The Indian government plans to launch an initial public offering (IPO) for Life Insurance Corporation of India (LIC), the largest insurance company in India. The government aims to raise approximately Rs 90,000 crore by selling 6-10% stakes in LIC. LIC has a strong brand recognition and over 50% of the insurance market share in India. While some see privatization as a challenge, the IPO could attract more foreign investors and increase competition in the insurance sector.
Quote’s
Definition
Why business ethics?
4P’s
Case Study-1 (Fraud)
Case Study-2 (Non Ethical Governance)
Case Study-3 (Good Ethics)
Promote Good Ethics
Our Responsibility
Conclusion
An introduction to Private Equity, the private equity investment model, private equity strategy, private equity structure, private equity performance and how it is achieved
A scam occurred at Citibank's retail banking unit in Gurgaon, India where approximately Rs. 400 crore (equivalent to $50 million USD) was defrauded through forgery. The main accused was Shivraj Puri, a relationship manager who lured over 40 high net-worth individuals and companies to invest in bogus schemes by promising high monthly returns of 1.5-2.5% per month or 18-30% annually. Some investors lost around Rs. 250 crore after their money could not be returned. The bank has agreed to repay investors along with interest, and authorities are investigating to determine if any tax was evaded. Lessons highlight being skeptical of unusually high returns and verifying
Punjab National Bank- Nirav Modi Fraud 21rahul1999
The document provides an overview of the PNB scam involving issuance of fraudulent letters of undertaking by PNB bank officials to Nirav Modi and Mehul Choksi without cash margins or securities, leading to losses of over 11400 crore for PNB. Key players in the scam included Nirav Modi, Mehul Choksi, and several PNB employees. Major causes of the failure included flaws in the bank's governance systems and controls related to SWIFT transactions not being linked to the core banking system. Consequences included a sharp drop in PNB's share price and ratings downgrades. Recommendations focused on improving risk management, auditing, supervision and compliance.
Know how China's Economic Slowdown has a significant impact on key economies that have strong trade ties with the country? Download the Aranca special report on China Slowdown here.
WorldCom began as a small Mississippi company and grew rapidly through acquisitions, becoming the second largest telecommunications provider in the US. However, in 2002 it filed for the largest bankruptcy in US history due to $11 billion in accounting fraud over 3 years. WorldCom fraudulently capitalized operating expenses to inflate revenue and profits. After numerous mergers, management struggled to integrate the companies and concealed this from investors. Weak board oversight and a desire to meet numbers allowed the fraud to occur until WorldCom collapsed under $41 billion of debt.
Marcus Braun founded Wirecard in 1999, growing it into a large German payments company. However, in 2020 it collapsed after an accounting scandal where it was revealed that €1.9 billion of cash that was supposed to be held in trust accounts likely did not exist. The company had a history of opaque accounting practices, acquisitions with inflated prices, and accusations of artificially inflating profits. Several red flags were raised over the years but Wirecard's auditor EY and German regulators failed to properly investigate, leading to Germany launching an inquiry into the failures to prevent the large scale fraud.
The Indian government plans to launch an initial public offering (IPO) for Life Insurance Corporation of India (LIC), the largest insurance company in India. The government aims to raise approximately Rs 90,000 crore by selling 6-10% stakes in LIC. LIC has a strong brand recognition and over 50% of the insurance market share in India. While some see privatization as a challenge, the IPO could attract more foreign investors and increase competition in the insurance sector.
Quote’s
Definition
Why business ethics?
4P’s
Case Study-1 (Fraud)
Case Study-2 (Non Ethical Governance)
Case Study-3 (Good Ethics)
Promote Good Ethics
Our Responsibility
Conclusion
An introduction to Private Equity, the private equity investment model, private equity strategy, private equity structure, private equity performance and how it is achieved
A scam occurred at Citibank's retail banking unit in Gurgaon, India where approximately Rs. 400 crore (equivalent to $50 million USD) was defrauded through forgery. The main accused was Shivraj Puri, a relationship manager who lured over 40 high net-worth individuals and companies to invest in bogus schemes by promising high monthly returns of 1.5-2.5% per month or 18-30% annually. Some investors lost around Rs. 250 crore after their money could not be returned. The bank has agreed to repay investors along with interest, and authorities are investigating to determine if any tax was evaded. Lessons highlight being skeptical of unusually high returns and verifying
Punjab National Bank- Nirav Modi Fraud 21rahul1999
The document provides an overview of the PNB scam involving issuance of fraudulent letters of undertaking by PNB bank officials to Nirav Modi and Mehul Choksi without cash margins or securities, leading to losses of over 11400 crore for PNB. Key players in the scam included Nirav Modi, Mehul Choksi, and several PNB employees. Major causes of the failure included flaws in the bank's governance systems and controls related to SWIFT transactions not being linked to the core banking system. Consequences included a sharp drop in PNB's share price and ratings downgrades. Recommendations focused on improving risk management, auditing, supervision and compliance.
