...Centrica – Strategizing in a Multi-Utility 1. What do you think would be the principal challenges in implementing the new Centrica business model? Centrica poses challenges in managing an increasing number of employees, creating and developing its business model, making and executing corporate strategy and introducing an appropriate organizational structure to sustain growth in the future. From gas to energy to home service to financial services and motoring, challenges may arise at the home and financial services since both are into customer service. USA today is still in the state of financial crisis some people aren’t paying what they are due, even though Centrica have the home service that will guide people what to buy still they can’t control the crowd what not to buy. Offering car insurance and loans may also have challenges, people may use accidents, etc. for them to claim the insurance, some people might also use delaying tactics to not pay their loans. Proper training and approach must be given to the employees to be assigned in those jobs. 2. Is the Centrica model “aligned” with the environment that the firm is operating in? Use the ESCO Model to help you answer the question. First British Gas was divided into two BG plc and Centrica. Second Centrica had problems with the British Gas’s contracts and resolved it by terminating and paying the contracts. Centrica acquired The Automobile Association and offered car insurance, driving lessons, breakdown...
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...A Transco case study Introduction Gas is the carefully controlled source of nearly half of the country’s energy needs. And most of that gas is transported safely and reliably by a British company - Transco. All day, every day, sophisticated computer-based telemetry watches, records and reports as the gas goes through meters, compressors, valves and governors on its way to more than 20 million homes, factories and businesses. Millions of cubic metres of gas every day are pushed through the system at a steady 10-15 miles an hour. Transco is the gas transportation arm of BG plc. The top management team comprises a managing director, chief operating officer, finance director, corporate affairs director and strategy & business development director. The business is divided into a number of groups, or directorates - licence to operate, legal, human resources, corporate projects, regulation and reform of gas trading arrangements. Transco is highly information-rich. Its cutting edge computer systems and technological knowhow run the gas transportation network and underpin the competitive market in domestic, industrial and commercial gas supply. This case study focuses on changes to the gas industry in recent years. Few organisations exist within a market that changes almost by the hour. Transco is able to cope with changes in demand - and this is largely because its forecasting of gas demand is accurate. It is a complicated process, taking account of all aspects of the weather and...
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...The Impact of Britain losing its triple-A rating Introduction On February 22th 2013, “Moody’s Investors Service stripped the United Kingdom of its triple-A credit rating” (Walter, 2013); UK has had its credit rating downgraded from AAA to AA1, with a stable outlook and blame weak medium-term prospects for Britain’s economy over the coming years, predicting economic weakness will weigh on public finances for years to come. Therefore, there are serious implications for business in UK. The purpose of this report is to demonstrate that Britain losing triple-A rating, pound sterling becoming devalued and its effect on business. This report aimed to demonstrate what the impact will be on company, what other companies are doing and the ethics of this. Main Body The U.K. economy early dropped and affected by the financial crisis, and it has had substantial trouble recovering. “Many economists believe a ‘triple-dip’ recession is in the offing and Moody’s implied that ‘slowly grows’ is undertaking the second half of the decade” (Walter, 2013). The bad news caused the pound to decline by almost a cent against the euro and one-and-a-half cents against the dollar today, “as it became clear the ailing manufacturing sector is likely to act as a drag on the UK’s economic growth in the first quarter of 2013” (The Week, 2013). And this big risk decline confidence of UK which could lead to a further weakening in sterling. That’s good news for exporters, but means imports will get more expensive...
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...entrica collection. This particular collection gives electrical power along with unlike solutions for the clients all over Britain. British Gas present electrical energy along with gas for its clients plus advises gas home heating appliances all over land. Centrica just as one international company gives the majority of the solutions European union along with The United states along with later on provided the business to UNITED KINGDOM as British Gas. They make available solutions just like empty clear out solutions contain overcrowding, drain examination surveys, maintenance along with creating involving pipelines concerning gas functions. Centrica sited the collection as British Gas Company in 1995 at villa of Windsor, United kingdom. Inside modern-day years the electricity marketplace in UNITED KINGDOM offers come to be vibrant. When they present great solutions all over land. British Gas employee’s raised skillful personnel in excess of 9, 000 to offer solutions involving home heating along with gas appliances regarding clients. British gas consistently need to offer high-quality legitimate services along with help to make no hassle appliance, electrical system, drains and plumbing. In order to achieve the above mentioned methods British Gas collection must be in a position to generate a excellent strategy of human resources. (HR). Human resource manager has two important responsibilities. Looking over functions of the departments and also managing all employees. They...
