PRECISION IN EXECUTION Annual Report 2014 2014 ANNUAL REPORT CONTENTS CORPORATE OVERVIEW 2 3 4 6 8 12 About SapuraKencana Petroleum Berhad Our Vision Our Core Businesses Health, Safety and Environment Global Presence Corporate Information GOVERNANCE 90 Statement on Corporate Governance 102 Report of the Audit Committee 105 Statement on Risk Management and Internal Control 107 Additional Compliance Information 109 Statement on Directors’ Responsibilities 110 Corporate Responsibility 116
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certifying aircrafts and procedures to govern airports & airspace. Airport Authority of India(AAI) • Assigned the responsibility of managing National and International airports and administration through Air Traffic Control(ATC). FDI ceiling in Airlines sector is 49% currently. FDI limits: - 100% for Greenfield airports - 74% for the existing airports - 100% for NRI’s. • Economic Factors Contribution to the Indian Economy Rising cost of fuel Investment in the sector of Aviation. The growth
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In 2011, PGB is well positioned to move into the new business of regasifying Liquefied Natural Gas (LNG), imported from across the globe – ensuring a sustainable supply of clean and green energy for the nation. In our aspiration to be a world class gas and utilities company, we will continue to see beyond the expected as we transform new opportunities into invigorating growth. ANNUAL REPORT 2 011 LNG Regasification Facilities Project PGB will own and operate the country’s first
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November 2012 | Introduction Introduction Singapore airlines began with the incorporation of Malayan Airways Limited and was formed in the formation of two entities: Singapore Airlines and Malaysian Airlines System due to political disagreements between Singapore and Malaysia .However,SIA commence its operation in 1 October 1972 (1972-10-01), and has formed a respectable position in the airline industry ever since. SIA has diversified airline-related businesses, such as aircraft handling and engineering
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competitors in the industry also will decrease AirAsia’s customer loyalty. Due to most of the travelers prefer low cost. New competitors which want to come in the industry need to spend a little to compete with AirAsia. • Higher Capital Requirement The airline industry needs large volume of start-up capital. The cost of setting up of offices, buying or leasing air craft, hiring pilots and others staffs like air stewardess and etc incur a high start-up cost. So that, the threat if AirAsia is low. • Offered
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1.0 Introduction Singapore Airlines (SIA) flew its first flight way back in the year 1947. It was then known as Malaysian Airlines, which became two separate entities – SIA and Malaysian Airline System (MAS) in 1972. In between that period from 1947 till 1972, the airline was named MAS when the Federation of Malaysia was born after gaining independence from the British government in 16 September 1963 and later renamed as Malaysia-Singapore Airlines in May 1966. The airline’s key advertising
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Kingfisher Airlines Limited Case Kingfisher Airlines Limited is an airline based in Bangalore, India. It is a major Indian airline operating 218 flights a day and has an extensive network to 37 destinations, with plans for regional and long-haul international services. Its main bases are Bangalore International Airport, Bangalore, Chhatrapati Shivaji International Airport, Mumbai and Indira Gandhi International Airport, Delhi. Kingfisher Airlines, through one of its holding companies United Breweries
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1.0 Introduction Singapore Airlines (SIA) was founded in 1972 as a regional airline. Today, the airline company is one of the respected name amongst other worldwide travel brands. In the 1940s, SIA was known as Malayan Airways Limited (MAL) and it was on 1st May, 1947 that an Airspeed Consul took off from the Singapore Kallang Airport on its first voyage to one of the three destination scheduled namely Kuala Lumpur, Ipoh and Penang. Over the years, new and larger capacity aircraft were joining
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OAKS/LONDON DOI: 10.1177/097282010500300104 AIRASIA: THE SKYS THE LIMIT Rizal Ahmad Mark Neal This case details the rise and expansion of AirAsia in South-east Asia. The company employed a business model for low-cost airlines that was originally developed by Southwest Airlines in the United States and subsequently employed with great success by European companies such as Ryanair and EasyJet. The case thus documents the successful application of a western business model in a previously unexploited
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EXECUTIVE SUMMARY Tony Fernandes, as the Chief Executive Officer of AirAsia, decided to pursue his dream to start an airline with the following vision: “To be an airline that flies long-hauls with low fares with a corporate culture that is flexible and functional”. AirAsia has achieved its title as “The World Lowest Cost Airline,” and was also one of the world’s most profitable airlines. This report provides an analysis and evaluation of internal and external of the company. Methods of analysis includes
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