Graphic Design portfolio Olaia Caicoya
Olaia Caicoya
Graphic Design portfolio Logotypes
Corporative identity
Design and artworking of Van Loft identity. Van Loft is a photo publishing company. Stationery printed in offset. One Pantone ink, with embossed graphic elements.
Olaia Caicoya
Graphic Design portfolio Branding
Staying in touch. Useful contacts.
BPP International Admissions 03300 603 100
InternationalAdmissions@BPP.com
International student guide.
Welcome to your International Student guide
BPP
am
We
The
Post-arrival.
Before starting your programme.
To ensure that you receive all contact from BPP University, it is important that you provide us with your current personal email address. We will use your email address to progress your application on to the programme, as well as provide you with important information such as:
Your VLE/The Hub login details Details about registering for the programme
Your Library Athens login details for the online library
To ensure you are successful during your studies you will also need to ensure that you have technology that will enable you to study, such as:
Your own laptop/computer Access to an internet connection/Wi-Fi
Registration
Before starting your course, you will be expected to register with the University onto your programme. You will receive details about registration to the email address you provided. This will detail how to register, the documents needed and when.
What happens if don’t have all of my registration documents?
Even if you do not have all your documents it is still important to send copies of the documents that you do have to your admissions o cer, as we may be able to temporarily register you. This will help you begin your course without delay. Please send a copy of your passport as a minimum, as this is a mandatory requirement. You will need to provide any outstanding documents to us as soon as possible to complete the process and ensure you become fully registered.
What is my Student Reference Number (SRN)?
Your SRN appears on your Student ID card; it must be cited on all correspondence within BPP University and any assessments you complete. We advise that you try and memorise your SRN as soon as you can.
Keeping your details up to date If any of your details change during your time at BPP University (such as a change of name, address, phone number, email address, or emergency contact) then please inform us by submitting your changes to the Student Query Form via the VLE/The Hub.
Online access The Virtual Learning Environment (VLE) and The Hub is available at any time, from anywhere in the world.
BPP Education International students guide 2020
BPP University Student Finance: studentfinance@bpp.com
BPP University Learning Support: learningsupport@bpp.com
BPP University Study Visas: studyvisas@bpp.com BPP University IT Support: 0300 100 0706
Outside of BPP British Banking Association: www.bba.org.uk
Endsleigh Insurance: www.endsleigh.co.uk
The Forced Marriage Unit: www.gov.uk/guidance/forced-marriage The Family Planning Association (Advice on reproductive and sexual health services): www.fpa.org.uk Immobilise: www.immobilise.com International Organisation for Migrants: www.unitedkingdom.iom.int/about-us
Your Biometric Residence Permit BRP.
Once you arrive in the UK, you will need to collect your BRP from the post o ce branch which you chose during the application process. You will normally need to do this within 10 days of arrival. You will need your passport with the entry clearance visa to collect your BRP. Sometimes, especially during peak times when a lot of international students arrive in the UK, there may be delays in your BRP being delivered to your post o ce. If you were told your BRP was not delivered yet, we recommend you allow an additional 10 working days for it to arrive, and if it does not, please get in touch with us and we will enquire with the UKVI.
VLE/The Hub Depending on your programme, you will be given access to the VLE and/or The Hub. This should be your first port of call for any information whilst you are at BPP.
Your login details You will receive your login details for the VLE/The Hub via email – please ensure you log in as soon as you have these.
have not received my login details?
1. Please ensure you have checked all folders in your email account, including your spam folder.
2. Please check with your agent that you have provided the correct email address to the University 3. If your details are correct and you still don’t have your login details, please contact InternationalAdmissions@ bpp.com
International Student calculator: www.international.studentcalculator.org Job Centre Plus: 0345 600 0643
Study UK British Council: www.study-uk.britishcouncil.org Tier 4 (General) student visa information: www.gov.uk/tier-4-general-visa Transport for London: www.tfl.gov.uk
TV Licensing: www.tvlicensing.co.uk
The Samaritans (a confidential charity who can help you talk through whatever may be troubling you): www.samaritans.org
UK Council for International Student A airs: www.ukcisa.org.uk
Mental Health Foundation: www.mentalhealth.org.uk
National Rail (trains): www.nationalrail.co.uk
NHS Choices: www.nhs.uk
26 Visit bpp.com 27
If you applied for your visa from inside the UK, it will be sent to you by courier. It should normally arrive within 10 working days of your decision letter. If it does not, please report it online: gov.uk/biometric-residence-permits/ not-arrived (this link is only for those who applied from the UK).
