...6 – 7 Relevant Law & Analysis to article Lifecycle _______________________ Page 8 – 9 Self-assessment and feedback sheet _______________________________ Page 10 REFLECTIVE JOURNAL “CARBON COMPLEX” BY JOSEPHINE CLARKE ARTICLE INFORMATION: CARBON COMPLEX Author: JOSEPHINE CLARKE Publisher: FINANCIAL REVIEW Date Published: April 2011 Volume 12 SUMMARY: Author Josephine Clarke’s article “Canbon Complex”, illustrated the management and approach to control, manage two of the Australia’s big steel manufacturers. The article relates to Onesteel’s CEO, Geoff Plummer and BlueScope Steel’s Paul O’Malley. It emphasizes how the different bosses with very different styles, and management approach bring the major step into the company’s evolution. Therefore, the writer has implicated the various measurements of Onesteel and BlueScope to ensure high standards of corporate governance apply within the organization. A framework of rules and practices by...
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...[pic] ASSIGNMENT OF ECONOMICS FOR MANAGERS SUBMITTED TO:- LECT.POOJA KANSRA COURSE NO.ECO-519 SUBMITTED BY:- RAHUL MITTAL CLASS: M.B.A (TWINNING) BATCH:-2010 ROLL NO:-RQ1010A26 Pantaloons India Pantaloons India is one of the leading retailer stores of India, which operates numerous formats of retail both in the lifestyle and value segment of the consumer market in India. The company has its headquarters in Mumbai and operates more than 12 million sq. feet retail space, with more than 1000 stores transversely in 71 Indian cities as well as employs more than 30, 000 people. Pantaloon India is the subsidiary company of the Future Group, which is considered as a business venture providing the needs and requirements of the Indian market niche. Achievements by Pantaloons India Pantaloons India Retail Ltd. was the foremost business venture to introduce its departmental store concept for whole family, which was established in 1997. Pantaloons India was the only company to launch Big Bazaar, which is considered as a hyper market chain in India. Big Bazaar is a subsidiary...
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... 6 MILD STEEL PLATE (G250 & G300) Thickness (mm) 8 10 12 16 20 25 32 40 50 60 65 80 100 120 130 150 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 14mm, 18mm, 22mm & 28mm available on inquiry Weight Calculation: kilograms per square metre = length (m) x width (m) x plate thickness (mm) x 7.85 Other sizes available on indent. * Refer to page 98 for Easycut Profiling Service. 22 Plate Mild Steel Chequer Plate Product Shortname: CHEQ Specifications: AS1594-HA250 2009 AS3678-250 2011 JIS G3101-SS400 1995 Length (m) x Width (mm) x Thickness (mm) Two plate patterns are available depending on source Size Designation: Plate Pattern: Bluescope Steel (1800mm or 2100mm wide) Length x width (mm) 2400 x 1220 3600 x 1520 New Zealand Steel (1220mm or 1520mm wide) Thickness (mm) 5 6 3 3.2 8 10 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Weight Calculation: Extra weight of chequers length (m) x width (m) x 2.1 = kg/plate Total weight: length (m) x width (m) x thickness (mm) x 7.85 + extra weight = kg/plate Eg: 2400 x 1220 x 6mm Chequer Plate Extra weight: 2.4 x 1.22 x 2.1 = 6.15 kg/plate Total weight: (2.4 x 1.22 x 6 x 7.85) + 6.15 = 144.06 kg/plate Easysteel offers a full range of flooring products including Plank (p 79), Grating (p 77) and Gridmesh (p 73). * Refer to page 98 for Easycut Profiling Service. 23...
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...Table of Contents Q1. Tata steel has taken various strategies in the SCM to improve the performance of the organization. With reference to the Internet based information, discuss various strategic actions taken by this organization with regards to SCM to improve the finance and non- finance performance. 3 Introduction 3 Basic component Supply Chain Management 3 Plan 4 Source 4 Make 4 Deliver 4 Return 4 Supply chain management for logistic 5 Supply chain management for downstream 6 Tata Steel Strategic 6 Tata Steel supply chain logistic strategy 7 Tata Steel Supply Chain downstream strategy 8 Tata Steel finance improvement 9 Tata Steel non-finance improvement 9 Conclusion 11 Q2. Discuss various Supply chain activities (in relation to Lean Management) in a Toyota company in Danish Industries can learn and use for improved performance. 12 Introduction 12 What is Lean 13 Lean supply chain 14 Lean supply chain for Toyota Production System in Denmark 14 Value stream mapping 16 The VSM process 17 Performance improvement with implementation of VSM 17 Conclusion 19 Q1. Tata steel has taken various strategies in the SCM to improve the performance of the organization. With reference to the Internet based information, discuss various strategic actions taken by this organization with regards to SCM to improve the finance and non- finance performance. Introduction The Tata Group...
