...Management Report for SMRT Corporation By: Subash S/O Tharumalingam Table of Contents 1. Executive Summary 4 2. Introduction 5 3. Current Company Situation 5 3.1. Past Performance Assessment 6 4. External Environment Analysis - PESTEL 6 4.1. Political 6 4.2. Economic 6 4.3. Socio-Cultural 7 4.4. Technology 7 4.5. Environment 8 4.6. Legal 8 5. Industry Analysis 9 5.1. Porter's Five Forces 9 5.2. Competitor Analysis 9 6. Internal Environment Analysis 10 6.1. Financial Performance 10 6.2. Value Chain 11 6.3. Key Success Factors 12 6.4. Core Competencies 14 6.5. SWOT Analysis 15 6.6. Objectives 16 6.7. Key Issues Identified 17 7. Development Strategies 17 7.1. Strategies base on SAVED 17 7.1.1. Strategy One: 17 Venture into tourism by providing two-way transport services to Johor Premium Outlets, Legoland and Hello Kitty Land from Singapore for families and schools 17 7.1.2. Strategy Two: 19 SMRT to provide transport services mainly for tourists to send them to their hotels from airport and partnership with budget hotels chains and hostels. 19 8. Selection of alternatives 21 8.1. Chosen Alternative 21 8.2. How is the chosen alternative superior to the rejected alternative? 21 8.3. Weakness of the chosen alternative and how to overcome 22 9. Implementation 22 10. Evaluation and Control 23 11. Conclusion 23 12. References 24 13. Appendix 27 13.1. Appendix 1: SMRT Operating Metrics 27 13.2. Appendix 2: Porter’s Five Forces 28 13.3. Appendix 3: SMRT List of subsidiaries...
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...Directors Senior Management Organisational Structure Group Structure Corporate Information Corporate Directory Corporate Governance Key Dynamics & Risk Management Corporate Social Responsibility Highlights 25 1.0% Grassroots 26 27 30 47 54 64 0.3% Education 56.1% Corporate Giving in FY2012 86 76 Social Services Operating & Financial Review Fare Revenue ($m) 68 72 CEO's Message Company Overview & Background Group Performance Value Added & Economic Value Added Analysis SMRT and Our Shareholders SMRT Trains & SMRT Light Rail SMRT Buses SMRT Automotive Services SMRT Taxis SMRT Investments (Properties & Media) SMRT International & SMRT Engineering 749.6 9.4 213.1 800.5 10.1 76 220.4 82 84 527.1 569.9 86 92 96 FY2011 Train Bus FY2012 LRT 98 100 102 Financial Report 105 190 191 193 203 Financial Contents Group Properties & Interested Person Transactions Shareholding Statistics Notice of Annual General Meeting Proxy Form SMRT Corporation Ltd Annual Report 2012 1 Milestones 1987 Singapore’s first Mass Rapid Transit system (MRT) opens for service Train service from Yio Chu Kang to Toa Payoh commences Train service from Novena to Outram Park commences 1988 Train service from Tiong Bahru to Clementi commences Train service from Jurong East to Lakeside commences Train service from Kathib to Yishun commences 1989 Train service from Bugis to Tanah Merah commences Train service from Simei to Pasir Ris commences ...
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...“You can resign and go to SBS,” the drivers were told by Vincent Wijeysingha on Sunday, 2 December 2012 at 21:52 · The government has acted in our name as is its duty. It purged an industrial action and returned the nation to business as usual. The bus drivers from SMRT recklessly involved themselves in an illegal strike after refusing to bring their grievances to management or their trade union or seek the assistance of the Manpower Ministry. Twenty-nine have been deported, one hundred and fifty more issued a police warning and the five ringleaders will be tried. Industrial harmony has been restored, the tripartite relationship upheld, and public disorder averted. As fortunate citizens of this prosperous and stable nation, we can heave a sigh of relief. Those refractory foreigners got what they deserved. How dare they come to our land - which our government built from a fishing village - and demand such indulgences as suitable accommodation and an equal wage. Nobody promised them any of that: if they aren’t happy here they can fuck off back home. There are too many damn foreigners here as it is. The come here to steal our jobs, marry our women, clog the trains, explode housing prices, beat up taxi drivers, and drive Ferraris too fast. They dance outside Wisma Atria and jam the staircases at Lucky Plaza. Oh, and they smell. And talk too loudly. In strange accents. In short, they are audacious and unpleasant. Oh, and they smell. Did I mention that? They do. And they...
