London urban public transportation project

Asumptions

User categories

London k people 9102

Population grow% 3%
Population 2023 9375.06

User categories Population

Infant 1203 13%
Teenager 551 6%
18+ 190 2%
Adult 5266 58%
60+ 1505 17%
8715 96%

Fare by User categories

User categories Unit Pay as you go Daily cap

Share (%) 60% 20%
Infant £ 0 0
Teenager £ 0.85 2.55
18+ £ 1.75 5.25
Adult £ 1.75 5.25
60+ £ 0 0

Revenue by User categories

User categories Unit Pay as you go Daily cap

Infant £ 0.00 0.00

 Teenager £ 289.44 289.44
18+ £ 205.49 205.49
Adult £ 5695.18 5695.18
60+ £ 0.00 0.00
6190.10 6190.10
12% 12%

Discount
Revenue growth Revenue rate
2022 49539
1 2023 3% 51026 1.00%
2 2024 2% 52046 1.20%
3 2025 2% 53139 1.20%
4 2026 2% 54308 1.25%
5 2027 2% 55394 1.12%
6 2028 2% 56502 1.20%
7 2029 2% 57632 1.20%
8 2030 2% 58785 1.20%
9 2031 2% 59961 1.20%
10 2032 2% 61160 1.20%
PROJECT NET PRESENT VALUE

sales revenue estimation

sales revenue estimation 100% 49539
-COGS
=Gross profit
+other revenues
-other expense
=EBITDA
-A
-D
=EBIT
-interest payment
=EBT(taxable income)
-tax payment
NOI(net operating income)
+A
+D
=free cash flow
Population Unit Pay as you Daily cap Weekly PassMonthly BusAnnual Bus
1239.09 k people 743.454 247.818 123.909 61.9545 61.9545
567.53 k people 340.518 113.506 56.753 28.3765 28.3765
195.7 k people 117.42 39.14 19.57 9.785 9.785
5423.98 k people 3254.388 1084.796 542.398 271.199 271.199
1550.15 k people 930.09 310.03 155.015 77.5075 77.5075
8976.45 5385.87 1795.29 897.645 448.8225 448.8225

Weekly PassMonthly BusAnnual Bus

10% 5% 5%
0 0 0
12.3 47.3 492
17.3 66.5 692
24.7
0 0 0

Weekly PassMonthly BusAnnual Bus

0.00 0.00 0.00 0.00

 698.06 1342.21 13961.24 16580.39
338.56 650.70 6771.22 8171.45
13397.23 0.00 0.00 24787.59
0.00 0.00 0.00 0.00
14433.85 1992.91 20732.46 49539.43
29% 4% 42% 100%

Present
Value Population
9120
50520 9394
50819 9581
51271 9783
51676 9998
52394 10198
52600 10402
53015 10610
53434 10822
53857 11038
54283 11259
523869
GMD 2022

1. Revenue 3,898 100% SALES REVENUE

2. Deduction from revenue 0%
3. Net revenue 3,898 100% NET SALES REVENUE 3,898
4. Cost of goods sold 2,180 56% COGS 2,180
5. Gross profit 1,718 44% =GROSS PROFIT 1,718
6. Financial income 24 1% OTHER INCOME 453
7. Financial expenses 166 4% OTHER EXPENSES 208
Of which: Interest expenses 131 3% =EBITDA 1,963
8. Share of associates and joint v 399 10%
9. Selling expenses 142 4%
10. General and administrative e 524 13%
11. Operating profit 1,309 34%
12. Other income 30 1%
13.Other expenses 31 1%
14. Other profit 0 0%
Share of associates and joint ventures' result
15. Profit before tax 1,308
16. Current corporate income tax 166
17. Deferred income tax expenses -19
18. Net profit after tax 1,161
Minority's interest 167
Profit after tax for shareholders 994
19. Earnings per share 3,034
20. Diluted earnings per share 3,034
BUJI KHALIFA TOWER

stakeholder management

diverity management

Religion
Nationality Language Skill/Position
India Asia-West English Workers
pakistan Asia-West English Workers
Bangladesh Asia-West English Workers
Nepal Asia-West English Workers
China Asia-East Workers
KOREA Asia-East Supervisor/Expert
Japan Asia-East Supervisor/Expert
Vietnam Asia-East Workers
Uzebek Asia-East Workers
Philipin Asia-East English Workers
Turkish Workers
Germany Supervisor/Expert
French Supervisor/Expert
Italya Supervisor/Expert
BELGIUM Supervisor/Expert
England English Supervisor/Expert
Scotland English Supervisor/Expert
Ireland English Supervisor/Expert
USA English Supervisor/Expert