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...INSTITUTE OF HOTEL MANAGEMENT, AURANGABAD Corporate Governance of IHCL Business Ethics Anamika Chatterjee (H-18023) Submitted in Fulfilment of the Requirement for BA (Hons.) in Hotel Management THE UNIVERSITY OF HUDDERSFIELD, UNITED KINGDOM March 2013 Corporate Governance Acknowledgement I would like to mention certain people and organizations who have directly or indirectly influenced this piece of literary work. First and foremost I would like to thank my career institute, Institute Of Hotel Management, Aurangabad (IHM-A) for giving me the necessary work atmosphere. I would like to make special mention of our module tutor Mr.Rakesh Katyayani (Business Ethics). Anamika.C(H-18023) Page 2 Corporate Governance Declaration I Anamika Chatterjee of 3rd year student of Hotel Management, H-18023 declares that all the content in this project has been "The result of my own research and at places where the information has been" Copied from a particular site, book, journal or pamphlet. I Declare That I Have Committed No Such piracy "any step taken which is against the academic rules of IHM-A and The University of Huddersfeild. Anamika.C(H-18023) Page 3 Corporate Governance Table of Content Serial Number 1 2 3 4 5 6 7 Chapter One-TATA Company Profile Chapter Two-IHCL Company Profile Chapter Three-IHCL and Corporate Governance Chapter Four- Prologue to Corporate Governance Chapter Five-Case Study Analysis on Tyco International Limited Chapter Six-Conclusion...
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...1.0 PRoblemS DEFINITION 1.1 Types of Strategies used for Local and International Markets Under the International Strategic Management approach, companies can choose to either venture their business towards the Global or Regional strategy. The Global Integration strategy looks at production and distribution of products and services of a homogenous type and quality on a worldwide basis. National Responsiveness strategy requires understanding of individual consumer tastes imposed by autonomous governments and agencies. To further understand the Global and National strategies, we look into the two-dimension matrix below. (textbook, pg277) Global Strategy International Strategy Transnational Strategy Multi-domestic Strategy Global Integration High Low National Responsiveness High Low Quadrant 1 – Global Strategy, High requirement for integration and low awareness of differentiation. Based on price competition, entry strategy used it often mergers and acquisition. Quadrant 2 – International Strategy. Low requirement for centralised quality check and strategic decision making eliminating the need to adapt to individual countries. Mixed strategy combining low demand for integration and responsiveness. Quadrant 3 – Transnational Strategy. High requirement for integration and differentiation. Emphasizing both global integration and local responsiveness. Quadrant 4 – Multi-domestic Strategy. High requirement for differentiation but low concern for integration...
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...REPORT ON ACCOUNT RECEIVABLE MANAGEMENT TATA STEEL Prepared by www.AssignmentPoint.com Date: 21-05-202 EXECUTIVE SUMMARY The project deals in “account receivable management at Tata Steel”. Receivable management is one of the most important aspects of the organization, as it deals with the management of the outstanding. The profit of the company mainly depends on the accounts receivables. Therefore it needs a careful analysis and proper management. Debtors occupy an important position in the structure of current assets of a firm. They are the outcome of rapid growth of trade credit granted by the firms to their customers. Trade credit is the most prominent force of modern business. It is considered as a marketing tool acting as a bridge for the movement of goods through production and distribution stages to customers. Till few years back, Tata Steel had a very strict policy of selling against advance payments. That was an era of controlled economy. However, with an increasing domestic and international competition, Tata Steel could no longer afford this policy, in order to maintain its premium position. Further in order to capture a greater amount of market share, it was compelled to go by the industry norms and thus it ushered into the new era of credit sales. This resulted in credit sales going up significantly. A credit limit was sanctioned to every customer. The customers were required to pay the outstanding amount...
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...TABLE OF CONTENT a) Introduction b) Corporate diversification c) Reasons for Diversification d) Types of diversification strategies e) GOAL of diversification f) RISK of diversification g) Corporate diversification of TATA group h) List of diversification of TATA group i)CONCLUSION Introduction Diversification is a form of corporate strategy for a company. It seeks to increase profitability through greater sales volume obtained from new products and new markets. Diversification can occur either at the business unit level or at the corporate level. At the business unit level, it is most likely to expand into a new segment of an industry that the business is already in. At the corporate level, it is generally via investing in a promising business outside of the scope of the existing business unit. Diversification is part of the four main growth strategies defined by the Product/Market Ansoff matrix:[1] [pic] Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued...