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...Background Information Key Financial Information Industry Information Company Information 5 6 7 8 Strategic Analysis of the company IT implementations and Successes Road ahead and Conclusion Background Significant bus operator in Singapore with 25% market share Leader in the world’s rail Industry in train service quality Growing revenue from retail, Advertising and Consulting services Dominant rail Operator in Singapore with 23 yrs operating Experience SMRT Second largest Taxi operator in Singapore with 3000 Taxis Mission, Vision & Core Values Excellence, Respect, Responsibility and Recognition, Commitment to the public, shareholders and employees Corporate Structure SMRT Trains Ltd • Incorporated on 6 August 1987 as Singapore MRT Ltd • Renamed as Singapore Mass Rapid Transit (SMRT) Corporation in 2004 • Main and only competitor: SBS Transit SMRT Buses Ltd • • • • Previously Trans Island Bus Services (TIBS) Incorporated as TIBS on 31 May 1982 Renamed to SMRT Buses Ltd on 10 May 2004 Main and only competitor: SBS Transit Ltd Milestones Geographic Footprint 10 Operating Model Group Information Financials Share Holding Pattern License and Operating Agreement 16 Critical success factors • Turnaround time – Shorter waiting time • Cost effective and sustainable transport – through integrated information • Network Span -Seamless travel across wider network • Modular transportation growth approach...
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...Unit 1 – AO1 – Investigate the roles and responsibilities of two contrasting public services and describe their purpose AO2 – Investigate the internal structure and functional areas for two chosen public services The two public services I am going to speak about are the prison service and the army. The reason is because both have a very important part of the keeping Britain safe. The prisons vision is to provide the very best prison service as possible and to help secure the following points. * Hold prisoners securely and safely * Reduce the risk of any prisoners from re-offending * Providing safe and well-ordered establishments in which we treat prisoners humanely, decently and lawfully To make sure the prison service actually completes their objectives they work in * close partnership with our commissioners and others in the Criminal Justice System to achieve common objectives * Obtain best value from the resources available using research to ensure effective correctional practice * Promote diversity, equality of opportunity and combat unlawful discrimination, and * Ensure our staff have the right leadership, organisation, support and preparation to carry out their work effectively. This is what the prison set out to achieve and how they plan to do it but there is a lot more involved in running a successful prison because a prison is a business. The prison has it goals but the prison needs top security to complete the goals. No...
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...XVIII AIRBORNE CORPS AND FORT BRAGG DFAC SCHEDULE SNAPSHOT NOVEMBER 2014 XVIII AIRBORNE CORPS & FORT BRAGG DINING FACILITY OPEN/CLOSE SCHEDULE November 2014 1-2 CLOSED POPE AAF Weekday 8-11 CLOSED 15-16 OPEN 22-23 CLOSED 27-30 82ND CAB CLOSED 1 Phone# 396-9993/ 7685 DINING FACILITY Location Goldberg Street Weekend Br: 0930-1300 Sup: 1600-1730 Find Your Location Bldg# M-5530 SMOKE BOMB CLOSED CLOSED CLOSED CLOSED CLOSED 2 Phone# 396-2592 /0103 Essayons Street Bldg# H-4842 2nd BCT Closed Weekends Br: 0930-1230 Sup: 1530-1730 Br: 0930-1300 Sup: 1600-1730 Br: 0930-1300 Sup: 1600-1730 Br: 0930-1230 Sup: 1530-1730 Brk: 0800-1000 Lun: 1130-1330 Din: 1530-1730 Brk: 0800-1000 Lun: 1130-1330 Din: 1530-1730 Brk: 0800-0930 Lun: 1200-1330 Din: 1530-1730 CLOSED OPEN CLOSED OPEN CLOSED 3 Phone# 643-6929 Gruber Road Bldg# C 9453 525th BFSB OPEN OPEN CLOSED OPEN CLOSED 4 Phone# 396-8063 Ricketts Street Bldg# 2-5112 WTB CLOSED CLOSED CLOSED CLOSED OPEN 5 Phone# 396-3436 Normandy Drive Bldg# A-4-1832 SWCS OPEN CLOSED OPEN CLOSED OPEN 6 Phone# 396-7291 Merrill Street Bldg# D-3624 3rd BCT OPEN OPEN CLOSED OPEN CLOSED 7 Phone# 432-8798/ 2298 Butner Road Bldg# A-3556 1st BCT OPEN CLOSED OPEN CLOSED OPEN 8 Phone# 643-6886 Bastogne Drive Bldg# B-1732 82ND SBDE CLOSED CLOSED OPEN CLOSED CLOSED 9 Phone# 432-5538 Longstreet Road Bldg# 3-5103 3rd SFG CLOSED...
