Reimbursement

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employee

kakitangan

Employee Profiles
http://www.id.novartis.com/ [...] ile.shtml.htm

Profil Karyawan
http://www.id.novartis.com/ [...] ile.shtml.htm

employee survey

tinjauan

With reference to the above, we forward herewith the application for reimbursement of membership fee from CPA Australia for Ms. Punitha a/p Subramanian of Head of Business Section

With reference to the above, we forward herewith the application for reimbursement of membership fee from CPA Australia for Ms. Punitha a/p Subramanian of Head of Business Section

warning letter for employee

surat amaran untuk pekerja

After all, healthy employees are productive employees!

chat chit

WHY EMPLOYEES DON’T DO WHAT THEY’RE SUPPOSED TO DO? § THEY DON’T KNOW WHY THEY SHOULD DO IT. § THE DON’T KNOW HOW TO DO IT. § THEY DON’T KNOW WHAT THEY ARE SUPPOSED TO DO. § THEY THINK YOU WAY WILL NOT WORK. Ø THERE IS NO POSITIVE CONSEQUENCE TO THEM FOR DOING IT. Ø THEY ANTICIPATE A NEGATIVE CONSEQUENCE OF DOING IT. Ø OBSTACLES BEYOND THEIR CONTROL. v THEY THINK THEIR WAY IS BETTER. v THEY THINK SOMETHING ELSE IS MORE IMPORTANT. v THERE IS NO NEGATIVE CONSEQUENCE TO THEM FOR POOR PERFORMANCE. o THEIR PERSONAL LIMITS PREVENT THEM FROM PERFORMING. o PERSONAL PROBLEMS

Benefits provided locally include outpatient care, hospitalisation, and dentistry.We provide our employees in Indonesia a Medical Insurance Plan funded by Cargill. The Medical Insurance Plan covers permanent employees and their families - spouses and dependent children up to the age of 18 if they are students - for accident and illness costs. Benefits provided locally include outpatient care, hospitalisation, and dentistry.
http://www.cargill.co.id/in [...] ork/index.jsp

Santunan yang diberikan di tingkat lokal mencakup rawat jalan, rawat inap dan dokter gigi.Kami menyediakan Rencana Asuransi Kesehatan yang didanai oleh Cargill kepada karyawan kami di Indonesia. Rencana Asuransi Kesehatan mencakup karyawan tetap dan keluarganya, yaitu pasangan hidup dan anak-anak yang menjadi tanggungan hingga usia 18 tahun apabila mereka masih pelajar, untuk biaya kecelakaan dan penyakit. Santunan yang diberikan di tingkat lokal mencakup rawat jalan, rawat inap dan dokter gigi.
http://www.cargill.co.id/in [...] ork/index.jsp

Cargill employees in 10 provinces where the company has operations volunteer to help with local tree planting.
http://www.cargill.co.id/in [...] NA3037039.jsp

Karyawan Cargill di 10 propinsi dimana Cargill beroperasi dengan sukarela melakukan penanaman pohon di lokasi.
http://www.cargill.co.id/in [...] NA3037038.jsp

Today, Cargill - which is headquartered in Jakarta - has over 8,000 employees and offices, manufacturing plants and facilities throughout the country.
http://www.cargill.co.id/in [...] NA3037039.jsp

Saat ini, Cargill - yang berkantor pusat di Jakarta - memiliki lebih dari 8.000 karyawan, sejumlah kantor, pabrik manufaktur dan sarana pendukung di seluruh Indonesia.
http://www.cargill.co.id/in [...] NA3037038.jsp

In 2004, our employees and businesses jointly donated US$ 2 million to relief and recovery efforts following the Asia tsunami. Much of this support was to the Red Cross tsunami response, with Indonesia being a focus country.In 2004, our employees and businesses jointly donated US$ 2 million to relief and recovery efforts following the Asia tsunami. Much of this support was to the Red Cross tsunami response, with Indonesia being a focus country.
http://www.cargill.co.id/in [...] hts/index.jsp

