Singapore Airline

By
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Krisanapong Nimanussornkul
5961197
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Tanat Sangwong 5961121
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Present
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Mr. Stanly John
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Singapore Airlines, based at Singapore Changi Airport, is the flag carrier of the
Republic of Singapore. It ranks amongst the top 15 air carriers worldwide in terms of
the scale of revenue-passengers-kilometres, and 10th in the world for the volume of
international passengers carried. Singapore Airlines is one of the largest airline
businesses in Asia (Allen, 1990). According to website entitled The Top 100 Airlines of
2016, Singapore Airlines ranked third from all of top airlines in 2016. SIA is the
worlds most awarded airline. And in December of 2010, the International Air
Transport Association announced that Singapore Airlines was the second largest
airline in the world, with a value of 14 billion U.S. dollars.

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! Goh Choon Phong is Chief Executive Officer of Singapore Airlines. He joined
!Singapore Airlines in 1990 and has held senior management positions in Singapore
as well as overseas. Mr Goh joined the Airlines Board on 1 October 2010 and was
!appointed CEO on 1 January 2011. (Star Alliance, 2017)
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Singapore Airline has made a habit of leading the way, and along the way
developed a
reputation as an industry trendsetter. Their ever-growing list of industry-
leading
innovations includes the following firsts:
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1. First to offer free headsets, a choice of meals and free drinks in Economy
Class, in the 1970s.
2. First to introduce satellite-based in-flight telephones, in 1991.
3. First to involve a comprehensive panel of world-renowned chefs, the
International Culinary Panel, in developing in-flight meals, in 1998.
4. First to offer audio and video on demand (AVOD) capabilities on KrisWorld
in all classes, in October 2001.
5. First to fly the A380, from Singapore to Sydney, on 25 October 2007.
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Singapore airline holds firm to their six Core Values, which they strongly believe
are key to the SIA mission
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1. PURSUIT OF EXCELLENCE
! They strive for the highest professional standards in our work and aim to
! the best in everything we do.
be
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2. SAFETY
They regard safety as an essential part of all our operations. They
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maintain and adopt practices that promote the safety of their customers and
staff.
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3.
! CUSTOMER FIRST
They think that the customers are foremost in their minds all the time.
! go the extra mile to exceed their expectations.
We
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4. CONCERN FOR STAFF
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They value their staff and care for their well-being. They treat them with
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respect and dignity and seek to provide them with appropriate training and
development so that they can lead fulfilling careers.
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! INTEGRITY
5.
They strive for fairness in all business and working relationships.
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6. TEAMWORK
They work with pride as a worldwide team to achieve success together.
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RISK ASSESSMENT AND MANAGEMENT
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The Board of Directors is responsible for Risk Governance, which includes
oversight of the Enterprise-wide Risk Management, Framework, and
corresponding processes. Through the Risk Management Process, all risks, including
economic, environmental and socio-political, are identified and managed
accordingly.
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The Risk Management Process provides for the identification and
management of risks from ground up, including from staff working in contact
with customers/consumers, suppliers/agents and regulatory bodies. The needs
and expectations of these external parties are taken into consideration in
identifying and managing the risks.
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The Risk Management Process also requires senior management to provide a
top-down perspective to the identification/ management of risks, so that
corporate and shareholder needs and requirements are also taken into
consideration.
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Singapore Airlines attaches a very high priority to ethical business conduct in
the markets in which we operate. We engage employees, contractors and
agents on the basis that their integrity in the conduct of their work is critical
to our business and reputation.
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SIA implemented a whistle-blowing programme called Policy on Reporting
Wrongdoing in October 2005, for staff to raise concerns about possible
improprieties in matters of financial reporting or any other matter, in
confidence. Staff are reminded through their internal Intranet and a
mandatory e-learning training module that under the Policy on Reporting
Wrongdoing, they could report suspected matters of wrongdoing affecting the
Company, either through email or via telephone.
They also welcome external comments, questions and thoughts about their
Companys ethics and integrity, to be sent through the same email and
telephone contacts.
They also have a Suppliers Code of Conduct, which we expect all their
suppliers to adhere to. Based on the principles of the United Nations Global
Compact with respect to Human Rights, Labour, the Environment and Anti-
Corruption, the Codes contents were developed to be consistent with their
business values.
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They have formalised a Sustainability Strategy for the first time. They believe
that this strategy will not only enable us to retain their leadership position and
fulfill the terms of their mission statement, it will also empower them to
effectively contribute to the areas and markets in which they operate.
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Four main point in Sustainability Strategy
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1 ) Safety
: Safety is an essential part of their operations and they constantly strive to
improve safety practices.
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2) MANAGING ENVIRONMENTAL IMPACT
: They are committed to environmental sustainability and ensure that their
operations are carried out in a responsible manner.
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3) SUPPORTING OUR COMMUNITIES
: They practice good corporate citizenship and contribute and invest in the
communities in which they operate.
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4) STAKEHOLDER ENGAGEMENT
Customers:
- They are committed to offering customers the best travel experience through
product and service innovation, our modern fleet and extensive network
Shareholders:
- They maximise returns for long-term profitability, with the aim of creating
sustainable shareholder value
Staff:
- We value our staff and care for their well being and development
Suppliers:
- We treat our suppliers with respect and emphasise fairness in relationships
with them
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They have conducted a materiality assessment to identify sustainability
issues that are pertinent to business They aim to expand the materiality
assessment to include the sustainable practices of our subsidiaries.
(supporting company)
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- Same values as Sustainability Strategy, however it adds these of the
following
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(the action or manner of governing)
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They are committed to continually maintaining high standards of corporate
governance, professionalism, integrity and commitment at all
levels.
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SAFETY IS ONE OF SIAS CORE VALUES. IN THEIR DAILY OPERATIONS, THE
SAFETY OF OUR CUSTOMERS AND EMPLOYEES IS OUR FIRST AND FOREMOST
PRIORITY.
SIA believes that it is every employees responsibility to work towards a
strong and positive safety culture and they have put in place Flight Safety
and Safety and Health policies to achieve that goal.

