Peter Nikolov
of Board of Directors

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Our mission is to reach long-term goals

The thinking and the design of our company has to be targeted at fulfillment of long- term objectives. These objectives must have emerged as a result of our drive to create quality and value for the customers and in general terms for the society, too. Money is like health. It is nice to have it, but it’s not a must. Our purposes have to surpass our routine and consumer needs. Each employee should be capable of thinking and acting purposefully and in a straight direction, not to be left to the impact by the short and impulsory temptations of financial benefits, tactical strikes and personal benefits, capable of permanently distracting his or her concentration on his path to the final aim.

We are supposed to decrease the aggregate risk, related to the operation if negative events in our working and living environment. Detecting and writing down each and every problem, even those of slightest importance has to be a priority for the team as a whole. We have to establish and maintain tools for stimulating and recording the problems in the daily schedule of the working meetings at all levels and stages. Each detected problem is regarded as an asset of the company, as a source of good ideas and promotion of innovations.

3.Quality of decisions
We have to keep close and stick to the problems, to research them at the place where they emerge, to personally check the situation and to take decisions only on the grounds of personally checked information. Decision making is a slow process, performed after a thorough research on the reasons, after a complete synthesis of all possible and wise choices of the best option. The capacity and potential of all interested members of the organization has to be used and their opinion taken into account in an advisory spirit environment. To devote sufficient amount of time for design, development and elaboration of the action plans. The performance of the plans and their putting into practice is an every-day duty, the progress of each task and assignment has to be traces with regard to responsibility, the fulfillment of each task on time – encouraged, and the failure to fulfill a task- sanctioned. The assignment of a task is to be done in a written form only! Pay attention to priorities!

By all means should we allow periods of inactivity as to any of the mapped out plans, especially the ones of highest priority. We must provide all needed human and financial resources so that to achieve a targeted and unstoppable process of thinking and action directed to fulfillment of the plans, projects and strategies, as well as the observation of the rules.

We must plan the operation of each resource while observing the parameter data on its optimal load. We must not allow any continuous work- load of any of our resources and for the purpose we have to closely observe the condition of the resource graph on monthly bases. We must distribute correctly the tasks and the roles of the staff, taking into account their talent and capabilities, we must provide a high rate of reliability and quality of performance.

When our competitors exercise any pressure on us, we must be able to think clearly and quickly and to decide and act on the spot. In such situations there is no time for consensus. What we have to do is entirely trust our leaders. At times like this the corporative reflex depends not only on the reaction of each one of us but also on the speed at we interact with each other, on how likely we are to cooperate, on the quality of the team work, on the strength of our trust in our leaders. Then if something does deserve our efforts we must not hesitate and we must do it even half- way, and when it is not worth it we should put even less efforts to perfect it. We must be fully aware that it is quite often when with a little percent of efforts we achieve a higher percent of the result, we have to believe that the winner will be the one who is faster, not the one who is bigger.

We must systematically develop and seek leaders so as to encourage leadership, to delegate our rights to our stars while establishing a team. We must not be jealous of other people’s success but respect them, help them and learn from them in the name of the mutual success. We have to make up our own company legends for our successful leaders, to invest in those people and into the promotion of their image. We have to place our leaders in front of the big chances and opportunities, not in front of the hot problems. The good manager is not always a leader but the outstanding manager is always and compulsory such. We have to promote the leaders inside the organization, never import them. The good leader is not egocentric. He knowingly works for what time he’ll leave behind himself. He places the interests of the organization before his ego. He alone establishes the continuity conditions and even instructs and teaches his potential successors.

Our managers have to work in direction meeting the most essential expectations of the junior staff; namely to know exactly their obligations and rights, to have all needed resources available for the purpose of fulfilling their tasks, to have the everyday opportunity to do what they can do best, do be encouraged and acknowledged no less that once a week, to be interested in them as personalities, to have their development at the work place supported , to give them the sensation that their opinion matters, the mission of the company is to evoke in these people the feeling that they are doing something solid and significant for the company, that their colleagues’ work is of high quality, to find their best friend at the working place, to talk to somebody about their improvement at least once in every six months, to have the opportunity to study and to develop at the place of work.

The managers must evaluate their employees and strive to meet the most essential expectations of the company employees resulting from our philosophy: namely: to bee good professionals, to be able to take responsibility and act accordingly and to control their own destiny alone, to be loyal, to distinguish the significant from the non-significant and to take decisions within the limit of their competency, to come up with ideas concerning the perfection of service, offered to the client, the profit, the efficiency and productivity, to be capable of communicating so as to extract profit from the communication and to be able to establish and exploit contacts, that may be to everyone’s interest and the interest of the work, to be capable of stating their reasons for the achievement of highly set purposes, mapped out by the company and to be capable of targeted thinking and actions.