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...AIC REPORT Australian Council of Recycling TechClinics Summary Report “How can we document and recognise best practice in the Australian recycling industry?” July 2012 ACOR TechClinics Summary Report July 2012 REVISION HISTORY Client: Proposal: Prepared by: Contact Details: Ph: Email: Prepared For: Version: Australian Council of Recycling (ACOR) ACOR TechClinics Summary Report The Australian Institute for Commercialisaton Sean Smith 07 3364 0602 sean.smith@ausicom.com Grant Musgrove 1.0 Brisbane | Sydney | Melbourne | Adelaide | Cairns | Gold Coast | Rockhampton a: Head Office 33 McKechnie Drive, Eight Mile Plains, QLD 4113 p: PO Box 4012, Eight Mile Plains, QLD 4113 t: 1300 364 739 f: +61 7 3364 0786 w: www.ausicom.com ABN 84 076 854 638 www.ausicom.com ACOR TechClinics Summary Report July 2012 TABLE OF CONTENTS 1.0 EVENT SUMMARY 1.1 TechClinic® Objectives 1.2 About TechClinics 1.3 TechClinic® Agenda 1.4 The Australian Recycling Industry Value Chain 2.0 EXPERT PRESENTATIONS 2.1 ACOR TechClinics Introduction 2.2 Queensland Case Study – Used Lube Oil Recycling 2.3 South Australia Case Study – Best Practice Process 2.1 New South Wales Case Study – Industrial Ecology 2.2 ACCC and Industry Codes of Conduct 3.0 TECHCLINIC® WORKSHOPS 3.1 What are the Opportunities for the Australian Recycling Industry? 3.2 Issues and Constraints 3.3 Needs – Brainstorming Best Practice Criteria 3.3.1 Brainstorming Best Practice Criteria 3.3.2 Brainstorming and...
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...Chapter 6: marketing Marketing * Marketing is the process of developing a product and implementing a series of strategies aimed at correctly promoting, pricing and distributing the product to a core group of customers. * The purpose of this is to determine what the business should be producing. * Marketing is used primarily by a business as a method of enhancing its revenue streams and increasing the market’s awareness of its products.The strategic role of marketing * The strategic role of marketing extends also to society which includes: * Choice- Businesses differentiate themselves from their competitors through price, product quality and features and service. All these provide consumers with greater choice when purchasing a product. * Standard of living- Businesses will often develop and market products that improve and enhance standard of living. To provide consumers with better products. * Employment- To provide a product to consumers, businesses must employ labour to assist in transforming input resources into finished products. Labour is also required to sell these goods and services. * Brand awareness- Brand awareness refers to the extent that customers are aware of a product/ brand and its features. It is achieved through strong and effective marketing campaigns. * All of this is done to increase the market share. Market share refers to the percentage of total sales a business has compared with its competitors in a particular market...
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...Macquarie University Master of Applied Finance ------------------------------------------------- Emissions Trading ------------------------------------------------- Assignment 2 ------------------------------------------------- Onesteel Prepared by: Wayne Andrews Student number: 41712986 September 2011 Subject Number : ECFS905 Lecturer : Julian Turecek Class : Sydney P. T. Company Selection Select an ASX200 company that is expected to have a carbon exposure equal to or greater than 2% of EBITDA at a $23/t carbon price. Question 1 Determine the company’s carbon exposure, including direct (Scope 1) and indirect (Scope 2) emissions and establish that its exposure is greater than 2%. The following table summarises Onesteel’s actual and estimated for FY10, FY11 and FY12 emissions and imputed carbon cost under the currently proposed Carbon Tax, relative to reported EBITDA. Table 1 – Implied impact of carbon pricing imputed to 2010 results | Company Guidance | Fixed Price imputed for comparison | Fiscal year commencing | FY10 | FY10 | FY11 | FY12 | Carbon Price (FY10/11 theoretical) | 23.0 | 23.0 | 23.0 | 23.0 | EITE Assistance Rate | 94.5% | 94.5% | 94.5% | 94.5% | EBIT DA $Mil | 619.0 | 619.0 | 638.0 | 717.6 | Type 1 Emissions | 2.55 | 2.55 | 2.66 | 3.05 | Type 2 Emissions | 1.34 | 1.34 | 1...