Know how China's Economic Slowdown has a significant impact on key economies that have strong trade ties with the country? Download the Aranca special report on China Slowdown here.
WorldCom began as a small Mississippi company and grew rapidly through acquisitions, becoming the second largest telecommunications provider in the US. However, in 2002 it filed for the largest bankruptcy in US history due to $11 billion in accounting fraud over 3 years. WorldCom fraudulently capitalized operating expenses to inflate revenue and profits. After numerous mergers, management struggled to integrate the companies and concealed this from investors. Weak board oversight and a desire to meet numbers allowed the fraud to occur until WorldCom collapsed under $41 billion of debt.
Marcus Braun founded Wirecard in 1999, growing it into a large German payments company. However, in 2020 it collapsed after an accounting scandal where it was revealed that €1.9 billion of cash that was supposed to be held in trust accounts likely did not exist. The company had a history of opaque accounting practices, acquisitions with inflated prices, and accusations of artificially inflating profits. Several red flags were raised over the years but Wirecard's auditor EY and German regulators failed to properly investigate, leading to Germany launching an inquiry into the failures to prevent the large scale fraud.
The document discusses corporate governance, including:
1) Corporate governance is enforced through government legislation like the UK Corporate Governance Code and US Sarbanes-Oxley Act.
2) Corporate governance involves monitoring parties that control an organization's resources to create long-term shareholder value and improve performance and accountability.
3) Boards of directors play a central role in corporate governance through their duties and responsibilities in directing companies strategically.
This document provides information on Infrastructure Leasing and Financial Services (IL&FS) including its subsidiaries, debt levels, defaults, impact, and restructuring process. It summarizes that IL&FS is an infrastructure financing company formed in 1987 that has over 250 subsidiaries, but began defaulting on debt payments in 2018 totaling over Rs. 94,000 crore. This caused a liquidity crisis, impacted markets, and led to investigations into its governance and operations. A new board is undertaking measures like asset sales to restructure and resolve the situation.
The Barings Bank collapsed in 1995 due to unauthorized speculative derivatives trading by Nick Leeson in the bank's Singapore office. Leeson, who was employed to engage in low-risk arbitrage opportunities, was instead speculating heavily and incurred losses of over $1.4 billion to cover his earlier losses. As he controlled both the trading and back-office functions, Leeson was able to hide his unauthorized trading and losses until it was too late, causing the 233-year-old bank to become insolvent. The collapse highlighted the need for stronger internal controls, risk management, oversight, and segregation of duties in financial institutions.
This document introduces members of Team Dynamic and discusses two case applications. For the first case, it analyzes why Visa's security controls are necessary to prevent data breaches. For the second case, it evaluates BP's Deepwater Horizon oil spill and identifies that feed-forward controls would have been most useful to prevent the accident, but also that BP failed to address engineers' concerns about safety issues. Other organizations can learn from BP's mistakes by not prioritizing profits over safety.
1) Parmalat was a large Italian dairy company that collapsed in 2003 under billions of euros in debt due to fraudulent accounting practices.
2) Over many years, Parmalat had been using fake transactions to inflate assets and revenues to hide growing debts from poor investments and acquisitions.
3) When the fraud was revealed in 2003, Parmalat owed $14 billion to investors and banks who were complicit and had ignored signs of deception in exchange for large fees.
Barings Bank collapsed in 1995 due to massive unauthorized trading losses by Nick Leeson, who worked as a trader in Singapore. [1] Leeson hid his trading losses of over $1.4 billion by moving them to an unauthorized internal account labeled "888888". [2] A lack of controls and oversight by senior management allowed Leeson's deception to continue for years until the bank collapsed and was subsequently purchased for $1. [3] The failure exposed regulatory gaps and had wide-ranging impact on the banking industry.