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...CHARLES MARTIN IN UGANDA Purpose How operations differ from country to country due to different laws and regulations internationally. Discussion Internationally other countries have different laws. In this article they discuss how using different ways to approach a company internationally works, by comparing Charles Marin and James Green. Martin had a taste of the Ugandan culture because he went to African after he graduated college for the Peace Corps where as James Green did not have a taste of the African culture and had more of a US based culture and was not open to both as much as Martin was. Question 1: Describe Ugandan cultural attributes that might affect the operations of a foreign company doing business there. Comment: For the most part business in Uganda would be very different. They have a much different working style then here in the United States. Uganda has a few cultural attributes that might affect operations of a foreign company operating in Uganda. Starting off language gets in the way because Uganda is a country that has various types of religions and languages. As indicated in the article on page two “English is the official language, but many people speak only an indigenous language—mainly Bantu or Nilotic languages.” This may result in miscommunication because the company may not be able to interconnect with the citizens of the area. Also religion results in numerous types of controversies around the world and Uganda has many different religions...
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...Canadians take Passchendaele successfully. On November 6th, 1917 our Canadian soldiers captured the Passchendaele ridge. They had to face many obstacles but they made it. Canadians take Passchendaele successfully. On November 6th, 1917 our Canadian soldiers captured the Passchendaele ridge. They had to face many obstacles but they made it. Reporter Reporter Canadian Wounded at the Battle of Passchendaele More than 15,000 Canadians died or were wounded during the Battle of Passchendaele. Many of them drowned in the mud and shell holes. Canadian Wounded at the Battle of Passchendaele More than 15,000 Canadians died or were wounded during the Battle of Passchendaele. Many of them drowned in the mud and shell holes. The mud, flat terrain, and relative lack of preparation time and artillery support would make Passchendaele a far different battlefield than the one the Canadians encountered at Vimy Ridge. Currie took the time to carefully prepare as much as possible and on October 26, the Canadian offensive began. Advancing through the mud and enemy fire was slow and there were heavy losses. Despite the challenges, the Canadians reached the outskirts of Passchendaele by the end of a second attack on October 30 during a rainstorm. On November 6, the Canadians and British launched the assault to capture the village of Passchendaele itself. In excessive fighting, the attack went according to plan. After fierce enemy counterattacks, the last part of the battle...
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...(you can use a pseudonym) URS Corporation 3. Background/overview of organization * Size of company URS Corp has nearly 100,000 employees blend technical expertise with local knowledge to deliver innovations that have a positive physical, social, and environmental impact on our world. URS Corp operates throughout more than 150 countries around the world. URS Corp also holds the largest federal and state contract for VDOT (Virginia Department of Transportation). * Type of industry URS Corp is the leading industry provider of management and technical support services to U.S. government agencies the Departments of Defense and Homeland Security in particular positioned URS among the ranks of the leading U.S. federal services contractors. * Product or service URS Corp is North America’s leading providers of production, construction and maintenance services to the oil and gas industry (URS Corp & AECOM, 2015). URS Corp provides a service of multidisciplinary professional services firm providing skilled management and technical personals for federal contract positions. * Brief synopsis of quality management processes: An URS Corp quality management process begins with employees who have showed the skills of technical expertise in all fields and they must have an intimate knowledge of how that equipment has been designed to be put together. URS Corp believes that without their employees having an adequate background in management and in the new technology, he/she...
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...When the other wes moore friends talk him into going to job corp, I felt like he wanted to turn his life around when he agreed to go. He wanted to to do something productive with his life and wanted to better himself. Sad part about it it, he knew if he didn’t go he would end up dead or in jail. While he was at job corps he felt like he had a second chance at life and wanted to do better for his family. But later after returning home from job corps he realized that his problems wouldn’t go away and that they were real. Realizing that his problems wouldn’t go away, he soon turned back into his old self. He started back selling drugs and ended up being charged for killing a police officer. I felt like this happened because his past life will always haunt him, so he had to face it sooner or later. But I didn’t realize it was going to be so soon. They are in different places in this book to show the different situations they were in even though they had the same names. Wes Moore didn’t know he was going to end up in jail, and didn’t know how he was supposed to raise his child because he didn’t have a father figure to teach him that. “ Wes’s nonexistent relationship with his father probably contributed to his seeming indifference about becoming a father himself”. All he could rely on was his mother. The other wes moore turned his life around completely. Military school changed him for the best. He changed the way he act and the way he talks. I can relate to wes moore when he went...
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...John Pierce published an article in Laurier University’s Canadian Military History journal in 1992, which suggested that in the summer of 1936, “the historical reality of the battle was re-worked and reinterpreted… to symbolize Canada’s coming of age.” The construction of the memorial at Vimy began in 1925, and was intended to represent the entire contribution of the Canadian Corps to the First World War. Further, the monument served as a commemoration to the 19,000 Canadian soldiers who had been buried in unmarked graves. The inscription of the names of these men, the vast majority of which had not given their lives at Vimy, had the effect of “transforming Vimy into hallowed ground, an empty tomb, a place of pilgrimage” according to...
