards. b. Business relationships will be established only with reputable and trustworthy entities that share NCA's commitment to transparency and ethical conduct.

7. Reporting and Whistleblowing: a. NCA encourages employees, contractors, and stakeholders to report any suspected or actual instances of bribery or corruption promptly through the designated reporting channels. b. Whistleblowers will be protected from retaliation, and their reports will be treated confidentially and thoroughly investigated.

8. Training and Awareness: a. NCA will provide regular training and awareness programs to employees and relevant stakeholders to enhance their understanding of bribery and corruption risks and prevention measures. b. Employees will be equipped with the necessary knowledge and tools to identify and address potential bribery and corruption issues.

Responsibilities

1. Senior Management: Senior management is responsible for promoting a culture of transparency, integrity, and compliance with this policy.

2. Compliance Officer: The Compliance Officer is responsible for developing, implementing, and monitoring the effectiveness of the Anti-Bribery Program, including policies, procedures, and training.

3. Employees: All employees have a responsibility to familiarize themselves with and comply with this policy and report any potential violations or concerns.

Non-Compliance: Non-compliance with this Transparency and Anti-Bribery Policy may result in disciplinary action, up to and including termination, and may also lead to legal consequences for individuals and the organization as a whole. NCA takes allegations of bribery and corruption seriously and will fully cooperate with relevant authorities in any investigation or legal proceedings.

At National Coffee Administration (NCA), we strive to maintain the highest standards of integrity, professionalism, and ethical behavior. This Employee Code of Ethics outlines the principles and guidelines that govern the conduct of all employees in their roles and interactions within the organization. By adhering to this code, we uphold our commitment to ethical practices, transparency, and accountability in everything we do.

1.   Professionalism and Integrity: a. Employees shall maintain professionalism, honesty, and integrity in all their actions, adhering to ethical standards and avoiding conflicts of interest. b. Employees shall act in the best interests of NCA and its stakeholders, placing organizational goals above personal gain.

2.   Compliance with Laws and Regulations: a. Employees shall comply with all applicable laws, regulations, and policies governing their roles and responsibilities. b. Employees shall stay informed about relevant legal requirements and ensure their actions align with them.

3.   Confidentiality and Data Protection: a. Employees shall respect the confidentiality of sensitive information and data entrusted to them by NCA, its clients, and stakeholders. b. Employees shall handle and protect confidential information in accordance with applicable laws and NCA's policies.

4.   Respectful and Inclusive Workplace: a. Employees shall treat colleagues, clients, and stakeholders with respect, fairness, and dignity, fostering an inclusive and harassment-free work environment. b. Discrimination, harassment, or any form of disrespectful behavior based on race, gender, religion, age, nationality, disability, or any other protected characteristic is strictly prohibited.

5.   Conflict Resolution: a. Employees shall strive to resolve conflicts and disagreements professionally and constructively, promoting open communication and collaboration. b. Employees shall not engage in or tolerate bullying, intimidation, or aggressive behavior.

6.   Responsible Use of Resources: a. Employees shall use NCA's resources, including time, facilities, equipment, and funds, responsibly and solely for legitimate business purposes. b. Employees shall avoid wasteful practices and report any misuse or abuse of resources.

7.   Ethical Business Practices: a. Employees shall engage in fair and ethical business practices, including accurate and transparent representation of NCA's products, services, and capabilities. b. Employees shall comply with anti-bribery and anti-corruption laws and avoid engaging in any form of bribery, kickbacks, or unlawful inducements.

8.   Reporting Ethical Concerns: a. Employees shall promptly report any suspected violations of this code, unethical behavior, or any concerns about non-compliance with laws, regulations, or policies. b. NCA encourages employees to use the designated reporting channels, ensuring confidentiality and protection against retaliation.

Non-Compliance: Failure to comply with the Employee Code of Ethics may result in disciplinary action, up to and including termination of employment. NCA is committed to maintaining a culture of integrity and will thoroughly investigate any reported violations, taking appropriate measures to address the situation.

Office of the Chief Administrator (OCA)

Chief Administrator: Magdalena Santos

Background: Magdalena Santos has a strong background in leadership and strategic planning. She holds a Bachelor's degree in Business Administration with a major in Management. Magdalena has extensive experience in the coffee industry, having worked in various managerial roles for over 10 years. She has successfully led teams and developed strategic plans to drive growth and development in the industry. Magdalena's excellent communication skills and ability to foster partnerships make him suitable for the position of Chief Administrator.

Deputy Administrator for Operations: Maria Gonzales

Background: Maria Gonzales has a Bachelor's degree in Operations Management and an advanced degree in Business Administration. She has more than 7 years of experience in operations management, specifically in the coffee industry. Maria has a solid understanding of operational best practices and has successfully coordinated activities and monitored performance to ensure efficiency and effectiveness. Her strong organizational and coordination skills make her well-suited for the role of Deputy Administrator for Operations.

Deputy Administrator for Support Services: Pedro Reyes

Background: Pedro Reyes holds a Bachelor's degree in Finance and is a Certified Public Accountant (CPA). He has over 5 years of experience in financial management, including regulatory compliance. Pedro has a strong analytical mindset and problem-solving skills, allowing him to oversee support services and ensure compliance with financial regulations. His expertise in financial management and attention to detail make him an ideal fit for the position of Deputy Administrator for Support Services.

Executive Assistant: Angelica dela Cruz

Background: Angelica dela Cruz has a Bachelor's degree in Business Administration and has been working as an executive assistant for the past 3 years. She is highly organized and excels in managing calendars, conducting research, and preparing reports. Angelica is proficient in office software and communication tools, allowing her to efficiently support executives in their day-to-day tasks. Her strong organizational and time management skills make her an excellent choice for the role of Executive Assistant.