Olympus is a Japanese company established in 1919 that produces surgical equipment. In 2008, Olympus acquired other companies at high prices and paid $687 million in fees, but provided no information to new CEO Michael Woodford. An audit found wrongdoing, but Olympus fired Woodford instead of executives. Olympus later admitted to false financial statements to cover past losses. The company faced lawsuits, fines, and arrests after its lack of transparency damaged stakeholder trust.
The document summarizes the Mehran Bank scandal in Pakistan in the 1990s. It describes how the bank's founder and COO, Younus Habib, misappropriated over 5 billion rupees through fraudulent activities like transferring money to fake accounts and selling fraudulent dollar bearer certificates. This led to the bank's inability to return 130 crore rupees deposited by customers. The scandal exposed corruption in high-level government and military officials and highlighted poor corporate governance and regulatory oversight of the banking sector in Pakistan at the time.
Dennis Kozlowski, the former CEO of Tyco International, Mark Swartz the former CFO, and Mark Belnick the former General Counsel, were accused of stealing $600 million from Tyco through unauthorized bonuses, loans, and lavish company spending without board approval. An investigation discovered they took over $170 million in low or no-interest loans and sold $430 million in stock without notifying shareholders. Kozlowski and Swartz were later convicted of fraud and sentenced to 8-25 years in prison, while Belnick paid a $100,000 civil penalty. Tyco has remained strong under new leadership after replacing board members and executives involved in the fraud.
Dit college geeft een overzicht van verschillende methoden om de interne communicatie in organisaties te meten.
We vinden het allemaal belangrijk, maar toch doen we het niet. En in een tijd van bezuinigingen is accountability voor communicatie zeer belangrijk
The document discusses corporate governance, including:
1) Corporate governance is enforced through government legislation like the UK Corporate Governance Code and US Sarbanes-Oxley Act.
2) Corporate governance involves monitoring parties that control an organization's resources to create long-term shareholder value and improve performance and accountability.
3) Boards of directors play a central role in corporate governance through their duties and responsibilities in directing companies strategically.
This document provides information on Infrastructure Leasing and Financial Services (IL&FS) including its subsidiaries, debt levels, defaults, impact, and restructuring process. It summarizes that IL&FS is an infrastructure financing company formed in 1987 that has over 250 subsidiaries, but began defaulting on debt payments in 2018 totaling over Rs. 94,000 crore. This caused a liquidity crisis, impacted markets, and led to investigations into its governance and operations. A new board is undertaking measures like asset sales to restructure and resolve the situation.
The Barings Bank collapsed in 1995 due to unauthorized speculative derivatives trading by Nick Leeson in the bank's Singapore office. Leeson, who was employed to engage in low-risk arbitrage opportunities, was instead speculating heavily and incurred losses of over $1.4 billion to cover his earlier losses. As he controlled both the trading and back-office functions, Leeson was able to hide his unauthorized trading and losses until it was too late, causing the 233-year-old bank to become insolvent. The collapse highlighted the need for stronger internal controls, risk management, oversight, and segregation of duties in financial institutions.
This document introduces members of Team Dynamic and discusses two case applications. For the first case, it analyzes why Visa's security controls are necessary to prevent data breaches. For the second case, it evaluates BP's Deepwater Horizon oil spill and identifies that feed-forward controls would have been most useful to prevent the accident, but also that BP failed to address engineers' concerns about safety issues. Other organizations can learn from BP's mistakes by not prioritizing profits over safety.
1) Parmalat was a large Italian dairy company that collapsed in 2003 under billions of euros in debt due to fraudulent accounting practices.
2) Over many years, Parmalat had been using fake transactions to inflate assets and revenues to hide growing debts from poor investments and acquisitions.
3) When the fraud was revealed in 2003, Parmalat owed $14 billion to investors and banks who were complicit and had ignored signs of deception in exchange for large fees.
Barings Bank collapsed in 1995 due to massive unauthorized trading losses by Nick Leeson, who worked as a trader in Singapore. [1] Leeson hid his trading losses of over $1.4 billion by moving them to an unauthorized internal account labeled "888888". [2] A lack of controls and oversight by senior management allowed Leeson's deception to continue for years until the bank collapsed and was subsequently purchased for $1. [3] The failure exposed regulatory gaps and had wide-ranging impact on the banking industry.
