For many years many American investors have shied away from investments in West African Countries, siting the high risk associated with corruption, unstable geopolitical and economic conditions. This perception is not rooted in recent reality. If one took an educated closer look at counties in the western regions of Africa one would understand how politically stable these countries actually are. Most West African countries are rich with natural resources, business and trade opportunities and should not be ignored or misconceived. Billions of dollars in investment returns are being left to investors from Canada, Australia, China, Europe and Latin America because American investors fail to properly assess the risk associated with doing business in Western Africa. Further due diligence would show that the US has the African Growth Opportunity Act, covering 42 sub-Saharan countries to provide incentives for commerce and trade with the US. Senegal qualifies as one of the countries covered by this Act.

Furthermore the Democratic Republic of Senegal is a close ally of America and has been politically stable since the country gained its independence from the French. America has a large Embassy in Senegal and assist in the promotion of trade and commerce between the two countries. Our strategic vision with respect to doing business in Senegal, consist of developing a partnership with local chartered community organizations and incorporate our staff of experts, managers, technicians and financial professionals into the business relationship and in essence become one unified entity operating under legal governance of the two countries. From a geopolitical perspective this module works very well. The local community benefits from the sustained infusion of cash generated from the profits of the business, taxes, employment of the locals, materials and supplies bought locally by the company. This module significantly lowers the risk associated with investing in foreign markets, since the locals have a vested interest in the success of the company.

If you are an investors and are interested in this investment opportunity or need any additional information please feel free to contact Mingo Affiliates Service Inc. at 1-888-788-2643

OVERVIEW

Risk management is defined as the identification, assessment, and mitigation of risks that may interfere with the Company achieving its objectives. Risks may be entity oriented and threaten Company assets like; contract profitability, people, property, internal change, downsizing, rapid growth and expansion, company finances, supplier stability, and equipment. They may be market oriented like the market economy, competition, reputation, and technological changes. They may be environmentally oriented like the overall economy, crime, politics, legislation, elections, zoning, and natural catastrophes. When you start to make the risk list, you realize there are many business risks that must be managed. The greatest risk however, is when the Company fails to maintain the highest possible concern for safety of its employees and the public.

POLICY

The Company shall continually seek to identify, assess, and mitigate the risks facing its business. Risk management shall be an integral part of the strategic planning process.

The objective of the Risk Management Policy and process is to:

  • Provide a framework to manage risk
  • Promote risk awareness within the organization
  • Protect company assets
  • Identify unmitigated risk and implement action plans for mitigation

The company will inform investors of material changes in its risk profile.

RESPONSIBILITIES

The Chief Executive Officer is responsible for implementation of the risk management process. The risk management process is monitored by the Board of Directors and Executive Management. All employees are responsible for participating in the risk management process and managing risks in their areas of the business.

Risk Appetite

Risk appetite is the amount of risk that the company is willing to take in pursuit of its objectives.

Integrity and Ethical Values

An entities’ culture is directly related to its risk appetite. It is managements responsibility to ensure the corporate culture is closely aligned with the risk appetite and strategic/business plans.

DISCUSSION

Risk Identification

If a risk isn’t identified, it’s hard to assess and manage its potential impact. Risk event inventory lists shall be created.

The company classifies risks as compliance, operational, reporting, financial, or strategic.

Broad categories like high, medium, low or qualitative and quantitative methods may be used to determine relative risk rankings on a scheduled and periodic basis.

Risk indicators shall be used to identify potential problem areas. This includes detailed financial analysis and trend analysis.

How risk is to be identified, ranked, analyzed, and mitigated is communicated to appropriate staff.

Risk management shall be discussed in senior level management meetings.

The company shall identify any risks that might be associated with major changes in managerial responsibilities.

The company shall identify risks associated with all internal business change including process re-engineering or redesign of operating processes.

Risk management shall be integrated into the short-term and long-term forecasting and strategic planning programs.

Risk management shall occur as a result of consideration of findings from audits, evaluations, and other assessments.

Risks that are identified at the employee and mid level management shall be brought to the attention of senior-level managers.

Risk Assessment

What are the exposures and potential losses?

Worst case?

Probable case?

What management action is necessary?

Is there a risk owner?

Who is going to manage the risk?

What follow up is required?

Risk Mitigation

In order to influence the likelihood of occurrence and/or impact to stakeholders, risks can be avoided, reduced, shared, or accepted.

Can you:

  • Beef up your Safety Program
  • Implement Training
  • Buy Insurance
  • Buy Umbrella Coverage
  • Better Screen Employees
  • Lower Prices
  • Install Security
  • Minimize Materials Stored on Jobs
  • Better Manage Claims
  • Work with your Insurer on Loss Control and Prevention
  • Put Someone Else in Charge
  • Reduce Labor
  • Improve Internal Controls
  • Re-Think your Exclusions
  • Send a Letter to Your Congressman
  • Give Money to a PAC
  • Negotiate a Bigger Line of Credit
  • Not Work for Certain Customers (Loss Avoidance)
  • Become More Involved in the Community
  • Transfer the Risk to Someone Else (Hold Harmless, Waiver of Subornation, Contingent Payment Clauses)

The company uses the Risk Analysis spreadsheet to organize its risk management process. This document describes that process and how to use the spreadsheet.

The goal of our risk management process is to help us understand uncertainties, identify opportunities, minimize exposure, and maximize value. We believe that a formalized risk management process provides management a tool to ensure our appetite for risk remains consistent with our objectives. A formalized process also helps us make better decisions by linking our strategic, risk, and return objectives.

We have developed a series of objectives templates that provide a framework to help us manage the risks we face based on our entity risks, strategic risks, project risks, and internal control/best practice risks.

We use the objective templates to identify and document risk events. The individual objectives templates are integrated into a summary sheet or portfolio of risks. The portfolio of risks enables us to look at all the risks facing our business in summary format and to drill down to the individual events which make up the risk portfolio.

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