Thesis: Computer and Study

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Maynilad Water Services, Inc. (Maynilad) is the water and wastewater services provider for the 17 cities and municipalities that comprise the West Zone of the greater Metro Manila area. In 1997, the company was granted a 25-year exclusive concession by the Philippine Government, through the Metropolitan Waterworks and Sewerage System (MWSS), to operate, maintain and invest in the water and sewerage system in Caloocan, Las Piñas, Malabon, Manila, Muntinlupa, Navotas, Pasay, Parañaque, Valenzuela, parts of Quezon City, a part of Makati, Cavite City, and the municipalities of Rosario, Imus, Noveleta, Bacoor, and Kawit in Cavite. Maynilad went through a change of ownership on January 24, 2007, with the consortium of DMCI Holdings, Inc. (DMCI) and Metro Pacific Investments Corporation (MPIC) winning 84% of the water company’s shares in a public bidding. The corporate history of Maynilad began with the successful privatization of the Metropolitan Waterworks and Sewerage System (MWSS) in 1997. Before then, MWSS was the government corporation in charge of providing water supply and sewerage disposal services in the greater Metro Manila area. In a highly anticipated bidding that drew the attention of the global water community, the partnership of Benpres Holdings Corporation (Benpres) and Ondeo Water Services, Inc. (formerly Suez Lyonnaise de Eaux) was awarded the exclusive right to run the water and wastewater operations in the West Zone of Metro Manila. Towards its 10th year, after a string of financial, legal, and regulatory disputes, Maynilad went through a change of ownership, with the consortium of Metro Pacific Investments Corporation (MPIC) and DMCI Holdings, Inc. (DMCI) acquiring 83.96% of the water company’s shares. Lyonnaise Asia Water Limited (LAWL) held a 16% share. The MPIC-DMCI consortium took over on January 24, 2007, and immediately worked on the financial and operational rehabilitation of Maynilad. In August of the same year, the consortium signed a prepayment and settlement agreement with Maynilad’s creditors and MWSS. By January 2008, the new owners of Maynilad had already paid off the company’s outstanding debts, which had then reached $240 million. An aggressive catch-up plan was also implemented to increase company revenue, improve water service operations, and drastically cut commercial losses. To herald the sweeping transformation that was about to take place, Maynilad launched its new company logo in November 2008. The new logo reflected the new direction and renewed mission of the company’s management team. Positive change has finally come to Maynilad. And soon, the results will be felt in all of West Zone. CHAPTER I

The Project and its Background
This chapter discusses the introduction, background of the study, objectives, significance of the study and scope and limitation of the study. Introduction
Automation plays an increasingly important role in the global economy and in daily experience. Engineers strive to combine automated devices with mathematical and organizational tools to create complex systems for a rapidly expanding range of applications and human activities. Many roles for humans in industrial processes presently lie beyond the scope of automation. Human-level pattern recognition, language recognition, and language production ability are well beyond the capabilities of modern mechanical and computer systems. Tasks requiring subjective assessment or synthesis of complex sensory data, such as scents and sounds, as well as high-level tasks such as strategic planning, currently require human expertise. In many cases, the use of human power is more cost-effective than mechanical approaches even where automation of industrial tasks is possible. In our generation so many things are different. The advent of technology has changed the way we live, work and spends leisure time. Computer was considered the lifeblood of society; they are everywhere. And the advancement in discoveries, both in...
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