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...United Kingdom The impact on employment in EU-25 of the opening of electricity and gas markets, and of key EU directives in the field of energy Case study country report - UNITED KINGDOM and Centrica C3126 / March 2007 ECOTEC Research & Consulting Pat Irving and Anne-Mari Nevala Priestley House 12-26 Albert Street Birmingham B4 7UD United Kingdom T +44 (0)121 616 3600 F +44 (0)121 616 3699 www.ecotec.com This report is available in English only. It was financed and prepared for the use of the European Commission, Directorate-General for Employment, Social Affairs and Equal Opportunities. Its content reflects the opinions of its authors only and does not necessarily represent the official position of the European Commission. Contents 1.0 2.0 2.1 2.1.1 2.1.2 2.1.3 2.1.4 2.2 2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 2.2.6 2.2.7 2.2.8 PAGE INTRODUCTION ...................................................................................... 3 KEY ENERGY MARKET FACTS............................................................. 4 Status and impact of gas market liberalisation .......................................................4 Market structure ...........................................................................................................5 Gas supply and demand ..............................................................................................6 Gas prices .........................................................................................
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...sistemas y estructuras que se desarrollen. 3. Las situaciones conflictivas suelen suceder cuando las multinacionales intentan maximizar su habilidad de responder a las necesidades de los países anfitriones, a la vez que intentan controlar la estructura corporativa en todo el mundo, o al menos en los países donde están localizados. 4. Mientras más autonomía tiene la subsidiaria, estas actúan más independientemente y responden más a las necesidades locales, lo que crea que surja menor integración a nivel mundial en la subsidiaria. 5. Las estrategias de gestión resultantes implican la interacción entre la integración global y la capacidad de respuesta local. 6. Cuatro estrategias de gerencia: etno céntrica, poli céntrica, región céntrica y geocéntrica. 7. La estrategia geocéntrica...
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...SOLICITUD DE FRANQUICIA La información registrada en este formato tendrá un uso estrictamente confidencial por parte de CONINGLÉS. Por favor diligencie la información lo más completa posible. El envío y recepción de esta información, no genera ningún compromiso por parte del candidato o de CONINGLÉS Por favor envíe este formato al E-mail: franquicias@coningles.com o por escrito a: CONINGLÉS - Dirección de Franquicias Calle 71 No. 13 – 56 Bogotá – Colombia Tel: (57 -1) 3 12 86 46 Fax: (57 -1) 2 49 31 59 |DATOS PERSONALES | PARA PERSONAS JURÍDICAS Razón Social: Fecha de constitución de la Sociedad: Dirección: Ciudad: País: NIT: Teléfono: E-mail: Nombre del gerente del Punto Franquiciado: C.C. No. PARA PERSONA NATURAL Nombres: Apellidos: Dirección: Ciudad: País: No. Documento Identidad: Teléfono Casa: Teléfono Oficina: Celular: E-mail: ▪ Usted o su organización tienen inversiones o experiencia en otra franquicia? En caso afirmativo por favor explicar. |EDUCACIÓN (PARA PERSONAS NATURALES O GERENTE PUNTO FRANQUICIADO) | |INSTITUCIÓN |NOMBRE |TITULO OBTENIDO |DURACIÓN ...
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...Direct Energy -Brand Report Card Global Marketing 1: Marketing Fundamentals Veronica Cheong [Email] [Web address] Table of Contents I. Executive Summary ................................................................................................1 Brand Scorecard ................................................................................................................................................... 1 Top 3 Recommendations ................................................................................................................................... 1 II. Industry and Corporate Overview ......................................................................... 2 Energy Industry Overview ................................................................................................................................. 2 Direct Energy Corporate Structure ................................................................................................................... 3 Direct Energy Brand Portfolio .......................................................................................................................... 3 III. Brand Diagnosis .................................................................................................... 4 1. 2. 3. 4. 5. 6. 7. Delivering on Customer Desires........................................................................................................... 4 Relevance .............................
