Statement For Scicom Essay Example Pdf - Free Essay Example

The Companys service is to persistently deliver on its promise of Total Customer Delight to its clients. Scicoms main product offering is scicomsourcing, comprising the four distinct modules of scicompartner, scicomacademy, scicomconsulting and scicommarketing Scicom is a global CRM Consulting, Technology services, Education and Outsourcing Company.  With province skill, and full capabilities across all industries and business functions, Scicom partners with clients to help them focus on their customers so that they become high-performance businesses both in the public and private sector.  Their Customer Focused Business strategy builds on their skills in consulting, technology, education and outsourcing to help clients carry out at the utmost levels so they can create sustainable value for their customers. Using their business knowledge, service-offering skill, technical potential and by  improving  operational performance and delivery, Scicom helps clients increase revenues from their on hand customers, preserve their current customer base and proactively obtain new customers. Scicom has a long-term partnership with global clients and governments and also works with organizations of all sizes. Scicom is one of the prime contact centre outsourcing service providers in Malaysia, having provided services for some of the major global MNCs in the world. Scicom currently manages customer relations in 40 languages, covering over 89 countries and delivering Total Customer Delight to over 40 million customers worldwide. Since its incorporation in 1997, Scicom has consistently provided first rate quality customer care, technical support and related performance services, as well as a wide-ranging selection of training, loyalty marketing, call centre consulting and human resource development services. Scicom has a unique and flexible business model based on financial clarity and contractually agreed performance targets, with a reward and penalty composition for a win-win client-vendor relationship. Reference : https://www.scicom-intl.com/ Chairman statement for Scicom The Annual Report of Scicom (MSC) Berhad for the financial year ended on 30 June 2012.  This financial year had been a challenging one as the economic woes and the financial crisis continued in Europe. This resulted in their clientele of MNCs being careful in utilizing budgets for outsourcing services. They either postponed their spending commitments or reduced their supplies for the year. Moreover the sales cycle to convert potential clients to use Scicoms services is now taking longer.   The chairman stated that against this backdrop, they weathered the storm well. Their well-organized use of resources and technology has enabled them to provide competitive rates and better service offering to all their existing clients and attain a number of new clients.  Last year, they ceased their operations in the US and followed by closing their office in India. Both these actions have allowed them to focus their resources in Malaysia, Indonesia and Sri Lanka.   T heir product and services segregation have evolved based on a deep domain understanding of their core business, and has provided them with a vigorous platform for the future in terms of growth potential, market penetration and product significance. Prudent financial management while in this evolutionary phase has allowed them to fund their operations in Malaysia and extend their reach into Sri Lanka and Indonesia through inside generated funds and they continue to end this year with zero debt and a strong cash balance. The Groups revenue for the current financial year was RM131.23 million, representing a marginal 6.9% decrease from the previous financial year. However net profit for the current financial year showed a slight increase at RM13.61 million as compared to RM13.28 million in the previous financial year.  Scicoms strategy of services segregation not only made them applicable to their perceptive client base but has also laid the groundwork towards their goal of obtai ning better margin differentiation for their company. The Groups margin for the current year was 10.37% as compared to the past years 9.42%. The Board has suggested a final dividend payment of 1.0 sen per normal share, tax exempt, in respect of the financial year ended 30 June 2012. Two short-term dividends of 1.0 sen per normal share each, tax exempt, were paid on 15 March 2012 and 28 September 2012 respectively. The short-term dividends together with planned final dividend together amount to a dividend payout for the financial year of 3.0 sen per ordinary share, tax exempt. This proposal translates to a dividend payout ratio on profits of about 65% and reflects the boards dedication towards maintaining a established dividend payout for its shareholders.  