CRTS - Corporate Responsibility Turnaround Strategy announced by Gila and Co and trademarked by Gayle Bulls Dixon

1. Corporate Responsibility Turnaround Strategy (CRTS)TAKING OWNERSHIP…TAKING INTEREST…TAKING ACTION Gayle Bulls Dixon gayleabulls@yahoo.es Gila&CoPaseo de la Castellana, 15328046 Madridwww.gilaandco.com

2. Leaders of companies in complex and crisis situations… are in the most advantageous position for change. have board discussions that revolve around financial viability as only issue for survival. experience intense pressure from all direction (NGOs, investment fund interests, media, consumer journalism and user generated content (UGC) from social networks – Facebook, Twitter, Scribble Live). have internal initiatives that are often separately supported by small groups with conflicting motives. They become complex and undefined. may think it impossible to do enough.

3. They need a framework.

4. Global economy on slow, uneven path to recovery GOOD NEWS: ROBUST RECOVERY Output expanding at varying speeds: Growth strong & close to pre-crisis levels in some EMEs in S. & E Asia & Lat. America… …recovery in some OECD member much weaker. US on verge of self-sustaining recovery; growth in Europe more subdued. Global economy back on growth Track Performed better than anticipated Recovery expected to continue… ….after most severe recession (2009) Since WWII BAD NEWS: RECOVERY UNEVEN ACROSS AND WITHIN REGIONS *Source - TMA International News – Q2 2010

5. “It is hoped that the regulatory environment is better adjusted to monitoring the recycling of these imbalances than before. In any event, the uncertainty will provide restructuring professionalswith a continuing stream of challenges in the foreseeable future.” Dr. Andreas Dombret-Deutsche Bundesbank Varying speeds = varying behaviors from banks, lenders, creditors, govts, etc Multi-national companies been multi-cultural solutions New laws = uncertainty of strategy and design Turnaround Specialists must be able to create multi-level strategies that address a restructuring project at any stage in an intensely uneven marketplace.

6. Corporate Responsibility to meet market demands On order to meet the expanding demand that uneven marketplace dynamics create for Turnaround Specialists, we are adding a Corporate Responsibility element to our already market proven planning process. (Also known as Corp. Social Responsibility-CSR, Sustainability, Corp Social Entrepreneurship-CSE) Before seen as a distant plan/function to be created once restructuring is complete, we believe this is a critical consideration and quite possibly a fundamental opportunity to re-establish trust in communities where our client companies are restructured and serve. We expect to experience increases in requirements from stakeholders for Viable Corporate Responsibility components within Restructuring Plans as a determining factor in gaining approval for the plan.

7. The Process: REVIEW IDENTIFY CREATE COMMUNICATE

8. REVIEW RESET BOUNDARIES - Analyze your company’s footprint – solutions you already offer - problems that you create. An analysis of the client company/division will be completed to identify where you are successfully fulfilling as a part of your existing culture the growing requirements of Corporate Responsibility. (SPILLOVERS THAT OTHERS IN YOUR SYSTEM ENJOY AS A RESULT OF YOUR OPERATION)

9. IDENTIFY ESTABLISH PRIORITIES As a part of the analysis we will identify any basic requirements that have not yet been established. “How do you start and what are you going to begin measuring?”

10. CREATE SET MEASURABLE GOALS We will create a plan to quickly highlight your success or, if necessary, bring the company into compliance. If requested, we will assist in implementation of the plan.

11. COMMUNICATE TRANSPARENCY Reporting options for your specific company culture will be recommended. If requested, we will assist in implementation of the communication process.

12. RESULTING IN: Shorter approval time and stronger support for restructuring plans Stakeholders, NGOs, courts, creditors, communities, vendors, shareholders Increased profitability in restructuring results More beneficial public opinion of company Happier company employees Stronger negotiating position for company with creditors, employees, banks, courts, etc.

13. Gayle Bulls Dixongayleabulls@yahoo.esGila&CoPaseo de la Castellana, 15328046 Madridwww.gilaandco.com