...INDUSTRIAL COURT OF MALAYSIA CASE NO: 26(28)/4-32/08 BETWEEN ENCIK FOO JEE HUAH @ FOO CHEE WAH AND C-PAK CERGAS SDN BHD AWARD NO: 1215 OF 2011 Before Venue : : Y.A. Tuan Ahmad Terrirudin bin Mohd Salleh - Chairman Industrial Court Malaysia, Kuala Lumpur 14.11.2007 25.02.2008, 04.07.2008, 12.03.2009, 13.05.2010, 07.04.2008, 07.05.2008, 06.06.2008, 14.10.2008, 13.01.2009, 12.02.2009, 07.10.2009, 15.12.2009, 26.01.2010, 06.09.2010 & 12.10.2010 Date Reference : Dates of Mention : Dates of Hearing : Representation : 27.11.2008, 26.10.2009 & 12.05.2011 Mr. Krishna Dallumah From Messrs Krishna Dallumah Manian & Indran Counsel for the Claimant Ms. T. Kavitha From Messrs Trevor George & Partnership Counsel for the Respondent/Company Reference This is a reference by the Honourable Minister of Human Resources under section 20 (3) of the Industrial Relations Act 1967 (“the Act”) for 1 an Award in respect of a dispute arising out of the dismissal of Encik Foo Jee Huah @ Foo Chee Wah (“the claimant”) by C-Pak Cergas Sdn Bhd (“the company”) on 14 November 2007. AWARD (NO. 1215 OF 2011) This is a Ministerial reference dated 14 November 2007 under section 20(3) of the Industrial Relations Act (“the Act”). The reference is about the alleged constructive dismissal of Foo Jee Huah @ Foo Chee Wah (“the claimant”) by C-Pak Cergas Sdn Bhd (“the company”) on 22 May 2007. Brief Facts Of The Case The claimant was appointed as a Production Supervisor in the embossing department from...
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...LING | B061510068 | DATE O,F SUBMISSION : 23RD MARCH 2016 Chapter 20: Effective Discipline and Domestic Inquiry Procedures The purpose of discipline is to encourage employees to meet established standards of job performance and behaviour. This means all employees are expected to adhere to rules and regulations. Discipline is actually a form of training. When employees get more enjoyment from their work and feel that they are part of the team they will tend to follow rules and regulations willingly. Discipline action should only be used as a last resort and employees should be encouraged to practise self-discipline. Whether an employee is terminated or dismissed, however, the Industrial Court will proceed to hear the case as a dismissal if it is referred to the Court. Termination arises out of breach of contract and an employer has the right to terminate an employee if he has breached the terms of his contract. If the employees would not be able to perform his duties and if there is no other suitable work for the employees, the employer has the right to terminate the employee’s service. The right to dismiss arises out of breach of discipline. An employee may be dismissed without notice after he has been found guilty of a disciplinary offence after an inquiry. The right to dismiss arises out of breach of discipline. An employee may be dismissed without notice after he has been found guilty of a disciplinary offence after an inquiry. The employee has lost his job but he...
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...New Zealand Journal of Asian Studies 11, 1 (June 2009): 304-317. EMPLOYMENT RELATIONS IN MALAYSIA: PAST, PRESENT AND FUTURE MAIMUNAH AMINUDDIN1 Independent Scholar Introduction This paper offers an overview of the employment relations framework in Malaysia, focusing on the current status of three key areas central to the employment relations system, namely, the strength of the trade union movement, security of employment for employees, and the state’s position on measures to deal with sexual harassment. It will only examine these subsystems of the employment relations system as they apply in the private sector where the majority of employees work, this sector is considered the main driver of Malaysia’s economy. The Trade Union Movement The relationship between employers and employees in Malaysia is regulated by a number of laws which were introduced prior to independence (1957) and in the first decade immediately thereafter. The colonial economy prior to World War II (1939-45) was based on tin mining and rubber plantations. The need for labour in these two industries changed the human landscape of Malaysia (Malaya as it then was) for ever. The colonial government either allowed or actively encouraged the importation of labour from China and India, thus creating the multi-racial society which is Malaysia today. The wages of this growing group of employees were low and working conditions were mostly abysmal. Jomo and Todd explained the lack of governmental ...
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...together to complete tasks and projects for businesses. Both employees and employers have very specific rights and responsibilities that are standard based on current labour laws, employment acts and trade union acts. Balancing these rights is extremely important to a fair and successful employment relationship. Employees who understand their rights and duties may reduce their risk of being mistreated by their bosses. Similarly, employers who are familiar with their obligations and allowances may manage more effectively. It must always be remembered that with every right there is an obligation. In other words the rights of the employee are the obligations of the employer and the rights of the employer are the obligations of the employee. In Malaysia, there are several laws that govern the relationship between employees and their employers. Among them are the • Employment Act 1955 • Industrial Relations Act 1967 • Trade Union Act 1959 • Employees Provident Fund Act 1991 • Employee Social Security Act 1969 • Code of Conduct for Industrial Harmony 1975 • The Workmen's Compensation Act 1952 • Factories and Machinery Act 1967 and • Occupational Safety and Health Act 1994. The Employment Act 1955 (Act 265) covers employees whose wages does not exceed RM1500 per month...