SIA will consistently provide quality training to their employees.

Their equipment and operating systems are well maintained and in good
working condition.
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SIA place the greatest importance on the safety of customers and
employees and will do our utmost to provide and maintain a safe and healthy
work environment
Strive to anticipate and eliminate hazards that may result in personal injury
or illness and/or loss or damage to property and equipment.
Take responsible steps to provide the best possible care in the maintenance
of equipment and facilities. Instill and promote safety consciousness among
employees to prevent accidents and injuries.
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Every employee is enrolled in the Safety Programme and takes a refresher
assessment test every three years.
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One of the key components of the Workplace Safety and Health (Risk
Management) Regulations is risk assessment of workplaces and the reduction of
risks to an acceptable level. To equip employees with the necessary knowledge in
carrying out hazard identification and risk assessment, a risk management course
was conducted on 23 July 2013.
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The SIA Ground Ramp Incident Prevention (GRIP) programme focuses on
preventing ground/ramp incidents at our stations.
The objective of the GRIP programme is to:
Raise awareness of safety practices on the ground.
Reduce ramp incidents.
Measure safety performance standards for continual improvement.

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The key safety programmes are carried out according to three main thrusts. Sia
run a series of programmes under each thrust to manage safety actively.
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- SIA carries out a company-wide online Safety Survey with air crew every two
years. The Safety Survey assesses a number of areas, such as safety
management, violations observed during operations and readiness of our crew to
report safety occurrences or issues.
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- SIA place emphasis on using employee feedback to improve the safety
environment in the workplace and encourage employees to identify hazards, and
to create awareness.
- Procedures are put in place for employees to report such incidents for both
flight and occupational safety.

