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SMRT CEO - Merchant Saw is a crony in disguise

laksaboy

Alfrescian (Inf)
Asset
AssMRT collecting rental from those silly naive retailers who think those Xchange stations are good for business. If you go to say Tanjong Pagar Xchange, you will realize that business is rather dull there. On weekends, practically zero.

They forgot that shopping requires *ambience* - it doesn't matter if it is Sim Lim Square, Lucky Plaza, ION Orchard or Vivocity.

People will not want to travel all the way to Xchange retail spots to shop, because

1) The trains and masses of commuters spoil the atmosphere.
2) There are better options at nearby malls.

People in transit (commuters) will only buy things that assist in the transit: e.g. some takeaway snack, a newspaper, a magazine etc. You can't charge an arm and a leg in rentals for those kind of shops.

The only way is to make the Xchange retail space an extension to any malls above. This is not likely to happen as the malls' management would not want SMRT to intrude into their retail space.
 

Conqueror

Alfrescian
Loyal
Gstd

no personal prejudice, if you think logically, what kind of experience she can value-add to smrt with her retail background? does she know how to solder PCB board, can she calculate complex circuit current flow?

still cannot CONVINCE myself why she is CEO of smrt?:*:


Hitler Lee loves opportunist ! Why ? GST ? No, GSTD ! Go Squeeze Them Dry ! And we thought he said that oppo are opportunist ! He is the opportunist himself. Speak of the devil and he doth appear !
 

krafty

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Asset
Re: Gstd

i just watched the video on CNA why the train fault occur. did you look at the CEO's expression, she doesn't seem to know what is going on. as i put it previously, if she has the fundamentals, she will be able to handle the press. screwed!
 

freedalas

Alfrescian
Loyal
Steve Jobs wasn't any good at circuit design either but that didn't stop him from building the most valuable technology company on the face of this earth.:rolleyes:

Your statement displays your shocking ignorance of what is required to be a good CEO.

Do tell the forummers here, Mr Leongsam, please tell, how many Steve Jobs are there in this world? This thread is specifically addressing the suitability of Ms Saw whose shortcomings the whole world already know, and u likened her to being a Steve Jobs?

Well, Albert Einstein failed a great number of subjects while in school but turned out to be a genius. So are you going to tell our school children that it's ok to fail various subjects because they may well turn out to be another Albert Einstein?

You may want to play the devil's advocate in all these discussions, but please do so with some intellectualism. Else you're simply coming across as a self righteous smart alec, nothing more
 

Leongsam

High Order Twit / Low SES subject
Admin
Asset
Do tell the forummers here, Mr Leongsam, please tell, how many Steve Jobs are there in this world? This thread is specifically addressing the suitability of Ms Saw whose shortcomings the whole world already know, and u likened her to being a Steve Jobs?

Nowhere did I liken her to Steve Jobs. As far as I can see, she's not even middle management calibre.

The issue was regarding the qualities of a good CEO and Steve was an excellent example of how the best CEO in the world operates.
 

singveld

Alfrescian (Inf)
Asset
i agree kick the malaysian FT CEO out now. all malaysian ft are leech, they cant wait to go back to their home town with big house and car waiting for them when their quit singapore.
 

freedalas

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Loyal
Nowhere did I liken her to Steve Jobs. As far as I can see, she's not even middle management calibre.

The issue was regarding the qualities of a good CEO and Steve was an excellent example of how the best CEO in the world operates.

I do agree with you that Steve Jobs was an excellent example of how the best CEO in the world operates. But krafty's post was aimed at elaborating on Saw Phaik Hwa's lack of relevant experience and competencies to assume the post of CEO, SMRT. He wasn't talking about the general qualities of a good CEO. So your reply was not appropriate in the context of what krafty was stating.
 

Leckmichamarsch

Alfrescian
Loyal
Merchant Saw was hailed a rare catch when SMRT crowed about her appointment as the Top Fat Cat.

SMRT, one of nationalised transit cartels said Merchant Saw will bring her world class experience from DFS to a cartel organisation that relies on duopoly boons.

In reality DFS booted the inept Saw, an underperformer who relied on relations to get to where she is now.

Apparently her networking skills give her a cushy new post at SMRT. When a ex-retail fat cat goes to SMRT as Head Honcho, it is akin to getting Gucci bapoks to run General Electric.