Pada tahun 2004, karyawan dan perusahaan kami bersama-sama menyumbangkan US$ 2 juta untuk upaya penanggulangan dan pemulihan akibat bencana tsunami Asia. Sebagian besar dukungan ini diperuntukkan bagi respon tsunami Palang Merah, dimana Indonesia merupakan negara yang menjadi fokus.Pada tahun 2004, karyawan dan perusahaan kami bersama-sama menyumbangkan US$ 2 juta untuk upaya penanggulangan dan pemulihan akibat bencana tsunami Asia. Sebagian besar dukungan ini diperuntukkan bagi respon tsunami Palang Merah, dimana Indonesia merupakan negara yang menjadi fokus.
http://www.cargill.co.id/in [...] hts/index.jsp

Under the umbrella of the program, we committed to contribute a total of 220,000 trees. Part of the seedlings come from the company's own nurseries, while Cargill employees in 10 provinces where we have operations volunteer to help with local tree planting.
http://www.cargill.co.id/in [...] ent/index.jsp

Di bawah payung program ini, Cargill menyumbang sebanyak 220,000 pohon, yang sebagian bibitnya berasal dari unit pembibitan Cargill sendiri. Karyawan Cargill di 10 propinsi di mana Cargill beroperasi dengan sukarela melakukan penanaman pohon di lokasi.
http://www.cargill.co.id/in [...] ent/index.jsp

We provide our employees in Indonesia a Medical Insurance Plan funded by Cargill.
http://www.cargill.co.id/in [...] ork/index.jsp

Kami menyediakan Rencana Asuransi Kesehatan yang didanai oleh Cargill kepada karyawan kami di Indonesia.
http://www.cargill.co.id/in [...] ork/index.jsp

Reimburse

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The Medical Insurance Plan covers permanent employees and their families - spouses and dependent children up to the age of 18 if they are students - for accident and illness costs.
http://www.cargill.co.id/in [...] ork/index.jsp

Rencana Asuransi Kesehatan mencakup karyawan tetap dan keluarganya, yaitu pasangan hidup dan anak-anak yang menjadi tanggungan hingga usia 18 tahun apabila mereka masih pelajar, untuk biaya kecelakaan dan penyakit.
http://www.cargill.co.id/in [...] ork/index.jsp

In 1994 Al Dunlap became CEO of troubled Scott Paper. Like Champion International, a comparison company we will discuss as an example of Theory O change, Scott Paper operated in a highly competitive, cyclical, capital-intensive global industry. Like Champion International, it operated in two different segments of the paper industry and had several businesses in markets related to its core consumer package paper business. Throughout the tenure of Dunlap's predecessor, Phillip Lippincott, Scott had struggled to improve its operational effectiveness at the plant level by working on process improvement and launching an effort to work cooperatively with its union. In the 1980s the company had also initiated layoffs aimed at reducing overhead, and it was planning an additional layoff of 8,300 employees at the time Dunlap took over. At the same time it invested in new paper machines and attempted to consolidate its global position by acquiring several foreign subsidiaries and fashioning a worldwide organization. Despite these efforts and occasional spurts of good financial performance, the company's returns to shareholders remained low and well below the cost of capital. Over an extended period of time, Scott Paper had managed to destroy wealth. This was despite Lippincott's awareness of the need to provide shareholder returns in excess of the cost of capital. When Dunlap took over the leadership of the company, he immediately announced and implemented a reduction of 11,000 people at both the management and working levels. He fired many members of the existing top management team. Not long after these initial steps, Dunlap sold off several businesses, retaining for the time being the core consumer products business. He moved the head office out of Scott's longtime corporate building and into a much smaller building near his home in Florida. The executives Dunlap retained and those he brought in to fill the vacancies he had created needed to sign on to his philosophy: that shareholder value was the single objective to which a corporation should dedicate itself. To focus executives single-mindedly on shareholder interests, he used financial incentives, mainly stock options. Dunlap's own compensation package (which ultimately netted him more than $100 million) was also tightly linked to shareholders' interests. Dunlap's actions restored Scott Paper's profitability. But its long-run viability as an independent business in an industry with significant overcapacity was yet uncertain. Thus, in a last dramatic act, Dunlap sold Scott Paper to Kimberly-Clark, its longtime competitor. Even though Scott Paper ceased to exist as an independent company, the results from a shareholder perspective were stunning. In just fifteen months Dunlap had managed to increase total shareholder return by 200 percent, making rich not only shareholders but numerous employees (including himself and many top managers he fired), whose stock obtained through options increased in value dramatically. The financial community applauded these efforts and saw the Scott Paper story as a good example of what could be done in other companies to improve returns for shareholders.

