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Risk Management Corio manages its operations from a holding company that is managed by the Management Board and which encompasses the following functions: Investor Relations, Corporate PR & Communications, Investment Strategy & Acquisitions, TRC Dsiposal team, Treasury, Research & Concepts, CSR, Finance & Control, Legal & Compliance, Information Management, Tax, Risk Management and Human Resources Management.
The operations are managed primarily by six business units, which are directly linked to the countries in which Corio is active, and are structured according to local conditions and insights. These business units are responsible for operational functions within their individual areas of activity. This concerns the primary processes, development, letting and centre management and support processes. The management of the business units monitors the effectiveness and efficiency of these processes. Corio is an organisation with a combination of centralized specialist functions and decentralized operations that can respond quickly and appropriately to changing market circumstances, seize opportunities and identify risks at an early stage.
Monthly KPI reports and quarterly full business reports, closing the quarter and forecasting for the remainder of the year, are produced by the business units to inform the holding company. These reports are based on an approved annual budget, approved di/investment proposals and comply with the accounting manual. Consultative structures such as frequent Management Board meetings, business unit CEO meetings, separate CFO meetings and expert meetings (for example on CSR, research, valuations and accounting), provide overview and enable hands-on management by the Management Board. Group-wide policies and codes such as the investment procedure, valuation policy, screening policies, authorisation schedules, financing policy, insurance policy, compliance code and the code of conduct contain our business rules and principles and, furthermore, provide guidance for our activities.
Every year, the strategy is evaluated by the Management Board in consultation with the Supervisory Board and adjusted where necessary. Decisions are taken on the basis of the strategy and are approved by the Management Board. Special cases, as laid down in the Management Board rules, require the approval of the Supervisory Board. Minutes are made of all decisions taken by the Management Board and Supervisory Board.