Committee Coordinator: Emmanuel Hernandez

Emmanuel Hernandez claims to have a Bachelor's degree in Public Administration and has gained experience in his previous role as wedding planner and events coordinator. Pending submission of diploma and related pre-employment documents.

Planning and Policy Development Division (PPDD)

Division Head: Miguel Ramirez

Miguel Ramirez has a Master's degree in Public Administration with a specialization in Policy Development and Planning. He has extensive experience in the coffee industry, specifically in the field of policy development. Miguel has successfully formulated long-term strategic plans and policies for the coffee industry, considering industry trends and stakeholder input. His expertise in policy development and strategic planning makes him a suitable candidate for the role of Division Head.

Policy Analyst: Sofia Fernandez

Sofia Fernandez holds a Bachelor's degree in Economics and has a background in policy analysis. She has a deep understanding of industry trends, challenges, and opportunities through her research and analysis work. Sofia provides valuable recommendations for policy enhancements and regulatory frameworks, ensuring inclusive and well-informed policy development. Her analytical skills and knowledge of economic principles make her well-suited for the role of Policy Analyst.

Planning Specialist: Roberto Alvaro

Roberto Alvaro has a Bachelor's degree in Urban and Regional Planning and has specialized knowledge in planning methodologies. He has successfully conducted research and analysis on industry trends, land use, and resource management. Roberto collaborates with relevant stakeholders to gather input and develop comprehensive plans for the coffee industry. His expertise in planning and coordination makes him a suitable candidate for the role of Planning Specialist.

Research Officer: Isabella Pascual

Isabella Pascual holds a Master's degree in Agriculture with a specialization in Crop Science. She has extensive experience in conducting scientific research and studies related to coffee farming practices. Isabella actively explores innovative approaches to enhance crop yield, disease management, and environmental sustainability in the coffee industry. Her collaboration with research institutions and provision of technical guidance to coffee farmers demonstrate her expertise as a Research Officer.

Regulatory and Compliance Division (RCD)

Division Head: Eduardo Torres

Eduardo Torres holds a Bachelor's degree in Law and has extensive experience in regulatory compliance. He has a strong understanding of the coffee industry regulations and standards. Eduardo has successfully developed and enforced regulations for coffee production, processing, and trade. With his expertise in compliance management, he is well-suited for the role of Division Head.

Compliance Officer: Gabriela Villa

Gabriella Villa holds a Bachelor's degree in Business Administration with a focus on compliance management. She has a deep understanding of quality, safety, and sustainability standards in the coffee industry. Gabriella conducts inspections and audits to ensure compliance and handles compliance-related inquiries and issues. Her knowledge of regulations and attention to detail make her well-suited for the role of Compliance Officer.

Licensing and Certification Officer: Marcelo Cruz

Marcelo Cruz has a Bachelor's degree in Business Management and has extensive experience in licensing and certification processes. He is responsible for handling the licensing and certification procedures for coffee industry participants. Marcelo ensures that all applicants meet the necessary requirements and maintain compliance with regulatory standards. His attention to detail and knowledge of licensing procedures make him suitable for the role of Licensing and Certification Officer.

Enforcement Officer: Lourdes Mercado

Lourdes Mercado has a Bachelor's degree in Criminology and has worked in law enforcement agencies. She collaborates with law enforcement agencies to address issues related to illicit trade and smuggling in the coffee industry. Lourdes conducts investigations, enforces regulations, and takes appropriate actions against non-compliant entities. Her knowledge of law enforcement practices and dedication to ensuring compliance make her a suitable candidate for the role of Enforcement Officer.

Regulatory Analyst: Manuel Delgado

Manuel Delgado holds a Bachelor's degree in Economics and has experience in regulatory analysis. He conducts research and analysis on regulatory frameworks, monitors industry trends, and provides insights for policy enhancements. Manuel's analytical skills and understanding of economic principles contribute to effective regulatory analysis. He is well-suited for the role of Regulatory Analyst.

Research and Development Division (RDD)

Division Head: Dr. Rosario Lopez

Dr. Rosario Lopez holds a Ph.D. in Agriculture with a specialization in coffee research. She has extensive experience in leading research and development initiatives in the coffee industry. Dr. Lopez has a deep understanding of coffee farming practices and sustainable agriculture. Her leadership and expertise make her well-suited for the role of Division Head.

Research Scientist: Emilio Salazar

Emilio Salazar holds a Master's degree in Plant Science with a focus on coffee research. He has a strong background in conducting scientific research and studies to enhance coffee farming practices. Emilio's expertise in crop yield improvement and disease management contributes to the advancement of coffee research. His analytical skills and commitment to innovation make him suitable for the role of Research Scientist.

Agronomist: Aurora Garcia

Aurora Garcia has a Bachelor's degree in Agriculture majoring in Agronomy. She specializes in coffee agronomy and has practical experience in implementing sustainable farming practices. Aurora provides technical guidance to coffee farmers, conducts field trials, and ensures the adoption of environmentally friendly approaches. Her knowledge of agronomy and dedication to sustainable agriculture make her a suitable candidate for the role of Agronomist.

Sustainability Specialist: Victor dela Rosa

Victor dela Rosa holds a Master's degree in Environmental Science and has experience in promoting sustainability in the coffee industry. He focuses on developing and implementing sustainable practices, such as waste management, water conservation, and biodiversity preservation. Victor collaborates with stakeholders to enhance environmental stewardship in coffee production. His expertise in sustainability and passion for environmental conservation make him well-suited for the role of Sustainability Specialist.