When you receive your BRP, make sure that all the details are correct (your name, date of birth, expiry date, working allowance, etc.). If you spot any errors, you will need to report this to the UKVI and also let us know. You have 10 days to report an error: gov.uk/biometric-residence-permits/ report-problem If you need any help with this, please contact International Student Advice.
BPP Proposal for PricewaterhouseCoopers
The proof
in
In
by the
of the syllabus when studying towards a professional accountancy qualification. Consequently, we break down our programme content into modular components. Each component is clearly linked to the Achievement Ladder so that learners can track their progress, review feedback and understand whether they are ready to move on, enabling them to identify their weaknesses and apply directed learning to convert them into areas of strength.
Section 4: The BPP di erence
March
Our
The BPP di erence aims to add value to our ACCA Professional Qualification Programme, by delivering significant programme and performance success enhancements compared to alternative providers, which will
1.
is such that this proposal includes BPP’s Lifetime Pass Assurance giving you the reassurance you need that should an eligible learner fail an exam, they can retake their course, free of charge as many times as they need until they pass. In order to qualify the trainee must submit Achievement Ladder steps 4 and 6 by the specified deadlines and obtain mark in excess of 30%.
Our Academic Support Our tutors support learners every step of the way. All of our tutors welcome questions at any time, both during classes and outside of the classroom and review learners’ work to provide useful feedback. Our tutors have access to our Insight reporting, enabling them to provide bespoke academic support to learners who need additional help.
Our expert tutors embody our principle of ‘professionals teaching professionals’. Our current team has an average length of service of eight years and collectively over 1,000 years of teaching experience.
We maintain the highest team standards through rigorous recruitment, employing only qualified tutors with professional experience in their subjects. Our tutors then complete a demanding training programme to ensure they deliver a consistently outstanding learner experience.
We also regularly survey our learners and act on their feedback to drive continuous improvement, conduct regular management and peer observation to maintain best practice, hold regular training and national conference to ensure the continuous updating of skills and knowledge, and o er Masters-level teaching qualification to our tutors; the Postgraduate Certificate in Professional Higher Education, so they can apply the latest educational theory to their practice.
Another key element of academic support is marking and feedback, which is carried out by our tutors and qualified, experienced markers. Markers only ever mark papers within their specialised subjects (e.g. audit, tax) and are continuously assessed by our senior teaching faculty. To ensure consistency and quality, our marking guides are comprehensive, and a selection of papers are reviewed by senior faculty each month.
Our ACCA programme includes tutor marked mock assessments for the Applied Skills (except Law) and Strategic Professional level papers at Achievement Ladder Step 4, Step 6, and at the Exam Rehearsal phase. Learners can easily upload assessments for marking to The Hub, which can then be released back without delay, providing detailed and constructive feedback and eliminating the risk of lost scripts.
The BPP di erence Our expert tutors, who support learners from day one right up until their exam, ensure your trainees get the highest quality tuition based on a consistent learning framework, as well as the academic support and feedback they need, both in and out of the classroom.
Our
Our
Our
BPP Education BPP Proposal for PricewaterhouseCoopers
Design and artworking of the tender for PwC. Selection of images and illustrations. Optimisation of tables and graphics
Designed in full colour, to be sent digitally. It is also suitable for printing
Olaia Caicoya Graphic Design portfolio Publications Design BPP Proposal for PricewaterhouseCoopers 26 We have evolved the educational landscape for over 40 years. And we have the numbers to prove it. We train approximately 80,000 learners every year. We developed a MSc with a Big Four firm in Applied Data Analytics for auditors. We educate professionals in 9 out of the top 10 global professional services firms. Our learning materials are used in 170 countries worldwide. Our performance advisors have made over 131,000 interventions this year. ACCA Approved learning provider Platinum status. Completing our Achievement Ladder steps improves ACCA exam rates by 30% We educate professionals in all 10 of the top UK banks. 1,500,000 Achievement Ladder steps completed. We are regulated by 50+ UK regulatory bodies Accountancy training materials used by 38,000 learners in APAC each year.
17 BPP Proposal for PricewaterhouseCoopers
BPP’s Teaching and Academic Support You said you wanted to improve the teaching and academic support for your trainees.
learners
3.