Olympus is a Japanese company established in 1919 that produces surgical equipment. In 2008, Olympus acquired other companies at high prices and paid $687 million in fees, but provided no information to new CEO Michael Woodford. An audit found wrongdoing, but Olympus fired Woodford instead of executives. Olympus later admitted to false financial statements to cover past losses. The company faced lawsuits, fines, and arrests after its lack of transparency damaged stakeholder trust.
The document summarizes the Mehran Bank scandal in Pakistan in the 1990s. It describes how the bank's founder and COO, Younus Habib, misappropriated over 5 billion rupees through fraudulent activities like transferring money to fake accounts and selling fraudulent dollar bearer certificates. This led to the bank's inability to return 130 crore rupees deposited by customers. The scandal exposed corruption in high-level government and military officials and highlighted poor corporate governance and regulatory oversight of the banking sector in Pakistan at the time.
Dennis Kozlowski, the former CEO of Tyco International, Mark Swartz the former CFO, and Mark Belnick the former General Counsel, were accused of stealing $600 million from Tyco through unauthorized bonuses, loans, and lavish company spending without board approval. An investigation discovered they took over $170 million in low or no-interest loans and sold $430 million in stock without notifying shareholders. Kozlowski and Swartz were later convicted of fraud and sentenced to 8-25 years in prison, while Belnick paid a $100,000 civil penalty. Tyco has remained strong under new leadership after replacing board members and executives involved in the fraud.
Dit college geeft een overzicht van verschillende methoden om de interne communicatie in organisaties te meten.
We vinden het allemaal belangrijk, maar toch doen we het niet. En in een tijd van bezuinigingen is accountability voor communicatie zeer belangrijk
Communicatie bij nieuwe vormen van (samen) werken vergt aanpassing bricks, bytes, behaviour. Gedragsverandering dient versterkt te worden door adequate aanpassingen aan fysieke omgeving en aanbod up to date apparaten (devices)
Presentatie Factor C Stadsontwikkeling Linked In Groeppaultissingh
Maken we beleid begrijpelijk of maken we begrijpelijk beleid? Organisaties met als kerntaak beleid maken zorgen met de Factor C methodiek er voor dat het proces van beleid maken een communicatief proces is, waardoor het resultaat - het beleid - begrijpelijk is.
Uit onderzoek van GKSV blijkt dat accountability een zeer belangrijk thema is voor Chief Communication Officers. Hoewel zij over de accountability van de communicatiefunctie binnen hun organisatie redelijk tevreden zijn, is er ook werk aan de winkel. Onder meer het aantonen van gerealiseerde impact en het tijdig (tussentijds) bijsturen, zijn belangrijke aandachtspunten. Een sprong voorwaarts vereist nieuwe capabilities en een andere manier van denken en werken.
NIMA2024 | Zo vertienvoudigde Telegraaf Webshop het omzetaandeel uit e-mailma...BBPMedia1
Ontdek hoe De Telegraaf webshop een reis doormaakte in marketing automation, van tijdrovende handmatige processen naar geavanceerde automatisering. Leer hoe ze hun e-mailmarketing hebben getransformeerd, met als resultaat aanzienlijke tijdsbesparing, een verhoogde omzet en een efficiënter retentieproces.
Hoe een kleine stap een groot verschil kan maken.
Het belang van het vasthouden aan een eigen strategie, identiteit en DNA om zo een 135 jaar oud kledingmerk, wat mega hip is onder jongeren, bestaanszekerheid te geven om nog jaren vele hardwerkende mannen en vrouwen te beschermen en bedienen met werkkleding.
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Als gedreven bureau eigenaar streef je naar perfectie. Maar wat is nu echt de beste aanpak? Hoe staat het met je doelen en ambities? Wil je dit jaar groeien, jezelf als werkgever verbeteren of misschien nieuwe ideeën implementeren? Tijd is echter altijd beperkt, en efficiëntie is daarom van essentieel belang.
Je denkt misschien: “Maar hier heb ik toch software voor?” Je hebt een boekhoudpakket via de accountant, een tool voor urenregistratie, een tekstverwerker voor offertes, en hier en daar wat Excel-sheets en een dashboard voor bedrijfsresultaten.