Research Assistant: Carmela Bautista

Carmela Bautista holds a Bachelor's degree in Agricultural Technology and has practical experience in assisting research projects in the coffee industry. She provides support to research scientists, collects and analyzes data, and assists in the dissemination of research findings. Carmela's attention to detail and research skills make her a valuable member of the Research and Development Division as a Research Assistant.

Marketing and Promotion Division (MPD)

Division Head: Rafael Cruz

Rafael Cruz is a seasoned marketing professional with extensive experience in the coffee industry. He holds a Master's degree in Marketing and has a proven track record of developing successful marketing strategies. Rafael's leadership skills and in-depth understanding of the coffee market make him an ideal candidate for the role of Division Head.

Marketing Manager: Julia Rodriguez

Julia Rodriguez has a Bachelor's degree in Business Administration with a major in Marketing. She has several years of experience in developing and executing marketing campaigns for the coffee industry. Julia’s creativity, strategic thinking, and strong communication skills make her a valuable asset as the Marketing Manager.

Brand Specialist: Luisito Villanueva

Luisito Villanueva is a branding expert with a deep understanding of consumer behavior and market trends. He has a Bachelor's degree in Advertising and a strong portfolio of successful branding projects. Luisito's ability to create compelling brand stories and differentiate products in the market makes him an excellent fit for the role of Brand Specialist.

Digital Marketing Specialist: Camila delos Reyes

Camila delos Reyes has a background in digital marketing and a strong understanding of online platforms and trends. She holds a Bachelor's degree in Marketing and has experience in managing social media campaigns, content creation, and search engine optimization. Camila's expertise in digital marketing strategies and her ability to leverage online channels effectively make her a suitable candidate for the role of Digital Marketing Specialist.

Trade Show Coordinator: Felipe Hernandez

Felipe Hernandez has a Bachelor's degree in Business Administration and has organized and managed various trade shows and exhibitions in the coffee industry. He has excellent organizational and coordination skills, ensuring successful and impactful trade show events. Felipe's ability to engage with industry stakeholders and create memorable experiences make him well-suited for the role of Trade Show Coordinator.

Public Relations Officer: Celeste Panganiban

Celeste Panganiban has a background in public relations and a strong network of media contacts. She holds a Bachelor's degree in Communication and has experience in managing public relations campaigns and fostering positive relationships with the media. Celeste's excellent communication skills and ability to craft compelling messages make her a valuable member of the Marketing and Promotion Division as a Public Relations Officer.

Audit and Compliance Department (ACD)

Finance Manager: Lucas Manalo

Lucas Manalo is a seasoned finance professional with extensive experience in managing financial operations. He holds a Master's degree in Finance and has a track record of implementing effective financial strategies. Lucas's strong analytical skills and comprehensive knowledge of financial management make him an ideal candidate for the role of Finance Manager.

Financial Analyst: Rosalinda Lim

Rosalinda Lim has a Bachelor's degree in Accounting and has experience in financial analysis and reporting. She is proficient in financial modeling, budgeting, and forecasting. Rosalinda's attention to detail and ability to interpret financial data make her a valuable asset as a Financial Analyst in the Audit and Compliance Department.

Accounts Payable Clerk: Ernesto de Guzman

Ernesto de Guzman has a background in accounting and has experience in managing accounts payable processes. He is skilled in invoice processing, vendor management, and ensuring accurate and timely payments. Ernesto's meticulousness and organizational skills make him a suitable candidate for the role of Accounts Payable Clerk.

Accounts Receivable Clerk: Valeria Reynes

Valeria Reynes has a Bachelor's degree in Accounting and has worked in accounts receivable management. She has experience in invoicing, collections, and reconciliation of customer accounts. Valeria's attention to detail and strong customer service skills make her a competent Accounts Receivable Clerk in the Audit and Compliance Department.

Payroll Specialist: Rafaelito Aquino

Rafaelito Aquino has a background in payroll management and a strong understanding of payroll processes and regulations. He is knowledgeable in computing salaries, deductions, and taxes accurately. Rafaelito's attention to detail and compliance with payroll regulations make him a suitable candidate for the role of Payroll Specialist.

Financial Administrator: Consuelo de Ocampo

Consuelo de Ocampo has a Bachelor's degree in Accounting and experience in financial administration. She is skilled in financial record-keeping, preparing financial reports, and managing financial systems. Consuelo’s attention to detail and organizational skills make her a valuable member of the Audit and Compliance Department as a Financial Administrator.

Administrative Department (AD)

Administrative Manager: Mariano Fernan

Mariano Fernan is an experienced administrative professional with a strong background in managing office operations and overseeing administrative functions. He has a Bachelor's degree in Business Administration and a proven track record of implementing efficient processes and procedures. Mariano's leadership skills and organizational acumen make him an excellent fit for the role of Administrative Manager.

Human Resources Manager: Graciela San Pedro

Graciela San Pedro has a Bachelor's degree in Human Resources Management and extensive experience in HR functions. She has a comprehensive understanding of recruitment, employee relations, training and development, and HR policies and procedures. Graciela's excellent interpersonal skills and knowledge of labor laws make her an ideal candidate for the position of Human Resources Manager.

Office Coordinator: Juliana Manalo

Juliana Manalo has a background in office administration and has proven skills in coordinating office activities and managing day-to-day operations. She is proficient in managing schedules, organizing meetings, and handling correspondence. Juliana's attention to detail and strong organizational skills make her a valuable asset as an Office Coordinator.

Procurement Officer: Gabriel Roberto

Gabriel Roberto has experience in procurement and supply chain management. He is knowledgeable in sourcing suppliers, negotiating contracts, and ensuring timely procurement of goods and services. Gabriel's strong analytical skills and understanding of procurement processes make him a suitable candidate for the role of Procurement Officer.