Our Teaching BPP’s pedagogy is underpinned by the quality standards expected of a leading global training provider and is informed by over 40 years of experience in supporting
to be successful
professional qualification exams.
our experience, learners commonly feel overwhelmed
sheer scale
2021
15
BPP Proposal for PricewaterhouseCoopers
meet all of your business needs, by addressing the strategic and operational challenges of your current training model.
BPP Pass Rates You said you wanted to improve pass rates.
dynamic approach to learning means we have developed programmes that are highly ective. Our extensive experience in delivering ACCA training means we have wealth of insight and understanding into the performance of our learners.
engaging Online Classroom Live delivery motivates learners to engage with their learning and The Hub encourages them to stay on track by displaying their individual progress, creating milestone tests in the Achievement Ladder, and highlighting their next best action.
data tells us that delivery mode (Online Classroom Live vs in-centre) is not a factor in exam success, but completion of our Achievement Ladder is a factor Indeed, completing our Achievement Ladder steps on time and taking corrective action when required leads to an average 20% uplift in pass rates.
2020 saw the latest pass rates
Covid-19. Learners
Momentum programme
accessing
Achievement Ladder
ACCA
rates.
prior to
engaging in the BPP
and
four or more of the
steps on The Hub, achieved exam success at rates on average 30% higher than the
Global pass
confidence in our training
approach
0 20 40 60 80 100 BPP Momentum ACCA Global AAA ATX APM AFM SBR SBL FM AA FR TX PM BPP Momentum vs ACCA. March 2020 The BPP di erence Our Momentum solution ensures that you can expect market leading pass rates and our Lifetime Pass Assurance gives you the reassurance that we will support your trainees at no additional cost until they pass. 06 BPP Proposal for PricewaterhouseCoopers Our understanding of PwC’s professional qualification training needs At PwC, success is built on the quality of your people and BPP recognises that attracting, retaining and developing your talent is core to your business. Our knowledge of the professional services sector, combined with our unique breadth of o ering and industry experience, enables us to consistently deliver cutting-edge solutions that will address PwC’s talent and skills needs and deliver strategic and operational value. PwC’s current ACCA training provision PwC has two new intakes of ACCA trainees each year, in January and July, of around 50 – 60 new starters for each intake. Approximately 80% of the new intake are university graduates, who will start at the Strategic Professional level. The remaining trainees are split between: STPM graduates (Malaysia Year 12 completion) who will complete the entire qualification Certificate Accounting Technician graduates who have gained three ACCA exemptions Diploma graduates who will start with four or five exemptions PwC is currently partnering with two organisations in Malaysia to deliver their ACCA Professional Qualifications. In your current training model, PwC sponsors its trainees, who themselves choose either Kaplan for online learning or Sunway for face-to-face learning. BPP’s PwC Solution BPP is proposing a new training model in partnership with PwC to deliver ACCA Professional Qualification training to your entire 2021 ACCA trainee intake. Our proposed ACCA programme for PwC trainees not only delivers the excellence that you would expect from one of the world’s leading professional accountancy training providers, but is responsive to the needs of your business, as well as your trainees. BPP’s ACCA Professional Qualification Programme is described from page of this proposal. BPP’s solution also addresses all of the strategic and operational challenges that PwC is experiencing with its current training model. The BPP di erence delivers significant improvements in each of the key areas you have identified as presenting opportunities for enhancement, including: 1. Maximising pass rates to ‘best-in-market’ 2. Optimising trainee attendance and engagement 3. Providing trainees with expert tuition and improved academic support and feedback 4. Ensuring trainees have English language support needed 5. Supporting PwC and your trainees with clear pathway planning and guidance 6. Providing PwC with real-time visibility of trainees’ engagement and progress and deliver insightful and consistent reporting 7. Delivering excellent client-focused account and service management The BPP di erence is described from page 15 of this proposal.
Section 2: Our solution
Cross-government
delivery. Our evidence highlights three topics that departments have found particularly challenging. These are: using the right mix of capability; choice of delivery method; and effective funding mechanisms.
Part
Part
Part
3.3 Digital leaders told us that departments need to have in place a target operating model, enterprise architecture, data model and a roadmap.11 The roadmap should show: the sequence of changes; the transitional states between changes; the output expected at key points in the programme; and should act as communication tool to ensure all involved are well informed. Organisations particularly need to manage their enterprise architecture. This is vital to ensure that they can deploy people, processes, systems and data as effectively as possible in support of business objectives. In this way, organisations can avoid the operational complexity and decline in performance that can occur when too much change happens too quickly and incoherently.
