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PHILIP MORRIS E.E.M.A. CASE POSTALE - 1001 LAUSANNE INTER-OFFICE CORRESPONDENCE TO: FROM: SUBJECT: Dr. Helmut Gaisch February 22, 1988 DATE: Keith Ware LCC, GD, SCD, MDH, C.C.: JBR, WT Organisation of Whitecoat Project - an EEMA Perspective Attached is my draft proposal as a contribution to the organisation of the Whitecoat Project. It draws upon discussions recently held, and my view of the current issues and problems at this early stage in the Project as seen from the EEMA perspective. These I list below since they need to be addressed in the final organisation:- 1.i~ The precise objectives of the Project are not adequately defined nor, therefore, fully understood by key players. 2., There is confusion over the respective roles of S&T and C&B. C&B ~ has no direct accountability today to anyone within PM EEMA/EEC management. 3.1 There is no direct S&T accountability to PM EEMA management for Project activities within or impacting on the EEMA Region. This affects all aspects of planning, resource allocation, budgeting, expense charging, progress monitoring, and implementation control. 4. Budgeting, resource allocation, and expense charging processes are obscure. C&B legal and non-legal expenses are submitted to the appropriate Region, with the non-legal expenses being forwarded to S&T for settlement. S&T carries authority to budget and spend on the Whitecoat Project. This expense is ultimately charged to the PM EEMA and EEC income statements through the R&D expense allocation formula; i.e., PM EEMA management has no control over the level or allocation of budget, and the ultimate charge does not necessarily reflect expenses incurred on behalf of the EEMA Region. 5. No other companies have yet been recruited into the Project, and it is not clear how other companies and NMA's would be easily incorporated - in terms of funding, management role, etc. I would be grateful for your response to this proposal so that we can progress towards establishing a clear, practicable organisation for this Project. Best regards,