Records Clerk: Adelina Villanueva

Adelina Villanueva has experience in records management and maintaining organized and accurate records. She is proficient in data entry, file management, and retrieval of documents. Adelina's attention to detail and strong organizational skills make her a competent Records Clerk in the Administrative Department.

Objective: To enhance awareness and understanding among NCA personnel regarding key aspects that contribute to the effectiveness of the quality management system.

Campaign Message: "Quality is Our Commitment, Excellence is Our Result!"

Campaign Channels and Activities:

1.   Internal Communication Channels: a) Email Newsletters: Regularly send out email newsletters to all personnel, highlighting the importance of the quality management system and its impact on NCA's success. b) Intranet Portal: Create a dedicated section on the intranet portal that provides easy access to the quality policy, objectives, and related resources. c) Posters and Infographics: Design visually appealing posters and infographics to display in common areas, reinforcing key messages and creating visual reminders.

2.   Training and Workshops: a) Quality Policy Workshops: Conduct interactive workshops to educate personnel about the organization's quality policy, its significance, and how it aligns with NCA's mission and values. b) Quality Objectives Training: Organize training sessions to ensure personnel understand the relevant quality objectives, their connection to individual roles, and how they contribute to NCA's overall success. c) Process Awareness Training: Provide targeted training to help personnel understand their roles and responsibilities within the quality management system, emphasizing the importance of following established processes and procedures.

3.   Leadership Engagement: a) Management Presentations: Arrange regular presentations by senior leaders, where they communicate the importance of the quality management system and its alignment with NCA's strategic goals. Leaders can share success stories, challenges, and reinforce the organization's commitment to continuous improvement. b) Q&A Sessions: Conduct interactive Q&A sessions with senior leaders to address any concerns or questions regarding the quality management system, reinforcing transparency and open communication.

4.   Recognition and Rewards: a) Quality Champions Program: Implement a recognition program that acknowledges individuals or teams who consistently demonstrate excellence in adhering to the quality management system, achieving quality objectives, and driving improvements. b) Performance Evaluation: Incorporate the effective implementation of the quality management system into personnel performance evaluations, emphasizing its importance in assessing individual contributions.

5.   Continuous Improvement Initiatives: a) Lessons Learned Sessions: Facilitate sessions where personnel can share experiences and lessons learned from quality-related challenges and successes, fostering a culture of continuous learning and improvement. b) Feedback Mechanisms: Establish channels for personnel to provide feedback, suggestions, and ideas for enhancing the effectiveness of the quality management system, encouraging active participation and ownership.

Objective

The objective of this procedure is to establish a systematic approach for the control of documented information within NCA's quality management system (QMS). This procedure ensures the availability, suitability, protection, and integrity of documented information in accordance with the requirements of the International Standard.

Scope

This procedure applies to all documented information within NCA's QMS, including both internally generated and externally sourced information that is determined to be necessary for planning and operating the QMS.

Procedure Steps

Step 1: Identification and Description

1.1 Assign a unique identifier to each document, including a title, date, author, and version number.

1.2 Provide a clear description of the document's purpose, content, and intended audience.

Step 2: Format and Media

2.1 Create documents in a format compatible with the organization's software and systems.

2.2 Choose the appropriate media (electronic or paper) based on accessibility requirements and ease of use.

Step 3: Review and Approval

3.1 Conduct a thorough review of the document's content, consistency, and compliance with applicable requirements.

3.2 Obtain approval from designated personnel responsible for quality assurance and document control.

Step 4: Distribution and Access

4.1 Establish a controlled distribution process to provide authorized personnel with access to the documents they need.

4.2 Determine access privileges based on job roles, responsibilities, and the need to know.

Step 5: Retrieval and Use

5.1 Establish procedures for easy retrieval of documents when needed.

5.2 Provide clear instructions to personnel on how to locate, access, and effectively use the relevant documents.

Step 6: Protection and Security

6.1 Implement measures to protect documents from unauthorized access, loss, damage, or alteration.

6.2 Safeguard physical documents through secure storage and restrict access to authorized personnel.

6.3 Secure electronic files with access controls, encryption, and regular backups.

Step 7: Control of Changes

7.1 Follow a formal change control process to manage changes to documents effectively.

7.2 Identify the need for changes, document proposed revisions, and obtain appropriate approvals.

7.3 Communicate approved changes to relevant stakeholders to ensure awareness and understanding.

Step 8: Retention and Disposition

8.1 Determine retention periods for different types of documents based on legal, regulatory, contractual, or organizational requirements. 

8.2 Establish procedures for secure storage, retrieval, and disposal of documents at the end of their retention period.

Step 9: Documented Information of External Origin

9.1 Evaluate documents obtained from external providers or organizations for relevance, validity, and reliability.

9.2 Implement controls to properly identify, handle, and integrate externally sourced documents within the QMS.

Step 10: Training and Awareness

10.1 Provide appropriate training to personnel involved in the control of documented information.

10.2 Conduct awareness programs and regular communication to ensure understanding, compliance, and continuous improvement.

Step 11: Monitoring and Review

11.1 Monitor the effectiveness of the documented information control procedures.

11.2 Periodically review documents to ensure accuracy, currency, and relevance.

11.3 Identify and document non-conformities, incidents, and opportunities for improvement.

11.4 Address identified issues through the organization's corrective and preventive actions process.

Step 12: Documentation and Recordkeeping

12.1 Maintain records of document control activities, including approvals, changes, and disposition.

12.2 Follow the organization's recordkeeping procedures to ensure proper retention and management of document records.

Purpose: The purpose of this procedure is to outline the steps and requirements for the supplier accreditation program at the National Coffee Administration (NCA). This program aims to ensure that NCA engages with competent and reliable suppliers who can consistently meet NCA's quality and performance standards.

