As an administrator, AMEC monitors the daily operation of our clients by ensuring that their business, during a transition, continues to meet the demands of their customer. We further ensure the smooth operation of our clients by ensuring that the stakeholders and partners of our clients are updated with ongoing operational and financial transitions.

Equally, AMEC makes effect that relevant government institutions are informed about the ongoing transitions, progress and impacts of any given transitions of our clients. Not least, AMEC sees that contingency plans for sales and/or transition plans that were unable to be completed during a transition are finalised.

• Operational monitoring
  Every business needs to monitor workplace operations so that they can develop strategies designed to improve procedures and protocols. As a business scales up in sales or in size, the task of monitoring becomes more important. Monitoring operations requires management oversight, employee feedback and customer reviews. Improving these operations requires analysing data collected to identify the underlying problems and to find resolutions. Our experts help to ensure that businesses continue to meet customer requirements, whilst driving the detailed transition plan.

• Cash management
  Our experts work closely with customer so that we are updated on the optimal cash balances of our customers. As there are several methods that try to determine this magical cash balance, which is the precise amount needed to minimise costs, yet still providing  adequate liquidity to ensure bills are paid on time, one of the first steps in managing the cash balance is measuring liquidity, or the amount of money on hand to meet current obligations. There are numerous ways to measure this, they include:
  • Cash to Total Assets ratio
  • Current ratio (current assets divided by current liabilities)
  • Quick ratio (current assets less inventory, divided by current liabilities)
  • Net Liquid Balance (cash plus marketable securities less short-term notes payable, divided by total assets)

The higher the number generated by the liquidity measure, the greater the liquidity and vice versa. However, there is a tradeoff between liquidity and profitability which discourages firms from having excessive liquidity.

• Communicating with the advisors to the stakeholders
  Stakeholders are people and organisations whose attitudes and actions have an impact on the success of your project or your company. Different stakeholders have different interests, attitudes and priorities. Effective communication ensures that they receive information that is relevant to their needs and information that builds positive attitudes to your company or project. Our goals for success are:
  • Better Understanding
    Stakeholders must understand what you are trying to achieve.
  • Creating Influence
    Communication helps you to build positive relationships with people and organisations, such as the media or special interest groups who have influence on other stakeholders.
  • Building a Dialogue
    Communication with stakeholders builds dialogue. By setting up forums or inviting other forms of feedback, you can gain a better understanding of your stakeholders’ interests and attitudes so that you can fine tune your communications.
  • Influencing Sources of Power
    Your communication program must focus on the stakeholders who have the greatest influence on your success.
  • Stronger Relationships
    Communicating regularly with stakeholders and creating a positive understanding can help you build effective a long-term relationship with key groups.

• Government and regulatory management
  AMEC recognize the diverse requirements of executives in government and regulatory affairs roles, from monitoring the industry to preparing briefs, recommendations and responses to consultations. To ensure we keep up with new requirements in the function, we maintain long-term relationships with customers and regularly attend industry events.

• Contingency planning
  A contingency is an unexpected event or situation that affects the financial health, professional image, or market share of a company. It is usually a negative event but can also be an unexpected windfall such as a huge order.
  • Crisis Management
    Many types of crises that can affect the well-being of a company include natural disasters, terrorist attacks, fire in the warehouse, on the job injuries or even angry customers. Our approach to deal with crises generally includes department by department SWOT analysis (strengths, weaknesses, opportunities, threats) that attempt to identify vulnerabilities and potential challenges.
  • Continuity Plan
    Our business continuity plans cover a range of situations, including the death of a key executive or manager, crisis events that threaten to shut down business operations for an extended period, and any other financial situation or unexpected event that threatens to destroy or injure the company.
  • Asset Security
    Theft or destruction of intellectual property, such as trade secrets or computer programs, key machinery or equipment, or any other valuable assets a company needs for its operations and maintenance of its market position AMEC generally covered by a security plan.
  • Mismanagement
    Fraud, theft, operational errors, mismanagement and personal scandal are all crises that require special public relations strategies as well as various types of insurance. We are handling of these crises involves careful attention to legal considerations and liability to the shareholders and if not handled immediately with efficiency and confidence, they can ruin the customer’s professional image and ability to do business.
  • Reorganization
    After the worst has happened, our customer’s contingency plan also covers how the customer will re-establish normal operations and reorganize to limit any future contingencies.