Sales cycles for complex projects are typically 6 to 9 months and achievement can be of a similar time scale. The Group having now consolidated and embarked on marketing its all-inclusive suite of Customer Services Manageme nt solutions over FY2012, is poised to start to implement these solution sets in FY2013. The focus areas for sustainable growth as set out above are expected to result in greater earnings and revenue for the Group for FY2013. The Group thanks the Government of Malaysia, the regulators, their shareholders, their loyal clients, and more importantly, their committed staff on both sides of the many jurisdictions which they operate in, for their support in making the Groups business a success. Besides they also thank the Board members for their ongoing support, commitment and prudent control in shaping the Groups path to ensure their constant growth. Â  Reference : https://www.bursamalaysia.com/market/ Background of Tenaga Nasional Berhad (TNB) Tenaga Nasional Berhad also known as (TNB) is the leading electrical energy service in Malaysia with almost RM73 billion in assets. TNB is listed on the central board of Bursa Malaysia and employs more than 31,000 people Group-wide to serve an anticipated 8.08 million clients in Peninsular Malaysia, Sabah and Labuan. The Group position as the Central Electricity Board of the Federation of Malaya in 1949, TNB has powered nationwide expansion hard work for more than 60 years by providing reliable and capable electricity services. TNBs core businesses are in the generation, transmission and supply of electricity. In Peninsular Malaysia, TNB is a major supplier to the total industry power through six thermal stations and three major hydroelectric schemes. It also manages and operates the National Grid which links TNB power stations and IPPs to the division system in peninsula. The network is attached to Thailands diffusion system in the north and Singapores diffusion system in the s outh. In East Malaysia, TNB, through 80%-owned supplementary Sabah Electricity Sdn. Bhd. (SESB), manages the Sabah Grid and aims to provide electricity to 95% of the states population by year 2013. TNBs supply network is managed through a wide-ranging supply system, customer service centres and call management centres. Over the years, TNB has diversify from its core business into the manufacture of transformers, high power switchgears and cables, the provision of skilled consultancy services and architectural, civil, electrical engineering works and services, repair and maintenance. The Company also engages in study and development, property development and executive services. Tapping into opportunities available abroad, TNB is making inroads into emerging markets in the county as well as in the Middle East. In 2005, the company embarked on a 20 Year planned plan which entails better focal point on green initiatives such as the development of renewable sources of fuel, and more w ell-organized demand side management via power effectiveness. This hard work set of scales the Governments carbon fall agenda while also creating groundwork for sustainable energy for the future. TNB believes in providing service quality and aims to attain global leadership. Towards this end, the Company invests comprehensively in the continuous professional development of its employees through planned programmers. As a leading GLC, TNB also places strong importance on its social and environmental responsibilities. Yayasan Tenaga Nasional (YTN), established in 1993, funds much of the Companys CSR programmes. TNB also has a tradition of promoting sports and rising sporting talent in the country. The Companys own hockey team is well-known for regularly winning the Malaysian Hockey League Championship. TNB Vision is To Be among the Leading Corporations in Energy and Related Businesses Globally TNB Mission areWe Are Committed to Excellence in Our Products and Services Reference : https://www.tnb.com.my/ Chairmans Statement for TNB The Chairman states that TNB had to manage the prolonged gas supply shortage. About 60% of the generation capacity in Peninsular Malaysia depends on gas, hence the shortfall took a significant toll on the company, requiring them to burn more exclusive substitute fuels such as medium fuel oil (MFO) and distillates. Faced with these challenges, it has become increasingly difficult to stay true to their core duty of Keeping the Lights On. Where else rallying all their resources and working together as they have done for more than 60 years, TNB managed to achieve highly worthy financial results and operational performance. In their quest to serve their consumers while ensuring financial cautiousness, they kept innovating, and seeking ever better technologies to improve their operational efficiencies hence drive down costs and boost their bottom line. Yet, they would not have been able to produce the results they did this financial year if not for the support of the Government, which he lped extremely to reduce the impact of the increased cost of fuel. The Government introduced a compensation package that came into effect in January 2012, through which the additional costs that TNB has had to shoulder is being shared three ways by the Government, Petronas and the company. Since this compensation scheme was implemented, they received a total of RM3,154.5 million, significantly easing their financial weight and leading to a return in their profit margins from the second quarter of the financial year 2012 onwards. The cost compensation mechanism, however, is only a temporary solution until sustainable measures are implemented that will lead to a more open, competitive and efficient industry. A good deal of groundwork has been done towards this end. The government and regulators have indicated that new policies and regulatory frameworks will be put in place soon to restore the fuel cost issue in a way