we have prevailed, and more importantly, thrived. Thanks to the support of our shareholders and our unwavering faith in the corporate values that have sustained us through the years. We look forward to a brighter future strengthened by our strategic pillars and the extraordinary commitment of our leadership. An empowered, enlightened Meralco is ready to seize it. A new day has come. 1 Meralco 2010 Annual Report Our Company Meralco marches on to its 108th year of service in 2011.
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have been documented and recognised. This treatise has not previously been submitted in full of partial fulfilment of the requirements for an equivalent or qualification at any other recognised educational institution. higher Herman Koornhof iii Acknowledgements I would like to express my gratitude to the following people: • My love, Jenny, for your love and understanding during the past year. Without your encouragement and inspiration this work would not have been possible.
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past two decades, fundamentally changed the way we view HR. This work will change the way we think about HR and what we do with it as we build lasting, competitive organizations in a complex environment.” —Ralph Christensen, author of Roadmap to Strategic HR and head of HR, LDS
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Keeping things simple Annual report and financial statements 2010 Contents and introduction ConTenTs The DIreCTors’ reporT AnD busIness reVIeW 1 Highlights 2 Chairman’s statement 4 Strategic review 4 Business review 5 Market overview 6 Our strategy 8 Key Performance Indicators 10 Our business model 12 Risks and uncertainties 14 CSR/Today 16 Our people – Values in action 18 Performance review 18 Operating review 23 Financial review 26 Governance 26 Board of Directors 28 Corporate governance
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Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational
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Business Report Managing Operations Tamera Fluaitt Western Governors University Business Report Supply Chain Strategy The strategy I recommend is the Few Suppliers Strategy. This strategy is based on forming long-term relationships with few suppliers and they more likely understand the end user. In using the few supplier strategy your company can create value by allowing economies of scale which can lower transaction and production cost. Long term suppliers also are more likely to understand
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STRATEGY AND THE MASTER BUDGET QUESTIONS 10-1 Compel strategic planning and facilitate implementation of strategic plans. An organization’s strategy, strategic plans, and budgets are interrelated. Preparing budgets compels reviews of an organization’s strategy and its strategic plans and can facilitate implementations of the strategic plan. Feedback from budgets often results in improvements to an organization’s strategy and strategic plan. Serve as a basis for performance evaluation.
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978-1-55219-599-4 About CGA-CANADA _________________________________________ CGA-Canada today The CGA designation focuses on integrity, ethics, and the highest education requirements. Recognized as the country’s accounting business leaders, CGAs provide strategic counsel, financial leadership, and overall direction to all sectors of the Canadian economy. The Certified General Accountants Association of Canada — CGA-Canada — sets standards, develops education programs, publishes professional materials, advocates
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0142-5455.htm ER 29,6 Talent management strategy of employee engagement in Indian ITES employees: key to retention Jyotsna Bhatnagar Human Resource Management Area, Management Development Institute, Sukhrali, Gurgaon, India Abstract Purpose – With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship
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customer satisfaction diminishes when a firm has increased bargaining power. For example, cell phone plan providers, such as AT&T and Verizon, participate in an industry that is an oligopoly, where only a few suppliers of a certain product or service exist. As such, many cell phone plan contracts have a lot of fine print with provisions that they would never get away if there were, say, 100 cell phone plan providers, because customer satisfaction would be far too low, and customers would easily have the
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