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...The Rise of Canadian Military Professionalism in World War 1 Paul Dickson in his article “The End of the Beginning: The Canadian Corps in 1917,” attempts to answer the question of what factors were responsible for the turnaround in professionalism and capability of the Canadian Expeditionary Force (CEF) during the later half of the First World War. The author’s thesis is that the Canadian Corps that fought at Vimy Ridge was not the superlative force that the Canadian public thought they were. In fact, during the early period of World War I, before 1916, the Canadian Corps was still in its infancy and definitely undergoing teething troubles, even though the beginning of a firm and solid base was slowly developing. “The Canadian Corps that took Vimy Ridge was not the “elite” formation it would become in 1918, but the foundation was firmly in place.” Prior to 1916, the author explains that the key ingredients to success that are described as “good habits” and a “good organizational culture” , were not fully in place and prevented the CEF from reaching its maximum operational effectiveness. Dickson is intrigued with the CEF in that there was an element that made them unique to both their Allied and Axis counterparts allowing them to reach this “elite” plateau, as the “Canadian Expeditionary Force (CEF) shared many of the problems encountered by other armies on the Western Front…” . He attempts to explore this question and seek answers. Was it better equipment...
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...Easting Headed due east on the afternoon of February 26, 1991, VII Corps was advancing with a front of four armored/mechanized divisions. In the center of this front, leading the way and conducting reconnaissance for the corps, was the 2nd Armored Cavalry Regiment (ACR). The 2nd ACR’s job was to locate the forward elements of the IRG divisions suspected to be in the area, fix them in place, then pass the heavy divisions of VIII Corps through their lines so that they could smash the elite Iraqi units with a single killing blow. It was a difficult assignment, made more so by the weather conditions. The winter of 1990/91 was one of the wettest on record in the Persian Gulf, and had been a major problem during the preceding six weeks of the Desert Storm air campaign. Now the wind was howling, causing a sandstorm that was grounding the Army’s aviation assets and limiting visibility to as little as a thousand meters. Air reconnaissance was limited mostly to signals intelligence data, which meant that finding where the IRG divisions were located, would be up to the 2nd ACR. Like the prairie horse soldiers of 150 years earlier, the troopers of the regiments would grope forward until they physically ran into the enemy, in this case the IRG Tawakalna Division. Generally known to be the best and most aggressive of the various IRG formations, Tawakalna was the unit that would bear the brunt of the coming battle with VII Corps. As 2nd ACR moved forward, the regiment’s three squadrons were line...
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...Canadian to lead the Canadian troop. Currie developed a new artillery war strategy called the "creeping barrage". The Canadian were given the task of recapturing the ridge, they built railroad tracks so their artillery could keep up the creeping barrage against the German position. When the Canadians weren't controling the front lines they were in a secret training area practicing their assault plan, this new tactic allowed the Canadians to advance on the German trenches that were at the base of the ridge. One of the reasons why they Canadians manage to do things successfully was because the Canadian corps soldiers were given maps of their objectives and given instructions to each individual. This allowed each man knowing what he was doing in the periods of time given, the planning was done until the very seconds to when it would happen. On April 9th 1917 at 5:30am, the Canadians corps begin firing all the field guns This battle gave Canada a new identify, an identity which would give them a much more respected title. The Canadian soldiers who did the impossible of taking over the ridge which was something the French and British had failed the accomplish Paris peace conference The Paris peace conference was an...
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...The Keystone XL Pipeline: It’s a Good Thing By: Samantha Prewitt The Keystone XL Pipeline: It’s a Good Thing The Keystone XL Pipeline Project is a proposed crude oil pipeline that begins in Hardisty, Alberta, Canada, crosses through an international border and ends in Steele City, Nebraska. From here it connects with existing pipelines, which will allow American oil producers more access to the large refining areas located in the Midwest and along the US Gulf Coast. It has been six years since TransCanada has applied for approval for this project and the project itself has gone through three revisions, including two reroutes of the pipeline itself. This article will attempt to dissect the benefits of the Keystone XL project and what it could mean to the American people if construction is approved. The implementation and construction of any project having to do with dangerous chemicals and oil is a frightening thought for any environmentally concerned person. These feeling are usually amplified when the construction site includes the Gulf Coast, being that the last spill is still wrecking havoc on our environment. But these feeling can all be set aside because according to Russ Girling, the president and CEO of TransCanada, “The environmental analysis of Keystone XL once again supports the science that this pipeline would have minimal impact on the environment” (Triplett, 2014). If and when President Obama grants the approval for construction, TransCanada is already...
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