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...Unit 21: Human Resource Management Module Instructor: Mehfuzul Haque Email: mhaque1902@hotmail.com Module started: ............... Assignment hand-in date: ..................... Submission deadline: ...................... HND in Business Date:………………………… Assignment Reference: K/601/1264 1 Learner’s name and statement of authenticity Unit 21 Learner’s name:……………………………………………….. Learner’s ID:…………….... Human Resource Management Date handed in:………………….. HND BUSINESS I certify that the work submitted for this assignment is my own. Materials taken from other sources have been duly credited and acknowledged in the bibliography. Edexcel BTEC Signature:………………………… Level 5 2014 Unit 21: Human Resource Management 2014 Learning outcomes and assessment criteria Recruiting and retaining staff of the right caliber contributes to the achievement of organizational purposes. Staff must make a valued contribution to the work of the organization. Eventually they will leave, more often than not because they find alternative employment or retire. Occasionally, however, employment has to be terminated. This unit considers how human resource management deals with these aspects of working. However, the focus of human resource management has moved beyond personnel management towards a more proactive approach that, in addition to the traditional roles associated with staff management, also considers how to get the best people and the best...
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...Southwest Airlines - Effective employee relations program/ Career development Southwest Airlines Southwest is a major player in the airline industry, which employs nearly 35,000 individuals. According to an article, (Hollis, 2003), Southwest Airlines has taken a different approach to building interactively relationships with the company, with employees, and with its customers to ensure the success of the business. As a result, Southwest has sustained an enhanced growth and profitability when most airlines struggle to avoid bankruptcy. Fritz Petree, Senior Manager Career Development Services, states, “Southwest philosophy is to hire for attitude and train for skill” (Hollis, 2003, p. 2). Southwest has successfully launched Virtual University at Southwest Airlines’ the University of People provides professional and personal development for the entire workforce. They offer leadership classes, software training, and career development workshops. Southwest has made the company’s vision and goals clear to all employees. Southwest established a Career Development Services group, which enhances employees’ personal development and professional growth. Riordan should take note of the accomplishment on behalf of the programs established by Southwest Airline. These programs will provide a positive and proven guideline in employee potential. This will give additional securities to the enhancement of HR and provide a traceable means of career development on behalf of Riordan employees by...
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...British Gas ISO 9001:2000 Background: As a FTSE 100 company Centrica’s vision is to “become a leading supplier of energy and home services related provider in our chosen markets, in order to maximise value to our share holders.” Centrica business units comprise of the following, amongst others: British Gas Centrica Energy British Gas Business Direct Energy This case study focuses upon British Gas which was formed into a private company in 1986 from a nationalised concern. Since then British Gas has undergone a number of structural and business changes, most notably the separation of the transmission and distribution of gas supplies from the front end supply and service business. British Gas Organisation British Gas Headquarters are located in Stockley Park, Uxbridge, Windsor and Staines. The company is divided into two main functions: 1. British Gas Service: (BGS) consists of 6 Area Service Centres in Uddingston, Leeds, Stockport, Leicester, Oldbury and Edinburgh employing approximately 5,000 staff, serving approximately 9,000 service engineers and installers. In all British Gas serves over 4 million service contracts and carries out over 9 million jobs per year. 2. British Gas Residential Energy: (BGRE) has 6 contact and back office centres in Edinburgh, Glasgow, Leeds, Manchester, Cardiff Southampton employing approximately 15,000 staff. BGRE provides a billing service for its 15 million customers across the UK. ...
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...Assignment 3 Aims and Objectives Notes on Aims and Objectives 1. Business Aims These are the long term goals/intentions of a business to develop in a certain way. Their purpose is to create a common vision to which everyone in the business should strive to work. 2. Mission Statement This is a qualitative statement of the organisation’s aims. It aims to motivate those within the business and to convince those outside of its commitment and sincerity. It communicates the culture, purpose, philosophy and focus of the organisation. It provides employees with a justification for their work. 3. Objectives These are the targets/goals, derived from the aims, which the company should achieve to fulfil its aims. They are intermediate goals. They are specific and measurable. Examples include: • Maximise the amount of profit earned by a company • Maximise shareholder wealth/income • Increase the size of the business • Diversify to spread risk • Focus on core products • Increase market status • Produce a high quality product Corporate objectives often refer to profits increase; return on investment of 205 p.a.; positive cash flow; increase in sales revenue of 5% p.a.; improve shareholder value by increasing earnings per share by 10% p.a.. Functional (or departmental) objectives refer to how the area contributes to the corporate objectives. Primary objectives are the ultimate long term gaols of the business. Secondary...