Scope: This procedure applies to all NCA departments and employees involved in the supplier selection and evaluation process.

Responsibilities:

Procurement Department: a) Develop and maintain the supplier accreditation program. b) Establish and maintain supplier evaluation criteria and performance metrics. c) Conduct supplier assessments and audits. d) Maintain supplier records and documentation.

Department Managers: a) Identify the need for new suppliers based on department requirements. b) Provide input and feedback on supplier performance and quality.

Quality Assurance Department: a) Provide guidance on quality requirements for suppliers. b) Participate in supplier assessments and audits. c) Monitor supplier performance and quality indicators.

Supplier Accreditation Process

The supplier accreditation process consists of the following steps:

1. Identification of Supplier Needs: a) Department managers identify the need for new suppliers based on project or department requirements. b) The Procurement Department collaborates with the requesting department to gather necessary information regarding the supplier's goods or services.

2. Supplier Pre-Qualification: a) The Procurement Department conducts an initial assessment of potential suppliers based on predefined criteria, such as financial stability, legal compliance, and capability to meet NCA's requirements. b) Qualified suppliers are invited to submit a formal application for accreditation.

3. Supplier Application and Documentation: a) Suppliers submit their applications along with relevant supporting documents, such as certifications, licenses, and product/service specifications. b) The Procurement Department reviews the applications for completeness and verifies the provided information.

4. Supplier Evaluation and Audit: a) The Procurement Department performs a comprehensive evaluation of the supplier's capabilities, quality management systems, and past performance. b) On-site audits may be conducted to assess the supplier's facilities, processes, and adherence to quality standards. c) The Quality Assurance Department may be involved in the evaluation and audit process, providing expertise in quality assessment.

5. Supplier Accreditation Decision: a) Based on the evaluation and audit results, the Procurement Department makes a decision regarding the accreditation of the supplier. b) Suppliers may be categorized as approved, conditional approval, or not approved, depending on their compliance with NCA's requirements.

6. Accreditation Status Notification: a) The Procurement Department communicates the accreditation status to the supplier. b) Approved suppliers receive a formal accreditation letter outlining the terms and conditions of their accreditation.

7. Supplier Performance Monitoring: a) Once accredited, suppliers' performance is continuously monitored based on defined key performance indicators (KPIs) and quality metrics. b) Regular performance reviews and audits may be conducted to assess ongoing adherence to NCA's quality standards.

8. Supplier Improvement and Review: a) If a supplier fails to meet the agreed-upon performance criteria, the Procurement Department initiates corrective actions, such as performance improvement plans or contract termination. b) Periodic supplier reviews are conducted to evaluate ongoing compliance, address issues, and identify opportunities for improvement.

Minimum Requirements

1. Product Quality and Reliability:

   • The provider must offer IT equipment from reputable manufacturers known for their quality and reliability.

   • The equipment should meet industry standards and specifications.

   • The provider must have a track record of delivering reliable and durable IT equipment.

2. Product Range and Availability:

   • The provider should offer a wide range of IT equipment, including desktops, laptops, servers, networking devices, and peripherals.

   • They should have a sufficient inventory to ensure timely availability of the required equipment.

3. Technical Support and Warranty:

   • The provider must offer technical support services to assist with installation, troubleshooting, and maintenance of the IT equipment.

   • Adequate warranty coverage should be provided for the equipment to protect against defects and malfunctions.

4. Compatibility and Scalability:

   • The IT equipment should be compatible with existing infrastructure and software systems.

   • The provider should offer scalable solutions that can accommodate future growth and expansion needs.

5. Pricing and Cost-effectiveness:

   • The provider's pricing should be competitive and aligned with market rates for similar IT equipment.

   • Consideration should be given to the overall cost-effectiveness of the equipment, including factors such as energy efficiency and total cost of ownership.

Selection Criteria

1. Experience and Reputation:

   • The provider should have a proven track record and experience in supplying IT equipment to organizations in the same or similar industry.

   • Their reputation for customer satisfaction and reliability should be assessed through references and reviews.

2. Technical Expertise:

   • The provider's team should possess the necessary technical expertise to offer guidance, support, and customization of IT equipment solutions.

   • Certifications and qualifications of the provider's technical staff can be considered as evidence of their expertise.

3. Service Level Agreements (SLAs):

   • The provider should be able to offer comprehensive SLAs, including response times, resolution times, and escalation procedures for addressing issues related to the supplied IT equipment.

4. Flexibility and Customization:

   • The provider should be willing and capable of customizing IT equipment solutions to meet specific organizational requirements.

   • They should have the flexibility to adapt to unique needs and provide tailored solutions.

5. Financial Stability:

   • The provider should demonstrate financial stability and sustainability, indicating their ability to continue supplying IT equipment and supporting their products in the long term.

6. Sustainability and Environmental Responsibility:

   • Consideration should be given to the provider's commitment to environmental sustainability, such as offering energy-efficient equipment and implementing responsible recycling and disposal practices.

1.   On-time Delivery: Measure the percentage of IT equipment deliveries that are made on or before the agreed-upon delivery date. This helps assess their reliability and ability to meet deadlines.

2.   Product Quality: Evaluate the quality of the IT equipment provided by supplier. This can include factors such as reliability, durability, functionality, and adherence to specifications.