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- All cabin crew undergo training courses that inculcate safety and security
awareness and focus on safe work habits.
- Resources such as videos, circulars, campaigns and various communication
sessions are used to promote safe work habits and increase crew awareness on
workplace safety.
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- SIA is committed to serving in-flight meals that meet the highest levels of food
safety.
They have a policy of not using Monosodium Glutamate (MSG) in freshly prepared
meals.
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1) EMPLOYEE CODE OF CONDUCT
- SIA encourage all employees to embrace their core values, i.e. pursuit of
excellence; safety; customer first; concern for staff; integrity; and teamwork.
2) SIA make use of multiple channels to communicate their latest news and
happenings to our people. E.g.
Outlook, their in-house magazine, which is published on a monthly basis.
Intranet site which can be accessed by all employees
Business Meetings for employees are organised twice a year and cover a review of
the Groups commercial activities and financial results.
One of the main forms of regular feedback is the Organisational Climate Survey
(OCS) that SIA conduct once every two years. The purpose of the survey is to
gather employees feedback on employee engagement and workplace issues.
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1) Talk / Workshops
2) Sport activities
3) SIA Group Road Run
4) SIA Group Athletics Meet
5) SIA Games Festival
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Flexible working arrangementstaggered hours
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- Provide flexibility and convenience.
- Reduce the strain of long travelling time by employees during peak periods.
- Raise employee morale and improve productivity.
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- Educate their staff on the importance of caring for the environment.
- Established an environmental action programme to oversee matters related
to environmental management.
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SIA
- focus needs to be on passengers, rather than on pricing.
- focus on in-flight service. (entertainment available to aircraft passengers during a
flight)
- focuses on the first class and the business class passengers.
- prepared perfect number on material, good service. Theyre scripted in knowing
exactly who the passengers are and what they want.
- do discount, but very infrequently relative to the competition.
- make sure that if theres anything that these passengers dont like, they fix it.
- When SIA faces recessions, they choose to invest rather than divest.
E.g.
- Singapore Airlines tends to buy new aircraft during economic downturns.
- The advantage is that the aircraft manufacturers are very willing to provide discounts
to buyer.
- Singapore Airlines invests when everybody else is deciding not to spend on buying new
aircraft.

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- Singapore Airlines Ltd. - Company Profile, Information, Business
Description, History, Background Information on Singapore Airlines Ltd.
(n.d.). Retrieved May 22, 2017, from http://
www.referenceforbusiness.com/history2/38/Singapore-Airlines-Ltd.html
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- Airline Spotlight: Singapore Airlines - Travel Blog by FlightNetwork. (n.d.).
Retrieved May 22, 2017, from http://www.flightnetwork.com/blog/
spotlight-singapore-airlines/
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- (n.d.). Retrieved May 22, 2017, from http://www.airlinequality.com/
review-pages/top-10-airlines/
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- (n.d.). Retrieved May 22, 2017, from http://www.staralliance.com/en/ceo-
biography?airlineCode=SQ
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- Vishnoi, B. A., Ting, S. D., Skift, D., Sumers, S. B., & O'Neill, S. S. (2016, March
25). Singapore Airlines CEO on Its Multi-Brand Strategy for Winning in
Asia. Retrieved May 22, 2017, from https://skift.com/2016/03/14/
singapore-airlines-ceo-on-its-multi-brand-strategy-for-winning-in-
asia/
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- Singapore Airlines' Winning Strategy. (2015, March 30). Retrieved May 22,
2017, from https://hbr.org/2008/08/harvard-business-ideacast-107.html

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- By Tonklar & Tai / 1001

Step 1

We chose Singapore Airline as an topic because we thought that it is very

interesting topic that motivates us to learn and research based on the question about
the strategy that SIAs CEO uses to manage the business and causes the SIA becomes
top three airline of the world. Also, as an individual who want to become a businessman
in the future, I want to study their strategies to adapt in the future business work,
because Singapore Airline is the top class airline same as others business. However,
what method that SIAs CEO uses to make SIA differs from other airlines and become
top three airline in the world. It was a motivation question that caused us to do this
topic.
Our Driving question was that what strategy that SIAs CEO used to manage
singapore airline and makes it become one of the top airline in the world.
Our SMART goal was that to study about SIAs CEO business strategy, mission
statement , values, the performance, staff management, the obstacle that he faced,
and how he surpass that obstacle.