Using the right mix of capability 3.4 Many departments face a large capacity gap for people with digital skills. This skills shortage is replicated globally, which makes this challenging to overcome. Specialists in scarce supply, such as digital architects, service designers and technical managers, earn significantly more money in the private sector than the government is willing to pay, so can be hard for the civil service to attract and retain them at appropriate levels. Figure 13 overleaf shows that in 2015, digital leaders in government viewed civil service salaries, recruitment processes and external market conditions as the primary barriers to recruitment and retention. In the interviews we carried out for this report, digital leaders continued to raise these as significant barriers.
3.5 Government needs to set out clearly what skills wants to develop and retain, and what skills are more efficient to contract out. Some departments have built in-house teams but supplemented them with suitable supplier capability. Chief digital and information officers told us they experienced better results by maintaining core capabilities within their departments. For example, the former Department for International Development (DFID) developed an aid management platform effectively that delivered the intended benefits. DFID’s in-house capability meant it avoided the need to rely on contractors.
If the
the
is to
its digital
it must
Choice of delivery method
3.9 Delivery approaches to digital change vary but the issues set out in Parts One and Two will negatively impact both agile and traditional ‘waterfall’ approaches.13 Regardless of the delivery approach, digital change needs proper programme management, with risk management and assurance activities built in. Success or failure lies more often with the skills and experience of the programme team and board than the delivery method.
3.10 Agile methods Figure 14 overleaf) have become the default choice for delivery of government digital programmes but are not the answer to all programme delivery challenges. Agile methods cannot solve the early stage issues that we have highlighted and can exacerbate problems when the complexity of the programme is not sufficiently understood. Nor can simple iterative approaches provide practical solutions in cases such as where architectural foundations are complex, missing or insufficiently developed, or back-office integration is not achievable. In our report Early review of the new farming programme we said, “designing and developing technology solutions ahead of key business decisions may lead to … the IT solution costing more, taking longer and creating a sub-optimal outcome based on an incomplete architecture and design, leading to integration issues”.
13 Waterfall linear approach to project delivery consisting of sequential stages where each stage must be fully completed before moving the next. 14 Agile methodology an iterative and incremental approach to delivery frequently used in software development projects. The main alternative to agile delivery is the waterfall model. Both methods are valid, and their effectiveness will depend on the need of the project, the stage of the project lifecycle and the skills, experience and culture of the programme team. 15 Comptroller and Auditor General, Early review of the new farming programme Session 2017–2019, HC 2221, National Audit Office, June 2019,
Olaia Caicoya Graphic Design portfolio Publications Design 32 Part Three The challenges in implementing digital change Promotion prospects for digital and technology staff Financial position/budget Internal market conditions (cross-government competition and pay differentials) Perceptions of working in the civil service Number of people available with the required skills External market conditions (demand, scarcity and competition) Civil service recruitment processes In 2015 we asked 72 digital and technology leaders this survey question and received 36 responses. Not all 36 digital and technology leaders gave response against each potential barrier to recruitment and retention. Therefore, the gure excludes ‘don’t know’ or no answer responses. The gure shows the top eight negative impacts. Source: National Audit Office, The digital skills gap government: survey ndings December 2015 Figure 13 Barriers to recruitment and retention, 2015 Digital and technology leaders see the amount departments can pay, civil service recruitment processes, and external market conditions as the biggest barriers recruitment and retention The amount you are able to pay 29 4 2 29 5 1 28 4 1 24 9 22 7 5 20 10 2 20 11 4 16 13 4 Responses to the question: What impact, any, do you think that the following have had on your organisation’s ability to recruit and retain the right people from elsewhere? Key Negative impact No impact Positive impact The challenges in implementing digital change Part Three 33 3.7 Political announcements, policy design and programme teams’ ability to deliver do not always fully align. Many interviewees emphasised the need for closer working between policy, operational and technical colleagues, to give policies a better chance of successful implementation. Where programmes are not going well, departmental officials need safe space to hold early and honest discussions with ministers. Teams of experts and practitioners need to be able to challenge unrealistic goals and prevent programmes from becoming too big to deliver, but too big to fail.
Technology expertise is often under-represented at the permanent secretary and director general level compared with other types of expertise, such as policy and finance. This makes it difficult for departmental leadership to comprehend the complexities of legacy systems, data and dependencies.