3.   Customer Satisfaction: Gather feedback from customers who are using IT equipment from the supplier. Assess their overall satisfaction, including aspects like customer support, responsiveness, and addressing any issues or concerns.

4.   Responsiveness: Monitor supplier's response time to customer inquiries, service requests, and support needs. A prompt and efficient response demonstrates their commitment to customer service.

5.   Warranty and Support: Evaluate the effectiveness of the supplier's warranty and support services. This includes factors such as the duration and coverage of warranties, ease of contacting support, and the quality of assistance provided.

6.   Cost-effectiveness: Assess the value for money provided by the supplier. Compare their pricing with competitors' offerings, taking into account factors like product quality, features, and support services.

7.   Compliance and Standards: Ensure that the supplier meets relevant industry standards, certifications, and regulatory requirements in the IT equipment they supply. This includes adherence to quality control processes, security measures, and data privacy regulations.

1. Financial Perspective:

   • Revenue Growth: Target - 10% increase per quarter

   • Cost Control: Target - Maintain or reduce expenses within budget

   • Return on Investment (ROI): Target - 15% annually

2. Customer Perspective:

   • Customer Satisfaction: Target - 90% satisfaction rate

   • On-time Delivery: Target - 95% of orders delivered on time

   • Customer Complaints: Target - Resolve 90% of complaints within 48 hours

3. Internal Process Perspective:

   • Process Efficiency: Target - Reduce cycle time by 10%

   • Quality Improvement: Target - Maintain defect rate below 2%

   • Innovation and Research: Target - Introduce at least 2 new products/services per year

4. Learning and Growth Perspective:

   • Employee Satisfaction: Target - Maintain employee satisfaction rate above 80%

   • Employee Training and Development: Target - Provide training to 100% of employees annually

   • Employee Retention: Target - Maintain employee turnover rate below 10%

5. Sustainability Perspective:

   • Environmental Impact: Target - Reduce energy consumption by 10% annually

   • Waste Management: Target - Implement effective waste reduction and recycling practices

   • Compliance with Environmental Regulations: Target - Maintain full compliance with all relevant regulations

[see Performance Monitoring Table below]

Audit Scope: The internal audit will cover the following departments of NCA:

•          Office of the Chief Administrator

•          Planning and Policy Development Division

•          Regulatory and Compliance Division

•          Research and Development Division

•          Marketing and Promotion Division

•          Finance Department

•          Administrative Department

Audit Criteria: The audit will be conducted based on the following criteria:

• ISO 9001:2015 - Quality Management Systems - Requirements

• Relevant policies and procedures of NCA

Audit Objectives

1. To assess the effectiveness and conformity of the Quality Management System (QMS) to ISO 9001: 2025 and relevant policies and procedures of NCA.

2. To evaluate the implementation of ISO 9001:2015 requirements and determine their effectiveness in achieving quality objectives.

3. To identify areas of nonconformity or potential nonconformities with ISO 9001:2015 and NCA policies and procedures.

4. To identify opportunities for improvement in the audited departments' processes and performance.

5. To provide recommendations for corrective actions and continuous improvement to enhance the QMS.

Audit Date: The internal audit will be conducted in June 2022.

Audit Methodology: The internal audit will be conducted using a combination of the following methods:

1. Document Review: Examination of relevant policies, procedures, records, and other documented information related to the audited departments.

2. Interviews: Discussion with key personnel and process owners to gain an understanding of their roles, responsibilities, and the implementation of the QMS.

3. Process Observation: On-site visits and direct observation of processes and activities within the audited departments.

Sampling: Selection of representative samples of processes, records, and transactions for detailed review and evaluation.

Nonconformity Identification: Identification of any nonconformities or deviations from ISO 9001:2015 requirements or NCA policies and procedures.

Opportunity for Improvement: Identification of areas where the audited departments can enhance their processes and performance.

Responsibilities

• The Internal Audit Team, consisting of qualified and independent auditors, will conduct the audit.

• The auditors will have access to all necessary documentation, records, and personnel within the audited departments.

• Process owners and relevant staff will provide the necessary cooperation and assistance during the audit process.

• The Audit Team Lead will coordinate the audit activities, review audit findings, and prepare the internal audit report.

Reporting Procedures: Following the completion of the internal audit, an Internal Audit Report will be prepared, documenting the findings, nonconformities, opportunities for improvement, and recommendations for corrective actions. The report will be submitted to the management of NCA for review and action.

Note

The Internal Audit was conducted on June 1 to 3, 2022. See the Internal Audit Report for the results.

Date: June 10, 2022

Audit Scope

The internal audit covers the Quality Management System (QMS) of NCA including the following departments:

1. Office of the Chief Administrator (OCA)

2. Planning and Policy Development Division (PPDD)

3. Regulatory and Compliance Division (RCD)

4. Research and Development Division (RDD)

5. Marketing and Promotion Division (MPD)

6. Finance Department (ACD)

7. Administrative Department (AD)

Audit Objectives

1. Evaluate the effectiveness of the QMS implementation within the audited departments.

2. Assess compliance with ISO 9001 requirements and relevant organizational policies.

3. Identify areas for improvement and make recommendations to enhance the QMS.

Audit Criteria

• ISO 9001:2015 - Quality Management Systems - Requirements

• Relevant policies and procedures of NCA

Audit Findings

Planning and Policy Development Division (PPDD)

Positive Findings

• The PPDD has a documented process for formulating long-term strategic plans and policies.

• The division conducts research and analysis on industry trends, challenges, and opportunities.

• Recommendations for policy enhancements and regulatory frameworks are provided.

• Coordination with relevant stakeholders is evident to ensure inclusive policy development.