Sadly this is only the tip of iceberg///

In one Polytechnic, the library mgmt has been passed on from one incompetent to another but within the sisterhood of christians! One or two of its bosses or ex bosses even has a diploma only/
But these bitches have upwards propulsion skills and relies on same methods Ms Saw uses.

Beats me why SMRT hires a pussy with NO technical knowledge///
 
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Leckmichamarsch

Alfrescian
Loyal
Steve Jobs wasn't any good at circuit design either but that didn't stop him from building the most valuable technology company on the face of this earth.:rolleyes:

Your statement displays your shocking ignorance of what is required to be a good CEO.

Ms Saw is good CEO meh?
 

Leckmichamarsch

Alfrescian
Loyal
You're confusing "skills and knowledge" with "leadership".

CEOs don't need to deal with the nitty gritty. They hire people to do that. CEOs need to inspire, motivate, forecast, visualise, take risks and lead from the front.

When I was working in the electronics industry, the best CEO I ever had was a History Graduate and the worst had a Masters in Electronics Engineering.

Strange to see Bill Gates knowing fuckall about software or Steve Jobs about gadget design etc.....
 

Leckmichamarsch

Alfrescian
Loyal
Re: Gstd

i just watched the video on CNA why the train fault occur. did you look at the CEO's expression, she doesn't seem to know what is going on. as i put it previously, if she has the fundamentals, she will be able to handle the press. screwed!

It is obvious the same faults were due to our excessive rains causing the hardware to malfunction in distribution of current to the rail to power the trains. Use Kepner Tregoe n you will agree with me////

Mark my word....
 

Leongsam

High Order Twit / Low SES subject
Admin
Asset
But krafty's post was aimed at elaborating on Saw Phaik Hwa's lack of relevant experience and competencies to assume the post of CEO, SMRT. He wasn't talking about the general qualities of a good CEO. So your reply was not appropriate in the context of what krafty was stating.

He said "does she know how to solder PCB board, can she calculate complex circuit current flow?".

CEOs don't need to be competent in such things in order to be good at their jobs. Neither do they need to have extensive background knowledge of the industry when assuming the reins.

Steve's other success story was Pixar. He had no background knowledge or experience in the animated cartoon industry. Yet he took Pixar from nothing to being worth billions.

Another example is Ralph Norris. Went from running a highly successful bank to being placed in charge of Air NZ when it was in its death throes. He turned things around and saved the airline without ever having worked in the airline industry prior to the appointment.
 
M

Mdm Tang

Guest
.


Business Times - 17 Dec 2011


The Circle tightens around SMRT boss

Minister expresses concern over way incident was handled; after spate of disruptions, some ask if problem is systemic

By JOYCE HOOI

THIS year has been SMRT CEO Saw Phaik Hwa's annus horribilis and it might also be her last. Resignation has suddenly become an option for Ms Saw, after the worst train breakdown in the firm's 24 years of operations happened on her watch, on Thursday night.

When asked yesterday at a press conference if she would resign, Ms Saw said: 'It's something I would seriously consider if it is necessary to do so, but I think I will reserve comment at this moment.'

Ms Saw apologised for the five-hour breakdown on the North-South Line that left 127,000 commuters stranded, including the 4,000 that were stuck in train carriages with little or no ventilation.

This comes on the back of the 40-minute breakdown on the Circle Line, which caused a six-hour disruption to the full service, squarely in the middle of the morning rush period on Wednesday.

When asked about the likelihood of Ms Saw stepping down, Transport Minister Lui Tuck Yew said: 'The important thing to us is to hold the SMRT board and management responsible and to deliver the commitments that they have made.'

He was speaking to reporters at Changi Airport last night, after returning from the Asean Transport Ministers' meeting in Phnom Penh. 'I was very disappointed with how this was handled, especially for the commuters that were in the affected trains.'

Calling Thursday night's disruption 'immensely serious', Mr Lui added that he had spoken to SMRT chairman Koh Yong Guan yesterday afternoon to 'reiterate the government's concern over the incident and how it was handled'.

Some wanted to move on from the incident. 'Singaporeans should just let go,' said housewife Kylie-Lee Wearnes.