3.8
30 Part Three The challenges in implementing digital change
paragraph 2.22.
effective delivery
delivery
Part Three Setting up for
3.1 Before digital change programmes and projects can move into the
stage, the right conditions for success need to be in place. What sets digital programmes apart from others is that they need a design framework within which to plan their transition activities from the existing environment to the new. It also needs the right capability and experience in its leaders to shape the change, and the technical skills to deliver that change effectively. 3.2 This part discusses some of the key areas that the government needs to get right when setting up for digital
for success Understanding
commercial partners Approach
legacy
data
Two Initiating
aims, ambition and risk Engaging
to
systems and
response
One Introduction The challenge of delivering digital change The nature of the problem The government’s
Three Setting up for effective delivery Using the right mix of capability Choice of delivery method Effective funding mechanisms
The
challenges in implementing digital change Part Three 31
bring senior talent
the digital and technology sector into
civil service for one year to work on projects that can be delivered in that time. Enterprise architecture the framework which shows how the different parts of an organisation, including the technology, fit together. 12 DFID merged with the Foreign Commonwealth Office in September 2020 to form the Foreign, Commonwealth Development Office. 16 Part One The challenges in implementing digital change Figure 4 Responsibilities for digital strategies and capability across government The centre of government is responsible for setting strategic direction and supporting capability development Organisation Responsibilities Cabinet Office Corporate headquarters for government, partnership with HM Treasury. Responsibilities include: helping to ensure the effective development, coordination and implementation policy; promoting efficiency and reform across government through innovation, better procurement and project management, and by transforming the delivery of services; and improving the capability and effectiveness of the civil service. Central Digital and Data Office (part of Cabinet Office) Created January 2021 with main aims that include to: provide professional leadership and support to the digital, data and technology (DDaT) leads of government departments and the wider DDaT community; offer expert advice to ministers and senior civil servants on the development and execution of digital, data and technology policies and strategies; work with HM Treasury to optimise government’s approach to funding DDaT initiatives; support the Government Commercial Function and Crown Commercial Service to reform technology procurement processes; and support the Government Digital Service in the development and enforcement of technical standards and strategies to ensure efficient delivery and interoperability of systems. Government Digital Service (part of Cabinet Office) Centre for the government’s digital transformation of products, platforms and services. The emerging strategy, alongside clear mandate to address the challenges the government faces, to deliver the next stage of modernisation by developing digital products and infrastructure. Government Commercial Function Cross-government network of civil servants involved in government procurement, and commercial experts who support departments. Crown Commercial Service Helps buyers central government and across the public and third sectors to use their collective purchasing power to get the best commercial deals in the interests of taxpayers. Infrastructure and Projects Authority Centre of expertise for infrastructure and major projects, supporting the delivery of major projects including IT and transformation programmes. HM Treasury The government’s economic and finance ministry, maintaining control over departmental spending and capital investment. Source: GOV.UK (accessed 15 July 2021) The challenges in implementing digital change Part Two 17
2.1 Digital programmes and projects can deliver beneficial change but require a great deal of up-front thinking and planning to succeed. There needs to be thorough understanding of the business problem to be solved and an overall plan and design for how the business can move from its current state to its changed state. Delivery planning should include a realistic timetable, engagement with end users, an aligned supply chain and a shared goal, recognised by all stakeholders. 2.2 This part discusses some of the key challenges that the government faces when first setting up large digital programmes. Our evidence highlights three lessons that departments have found particularly challenging. These are: understanding aims, ambition and risk; engaging commercial partners; and approach to legacy systems and data. Prepared for the Association for Project Management (APM) by BMG Research, Factors project success November 2014. Part Two Initiating for success Understanding aims, ambition and risk Engaging commercial partners Approach to legacy systems and data Part One Introduction The challenge of delivering digital change The nature of the problem The government’s response Part Three Setting up for effective delivery Using the right mix of capability Choice of delivery method Effective funding mechanisms
creating figures and infographics
that
-
picture of the National Audit Office logo SESSION 2021-22 21 JULY 2021 HC 575 REPORT by the Comptroller and Auditor General
3.6
government
strengthen
profession,
quickly expand
pool of people with digital skills. Our report on the Common Agricultural Policy Delivery programme provides an example of how the government has not always had the internal skills and capacity needed to deliver the scale and complexity of its ambitious digital programmes. The government is seeking to expand its skills capacity through the No.10 Innovation Fellowship Programme, jointly run by 10 Downing Street and the Central Digital and Data Office. The programme aims to
from
the
Part Two Initiating for success
National Audit Office ‘The challenges in implementing digital change’ report Artworking and
for this report for the NAO
sets out the lessons for the cen
tre of government and departments to learn from the experience of implementing digital change.