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Step 2

Firstly, the step in our plan will be illustrated in the following.

1. Choose the topic based in what we interest.
2. Writing a driving question.
3. Write SMART goal.
4. Divided the work to group member.
5. Searching the information from internet and book.
6. Analyzing information & summarizing information.
7. Watch video in order to understand the topic easier.
8. Making the product, which is a booklet.
7. Practicing before presenting in front of class.
8. Presenting the product to class.

1. In the working process, our group member are all following the plan. We did
the research in the first two day of class, then we watched the video for
understanding outside the classroom-time. Finally, we did make the product in
our meeting other than class time.

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!Reflection on learning process : Tonklar
!Based on the process that we did in this project, we learned many valuable lesson
!from the management of Singapore Airline, which will be illustrated in the
following.
!Firstly, we did learn that the most important factor to make business success is
the care to consumers, more than the pricing. If we know the things that
!consumer really wants and give the good service to them with reliable prices,
!they will choose our business for sure. Also, improving and fixing the production
of business is also important thing. From the learning process, our teams
!success is that all team members have high responsibility to do work. They
finished the work on time and understand the topic well. Also, we divided work
!carefully based on the person speciality, so the outcome is well because we did
the work that we are good at.
Apart from the previous point, there were also little failure from our
teams learning process. That mistake is that we didnt practice much about
presenting in front of class. So, I learned from this mistake that we should
practice presenting in order to avoid mistake during our presentation. My
strength as learner is that I have effort to do work as well as have the
responsibility to do work. My weakness as learner is that I didnt divide work
equally to my team mate. Therefore, I want to consider my teams skill and
divide the work equally according to their skill, without doing the large amount of
work by only myself.
Finally, the things that I learned about myself as learner is according to the
ESLOs, the expectation that the MUIDS wants their students to achieve. I learned
to be Strategic learner because I created a learning plan before doing work. I
learned that having a good plan will decrease the time that we will use in working
process. Secondly, I learned to be Innovative thinker, because I learned to use
technology to create high quality product, which is well-arranged booklet. Also, I
learned to be Articulate communicator, because I reflected what I learned as well
as explained what I learned to the different group of people in class. As a person, I
learned to work as a good leader who work with the good plan and working
process, then achieves the same goal with the team.
 ! Reflection on learning process : Tai
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In this quarter, I learnt about management, mission statement , business
organisation chart, entrepreneur. I thought that I gained lots of information
about business. For example, I knew how to create some business, and
organised a work with my friends. This subject improved my confidence and
leadership. I really liked this class even though it was very hard for me. I also like
my teacher named Mr. Stanly John. He was a really good teacher. He is kind and
active. I like his teaching style. Finally, I want to say that thank you for
everything you had done to our class Mr. Stanly John.
In my opinion, I thought that I success in how to manage my work and
organise my teammate. I can adjust myself about time and responsibility.
However, I also had failure. For example, my failure was when my teammate
and I didnt pay a lot of attention about some presentation, and that made
me confuse about some homework. Also, when I had a presentation, I didnt
have time to prepare myself. So that caused me to get low score. I thought that
I can learn many things from these mistakes. For example, I learnt that what
was the effects of didnt listen to other people when they were speaking.
My strength were that I am a work hard student. I have enough
responsibilities in order to complete my work. I like to present my ideas to some
of my friends. However, my weakness were that sometime I was a lazy person,
and I cant control myself away from my phone or my computer.
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