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...MGT 1102 MANAGING HUMAN RELATIONS INDIVIDUAL ASSIGNMENT: DISCRIMINATION AT WORKPLACE NAME : Tay Choon Shen ID NUMBER : I09003960 SECTION : 1S2 LECTURER : Sharmila Devi A/P Ramachandaran DUE DATE : 19 March 2010 Contents 1.0 Definition of discrimination 3 1.1 Direct discrimination 3 1.2 Indirect discrimination 3 2.0 Theories of discrimination 4 3.0 Type of discrimination at workplace 4 3.1 Age discrimination at workplace 4 3.2 Racial discrimination at workplace 5 3.3 Disability discrimination at workplace 6 4.0 Sexual harassment 7 5.0 Impact of discrimination at workplace 10 6.0 If you’re Being Discriminated Against... 10 6.1 Don't Pretend That It Isn't Happening 10 6.2 Seek Advice 10 7.0 If You Are Accused of Discrimination... 11 7.1 Take the Accusation Seriously 11 7.2 Avoid Retaliation 11 7.3 Review Your Rights and Seek Advice 11 8.0 Prevent discrimination at workplace 12 8.1 Embracing Workplace Diversity 12 9.0 Conclusion 14 10.0 example of discrimination at workplace 15 11.0 reference 20 1.0 Definition of discrimination Discrimination toward or against a person or group is the treatment or consideration based on class or category rather than individual merit. It is usually associated with prejudice. It can be behavior promoting a certain group (e.g. affirmative action), or it can be negative behavior directed against a certain group (e.g. redlining). Discrimination is a behavior (an action)...
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...HUMAN RESOURCE MANAGEMENT INDIVIDUAL ASSIGNMENT Acknowledgement I would like to take this opportunity to express my gratitude and appreciation for all those who encouraged and gave me the possibility to complete this assignment. First and foremost, a special thanks to my module lecturer miss for conducting interesting and knowledge feeding sessions, with videos and real time examples that were shown and discussed respectively which helped me to complete my task with ease. Last but not least, I would also like to extend my gratitude towards my family and friends who helped and supported in making the completion of this report a possibility. HUMAN RESOURCE MANAGEMENT INDIVIDUAL ASSIGNMENT Executive summery The purpose of this report is to explain about main element of human resource management to general manager of Knowledge Ltd. Knowledge Ltd established in 2000 based in United Kingdom. Report wills discuses about personnel management, human resource management and differences between those two things. HRM department has to do lot of function and when practicing them HRM department take lot of responsibilities. Those responsibilities can identify under main five roles. HRM department can‟t take decision as they like way because legal and regulation framework impact with them. Therefore this report attends about them. Human resource planning very helpful to manages employees because it based on various reasons. Recruit and selection process help to fire best person...
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...FINANCE COMMITTEE ON CORPORATE GOVERNANCE M a l a y s i a n C o d e o n CORPORATE GOVERNANCE March 2000 FINANCE COMMITTEE ON CORPORATE GOVERNANCE M a l a y s i a n C o d e o n CORPORATE GOVERNANCE March 2000 Securities Commission No 3. Persiaran Bukit Kiara Bukit Kiara 50490 Kuala Lumpur Malaysia Tel: 603-654 8000 Fax: 603-651 1818 Homepage: Http://www.sc.com.my Copyright @Finance Committee on Corporate Governance March 2000 Perpustakaan Negara Malaysia Cataloguing-in-Publication Data The Malaysian code on corporate governance/Finance Committee on Corporate Governance. ISBN 983-9386-23-9 1. Corporate governance-- Law and legislation-- Malaysia 2. Corporation law--Malaysia 3. Stockholders--Legal status, laws etc.--Malaysia 4. Insider trading in securities--Law and legislations--Malaysia. I. Malaysia. Suruhanjaya Sekuriti, Jawatankuasa Kewangan Tadbir Urus Koprat. 346.5950926 CONTENTS PAGES INTRODUCTION PART 1 PART 2 PART 3 PART 4 1-6 PRINCIPLES OF CORPORATE GOVERNANCE 7-8 BEST PRACTICES IN CORPORATE GOVERNANCE 9-15 PRINCIPLES AND BEST PRACTICES FOR OTHER CORPORATE PARTICIPANTS 16 EXPLANATORY 17-47 APPENDICES JPK WORKING GROUP 1 48-49 MEMBERSHIP OF THE COMMITTEE 50 GC GC INTRODUCTION The Code essentially aims to set out principles and best practices on structures and processes that companies may use in their operations towards achieving the optimal governance...