The challenges in implementing digital change
Artworking of this capability statement prepared for a pitch to present a business proposal to Sem Offshore. A4 size printed in offset. Full colour.
Olaia Caicoya
Graphic Design portfolio Publications Design
Clyde&Co ‘Introduction to Siem Offshore’ brochure
NUESTRA MARCA. ON THE RECORD.
ESTE ES EL MARCO QUE UTILIZAMOS PARA DEFINIR LO QUE REPRESENTAMOS, COMO NOS COMPORTAMOS Y EN QUE CREEMOS.
ESTO ES SOLO EL PRINCIPIO. ESTA ES NUESTRA. ON THE RECORD. Kenny.
puedan ser ilegales poco éticas que afecten la empresa, sus empleados/as, clientes o proveedores. Todos/as deberíamos saber cómo conducimos nuestro negocio y cómo nos enfrentamos a la sospecha de una práctica contraria la legalidad o la ética en la empresa. Esta política está diseñada para proteger a empleados/as, trabajadores, contratistas, becarios/as, personal subcontratado voluntarios.
Nos tomamos muy en serio las malas conductas y prácticas. Es importante informar a la empresa de cualquier conducta o práctica ilícitas, para que se pueda llevar a cabo una investigación si estás preocupado/a y observas
Se ha cometido, se está cometiendo, o probablemente se vaya a cometer un delito.
Alguien ha incumplido, está incumpliendo, o probablemente vaya a incumplir alguna obligación legal (por ejemplo, casos de negligencia o de violación de derechos de propiedad intelectual).
Se ha producido, se está produciendo, o probablemente se vaya a producir un error judicial.
version)
empleado/a o cualquier otro individuo o ciudadano/a).
Se ha dañado, se está dañando, o probablemente se vaya a dañar instalaciones, propiedad).
Se ha ocultado, se está ocultando, o probablemente se vaya a ocultar deliberadamente, información que pudiera demostrar alguna de estas malas prácticas.
Se está produciendo, se va a producir, un acto de fraude, soborno, corrupción, esclavitud o trata de personas.
de irregularidades puedes encontrar orientación sobre lo que debes hacer en estos casos. La encontrarás disponible si consultas a nuestro HR team al equipo jurídico, donde además podrás Aquí hay algunas claves que deberías
cuanto surja.
En muchas circunstancias, es posible que puedas resolver el asunto hablando directamente con tu superior (o llevarlo al siguiente nivel directivo). Tu superior debe informar sobre tus inquietudes al Global
quienes aconsejarán sobre los pasos siguientes que deban tomarse para investigar remediar la situación.
Si el asunto es más grave, no se resuelve no tratarlo con tu superior, puedes transmitir tus inquietudes directamente,
Es importante que nos informemos bien de todo lo sucedido. No debes abordar directamente a ningún individuo que pueda estar involucrado en el asunto (ya sea para avisarlo o con asunto personalmente.
investigaremos tu denuncia con es posible que necesitemos tu ayuda. No que esperabas, pero trataremos de abordar tus preocupaciones de la forma más justa adecuada posible.
Toda información sobre la investigación
Te animamos que plantees cualquier inquietud sin miedo a represalias ni que el origen de tu preocupación tiene relación con cualquiera de estas circunstancias y facilitas información a la persona apropiada en buena fe, no se tomará ninguna acción en tu contra por haber facilitado la información.
El objetivo de esta política es proporcionar un mecanismo interno para poder informar, investigar remediar cualquier irregularidad en el lugar de trabajo. En la mayoría de los casos no será necesario avisar ninguna persona externa. La ley reconoce que en algunas circunstancias podría ser apropiado que informaras de tus preocupaciones un organismo externo, como un o nunca, será apropiado avisar a los residas, existen canales de denuncia independientes o públicos, los que buscar asesoramiento.
Las consultas relativas esta política o su implementación deberían director jurídico.
Artworking and image / colour resourcing for the Spanish and also the Cataln version of the Dr Martens Employee Handbook. It’s a digital interactive PDF to be send to new employees.
