Eraginkor's consultancy work is aimed at SMEs and MICRO-SMEs. It seeks to generate value and recognition of our clients, by means of improving their management processes and systems, thanks to an efficient partnership in the search of differentiating elements in their markets. The outcome is better results and greater sustainability for the companies through plans of action with defined objectives. Management excellence and innovation are the principles underlying our role in the competitive markets where both we and our clients operate. We therefore use the following support systems and methodologies:

1. 2.1. Innovation Agenda Developed and financed by the SPRI, it is a planning, design and management methodology for Innovation projects in SMEs and MICRO-SMEs, whose objectives are: Foster the definition, development and review of the Innovation Agenda among the companies of the Autonomous Community of the Basque Country. Help to prepare in-depth strategic reflection on innovation by the management team, with support from the external consultants and their expertise in Innova methodology, which tackles the current situation of the company and depending on the state of maturity of its innovation capacities, can detect the areas to be developed and their future opportunities. The Innovation Agenda facilitates access to specific help lines, associated to the defined spheres of action. (www.euskadinnova.net) Eraginkor has 2 SPRI-approved consultants to act within the +INNOVA programme, which funds the preparation of the Innovation Agendas in companies. 2. INNOVATION MANAGEMENT system. Developed and financed through the Bizkaia Provincial Council's Department of Innovation and Economic Promotion (DIPE), this methodology is used to plan and manage innovation measures in the following fields: Innovation in Product/Service. Innovation in Process Management. Eraginkor has a DIPE-approved consultant to implement this tool in companies. (http://www.bizkaia.net) 3. Strategic Plan Strategic Reflection results in plans being established for the future, in accordance with the strategic objectives and the strategies to implement them. Therefore, its starts by defining the key elements for the corporate model, so that the organisation achieves sustained success and, based on these objectives, the needs and expectations of the various interest groups are analysed, along with information regarding the internal activities of the organisation and to any external ones that may have an impact. To achieve the set objectives and work development phases, the starting point is the process defined by the organisation itself, with knowledge and experiences being contributed that it may go further into the continuous improvement at the methodological level. 4. Quality certified under ISO 9001:2000 Setting up of the suitable processes, procedures and indicators to guarantee the level of quality that the company offers and on ISO 9001:2000 certification through any of the entities accredited for that purpose. 5. CSR ( Xertatu Corporate Social Responsibility Model) It involves the voluntary integration, by the companies, of environmental and social concerns in their commercial operations and their relations with their interlocutors. The far-reaching scope of the CSR concept implies that it is related with all the company's spheres of action. Therefore, it entails measures that are new and others that have been developed for some time, but which have not expressly identified with the CSR term. Eraginkor has 1 DIPE-approved consultant to implement this tool in companies. (www.xertatu.net) 6. Process Management Process management is the result of the management system being brought in line with the real needs of the Agents in charge of managing the company. Different micro tools are involved in its development, such as: a) Indicators and Process Definition, Process Map Design, Process Segmentation and Priorization and Procedure Design b) Development and Implementation of Specific Processes c) Quality Control Sheets d) Production Planning: Job Orders 7. Leadership Management Leadership management is used to develop the style in which the leaders manage and the resulting corporate culture, by assessing how efficiently they achieve the objectives and results of the organisation. Tools such as the following are used: a) Corporate Culture and Management Style b) Defining the Business, Product Catalogue and Client Catalogue c) Assessment of Customer Satisfaction and Loyalty Plan 8. Person Management It includes all those tools and management processes aimed at involving the workforce in the processes of the company, generating motivation and satisfaction in order to obtain the greatest possible performances of the people involved. Some of the tools used are: a) Personal Inventory and Task Distribution. Delegation Plan b) Needs Diagnosis and Training and Recruiting Plan c) Personal Satisfaction Assessment d) Remuneration System, Motivation and Recognition e) Competences management and Emotional Intelligence f) Team Work, Coordination Meetings g) Systematization of participation in the improvement h) 5s Projects i) Improvement Teams 9. Resources Management An efficient use of the organisation's resources facilitates cost adaptation and improving performance. Tools such as the following are used in its management and assessment: a) Financial Resources Management: Profit and Loss Account, Balance Sheet and Cash Flow Statement b) Material Resources Management: Inventory and Supplier Assessment 10. Results Assessment and Improvement Plans Given that the whole management system must be assessed from the objectivity of the data and facts, correctly establishing the indicators and their efficient management will facilitate decision-taking aimed at continuous improvement and Innovation. Tools of the following type are used for this purpose: a) Balanced scorecard b) EFQM Self-assessment 11. Annual Management Plan The Management Plan is a basic link between the strategy and the short-term, and is also used to deploy the Strategic Plan. The strategic lines set by the Strategic Plan are developed in it and specific objectives (quantitative and qualitative) are set for executing each of the processes of the organisation.

Business project feasibility plans, investments… "Ad hoc" diagnostics/studies”