If there is any sympathy for Ms Saw, there is certainly very little for the corporation itself, which has seen a chain of service disruptions and two major security breaches in recent years.

On two separate occasions, SMRT's train depots were broken into, and its train carriages vandalised. In September, a four-hour disruption on the Circle Line was blamed on a faulty cable.

The woes of the Circle Line have been especially difficult for transport specialists to swallow, given how new it is. Referring to SMRT's statement on Wednesday about the 'communication network problem' that had not yet been fixed, associate professor Lee Der Horng of the National University of Singapore said: 'This, I can only say, is very disappointing. (The Circle Line) is brand-new . . . and this can still happen. I believe that before they opened, they worked with regulators to do the checking and testing.'

On Thursday night, Mr Lui said on Facebook: 'I do not know if these are isolated incidents or whether there are systemic and more serious underlying issues causing these breakdowns.'

He added yesterday that a team of specialists will be assembled by next week for a 'thorough review' of the transport system.

Anthony Chin, an associate professor of transport economics at NUS, told BT: 'The Circle Line took 10 years to complete - 10 years is enough time to test the system. If it's a systemic problem, then we're in for a lot of trouble.'

Where the 24-year-old North-South Line is concerned, Prof Lee - who is a transport researcher - was willing to concede that it might have been an issue of age. SMRT had attributed Thursday night's breakdown to a 'power rail problem'.

'It's possible as time goes by, the power rail may have some additional wear-and-tear. If this is the reason, it cannot be used as an excuse. The increased train service frequency doesn't mean we should have to compromise on service reliability. They should also intensify the maintenance,' he said.

Three years ago, the company made history with a record-breaking fine - $387,176 - when the East-West Line experienced a seven-hour disruption. This affected 57,000 rush-hour commuters - less than half the number stranded on Thursday night.

While a fine of a similar size will not be material to SMRT, which took in $161 million in net profit for its last financial year, some transport analysts are expecting a new record-breaking fine.

Under the Rapid Transit Systems Act, the LTA can fine rail operators up to $1 million if service disruptions are found to be caused by negligence.

'The fine for this one has to be more. (LTA) also has to take into consideration public sentiment at the moment,' a transport analyst told BT.

'I am more concerned about the infrastructure at this point - whether they need to make a massive overhaul. The refunds to passengers and the cost of the broken window will be minute compared to SMRT's earnings.'

The window the analyst was referring to was broken by a marine insurance professional who had been among the thousands stuck in trains for almost one hour on Thursday night.

Even as SMRT tallies up the total cost, economists believe that the emotional and social costs borne by the passengers affected are bound to be hefty.

It's traumatic for a lot of people who had to walk in the tunnel, especially young children, and this will form their reference point about public transport.

This latest series of public transport snafus has come at an inopportune time, on the heels of an unpopular cab fare hike and in the wake of a Chinese national bus driver getting lost for two hours after being diverted from his route.

While the quality of service standards for bus operators have been tightened over the last few years, there has been no change to the financial penalties imposed since implementation in 2007.

'Cab fares have just been raised and (the disruptions) happen,' said Vishnu Varathan, economist at Mizuho Corporate Bank. '(The average commuter) will say, 'Why am I hemmed in?' And we will attribute it to all kinds of things - our policy on foreigners, on how we regulate public transport and then you get pretty miserable, thinking about these things.

'Maybe you can't argue that the breakdown was due to more (foreigners). That's a bit spurious. But you can argue that the fact that people have to miss three trains and we're seeing packed trains - that is something, though.'
 
M

Mdm Tang

Guest
.



Business Times - 17 Dec 2011


A white-collar hero's breakthrough role


By JOYCE HOOI

IN the CBD, one marine insurance professional now gets swaggering rights in cubicle land, with the distinction of having smashed an SMRT train's glass window with a fire extinguisher.
The man who broke a window to let air into one of the many train carriages stranded without ventilation for almost an hour during the train breakdown on the North-South line on Thursday wishes to stay anonymous. 'I'm still afraid that I might get into trouble with the authorities, even though I had no criminal intent,' he told BT.

The 31-year-old and his wife had been travelling north after work when the lights began to flicker soon after their train left Dhoby Ghaut station. 'This never happens, so I knew something was wrong,' he said. Between Somerset and Orchard, the train came to a halt. The driver told passengers that the train was experiencing technical problems. 'Unfortunately, several other functions started to shut down. Eventually, it got to the point where the ventilation fans were not working,' he said.