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...University Modular Framework University Modular Framework Accounting & Finance Field Copies available from the undergraduate Office Front Sheet NB. This sheet must be attached to any submission of Accounting & Finance field module coursework made to the Student Assessment Office. No assignment will be accepted without it. Name of Candidate JIAYI LIN Title of Module ACC3013 Investment Management Title of Coursework Financial Planning for Mark Lewis Marking Tutor Lien.Luu Hand in Date 28/12/2014 Extension Granted to _________________________________________________ Financial plan for Mark Lewis Prepared by Date 28 December 2014 Checklist before submission 1 Declaration by the candidate named above 2 Introduction: 8 About you 8 Current situation: 8 Personal aims: 9 Base plan 10 Assets and liabilities 11 Assets 11 Liabilities distribution： 12 Income & Expenditure 13 Food expenditure 14 Clothes 14 Rental 15 Others 15 Investment and portfolio: 16 You want to know: 16 Current situation 17 General 18 Gilts 18 Funds 19 Emergency fund 19 Stocks...
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...El 21 de abril de 1937 es un día que debe permanecer enraizado en lo profundo de los corazones de la familia cruzada. En esa noche de abril, una veintena de jóvenes estudiantes de la Universidad Católica se reunían en una céntrica residencial de Santiago, en la calle Villavicencio 229 esquina de la Alameda, para fundar una de las instituciones más prestigiosas de nuestro país, el Club Deportivo Universidad Católica. Aunque en estricto rigor antes de esa fecha histórica, ya el club funcionaba por intermedio de entusiastas universitarios y el decidido apoyo de las autoridades académicas de la Pontificia. Los primeros antecedentes se remontan a 1908 cuando la Universidad Católica Football Club jugaba sus primeros clásicos con su tradicional rival: la Universidad de Chile y se desarrollaban actividades regulares en las disciplinas de tenis, boxeo y atletismo. Sin embargo, la falta de una estructura organizativa, impedía que el club se desarrollara y alcanzara el nivel institucional con el que hoy se destaca. Un rol fundamental le toc a Raúl Agüero de la Vega, presidente del Centro Deportivo de alumnos de la Universidad Católica quien, en 1925, visionariamente llamó la atención de las autoridades universitarias para impulsar la creación del Club Deportivo. "Nuestra organización debería ser -expone preocupado de la Vega- a la manera de las Universidades inglesas y norteamericanas. Allá la educación física es complemento principalísimo de la educación intelectual"...
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...In just 15 years, Enron grew from nowhere to be America's seventh largest company, employing 21,000 staff in more than 40 countries. But the firm's success turned out to have involved an elaborate scam. Enron lied about its profits and stands accused of a range of shady dealings, including concealing debts so they didn't show up in the company's accounts. As the depth of the deception unfolded, investors and creditors retreated, forcing the firm into Chapter 11 bankruptcy in December. More than six months after a criminal inquiry was announced, the guilty parties have still not been brought to justice. The Enron scandal has far-reaching political and financial implications. A chorus of outraged investors, employees, pension holders and politicians are demanding to know why Enron's failings were not spotted earlier. And the US Justice Department is thought to be trying to charge several executives for fraud and money laundering. Prosecutors have come to a deal with one insider executive who will plead guilty and spill the beans about Enron's murky finances. There has already been a far-reaching investigation into the scandal by a number of congressional committees. * Three key players appeared involuntarily and then refused to speak in order to avoid incriminating themselves: 1- Andrew Fastow: Former chief financial officer, sacked as the scandal unfolded, and alleged author of the deceptive accounting practices. 2- Kenneth Lay: Enron's former chief executive...
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