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...------------------------------------------------- Executive Summary There has been a lot said in the media about the Australian share market volatility. Market volatility has wiped 15% from the value of the Australian share market since March 2010 (Cain 2010). In volatile markets, it is common to feel uneasy about investing due to the risk involved. But, market volatility is completely normal and the current market conditions may actually be advantageous for some investors. For example, volatility is needed to some degree because if prices do not move sufficiently, it will be difficult to make money from trading them. Thus, the recent fluctuations in the share market have highlighted the fact that there are risks involved with investing money and that finding the right investment strategy is a crucial step in investing. Investors today have more investment options than were available to the average investor just a few decades ago. While having multiple options is usually a good thing, too many options can cause confusion and system overload and lead many people to avoid making decisions about their investment strategies. Most strategies used to invest in the share market fall into three general categories including technical analysis, fundamental analysis, or a buy-and-hold strategy. The fundamental analysis approach is primarily concerned with value; it examines factors that determine a company's expected future earnings and dividends as well as the continued dependability...
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...Tata - Corus –A case of Acquisition Submitted To: Dr.R.Sahu By : Jitesh Maharwal(2004 IPG 29 ) Nikhil Garg(2004 IPG 44) Harendra Singh(2004 IPG 83) Sunny Tyagi(2004 IPG 83) Contents TATA & CORUS: A Case of Acquisition .......................................................................... 3 Steel Industry Background .............................................................................................. 6 Tata and Indian Steel Industry ........................................................................................ 9 SWOT Analysis: ....................................................................................................... 11 Global Steel Industry .................................................................................................... 12 Competition: US, Europe and Emerging Markets ........................................................ 12 Corus and Steel Production in the U.K ......................................................................... 13 Restoring Success ..................................................................................................... 14 SWOT Analysis: ....................................................................................................... 14 The Deal ........................................................................................................................ 16 Structuring and Pricing a deal .............................................................................
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...DaDanieli Far East, Thailand Total surface: 570,000 m². Manufacturing and assembly area: 170,000 m². Technical and administrative offices: 12,000 m². Employment: 2,000 engineers. Sales, engineering, manufacturing, project management and R&D. Start of operations: September 2005. Danieli Metallurgical Equipment (Beijing), China Total surface: 25,000 m². Manufacturing workshop: 10,000 m². Technical and administrative offices: 5,000 m². Employment: 400 engineers. Sales, engineering, manufacturing, project management. Start of operations: September 2005. Danieli Changshu Metallurgical Equipment and Service, China Total surface: 90,000 m². Manufacturing workshop: 40,000 m². Technical and administrative offices: 5,000 m². Employment: 600 engineers. Sales, engineering, manufacturing, project management. Start of operations: October 2007. Danieli Engineering and Service Völkermarkt, Carinthia, Austria Total surface: 40,000 m². Service workshop: 6,000 m². Technical and administrative offices: 1,400 m². Employment: 90 engineers. Sales, engineering, service and spare parts. Start of operations: March 2008. The Danieli Headquarters in Buttrio, Italy Stands on an area of 320,000 m², of which 92,000 are for workshops and assembly and 28,000 for technical, commercial and administrative offices, and R&D. The sister companies in Europe have 46,000 m² of workshop/assembly area and 7,900 m² for technical offices. http://www.danieli.com/danieli-team/danieli-team ...
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...A PROJECT TO STUDY Acquisition OF TATA AND CORUS 0BY Jigar Gandhi Roll No- 11 PGDM - 4TH semester INTRODUCTION –( MERGERS AND ACQUISITION ) In this changed business paradigm only those organization rule who visualize the possibilities before they appear as plausible. Present Business environment, characterized by the globalization and liberalization, accommodates organization that are coming up with innovative strategies to survive and flourish. Companies in the global economies climate are thriving to each the pinnacle of the successes seeking competitive edge of over their rivals. While the waves liberalization and deregulation have been shaking the corporate shore around the global the domestic organizations are falling prey to the fierce competition and unprecedented challenges carried by this emerging business scenario. The recessionary trend consequents to the wall Street tsunami has made for the organization a maze with no exit . Drowning in the luxury of producing goods only to keep life simple is suicidal, rather an un quenched thirst must always prevailing that makes the quest for the value sustainable. Existence of keen competition with number and volume also made the texture of the competitor stronger shock absorber both finally and strategically creating a wide exposure for the business enterprises to build armour for protecting themselves from the threats lying in and forthcoming from the environment. Thus, organizations are left with...
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