Olaia Caicoya Graphic Design portfolio Publications Design PÁGINAS AMARILLAS DM NUEVOS HORIZONTES CÓMO TRABAJAMOS CONECTADOS/AS RESOLUCIÓN DE PROBLEMAS MANTENERTE SEGURO/A FLEXIBLES FAMILIARMENTE RESPONSABLES ENFERMO/A AUSENTE TIEMPO LIBRE SUPÉRATE SUELDO, BENEFICIOS E INCENTIVOS BIENVENIDO/A A NUESTRO MUNDO EMPEZAR
PÁGINAS AMARILLAS DM NUEVOS HORIZONTES CÓMO TRABAJAMOS CONECTADOS/AS RESOLUCIÓN DE PROBLEMAS MANTENERTE SEGURO/A FLEXIBLES FAMILIARMENTE RESPONSABLES ENFERMO/A AUSENTE TIEMPO LIBRE SUPÉRATE INCENTIVOS KRIS, PAÍSES BAJOS USA LAS PESTAÑAS DE LA DERECHA PARA NAVEGAR POR EL DOCUMENTO ◀ SECCIÓN 3: SUELDO, BENEFICIOS E INCENTIVOS SECCIÓN 4: SUPÉRATE SECCIÓN 5: TIEMPO LIBRE SECCIÓN 6: ENFERMO/A O AUSENTE SECCIÓN 7: FLEXIBLES Y FAMILIARMENTE RESPONSABLES SECCIÓN 8: MANTENERTE SEGURO/A SECCIÓN 9: RESOLUCIÓN DE PROBLEMAS SECCIÓN 10: CONECTADOS/AS SECCIÓN 11: CÓMO TRABAJAMOS SECCIÓN 12: NUEVOS HORIZONTES PÁGINAS AMARILLAS DM THE RULE BOOK
Dr Martens Employee handbook (Spanish and Catalan
PÁGINAS AMARILLAS DM NUEVOS HORIZONTES CÓMO TRABAJAMOS CONECTADOS/AS RESOLUCIÓN DE PROBLEMAS MANTENERTE SEGURO/A FLEXIBLES Y FAMILIARMENTE RESPONSABLES ENFERMO/A O AUSENTE TIEMPO LIBRE SUPÉRATE SUELDO, BENEFICIOS INCENTIVOS BIENVENIDO/A A NUESTRO MUNDO EMPEZAR
THE RULE BOOK PÁGINAS AMARILLAS DM NUEVOS HORIZONTES CÓMO TRABAJAMOS CONECTADOS/AS RESOLUCIÓN DE PROBLEMAS MANTENERTE SEGURO/A FLEXIBLES Y FAMILIARMENTE RESPONSABLES ENFERMO/A O AUSENTE TIEMPO LIBRE SUPÉRATE SUELDO, BENEFICIOS INCENTIVOS BIENVENIDO/A NUESTRO MUNDO EMPEZAR JULIA, ALEMANIA PÁGINAS AMARILLAS DM NUEVOS HORIZONTES CÓMO TRABAJAMOS CONECTADOS/AS RESOLUCIÓN DE PROBLEMAS MANTENERTE SEGURO/A FLEXIBLES FAMILIARMENTE RESPONSABLES ENFERMO/A AUSENTE TIEMPO LIBRE SUPÉRATE SUELDO, BENEFICIOS E INCENTIVOS BIENVENIDO/A A NUESTRO MUNDO EMPEZAR SECCIÓN 5 TIEMPO LIBRE Todos necesitamos descansar de vez en cuando. Pueden ser esas vacaciones que tanto esperabas, o quizá necesites solucionar alguna emergencia cotidiana: en esta sección puedes encontrar todo lo que necesitas saber sobre tomarte tu tiempo fuera del trabajo. VACACIONES PERMISOS PAGADOS OTRAS CIRCUNSTANCIAS ESPECÍFICAS THE RULE BOOK
RULE
THE
BOOK
Olaia
Design portfolio Publications Design 0800 107 8826 | more online at longtallsally.com 16 DRESS DOWN NOW, DRESS UP LATER HIGH RISE NEW Long Tall Sally Summer II 2020 catalogue Design and artworking of the catalogue adapted for different territories. Interactive shoppable online PDF. 0800 107 8826 more online at longtallsally.com #StandTallwith LTS 12 13 DOT TO DOT THE PRINT THAT’S ALWAYS ON POINT PREMIUM PREMIUM PREMIUM 42 43 #StandTallwith LTS 0800 107 8826 more online at longtallsally.com MAKE AN OCCASION OF IT EVEN IF IT’S DINNER AL DESKO 30% OFF SUMMER 2020 longtallsally.com 30% OFF
Caicoya Graphic
Long Tall Sally Spring II 2019 German catalogue
Design and artworking of the catalogue, this is the German version. Liasing with printers, uploading the catalogue onto the printers platform and supervising the process.