Opportunities for Improvement

• Enhance the effectiveness of research and analysis by exploring additional data sources and conducting regular market surveys.

• Strengthen the coordination with industry stakeholders to ensure their active involvement in the policy development process.

• Implement a system to monitor and evaluate the impact and effectiveness of the policies formulated by the PPDD.

Regulatory and Compliance Division (RCD)

Positive Findings

• The RCD has established regulations and standards for coffee production, processing, and trade.

• Inspections and audits are conducted to ensure compliance with quality, safety, and sustainability standards.

• Licensing and certification processes for coffee industry participants are in place.

• Collaboration with law enforcement agencies is evident to address issues related to illicit trade and smuggling.

Opportunities for Improvement

• Enhance the efficiency of inspections and audits through the use of technology and risk-based approaches.

• Strengthen the outreach and education efforts to increase awareness and compliance among coffee industry participants.

• Continuously monitor and update regulations to align with international best practices and emerging trends in the coffee industry.

Research and Development Division (RDD)

Positive Findings

• The RDD conducts scientific research and studies to enhance coffee farming practices.

• Collaboration with research institutions and agricultural experts is established.

• Dissemination of research findings and provision of technical guidance to coffee farmers and industry stakeholders are carried out.

• Efforts are made to explore innovative approaches for improving crop yield, disease management, and environmental sustainability.

Opportunities for Improvement

• Increase the allocation of resources for research and development activities to accelerate innovation in the coffee industry.

• Foster stronger collaborations with international research institutions to leverage global expertise and exchange knowledge.

• Establish mechanisms for measuring the adoption and impact of research findings on coffee farming practices.

Marketing and Promotion Division (MPD)

Positive Findings

• The MPD develops and implements marketing strategies to promote Philippine coffee domestically and internationally.

• Market research and analysis are conducted to identify target markets and consumer preferences.

• Promotional campaigns, trade shows, and coffee-related events are organized.

• Efforts are made to facilitate market access and export opportunities for Philippine coffee.

Nonconformity

·         Customer feedback and satisfaction monitoring methods have not been established and implemented within the Marketing and Promotion Division (MPD) to assess the extent to which customer needs and expectations have been met. There is no defined process for obtaining, monitoring, and reviewing customer feedback and perceptions. ISO 9001:2015 Clause 9.1.2 requires organizations to monitor customers' perceptions of the degree to which their needs and expectations have been fulfilled.

Opportunities for Improvement

• Strengthen the branding and positioning of Philippine coffee in the global market through targeted marketing campaigns and collaborations with industry influencers.

• Enhance the tracking and evaluation of marketing initiatives to measure their effectiveness and return on investment.

• Foster partnerships with local and international coffee associations to expand market reach and access.

Finance Department (FD)

Positive Findings

• The FD effectively develops and manages the NCA's budget, financial planning, and accounting processes.

• Financial transactions, including revenue collection, disbursements, and financial reporting, are properly handled.

• Financial analysis and forecasting support decision-making processes.

• Compliance with financial regulations and audit requirements is maintained.

Nonconformity: There is inadequate version control of documents at the Finance Department as evidenced by the Procedures for Preparing the Internal Audit Program. Active document registered in Document Control is version 5, but available document at the area is version 4. ISO 9001: 2015 Clause 7.5.3.2.c requires that control of documented information shall address control of changes.

Opportunities for Improvement

• Enhance financial reporting by implementing automated systems or tools that provide real-time financial data and analytics.

• Continuously review and improve financial processes and controls to ensure accuracy and efficiency.

• Regularly assess the effectiveness of financial forecasting methods and adjust as necessary to enhance accuracy.

Administrative Department (AD)

Positive Findings

• The AD effectively manages general administrative functions, office operations, facilities, and logistics.

• Procurement processes and contract management are handled efficiently.

• Human resources functions, including recruitment, training, performance management, and employee relations, are well-established.

• Recordkeeping and documentation processes are in place and compliant with applicable regulations.

Opportunities for Improvement

• Streamline administrative processes and procedures to improve efficiency and reduce administrative burden.

• Continuously invest in employee training and development programs to enhance skills and productivity.

• Implement digital solutions for document management to improve accessibility and reduce paper-based processes.

Audit Conclusion

The audit findings indicate that the audited departments have demonstrated effective implementation of the QMS within their respective areas of responsibility. Positive findings highlight the successful practices and compliance with ISO 9001 requirements. However, certain nonconformities and opportunities for improvement have been identified, indicating areas where corrective actions and enhancements are required. The management is encouraged to address the identified nonconformities and capitalize on the opportunities for improvement to further enhance the QMS and drive continuous improvement within the organization.

Description of Nonconformity: Customer feedback and satisfaction monitoring methods have not been established and implemented within the Marketing and Promotion Division (MPD) to assess the extent to which customer needs and expectations have been met.

Description of Nonconformity: There is inadequate version control of documents at the Finance Department as evidenced by the Procedures for Preparing the Internal Audit Program. Active document registered in Document Control is version 5, but available document at the area is version 4. ISO 9001: 2015 Clause 7.5.3.2.c requires that control of documented information shall address control of changes.

Nonconformity: Customer feedback and satisfaction monitoring methods have not been established and implemented within the Marketing and Promotion Division (MPD) to assess the extent to which customer needs and expectations have been met.

Root Cause Analysis: Lack of awareness and understanding of the importance of customer feedback and satisfaction monitoring within the Marketing and Promotion Division (MPD) has led to the absence of established and implemented methods for assessing customer needs and expectations.

Corrective Actions

1. Conduct awareness sessions to MPD personnel on the importance of customer feedback and satisfaction monitoring.

Nonconformity: There is inadequate version control of documents at the Finance Department.

