Track 17
See page 80 for text.

Track 18
Manager: Good morning, everyone.I’d like to talk to you all about the department restructure and how it
will affect our work. As you know, the company is expanding, and this means we’ll need to recruit
more staff and optimise our wavs of working. So I want to look at each of our teams and the
changes which are planned to start next month. The Sales Team, headed by Gary Wilson, will be
responsible for not only increasing the amount of business we do with our current customers but
also searching out new clients. As this is likely to be a labour-intensive task, Gary’s team will need
more staff, which is where Linda French’s Human Resources Team comes in. Linda and Gary will
collaborate on finding and employing twenty new sales members as soon as possible. However.
not all staff will be recruited from outside. If this company is going to continue to thrive, each of the
current team managers will need an assistant and these positions will be internal appointments.
Human Resources are sending out an email to all staff this week asking them if they would like to
apply for one of the new positions, and interviews will begin next month.
Now, in order for the Sales Team to increase revenue, the Research and Development Team
have to come up with some innovative products which will be better than those offered by other
companies. Therefore, Zoe’s team will start a month-long project to learn more about what our
competitors make to help inform our design process. Their target will be to design and create
two new ranges of products this year. As always, if any of you have an idea for a product, please
contact Zoe about it; all ideas are welcome.
Lastly, but just as importantly, I’d like to talk about Ian Smith’s team. Obviously, after-care service
is crucial to the expansion of the company, so IT Support will be making sure that all our customers
are called to discuss our service as part of the follow-up system. Ian’s team will also be upgrading our
client support package to facilitate twenty-four-hour access, seven days a week. Ian believes strongly
that this will increase our competitiveness and be a real selling point for potential customers.
Track 19
Melanie: Welcome to this fire evacuation talk everyone. I’m Melanie Brookes, the fire safety manager here
at Techbase, and my office is on the fourth floor if you ever need to find me.
Today I want to run through the fire evacuation procedure now that we’re in a new building. First
of all, can I just remind you that if you hear the fire alarm, you should always head towards the
main stairs in order to leave the building. Please assume that the alarm is real, except if it sounds
at 11.00 a.m. on a Tuesday. At this time, it’s always a test – we hope. It’s vital that you do not spend
time collecting your bags or personal belongings because this wastes valuable evacuation time.
When you have left the building, please look for the fire marshals, who will be wearing fluorescent
orange jackets. They’Ll show you where the waiting area is, but just so you know, it’s the park at the
rear of the office block. Your department has a fire safety officer – I believe it ’s Susan Jenkins – and
it ‘s her job to make sure that everyone who signed in has vacated the building. Susan will then tell
the fire safety manager if there are any missing people. Can I also remind you that you mustn’t enter
the building again until the fire safety manager, in other words, me, tells you that the situation is no
longer dangerous.

Track 20
Right team, this afternoon I want to go over the new marketing and advertising strategy so that
everyone is clear on the streams for each of our product ranges.
Let ’s start with toys for children. Now, last year most of the advertising was done through
leaflets posted through people’s letterboxes across the city. However, the products are now selling
well nationally in department stores rather than just in our local shop here in Leeds, so we’re
going to expand the budget and use print media. By this I mean the national newspapers, in order
to maximise the exposure to these products. And despite the fact that our competitors advertise
baby clothes on TV, we won’t be using this method as our statistics show that it’s just not costeffective. People don’t pay much attention to TV ads for baby clothes, but we believe a picture in the
newspapers will be much more attractive to potential customers. We’re going with this method.
As far as clothing for expectant mothers is concerned, the campaign will move from
newspapers to the internet due to the fact that we’ve seen an increase in internet shopping for
clothes among women in general.
And finally, baby food. Adverts for this are difficult to place, and we ’ve previously tried ads in
all three media. Anyway, although our analysis has shown that the internet is one possibility,
we’re going to continue using television; many other types of food are also advertised on TV and
happy mothers and babies make a very strong image.

Track 21
I’d like to start by welcoming everyone to our annual meeting and thanking you all for your hard
work. It’s been a great year for us in terms of expansion and optimising business opportunities,
and I’m pleased to say that Benchmark Consulting is a thriving, successful company.
I’d like to take this opportunity to give you an overview of where the company began and where
we’ll be going in the next ten years. For those of you who ’ve been with the company since the
start, sorry if you already know all this, but we have so many new staff members that I thought it
would be worth filling in some background information.
Benchmark Consulting was set up in 2000 by James Cox, a local entrepreneur who opened the
first office in Melbourne. His real achievement was to create a new consultancy system which
enabled clients to see which of the key areas of their business needed strengthening. James was
incredibly successful with his system, and started the company off on a journey of expansion. He
retired in 2006, and was succeeded by Fred Montgomery. Fred shared James’s views on consulting,
and continued the expansion; he increased revenue to $5 million and opened a new office in Perth.
Soon the Benchmark Consulting system had become just that – the benchmark for many other
consulting firms, and Fred took the opportunity to sell Benchmark for $10 million in 2008.
Our new owners are, as you know, TFB Group Ltd., and their investment has allowed us to
build our brand new headguarters here in Sydney. TFB Group have brought us more exposure at
a national level, and our most recent success has been winning a contract with the government
of Australia, advising on management restructuring.
Now we ourselves have done a little reorganisation over the last year to maximise our
productivity. We’ve thought long and hard about the best location for the Marketing Department as
this is the key to facilitating our future business. Although Perth has a large number of marketing
companies, which enables us to learn from our competitors, it’s Melbourne that’s the gateway to
international connections, and therefore we’ve decided to move all marketing operations there.
In terms of professional development, we wanted to optimise the training programmes
available to our staff because training is vital if we want to remain competitive. As a result, staff
training will no longer be here in Sydney but instead will take place in the Perth office, where
new facilities have been installed.
Finally, we’ve looked at how to optimise our back office administrative functions. Currently, each
office has its own admin department. However, this is proving to be less efficient than we would
like. In order to resolve this situation, all these functions will now be centralised here in Sydney.

Track 22

So what does all this mean for the future? Well, after ten years, I’ve decided that Benchmark
needs a new vision for the future. I think it ’s time for us to divide up parts of the business into
smaller units. Therefore, over the next five years I aim to set up two small subsidiary companies
in order to focus on international expansion in Europe and Asia. There are many organisations in
emerging markets which could benefit from our experience and skills.
Which leads me to the next point for future development: that of increasing our workforce. It’s
become clear that all our departments are understaffed, so we’ll be taking on more employees
over the next year. And the really good news is that to make us a desirable employer, all
positions, current and future, will receive a salary increase of ten per cent.
Lastly, I know that some people are worried about the financial aspects of having to move to
another city as part of the restructure, so Benchmark will be providing a relocation package to
all employees thus affected. This is because we would like you all to remain with the company
for the foreseeable future.