When we have to work in a cultural environment which does not share the values and the philosophy of the company, we have to set a team of personalities, capable of adapting to that other, foreign culture whilst advertising our cultural values. We have to respect the culture of the environment and never try to change it. At the same time we must not change our principles under any impact of other cultural environment, we must not let other foreign cultural mixtures into our company environment.

11. Ability to Self-criticism
We must develop that bend of stopping any movement into the wrong direction. Even the tiny deeds in the right direction are better than the big deeds in the wrong direction. We must not fight wars against the clients, but cater for them, even if that might bring us short- term losses. We have to be able to criticize ruthlessly, but we also have to be able to endure criticism. We have to be able to derive the moral and admit our mistakes. We must not put our personal prestige and self- esteem before the interests of the company.

12. Customer Feedback
We must set up and maintain a common informational environment for scrutinizing the problems, where the members of our team will find a constant communication with the clients and that communication to be designed to guarantee solutions for any client’s problem in no time. We must fuse the Feedback service information system with the Gold Management system of operative management and decision taking. We must secure our clients with visual control upon the performance of tasks, related to our service, offered to them.

We have to establish a common informational environment with our partners and the company suppliers, to make them our “Adherents”! To help them grow and perfect! To establish relationships of trust and to search for the maximum option for joint actions!

We have to purposefully develop a system of constantly operating procedures, algorithms and management rules, to constantly perfect them and update them, to preserve the information on all achievements of the organization, to share our experience and knowledge with our colleagues for the sake of the company wellbeing without feeling fear of being removed or substituted. Whenever we do something, to do it in such a manner that it will be used repeatedly by both – our employees and our clients.

We have to work on and build up our publicity, visual control and speedy communication in the processes of management and in the working processes, to be open up and direct and not to be afraid of making our point, even if that point is not convenient for the senior, not to palter and not to conceal facts on any circumstances and for any reason. Not to dwell on long reports, but rather use short written notifications. We have to encourage our colleagues to take responsibility and engage in actions in the presence of many of their colleagues and to announce in public their achievements. To encourage any open and fair competition with no cuts under the waist, with no detraction and intrigues and machinations and with respect to the other person’s dignity and his/ her rights. To compare the results between both -the individual achievements and the achievements of the different departments in the company, but always within the limits of the rules. Never to leave good deeds unnoticed, never to blame for the weaknesses, but to provoke responsibility.

Never to think how to discard of personnel through some appropriate technology, but rather to think how to make them be more efficient by means of this technology. Not to treasure the work itself, but the final output of the work done and in the meanwhile never to blame the performers of a task for mistakes committed by the leaders. Everyone is to pay for his own mistakes. We must respect and value the loyal and devoted workers and not to spare means and ways to show them our respect especially in hard times.

17. Intolerance unprincipled
We have to get rid of people, who do not share the philosophy of the company, to rely on leaders who preach our company culture, who believe in the mission and are ready and willing to self-sacrifice for the sake of long- term aim achievements of the company. On monthly basis each department of the company must perform a formal public check with regards to current principles observation and in case we come upon any regularities we have to reproach the people to blame for those irregularities. By no means shall we allow grouping of employees within the company who want to conceal weaknesses and imperfections or who try to oppose the rules and the Credo principles. We should not be afraid of entering any conflict with such groups or people to protect the company targets, even if those groups might be at a superior than our level in the hierarchy.

We must create a solid company culture, where all values are to be lasting and shared to the maximum by all members of the team. Whatever we do, we must think of the end. With all our efforts to put brick over brick, stone over stone and build day after day our ideal model – “The Company to be forever”, the company tat will last after we turn tо ashes. Let’s surround us with exceptional, capable and loyal people who will keep the company spirit far into the future.

19. Attaining perfection
We all have to train ourselves to continuously perfect the company practices. Never to repeat our mistakes! То be better than our competitors! When we surpass them and leave them far, far behind our backs, we should not think of a break. To reach perfection! To strive for it every day, every hour, every moment.

20. Loyalty to our clients and to the average
We must have a good assessment whether all we think, feel and do is good for our clients, for the company wellbeing, for our shareholders and owners, for our partners and suppliers, for our nation and last but not least for the global natural and economic environment. Always to ignore evil, never to let it spread, always to observe the laws and the rules. That is the only way to be a company on a global level.

To steadfastly follow the company principles! To believe in our strength to create good! To be generous, compassionate and to be able to give away! То take up with our environment, to cultivate it, tame it, control it! То put our lives into order and then put the world into order!

Observing these principles is the essence of the training, motivation and professional growth of the people at " Intertime Continental" AD. They make us a company with a view into the future, into the eternal, intransient and really valuable in business – to a new market moral.