that benefits all parties involved. The Groups profit was a healt hy RM4, 197.6 million for the year, a more than three-fold increase of the RM965.4 million achieved in Financial Year 2011. The Groups total revenue, meanwhile, increased by 11.2% as against an increase of 2.1% in operating expenses. This resulted in a higher EBITDA margin of 25.1% as compared to 23.3% in Financial Year 2011. The increase in EBITDA margin was also partly contributed by the slight improvement of 1.5% in the daily average gas volume, from 946mmscfd in year 2011 to 960mmscfd in year 2012. The Board of Directors is encouraged by TNBs healthy performance. And it gives them great pleasure to announce that, after not being able to declare a final year dividend for Financial Year 2011, they are recommending for approval of shareholders at the forthcoming Annual General Meeting a final single tier dividend of 15.0 sen per ordinary share for this financial year. As noted above, it has become increasingly more challenging to keep the nations lights on while ensuring the sus tainability of TNBs operations. However, TNB are guided in this on-going mission by their 20-year Strategic Transformation Plan which they embarked on in 2005. Divided into four five-year phases, this plan strengthens their ground rules and places them on a stronger footing towards realizing their long-term vision of becoming a leading energy corporation globally. Although they are less than halfway through this Strategic Plan, they have already achieved some very encouraging results. A range of key aspects of their performance in terms of electricity generation, transmission and distribution have reached, or are very close to reaching, world-class standards. For the year 2011, Platts rated TNB the 24th best electric utility company in the world, and the third best in Asia. Coming from such a well-known organization, this ranking speaks volumes of their financial and operational management. TNB is now in the midst of the second phase of the Strategic Plan, called Gemilang 2015 Grow th, Global, Green, which was launched on 4 January 2011. The focus of this phase is to further enhance their operations in the traditional domains of generating, transmitting and distributing electricity, while also exploring new energy related ventures locally and abroad. Towards further enhancing their core business, they have embarked on several initiatives to improve our cost-efficiency and operational effectiveness. These include broad financial and asset management plans and programmes. A key achievement of the year has been a further reduction in Transmission and Distribution Losses to 8.25%, surpassing their target of less than 9%. In terms of business expansion, they believe that TNB should leverage on its expertise to develop new sources of revenue in the energy industry locally, as well as abroad. To support their growth plans, they are working on an effective business development and policy framework which will set the company on the right path towards hitting their targ eted non-regulated revenue of RM5 billion by 2015. The chairman also adds that that its the results of the hard work of the entire TNB family. He also expresses his sincere gratitude to every one of more than 33,500 staff. He also record a special tribute to Dato Sri Che Khalib bin Mohamad Noh. Under his leadership over the last eight years, TNB has received numerous accolades, including the Prime Ministers Industry Excellence Award (AKIPM) in 2007, the highest industrial recognition in the nation for a corporate body. TNBs achievements reflect Dato Sris outstanding capabilities as President/CEO. At the same time, he welcomes the new President/CEO, Datuk Wira Ir. Azman Mohd, a veteran of the company whose entire career has been with TNB. He also thanks the Government of Malaysia and the regulatory bodies and particularly the Ministry of Energy, Green Technology and Water and the Energy Commission for their cooperation and collaboration with their continued support and he assures that TNB will make huge strides towards becoming a successful and responsible corporate citizen. Reference : https://www.bursamalaysia.com/market/ Part 2 Part 3 Difference between security valuations and capital budgeting are as follow Determination of value The values of securities, for example ordinary share are based on the market values. This is determined by many factors including demand and supply. When it comes to a capital budgeting, the value of the projects is determined by the company who offers the project. 2) Cash flow Cash flow is used to determine the value of securities such as share and debentures. The futures cash flow from dividends cannot be predicted exactly because it is not in the control of the company. When it comes to capital budgeting, the futures cash flows can be controlled by the company by reducing their expenses. b) The securities are valued according to the market value which follows the demand and supply. The values of the projects in capital budgeting is decided by the company giving the project. The securities are also valued using future cash flow, for example future dividends for share valuation. These are beyond the control of the company because it would be decided by the shareholder. The cash flow from the projects in capital budgeting can be controlled by the company by using cost cutting measures.