2. Customer and employee loyalty.
3. Managing risk for e.g. through corporate governance procedures.
4. Improved internal and external relationships e.g. through commitment to community services, staffing policies and customer relations.
5. Encourage staff participation in local community activities and participates in charity fundraising events (www.nhsl.tt).
NHSL's purpose from inception has been steadily linked with mainly the provision of helicopter services to the oil/gas industry. Over the years they have grown both in infrastructure and in reputation to be one of the leaders in helicopter services within Trinidad and Tobago and the region. This can be further endorsed by Sikorski's recognition of NHSL's milestone achievements held on March 3rd, 2015 (PR Newswire 2015). The NHSL brand and reputation is key to the company's growth, and with a committed staff and continued safety record these company objectives can be realised. The analysis of NHSL will continue using strategic management tools. .
Discussion and Analysis.
Using PESTEL and SWOT an analysis of the external and internal environments of NHSL will be conducted as it relates to competition, growth, market share and attaining the specific objectives.
PESTEL.
To begin our analysis;.
PESTEL highlights six environmental factors in particular: political, economic, social, technological, ecological and legal. This range of factors underlines that the environment is not just about economic forces: there is an important non-market environment (Johnson et al. 2014, p 34). Now looking at each one of these factors, NHSL have to take each of these into account. .
Firstly the political factor of the Government of Trinidad and Tobago (GOTT) being the major shareholder at an ownership of 82%. This means that in addition to serving its customers who may be mainly private firms and organisations, the company has a mandate to the GOTT first. The second major shareholder is National Gas Company (NGC) at 18%.