Maar wat als we je vertellen dat écht inzicht komt vanuit één geïntegreerd systeem, en dat efficiëntie begint met de juiste inzichten?
Tijdens deze sessie dompelen we je onder in de wereld van een bureau-eigenaar en zijn ambities. Ben jij klaar voor maximale efficiëntie?
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Personalisatie, AI, programmatic, … dit zijn veelgehoorde trends waar je wat mee wilt en moet. Maar hoe transformeer je van een succesvol maar ‘traditioneel’ ingericht merk naar een digitale organisatie, gericht op relevantie? Dit doe je niet door alleen achter trends aan te hollen, maar volgens een gedegen strategie stap voor stap digitaal te groeien.
Aan de hand van het De Nieuwe Zaak maturity model legt Marlies Wilms Floet, Digitaal Strateeg, uit hoe je dit aanpakt. Vervolgens geeft Floor Alblas, Marketing & E-commerce Manager van het succesvolle schoenenmerk Wolky, je een inkijk in hun proces, voorbeelden van de stappen en concrete handvatten waar je morgen mee aan de slag kan.
NIMA2024 | Geef je merk een gezicht. Case: de congrescoaches van Jaarbeurs | ...BBPMedia1
Recent lanceerde Jaarbeurs haar nieuwste campagne ‘Congrescoaches’. Doel: Jaarbeurs onderscheiden als dé congres- en vergaderlocatie van Nederland. In zogenaamde congreshacks delen Jaarbeurs accountmanagers, in de campagne omgedoopt tot congrescoaches, hun ervaring met organisatoren van congressen en kleinere evenementen. Een verrassende campagne waarin niet Jaarbeurs als locatie centraal staat, maar op een persoonlijke manier waardevolle kennis gedeeld wordt. Esther Driessen en Mayen van Luttikhuizen nemen je mee in de wereld van Jaarbeurs; een wereld waarin de concurrentie groot is en jezelf een gezicht geven van essentieel belang is.
NIMA2024 | Duurzame Marketing – Grote stappen maken met een klein team | Jero...BBPMedia1
Hoe zorg je ervoor dat je niet elk jaar weer een nieuwe campagnekalender hoeft te bedenken die nog groter, frisser en slimmer is? Door in te zoomen op je ideale klant, hun behoeften goed te begrijpen en ze te helpen een echt probleem op te lossen en dit aan te laten sluiten op het seizoen of grote levensgebeurtenissen. Op zich niets nieuws, maar hoe doe je dat dan, hoe breng je dat succesvol te uitvoering? In 5 stappen legt Jeroen Rijskamp uit hoe je met een klein team beweegt van business goals naar customer needs, zonder daar zingeving en passie van je team bij uit het oog te verliezen.
NIMA2024 | Dopper geeft inhoud aan duurzame branding met QR-code van GS1 | Br...BBPMedia1
Bram introduceert die QR-code van GS1, die eind 2027 de huidige barcode gaat vervangen. Deze slimme QR-code biedt enorm veel mogelijkheden; je kunt de reis van het product laten zien, door de hele keten heen. Van productie tot de consument en hoe te recyclen. In de presentatie nemen we je mee wat de QR-code van GS1 jou aan voordelen kan bieden. Dopper is een van de eerste bedrijven die de QR-code van GS1 daarvoor inzet. Renske Thelosen – Van Daalen, Marketing Manager bij Dopper, vertelt over hun innovatieve aanpak en uitwerking voor o.a. het Digital Product Passport.
NIMA2024 | Herpositionering Museum Rembrandthuis | Marieke de Klein | Museum ...BBPMedia1
Hoe een kleine stap een groot verschil kan maken.
Met een spontane merkbekendheid van 1% en bezoekintentie van 3% onder het Nederlands publiek was de verbouwing van het museum het uitgelezen moment om de merkstrategie, visuele identiteit en communicatie te vernieuwen. Met als doel, het Rembrandthuis een eigen plek te geven in het museale umfeld en onlosmakelijk te verbinden met Amsterdam. Net als in het museum zetten we niet alles op de schop, maar gingen we terug naar de kern: Rembrandt en zijn huis. In de case bespreken we het proces en laten we zien hoe dit een groot verschil maakte zowel in als extern.