Violation Processing To understand what has actually taken place during a computing session, it is often necessary to have a mechanism that captures the detail surrounding access, particularly accesses occurring outside the bounds of anticipated actions. Any activity beyond those designed into the system and specifically permitted by the generally established rules of the site should be considered a violation. Capturing activity permits determination of whether a violation has occurred or whether elements of software and hardware implementation were merely omitted, therefore requiring modification. In this regard, tracking and analyzing violations are equally important. Violation tracking is necessary to satisfy the requirements for the due care of information. Without violation tracking, the ability to determine excesses or unauthorized use becomes extremely difficult, if not impossible. For example, a general user might discover that, because of an administrative error, he or she can access system control functions. Adequate, regular tracking highlights such inappropriate privileges before errors can occur. An all-too-frequently overlooked component of violation processing is analysis. Violation analysis permits an organization to locate and understand specific trouble spots, both in security and usability. Violation analysis can be used to find: • The types of violations occurring. For example: —Are repetitive mistakes being made? This might be a sign of poor implementation or user training. —Are individuals exceeding their system needs? This might be an indication of weak control implementation. —Do too many people have too many update abilities? This might be a result of inadequate information security design. • Where the violations are occurring, which might help identify program or design problems. • Patterns that can provide an early warning of serious intrusions (e.g., hackers or disgruntled employees). A specialized form of violation examination, intrusion analysis (i.e., attempting to provide analysis of intrusion patterns), is gaining increased attention. As expert systems gain in popularity and ability, their use in analyzing patterns and recognizing potential security violations will grow. The need for such automated methods is based on the fact that intrusions continue to increase rapidly in quantity and intensity and are related directly to the increasing number of personal computers connected to various networks. The need for automated methods is not likely to diminish in the near future, at least not until laws surrounding computer intrusion are much more clearly defined and enforced. Currently, these laws are not widely enforced because damages and injuries are usually not reported and therefore cannot be proven. Overburdened law enforcement officials are hesitant to actively pursue these violations because they have more pressing cases (e.g., murder and assault). Although usually less damaging from a physical injury point of view, information security violations may be significantly damaging in monetary terms. In several well-publicized cases, financial damage has exceeded $10 million. Not only do violation tracking and analysis assist in proving violations by providing a means for determining user errors and the occasional misuse of data, they also provide assistance in preventing serious crimes from going unnoticed and therefore unchallenged.

