Intervenția companiei Bergerat Monnoyeur pentru renovarea Școlii nr. 2 din Progresu, Călărași
Școala Gimnazială nr. 2, aflată într-un stadiu avansat de degradare structurală a semnalat o alertă pe HartaEdu.ro. Compania Bergerat Monnoyeur a rezonat cu alerta și procesul, finanțat de ei, de a aduce Școala din Progresu, Călărași la standardele secolului XXI a fost următorul:
A. ETAPA ADMINISTRATIVĂ
- Partenerul Bergerat Monnoyeur și-a exprimat intenția de a susține reabilitarea Școlii Gimnaziale nr. 2 din Progresu, Călărași.
- După exprimarea intenției, a urmat o discuție internă în cadrul Bergerat Monnoyeur, inițiată de către Managerul de Resurse Umane al companiei.
- Discuția a fost finalizată cu o confirmare de buget pentru susținerea școlii.
- După stabilirea bugetului, a urmat redactarea contractului și semnarea de către ambele părți, urmată de efectuarea plății.
B. ETAPA DE IMPLEMENTARE:
- Școala a oferit echipei Narada trei opțiuni de posibili contractori care să livreze serviciile de construcții de care școala avea nevoie, împreuna cu un deviz din partea fiecărei opțiuni pentru verificare și compararea prețurilor.
- Narada împreuna cu școala au ales contractorul cel mai fezabil analizând raportul calitate-preț și au încheiat un contract tripartit între școală ca Beneficiar, contractor ca Executant și Narada ca Achizitor.
- În cadrul aceluiași proiect s-au făcut achiziții și de tip materiale de construcții. În acest sens, școala a dat către Narada lista cu bunuri necesare lucrării, iar după verificare, Narada a făcut achizițiile direcționate ulterior către școală.
- Pe parcursul lucrărilor, școala s-a angajat în verificare zilnică a acestora și de punere la dispoziție a tuturor celor necesare executării lucrărilor
- La finalul lucrărilor, școala a semnat un proces verbal de predare-primire cu contractorul în urma căruia a fost făcută și plata direct de către Narada către contractor
Etapa de implementare a durat aproximativ 8 săptămâni implicând stabilirea contractorului, semnarea documentelor legale și derularea lucrărilor.
C. ETAPA DE MONITORIZARE
Școala va analiza impactul proiectului asupra procesului de învățare a elevilor din instituție și furnizează date concrete de efect sau progres, asociației Narada și ulterior, la cerere explicită și companiei sponsor. Etapa de monitorizare vizează o durată de 12-24 luni.
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Don’t get me wrong – the massive consumer boycotts from Black organizers have done damage. And there are probably folks on the far right who think even Target’s toned-down, overwhelmingly beige Pride merch this year was still too loud.
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But its stock is in the gutter and sales have been falling for two years because of good ol’ business fundamentals. It overstocked. It lost the pulse of its customers. It went up against Amazon Prime with… actually, does anyone know what Target’s Amazon Prime competitor is called?
The brand we petite bourgeoisie once playfully referred to as Tar-zhay has lost its spark. The company reported a decline in sales for a third-straight quarter, part of a broader trend of falling or flat sales for two years. Employees have lost confidence in the company’s direction. And 2025 has been a particularly rough financially, as Black shoppers organized a boycott over Target’s decision to cave to right-wing pressure on diverse hiring goals.
Shares were down 10% Wednesday.
It’s not to say the new guy, Michael Fiddelke, is unqualified. He’s been at Target since he started as an intern more than 20 years ago, after all. But Wall Street is clearly concerned that Target’s leadership is underestimating the severity of the need for a significant change— just as President Donald Trump’s tariffs on imported goods threaten the entire retail industry.
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In its 2010s heyday, Target became a go-to for consumers who liked a bargain but didn’t necessarily like bargain-hunting. The shelves felt well-curated. You’d go to Target because it had one thing you needed and 12 things you didn’t know you needed. It was stocked with Millennial cringe long before Gen Z gave us the term Millennial cringe.
Target’s sales held strong through the pandemic as remote workers set up home offices and stocked up on essentials. Months of lockdown also benefited the store as people began refreshing their spaces because they didn’t really have much else to do and they were staring at the same walls all the time.
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Don’t get me wrong – the massive consumer boycotts from Black organizers have done damage. And there are probably folks on the far right who think even Target’s toned-down, overwhelmingly beige Pride merch this year was still too loud.
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But its stock is in the gutter and sales have been falling for two years because of good ol’ business fundamentals. It overstocked. It lost the pulse of its customers. It went up against Amazon Prime with… actually, does anyone know what Target’s Amazon Prime competitor is called?
The brand we petite bourgeoisie once playfully referred to as Tar-zhay has lost its spark. The company reported a decline in sales for a third-straight quarter, part of a broader trend of falling or flat sales for two years. Employees have lost confidence in the company’s direction. And 2025 has been a particularly rough financially, as Black shoppers organized a boycott over Target’s decision to cave to right-wing pressure on diverse hiring goals.
Shares were down 10% Wednesday.
It’s not to say the new guy, Michael Fiddelke, is unqualified. He’s been at Target since he started as an intern more than 20 years ago, after all. But Wall Street is clearly concerned that Target’s leadership is underestimating the severity of the need for a significant change— just as President Donald Trump’s tariffs on imported goods threaten the entire retail industry.
Appointing a company lifer “does not necessarily remedy the problems of entrenched groupthink and the inward-looking mindset that have plagued Target for years,” Neil Saunders, an analyst at GlobalData Retail, said in a note to clients Wednesday.
Missing the mark
In its 2010s heyday, Target became a go-to for consumers who liked a bargain but didn’t necessarily like bargain-hunting. The shelves felt well-curated. You’d go to Target because it had one thing you needed and 12 things you didn’t know you needed. It was stocked with Millennial cringe long before Gen Z gave us the term Millennial cringe.
Target’s sales held strong through the pandemic as remote workers set up home offices and stocked up on essentials. Months of lockdown also benefited the store as people began refreshing their spaces because they didn’t really have much else to do and they were staring at the same walls all the time.
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