7. BSC-model Kaplan en Norton Financieel perspectief Innovatie- en lerenperspectief Klant- en marktperspectief Hoe zien onze klanten ons? Hoe liggen we in de markt? Hoe doen we het financieel? Zijn we in staat continu te innoveren, veranderen en verbeteren? Intern perspectief Wat is de toegevoegde waarde van onze belangrijkste bedrijfsprocessen?
8. BSC-model vertaald naar communicatiedomeinen Financieel perspectief Innovatie- en lerenperspectief Klant- en marktperspectief Marketingcommunicatie Concerncommunicatie Organisatie van de communicatie Intern perspectief Interne communicatie
9. De BSC-methode voor bedrijven Concern communicatie Marketing communicatie Interne communicatie Organisatie van de communicatie Duidelijkheid Omgevingsgerichtheid Consistentie Responsiviteit Effectiviteit en efficiency Profilering organisatie is helder Profilering merken is helder Informatie aan medewerkers is helder De visie op communicatie is helder Onderhouden netwerken voor reputatie organisatie Onderhouden netwerken voor distributie en afzet Communicatie versterkt betrokkenheid en ondersteunt veranderprocessen De communicatiefunctie is goed ingebed in de organisatie Afstemming met andere functies en andere communicatiedomeinen Afstemming marketingmix, met R&D en met andere communicatiedomeinen Afstemming met HR en met andere communicatiedomeinen Gemeenschappelijke vertrekpunten voor communicatie naast organisatieonderdelen/ communicatiedomeinen Monitoring en actie op basis van issuemanagement Monitoring en actie op basis van marktonderzoek, consumententrends en klachtenbehandeling Communicatie draagt bij aan het interne zicht op externe veranderingen/ vaardigheden bevorderen interne responsiviteit Feedback wordt benut voor innovatie van de communicatie Meting corporate imago, kostenbewuste werkwijze Meting brand image(s), kostenbewuste werkwijze Audits interne communicatie, kostenbewuste werkwijze Meting communicatiekwaliteit, kostenbewuste werkwijze
10. De BSC-methode voor gemeenten Concern-communicatie Beleidscommunicatie Interne communicatie Organisatie van de communicatie Duidelijkheid Heldere profilering en beleidspresentatie, ruime algemene informatie Helderheid over beleidsbeslissingen en vormen van dienstverlening Medewerkers hebben een helder beeld van gemeente en prioriteiten, intern informatiesysteem De visie op communicatie is helder en het is bekend wie welke communicatie verzorgt Omgevings-gerichtheid Toegankelijkheid centraal informatiepunt, proactief mediabeleid Actief in relatieonderhoud en mediacontacten, diversiteit in communicatiekanalen Betrokkenheid, inzicht in interne verhoudingen, communicatieve houding Het belang van de communicatieve houding is erkend en de functie communicatie is goed ingebed Consistentie Huisstijl, afstemming bij citymarketing, arbeidsmarktcommunicatie en crises Communicatie is een geïntegreerd deel van beleidsprojecten, direct contact met beleidsmakers Samenhang van interne en externe communicatie, communicatie ondersteunt interne veranderingen Communicatiebeleid sluit aan bij organisatiebeleid, gemeenschappelijke vertrekpunten voor communicatie Responsiviteit Vraaggericht werken, monitoring van wat leeft en burgers betrekken bij toekomstvisie Interactief beleid, monitoring van traditionele en sociale media, klantvriendelijke afhandeling klachten Zicht op externe ontwikkelingen, interne signalen van medewerkers worden benut Werkwijze is gericht op ontwikkeling van de communicatie, feedback wordt benut voor innovatie van de communicatie Effectiviteit en efficiency Planning en onderzoek worden toegepast, procedures voor capaciteitsplanning en inkoop Effectiviteitsmeting van communicatie als beleidsinstrument, kostenbewuste uitbesteding Het gebruik van interne media wordt gevolgd en de tevredenheid met interne communicatie onderzocht Verantwoording en prioriteiten, een kostenbewuste werkwijze, performance indicatoren
36. Actorenanalyse - II bondgenoten opponenten coalitiepartners vijanden Vertrouwen in het proces Wees vriendelijk Vraag mening Wees openhartig Geef informatie Wees duidelijk Toon respect