Zone 1
Constructi Zone 2
on Construction
workers workers
Labor demand Availability 30 35
labor supply 30 35
labor shortage 0 0
India 20 20
pakistan 25
Bangladesh 2 2
Nepal 2 2
China 31 31
KOREA 0.01
Japan 0.01
Vietnam 15 4
Uzebek 10 6
Philipin 15
Turkish 0.01
Germany 0.01
French 0.01
Italya 0.01
BELGIUM 0.01
England 0.01
Scotland 0.01
Ireland 0.01
USA 0.01
Total 120.11
Culture
India style Eating style Dressing style Smell Working quality compliance
India style India style conservative Sensitive 2
India style India style conservative Sensitive 2
India style India style conservative Sensitive 2
Chinese influence India style conservative Sensitive 2
Chinese influence Chinese style more open Sensitive 3
Chinese influence Chinese style more open Sensitive 5
Chinese influence Chinese style more open Sensitive 5
Chinese style more open Sensitive 2
more open Sensitive 4
more open Sensitive 4
Western style Sensitive 4
Western style Western style open/personal stype Sensitive 5
Western style Western style open/personal stype Sensitive 5
Western style Western style open/personal stype Sensitive 5
Western style Western style open/personal stype Sensitive 5
Western style Western style open/personal stype Sensitive 5
Western style Western style open/personal stype Sensitive 5
Western style Western style open/personal stype Sensitive 5
Western style open/personal stype Sensitive 5

Zone 3
Construction Auditor(monitor and
workers Supervior control) W
35 0.5 0.5
35 0 0
0 0.5 0.5
Shifts
25 -5 Issue: Parkistan and Vietnaese/ Philipine
naturally do not go along (differences in
23 religion/language/eating style/etc.)
0 Solution
Ask labor supplies to employ more
-29 workers from Paristan and stop working
31 with Vietnamese workers or vs.
0.01 - religion
- quality/ performance/ efficiency
-3.99 - behavior
9
10 0
15
0.01
0.01
0.01
0.01
0.01
0.01
0.01
0.01
0.01
and Vietnaese/ Philipine
go along (differences in
e/eating style/etc.)

es to employ more
ristan and stop working
e workers or vs.

mance/ efficiency
Intergration process

Chinese
Japanese
Korean
Philipines
Myanma
India
Bangladesh
Parkistan
Mexico
INVESTMENT ANALYSIS

ASSUMPTIONS

Investment
Year 0
Alternative A $ -350
Alternative B $ -250

PRESENT VALUE
Discount rate
Alternative A % 0.1
Alternative B % 0.1

Investment
Year 0

Alternative A $ -350
Alternative B $ -250

Investment
Year 0

Alternative 1 $ -350
Alternative 2 $ -250
 Investment
Year 0

Alternative A $ -350
Alternative B $ -250

STEP 1%
Discount rate NPV B NPV A better
5% 66 82 Alternative A
6% 60 71 Alternative A
7% 54 59 Alternative A
8% 48 48 Alternative A
9% 42 38 Alternative B
10% 37 27 Alternative B
11% 32 18 Alternative B
12% 26 8 Alternative B
13% 22 -1 Alternative B
14% 17 -10 Alternative B
15% 12 -18 Alternative B
16% 8 -26 Alternative B
17% 3 -34 Alternative B
18% -1 -41 Alternative B
19% -5 -49 Alternative B
20% -9 -56 Alternative B
21% -13 -62 Alternative B
Operations period CASHFLOWS
1 2 3 4 IN OUT
50 100 150 200 500 350
125 100 75 50 350 250

time
discount rate

Operations period
1 2 3 4
NPV
45 83 113 137 27
Criteria to determine the
114 83 56 34 37 -risk degree: 1 is risker tha
A1/A2 -26% - > inflation
-interest rate for loans fro
Best alternative Alternative B -capital cost
-exchange rate
-opportunitiy cost
-political risk
-monetary policies
- size of investment
Operations period
1 2 3 4
0.0603 0.072 0.0875 0.063 NPV
47 87 117 157 57
118 87 58 39 52
A1/A2 110%
Operations period
1 2 3 4
NPV
44 78 104 123 0
106 72 46 26 0
A1/A2
Best alternative Alternative A
IRR
12.9%
17.8%

loss-making
profit profit
profit profit
profit profit
profit profit
profit profit
profit profit
profit profit
profit profit
profit loss
profit loss
profit loss
profit loss
profit loss
loss loss
loss loss
loss loss
loss loss
 MARGIN ($) MARGIN (%)
150 43%
100 40%

