SMR Technologies Chairman & CEO Dato' Dr R Palan discusses the following questions:

- You’ve been a trainer all your life. At what point did you realise the necessity to institutionalise your work into a corporate structure 

- Discuss the path to SMR - and then the path to becoming a PLC 

BUSINESS PLAN - REVENUE STREAMS 

- Discussion on each -- and which is the biggest contributor to group revenue - and whether overdependence on one or the other 
> Professional HR solutions (events/consulting/outsourcing/search) 

> HR Software (HRDPower.Net Enterprise, HRDPower SAAS) 

> Education (National Capacity Building: english language, vocational skills, tertiaryeducation) 

OPERATIONS 
- Challenges: people / fee and pricing pressure / adoption / preference for foreign professionals and not local? 

- Challenges: developers / upgrades? - 

- Challenges: dealing with a government which has back-shelved English as a means of learning science and maths 

- Positioning? What is SMR? A software firm? Event manager? A university / education provider? A trainer? Clarity of focus

- Whether the street / investment community values SMR accordingly - Client breakdown: GLC / Private sector 

GROWTH - EXPANSION 
- With most -- 95% -- of group revenue coming from OCHR (Outsourcing, consulting and HR activities) where is the next leg of growth coming from

- Tertiary education: ISSUES 

CORPORATE - PLC - EXERCISES 

- Purchase of 70%-stake in In-Fusion Education Sdn Bhd - RM27.5 mln - Reasons for purchase 

- Loss after taxation of RM4.9 mln with a BV of RM14 mln at FYE Dec 2011. .. Explain? “operating issues”? 

- Many of the 1,400 students are government sponsored … PTPTN - issues 

FINANCIALS 

- Reasons for big revenue increase in FY2011 and in FY12 

- SMRT: listed since 2005 and remained on ACE Market since then. Intention to stay “junior” -- big fish in small pond -- or larger plans to graduate to the Main Market 

- Liquidity - coverage issues - Vastly undervalued: 3.2x PE 

- Concentrated ownership - why stay listed? 

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