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  1. Surveys
  2. 2017
  3. February
  4. B
  5. Bunge- Transformation Workshop
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Bunge Transformation Workshop - Participant Survey Questionaire
Hello: You are invited to participate in our survey  for Bunge - Transformation Workshop.

a) Please enter your name , designation and business unit in Question 1
b) Questions 2 – 14 should be answered by all but the others by the relevant processors only
c) Please choose an answer which closely reflects Bunge's mode of operation and

It is very important for us to learn your opinions. Your survey responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. If you have questions at any time about the survey or the procedures, you may contact Ankit Shaj at 9869001992 or by email at [email protected] . Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.
 
 
 
* Please enter your name, designation and business unit
   
 
 
 
* Role of Retained Organization / Middle Office
 
Responsible mainly for transaction processing and exception handling
 
Responsible only for exception handling and reporting
 
Responsible for reporting only with value adding commentaries /insights
 
Streamlined reporting with substantial focus on financial control and decision support activities
 
Responsible for decision support activities and financial control oversight. All transaction processing and production of reporting centralized at SSC.
 
 
 
* Clarity of SSC function’s roles & responsibilities
 
Responsibilities are defined and understood within SSC only
 
Responsibilities are defined and understood across SSC and RO/MO
 
Responsibilities are defined and understood across SSC, RO/Mand Businesses
 
Clear roles & responsibilities with opportunities for improvement
 
Responsibilities are clearly defined, documented and communicated for all teams
 
 
 
Service quality orientation of SSC operations
 
Low service quality orientation
 
Average service quality with considerable scope of improvement
 
Average service quality with improving performance month-on-month
 
Focus on quality but partly constrained by competing priorities, limitations in underlying processes and capabilities
 
High service quality orientation
 
 
 
* Service level Agreements (SLAs) in place tmanage the finance relationships
 
Performance measurement process in place
 
KPIs in place but not actively used tmanage performance
 
Limited KPIs in place and actively used tmanage performance
 
Comprehensive KPIs used tmeasure and manage different performance dimensions
 
Comprehensive KPIs used tmanage performance and drive behaviours
 
 
 
* Process for Master Data Management
 
De-centralized and performed seprately by each function
 
De-centalized for majority of function/businesses and centralized operations for limited functions
 
Centrally managed for majority of function/businesses and de-centralized operations for limited functions
 
Centrally managed with non-standard master databases exist
 
Centrally managed standard master databases exist
 
 
 
* Degree of process standardisation in SSC
 
Standardisation of processes with Finance, Treasury and Trade Operations
 
Low degree of standardisation of core processes in place
 
Limited standardization of processes in place, however, exceptions handling not understood
 
High degree of standardization of processes in place, with complete understanding of exception handling
 
Processes fully standardised & effectively documented
 
 
 
* Are the policies regularly reviewed? 
 
Policies and responsibilities for execution are not clear
 
Policies are only reviewed due texternal stimulus e.g. audit review or regulation change, responsibility for execution is clear within local Business Units
 
Policies are regularly reviewed and updated within relevant stakeholders, responsibility for execution of policies is clear within divisions
 
Policies are regularly reviewed and updated with consultation, responsibility for execution of policies is clear across divisions and is formally documented
 
Policies are regularly reviewed and updated using a risk-based approach and consultation with the business
 
 
 
* Skills and capabilities aligned tthe job roles
 
Weak alignment of skills & capabilities
 
Training programs exists with some ad hoc development activities
 
More structured training programs but more focused on technical skills
 
Competency framework and development program exists focusing on technical, business and “soft” skills
 
Competency framework with strong alignment of skills & capabilities and integrated development program