1.Excellent _______ companies will have modern –looking equipment. 2. The physical facilities at excellent _______ companies will be visually appealing. 3. Employees at excellent _______ companies will be neat-appearing. 4. Materials associated with the service (such as pamphlets or statement )will be visually appealing in an excellent _______ company. 5. When excellent _______ companies promise to do something by a certain time.they will do so. 6. When a customer has a problem,excellent , _______ companies will show a sincere interest in solving it. 7. Excellent _______ companies will perform the service right at the time 8. Excellent _______companies will provide their service at the time they promise to do so. 9. Excellent _______ companies will insist on error –free record 10.Employees in excellent _______companies will tell customer exactly when services will be performed. 11.Employees in excellent _______ companies will give prompt service to customer. 12. employees in excellent _______companies will always be willing to help customers. 13. Employees in excellent _______companies will never be too busy to respond to customers requests. 14.The behaviorof emplyoees in excellent _______companies will instill confidence in customers. 15. Customers of excellent _______companies will feel safe in their transaction. 16. Employees in excellent _______companies will consistenly courteous with customers. 17. Employees in excellent _______companies will have the knowledge to answer customers questions. 18. Excellent _______companies will give customers individual attention. 19. Excellent _______companies will have operating hours convenient to all their customers. 20. Excellent _______companies will have employees who give customers personal attention. 21. Excellent _______companies will have the customers’s best interests at heart. 22.The employees of excellent _______companies will understand the specific needs of their customers SERVQUAL Items and Dimensions Dimensions Items_____ Tangibles 1-4 Reliability 5-9 Responsiveness 10-13 Assurance 14-17 Empathy 18-22 1.Excellent _______ companies will have modern –looking equipment. 2. The physical facilities at excellent _______ companies will be visually appealing. 3. Employees at excellent _______ companies will be neat-appearing. 4. Materials associated with the service (such as pamphlets or statement )will be visually appealing in an excellent _______ company. 5. When excellent _______ companies promise to do something by a certain time.they will do so. 6. When a customer has a problem,excellent , _______ companies will show a sincere interest in solving it. 7. Excellent _______ companies will perform the service right at the time 8. Excellent _______companies will provide their service at the time they promise to do so. 9. Excellent _______ companies will insist on error –free record 10.Employees in excellent _______companies will tell customer exactly when services will be performed. 11.Employees in excellent _______ companies will give prompt service to customer. 12. employees in excellent _______companies will always be willing to help customers. 13. Employees in excellent _______companies will never be too busy to respond to customers requests. 14.The behaviorof emplyoees in excellent _______companies will instill confidence in customers. 15. Customers of excellent _______companies will feel safe in their transaction. 16. Employees in excellent _______companies will consistenly courteous with customers. 17. Employees in excellent _______companies will have the knowledge to answer customers questions. 18. Excellent _______companies will give customers individual attention. 19. Excellent _______companies will have operating hours convenient to all their customers. 20. Excellent _______companies will have employees who give customers personal attention. 21. Excellent _______companies will have the customers’s best interests at heart. 22.The employees of excellent _______companies will understand the specific needs of their customers SERVQUAL Items and Dimensions Dimensions Items_____ Tangibles 1-4 Reliability 5-9 Responsiveness 10-13 Assurance 14-17 Empathy 18-22 v

The Management, after discussion and consideration had decided to install a “Suggestion Box” in the company. The purpose for this installation is to enable employees to contribute ideas, opinions, proposals and any other matters that may be of concern both to the management and employee. The “Suggestion Box” will be placed at the guard house of the factories in Melaka and Subang. The box will be opened on a weekly basis by the HR personnel and all suggestions, proposals and complaints will be forwarded to the top management team. The management hoped that with this installation, the management will be able to take appropriate and timely action while maintaining a healthy and harmonious working environment. Actions taken can be in the form of rewards and/or other nature which is deemed appropriate. All issues raised will be kept confidential and will not be disclosed without the employees’ consent. However, it will be much appreciated if the employee concerned would indicate his/her dept or section so that the management can look into the issues raise. Areas that can be put forward into the box can be as per follows but not excluding other areas; such as:- Example a. Ideas to improve on work flow and processes b. Improvement ideas in work station and surrounding areas c. Health and safety issues of the work environment such as lighting, environment, etc d. Problems or complaints related to work and/or personal concern. The management sincerely hope that with this “Suggestion Box” we all can work together towards a more productive and conducive working environment. Thank you. Yours sincerely, For Mamee-Double Decker Group CARYN CHONG KWAI HOONG Deputy General Manager – Group Accounts

The Management, after discussion and consideration had decided to install a “Suggestion Box” in the company. The purpose for this installation is to enable employees to contribute ideas, opinions, proposals and any other matters that may be of concern both to the management and employee. The “Suggestion Box” will be placed at the guard house of the factories in Melaka and Subang. The box will be opened on a weekly basis by the HR personnel and all suggestions, proposals and complaints will be forwarded to the top management team. The management hoped that with this installation, the management will be able to take appropriate and timely action while maintaining a healthy and harmonious working environment. Actions taken can be in the form of rewards and/or other nature which is deemed appropriate. All issues raised will be kept confidential and will not be disclosed without the employees’ consent. However, it will be much appreciated if the employee concerned would indicate his/her dept or section so that the management can look into the issues raise. Areas that can be put forward into the box can be as per follows but not excluding other areas; such as:- Example a. Ideas to improve on work flow and processes b. Improvement ideas in work station and surrounding areas c. Health and safety issues of the work environment such as lighting, environment, etc d. Problems or complaints related to work and/or personal concern. The management sincerely hope that with this “Suggestion Box” we all can work together towards a more productive and conducive working environment. Thank you. Yours sincerely, For Mamee-Double Decker Group CARYN CHONG KWAI HOONG Deputy General Manager – Group Accounts