Root Cause Analysis:

1.   Absence of well-defined procedures in place for controlling document versions and ensuring proper version control.

2.   Lack of effective communication between the document control team and the area responsible for implementing the document changes, resulting in outdated versions being accessible in the area.

3.   Lack of a monitoring mechanism to verify the accuracy and currency of documents available in different areas.

Corrective Actions

1. Absence of well-defined procedures in place for controlling document versions and ensuring proper version control:

a) Develop Document Control Procedures:

1. • Establish comprehensive document control procedures that clearly outline the steps for controlling document versions and ensuring proper version control.

   • Define the process for document updates, approval, distribution, and archiving.

   • Include guidelines for identifying document versions, maintaining version history, and documenting changes.

b) Training and Awareness:

1. • Provide training to the document control team and relevant personnel on the newly established document control procedures.

   • Raise awareness among employees about the importance of document version control and the proper use of document management tools or systems.

c) Implementation and Enforcement:

1. • Implement the newly developed document control procedures and ensure their consistent application across the organization.

   • Assign responsibilities and accountabilities to individuals or teams involved in document control activities.

   • Regularly monitor and enforce adherence to the document control procedures.

2. Lack of effective communication between the document control team and the area responsible for implementing document changes, resulting in outdated versions being accessible in the area:

a) Communication Channels:

2. • Establish clear channels of communication between the document control team and relevant departments or areas responsible for implementing document changes.

   • Encourage regular communication, such as meetings or email updates, to keep all parties informed about document changes and version updates.

b) Collaboration and Collaboration Tools:

2. • Foster a collaborative work environment that encourages open communication and sharing of information between the document control team and other departments.

   • Implement collaboration tools or document management systems that facilitate seamless communication, document sharing, and version tracking.

c) Documentation Change Notifications:

2. • Develop a system for notifying relevant departments or individuals whenever a document change or update occurs.

   • Ensure that notifications include clear instructions on accessing the latest document version and discontinuing the use of outdated versions.

3. Lack of a monitoring mechanism to verify the accuracy and currency of documents available in different areas:

a) Regular Document Audits:

3. • Conduct periodic audits or reviews of documents available in different areas to ensure they align with the latest versions.

   • Assign trained auditors or a dedicated team to perform document audits and verify compliance with document control procedures.

b) Document Access and Retrieval Controls:

3. • Implement access controls or permissions within the document management system to restrict unauthorized modifications or access to documents.

   • Regularly review and update access permissions based on personnel changes or role transitions.

c) Document Review and Approval Process:

3. • Establish a formal document review and approval process that involves designated individuals or teams responsible for verifying document accuracy and currency.

   • Implement checkpoints or approval stages to ensure documents go through proper review and verification before being distributed or made accessible.

d) Continuous Improvement:

3. • Continuously assess and improve the monitoring mechanism for document accuracy and currency.

   • Seek feedback from employees and stakeholders to identify areas for improvement and implement necessary changes to enhance document control processes.

Date: May 31, 2023 Time: 5:00 PM Location: NCA Conference Room

Attendees

• Magdalena Santos, Chief Administrator (OCA)

• Maria Gonzales, Deputy Administrator for Operations (OCA)

• Pedro Reyes, Deputy Administrator for Support Services (OCA)

• Angelica dela Cruz, Executive Assistant, (OCA)

• Miguel Ramirez, Division Head (PPDD)

• Eduardo Torres, Division Head (RCD)

• Dr. Rosario Lopez, Division Head (RDD)

• Rafael Cruz, Division Head (MPD)

• Lucas Manalo, Finance Manager (ACD)

• Mariano Fernan, Administrative Manager (AD)

Agenda

1. Opening and Welcome

2. Review of Previous Management Review Action Items

3. Changes in External and Internal Issues

4. Performance and Effectiveness of the Quality Management System

5. Adequacy of Resources

6. Effectiveness of Actions Addressing Risks and Opportunities

7. Opportunities for Improvement

8. Next Steps and Adjournment

Meeting Minutes

1. Opening and Welcome

   • The meeting was called to order and attendees were welcomed by the Chief Administrator.

2. Review of Previous Management Review Action Items

   • The status of actions from previous management reviews was presented, discussed, and recorded. Any completed actions were closed, and pending actions were reviewed for progress.

3. Performance and Effectiveness of the Quality Management System

   • The following trends were presented and discussed: a) Customer satisfaction and feedback from relevant interested parties. b) The extent to which quality objectives have been met. c) Process performance and conformity of products and services. d) Nonconformities and corrective actions. e) Monitoring and measurement results. f) Audit results. g) The performance of external providers.

4. Adequacy of Resources

   • The availability and adequacy of resources necessary for the effective functioning of the quality management system were reviewed. This includes human resources, infrastructure, equipment, and financial resources. Any resource gaps or needs were identified and discussed.

5. Effectiveness of Actions Addressing Risks and Opportunities

   • The effectiveness of actions taken to address risks and opportunities identified in the risk assessment process was evaluated. The outcomes of these actions were reviewed, and their impact on the quality management system was assessed.

6. Opportunities for Improvement

   • Opportunities for improvement were discussed and identified based on the review of the quality management system's performance and effectiveness. These opportunities may include process optimization, enhancement of controls, training needs, or other areas for improvement.

7. Next Steps and Adjournment

   • The meeting concluded with a summary of the key decisions made and the identified next steps. Responsibilities and timelines for follow-up actions were assigned. The date and time for the next management review meeting were scheduled, and the meeting was adjourned.

[see Action Items below]

Closing Remarks

• The Chief Administrator thanked all attendees for their active participation and contributions to the meeting.