People began calling the driver over the intercom. 'Some people were hungry, some were fainting and some had fainted. The calls to the driver were made by ... several different people. The plea was to have the doors open,' he recounted. 'The driver maintained that he could not and that he was trying to resolve the situation in a few minutes. But that did not materialise. And when he was asked to open the doors, he said that for the safety of the passengers, he could not.'

Soon, the situation in his own carriage became more dire. 'I could see even grown men doubling over and feeling uncomfortable in my carriage.' When things appeared as if they could not get any worse, they did. 'Suddenly, everything shut down - there were no lights, the intercom went dead. We had no means to contact the driver. The last thing we heard the driver say to (another passenger over the intercom) was: 'Sir, please don't try to force the door open.'

In the darkness, the would-be white-collar hero noticed that there were children and elderly people in the carriage. He himself was experiencing nausea. 'I said to my wife: 'Surely there must be a hammer somewhere around for emergencies.' Just then, my hand passed over a fire extinguisher cover that I was coincidentally standing next to. So I squatted and another man squatted with me and he used his handphone to help me unbuckle the fire extinguisher.'

It took him more than 10 blows, but he did it. When he stepped into the next carriage on his way to tell the driver what he had done, he was driven back by the lack of air. Some 20 minutes later, the train was brought to Orchard station, where it sat for another five minutes before the doors were pulled back and manually held open to let the commuters out. 'The cost of a broken window versus the cost of several people suffering in front of you - the decision was easy to make,' he said. He is philosophical about the matter. 'I'm pretty neutral towards how SMRT handled it. Stuff like this happens in life.'
 

freedalas

Alfrescian
Loyal
He said "does she know how to solder PCB board, can she calculate complex circuit current flow?".

CEOs don't need to be competent in such things in order to be good at their jobs. Neither do they need to have extensive background knowledge of the industry when assuming the reins.

Steve's other success story was Pixar. He had no background knowledge or experience in the animated cartoon industry. Yet he took Pixar from nothing to being worth billions.

Another example is Ralph Norris. Went from running a highly successful bank to being placed in charge of Air NZ when it was in its death throes. He turned things around and saved the airline without ever having worked in the airline industry prior to the appointment.

You're simply arguing in circles, so it's back to the first question I posed to you "how may Steve Jobs are there in this world" or with your latest post, how may Ralph Norris are there in this world? What krafty was pointing out that in appointing people who are not in the same league as the Steve Jobs of this world, to be a CEO of an organisation, he or she must have some practical knowledge of the business of the company. In this case, it's a rail company that basically is very operational, so someone like Saw PH whose previous experience was only in selling perfumes and branded handbags, would be a total misfit. krafty was only using the soldering of PC board and calculating circuit flow as an illustration, he didn't mean it literally. He was talking about what makes a good CEO in general. A common problem with your comments is that they based on generalities and examples of which are totally irrelevant to the topic at hand. If someone of Steve Job's capability was in charge of SMRT, it would not be an issue isn't it?.
 

1sickpuppy II

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The problem all started when the Sr staffs were retrenched, resigned, retired and asked to leave. When she took over how many senior staff with years of experience and trained by experts from Japan, England and Hong Kong that did not agreed with her was removed and replaced with young people with paper qualifications and have not the slightest idea of how to run a train system. There these young management staff tried to impress her by backstabbing each other, come out with hairbrain ideas or quick fix solutions that did not sound in the long run. Well guess what after 10 years of this type of shit from a well oiled and smooth running system she ran it to the ground. Mark my words as long as she is in the helm surrounded by her clueless dogs there will be no improvment.
That was the time I took a serious look at my retirement plan. Then came her waves of cost cutting measures, buying of cheap spares that looks good on paper but can't even last till the next round of preventive maintainance, reduce the manpower to all sections working at skeleton crew level. The last straw came when some of my junior staffs was not satisfied with the way they were graded and the amount they got compare to what their bosses got. They brough it up to the union and HR and they got the same reply " The door is always open". That was when I knew the shit has hit the ceiling and I took my earily retirment and joined my fellow former co-workers.
 
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