SELECTION BY MARGIN ($) Alternative A

SELECTION BY MARGIN (%)
Best alternative
A1/A2 50.0%

discount rate

term 0.5 1
interest rate
Criteria to determine the discount rate
-risk degree: 1 is risker than 2 TPB 4.80%
- > inflation Vietcom 6.90% 8.10%
-interest rate for loans from banks
-capital cost Viettin 6.75% 7.75%
-exchange rate Techcom 5.65% 5.75%
-opportunitiy cost
-political risk prevalance lending rate 6.03% 7.20%
-monetary policies
- size of investment

NPVA-NPVB
5

-335544.32
 2 5 10

6.30% 7.90%
10.0% 7.70%
8.0% 7.70%
7.49%
9.0% 6.30% 7.63%
Management information system
SH category Nationality
SHC code SHC name N code Nation
1 ownership 1 Vietnam
2 customer 2 Japan
3 supplier 3 Singapor
4 state authorities 4 India
5 PM workers 5 Indonesia
6 partnership 6 Thailand
7 MISC 7 US
8 Public 8 Multination
9 third party 9
10 10
11
12
stakeholders
SH CODE SH name Sh category Nationality

1 TOYOTA Japan ownership Japan

2 VEAM ownership Vietnam
3 KUO-Singapore ownership Singapor
4 Tahara supplier Japan

5 workers PM workers Vietnam

7 Toyota VN-inventory manager PM workers Vietnam
8 Government VN state authoritiesVietnam
9 Business partner partnership Vietnam
10 Banks partnership Vietnam
11 Local resident Public Vietnam
12 SG Newsports supplier Vietnam
13 Tesla Motor supplier US
14 TV managers PM workers Vietnam
15 Mailinh group customer Vietnam
16 MOIT state authoritiesVietnam
17 Dealer partnership Vietnam
18 Environment agencies third party Vietnam
19 Environment agencies third party Japan

20 Tax authority state authoritiesVietnam

21 Insurance companies supplier Multination
22 Logistic Company supplier Multination
23 Custom state authoritiesVietnam
24 MOC state authoritiesVietnam
25 Security guard supplier Vietnam
Interest conflicts
Capital resource if TOYOTA Japan put too much financial resouces to this project,
it has less financial resources for the other projects worldwide

if the company increases the salary for workers, it has lee retained earning; TV
want workers to work more for less salary while the workers want to work less
for higher salary; the workers tend to cheat; workload may have negative impacts
to the health of the worker;

to fight again tax fraudulend, the TV has less money less to invest into the factory
and then quality go down
Process management
Toyota Vietnam car plant

Stage and process

Name Category Parent Assigned to

INITIATION Stage BOD
Start Operation INITIATION BOD
Initiate the idea Operation INITIATION BOD
Review Operation INITIATION BOM
make a reviewing board Process INITIATION BOM
send the proposal and order the RB toProcess INITIATION BOM
conduct analysis Process INITIATION BOM
RB write report and recommendationsProcess INITIATION BOM
Make a formal approval Operation INITIATION BOM
receive the formal approval Operation INITIATION BOD
make a project planning Operation INITIATION BOD
receive & ackorder from BOD Operation INITIATION Marketing &Sales
PLANNING Marketing &Sales
PLANNING Marketing &Sales
PLANNING Marketing &Sales
PLANNING Marketing &Sales

PLANNING
 Project Process Categories

Time requi Cost PPC code PPC name

PPC 1 Process
10 PPC 2 Operation
8 PPC 3 Task
PPC 4 Stage
8 PPC 5 Program
1
8
40
8
8
8
1
10
30
15
5
Organization structure
OS Code OS name Cost per hour
OS 1 BOM 100
OS 2 BOD 80
OS 3 Marketing &Sales
OS 4 Accounting & Finance
OS 5 Engineering
OS 6 Board of Project Management
OS 7 Contractor
OS 8
OS 9
OS 10
Cost management
Time management

20

Predecesso
Task Duration
rs
ES EF LS LF

Start
A 2 1 2 1 2
B 5A 3 7 3 7
C 7A 3 9 13 19
D 3B 8 10 13 15
E 4B 8 11 8 11
F 2E 12 13 12 13
G 2F 14 15 14 15
H 3 D, G 16 18 16 18
I 1H 19 19 19 19
J 5F 14 18 15 19
K 1 C, I, J 20 20 20 20
FLOATING Critical path

0A
0 A-B
10 A-B-
5 A-B--
0 A-B---E
0 A-B---E-F
0 A-B---E-F-G
0 A-B---E-F-G-H
0 A-B---E-F-G-H-I
1 A-B---E-F-G-H-I-
0 A-B---E-F-G-H-I--K