CMYK colour. A4 size.
Olaia Caicoya
Design portfolio Publications Design
Graphic
Mehr Marken • Günstige Preise auf Schuhe • Alle zwei Wochen neue Artikel • Multi-Buy Jeans SPRING PART II Kostenlose Rücksendung 0800 664 5363 LONGTALLSALLY.COM 41 BIKERJACKE AUS LEDER 389,99¤ 100% Leder. Größen 36 52. Bronze 10AE007 Größen 38 50. Schwarz 10AC003 JUMPSUIT MIT V-AUSSCHNITT 124,99¤ 05AE006 100% Viskose. Größen 36 - 52. Schwarz LTS – TEGAN – HOCHWERTIGE LEDER-SNEAKER 84,99¤ 16AE003 Obermaterial: Leder. Futter: Leder/Textil. Sohle: Gummi. Größen 41 47. Schwarz, Leopard, Weiß Der Jumpsuit, der immer geht 68 LONGTALLSALLY.COM 0800 664 5363 Kostenlose Rücksendung 69 97% Viskose, 3% Elastan. Größen XS XL. Schwarz/Kohle Marl, Blau, Schwarz 30¤ SCHMAL GESCHNITTENE TUNIKA 45¤ 2 für - 2 FÜR 38 95% Baumwolle, 5% Elastan. Größen XS XL. Schwarz, Weiß, Marine 2 FÜR 38 95% Baumwolle, 5% Elastan. Größen XS XL. Rot, Marine, Weiß, Gelb, Schwarz SHIRT MIT U-AUSSCHNITT 27¤ 27¤ 2 für SHIRT MIT U-BOOT-AUSSCHNITT MIX & MATCH MIX & MATCH 38¤ 2 für 38¤ Das Outfit macht den Tag
Bourgeois Boheme Autumn Winter 2016 lookbook
Concept, design and artworking of 5 different lookbooks. Printed CMYK. A4 size and online PDF.
Olaia Caicoya
Graphic
Design portfolio Publications Design
Atelier Swarovski Spring Summer 2015 lookbook
Design and artworking as well as photo-retouching.
Selecting paper, liasing with printer and supervising printing process.
Printed CMYK. A6 size and online PDF.
Olaia Caicoya Graphic Design portfolio Publications Design
A4
Olaia Caicoya Graphic Design portfolio Advertising
Mode voor lange vrouwen Bij een aankoop in de winkel ontvang je een ¤20 voucher om online te besteden ¤20 Elke twee weken nieuwe kleding Jouw favoriete merken: Mavi, Mac, LTB jeans Express bezorgopties | Retourneren in Nederland Gratis Nederlandse klantenservice | Betaal met iDEAL Voorwaarden: Deze voucher is eenmalig bruikbaar. Geldig tot 31 oktober 2018. Alleen geldig op longtallsally.com. Geen minimum uitgave. Kan niet gebruikt worden in combinatie met andere aanbiedingen. Niet geldig op multi-pakken en cadeaukaarten. NL PT Sign A4 POS.indd 1 12/06/2018 16:21
Long Tall Sally POS sign POS piece for the Long Tall Sallt stores in The Netherlands. Printed CMYK.
size. Geldig tot 31 oktober 2018 Schoenmaten 41-47
Atelier Swarovski by Viktor&Rolf Spring Summer 2015 event invitation
Design of the event invite. Printed CMYK. Double side A5.
portfolio Advertising
Olaia Caicoya Graphic Design
BPP Social media posts - Instagram
Design and artwork of social media posts for Facebook, Instagram and LinkedIn following brand guidelines and using the selected month’s colour palette and corporate illustrations.
Olaia Caicoya Graphic Design portfolio Online adverstising
BPP Social media posts - Facebook
Design and artwork of social media posts for Facebook, Instagram and LinkedIn following brand guidelines and using the selected month’s colour palette and corporate illustrations.
Olaia Caicoya Graphic Design portfolio Online adverstising
Long Tall Sally Affiliate ads
Animated GIFs.
Sizes: 300x600, 160x600, 240x400, 335x280, 300x250, 250x250.
Olaia Caicoya
Graphic Design portfolio Online adverstising