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...reforms of standards of corporate governance at a micro level. This is based on the belief that in some aspects, self-regulation is preferable and the standards developed by those involved may be more acceptable and thus more enduring. 1.3 The Code essentially aims to set out principles and best practices on structures and processes that companies may use in their operations towards achieving the optimal governance framework. These structures and processes exist at a micro-level which include issues such as the composition of the board, procedures for recruiting new directors, remuneration of directors, the use of board committees, their mandates and their activities. 1.4 The significance of the Code is that it allows for a more constructive and flexible response to raise standards in corporate governance as opposed to the more black and white response engendered by statute or regulation. It is in recognition of the fact that there are aspects of corporate governance where statutory regulation, is necessary and others where self-regulation, complemented by market regulation is more appropriate. 1.5 The impact the Code will have in raising standards of corporate governance can be seen from the experiences of other jurisdictions. To quote the Hampel Committee1, “... it is generally accepted that implementation of the Code’s (Cadbury Code of Best Practices) provisions has led to higher standards of governance and greater awareness of their importance. ...it is clear that...
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...TO THE FUTUR E True to our commitment to continuously provide excellent service and compelling value propositions to our customers, we at Pos Malaysia are going through rapid changes. We are realigning our priorities, focusing our efforts on improving our operations and becoming more customer-oriented than ever. We believe that the strategic transformation we manage today, is not only for us to become relevant and sustainable tomorrow, but most importantly it will deliver superior shareholder value to you. As always. Profitability Profit before tax Operating margin EBITDA margin Return on assets Return on equity Balance Sheet Total assets Total equity attributable to equity holders of the company Current ratio Staff Information No. of staff Staff costs to revenue Revenue per employee % RM’000 RM million RM million times RM million % % % % 2010 99.1 10.4 16.0 8.0 8.1 2009 109.3 9.1 14.5 5.9 9.6 2008 (0.5) 9.4 13.7 6.2 (4.4) 2007 15.5 11.8 16.9 7.9 (3.9) 2006 155.9 13.2 18.0 8.1 11.5 1,375.2 828.6 1.4 1,274.6 799.6 1.2 1,537.8 764.5 1.1 1,247.1 859.4 1.3 1,326.0 938.0 2.2 15,618 55.1 65.0 15,780 56.8 57.2 16,125 55.7 57.2 15,777 53.1 54.5 15,425 52.2 53.2 2 Pos Malaysia Annual Report 2010 Group Financial Highlights Pos Malaysia Annual Report 2010 3 4 Pos Malaysia Annual Report 2010 Business Highlights BUSINESS REVIEW • Revenue : RM624.3 million (up 17.0%) 2010 ACCOMPLISHMENTS • Successfully started...
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...management profiles Terje Borge Chan Nam Kiong Finance Customer and Channels Terje joined DiGi as Chief Financial Officer on 2 August 2010. Prior to this, he was Chief Financial Officer for DTAC in Thailand, heading the finance function and taking an active part in the overall management of DTAC, since 2007. He has been with Telenor since 2001 when he joined as Finance Manager, and was later promoted to Senior Vice President responsible for the investment in One GmbH, as well as the Senior Project Manager for merger and acquisition projects in Europe. Terje holds a Master of Science in Business Administration from the Norwegian School of Economics and Business Administration. Nam Kiong was appointed the Head of Customer and Channels in 2009. He is responsible for driving business results and customer experience at the points of sales or service, across DiGi’s customer channels. He has more than 20 years of experience in the telecommunications industry, where he has held various sales, distribution, and marketing positions. Nam Kiong holds a Bachelor of Science Degree in Electronic Engineering from Sussex University, UK. Christian Thrane Ole Martin Gunhildsbu Suriahni Abdul Hamid Strategy and Business Transformation Technology Human Resource Development Christian joined DiGi in June 2010 as Head of Strategy and Business Transformation. Prior to this, he was Head of Market Management of the Consumer Division of ...
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...eportDutch Lady Milk Industries Berhad Laporan Tahunan 2011 Annual Report Dutch Lady Milk Industries Berhad is a subsidiary of Royal FrieslandCampina NV. www.frieslandcampina.com This Annual Report is printed on 100% recycled paper BLUE VALUES Believe in Growth Look Forward Unite as One Team Excel in Execution contents Notice of Annual General Meeting Corporate Information Chairman’s Statement Corporate Governance Statement Directors’ Profile Audit Committee Report Corporate Social Responsibility Statement of Internal Control Directors’ Report Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Equity Statement of Cash Flows Notes to the Financial Statements Statement by Directors Statutory Declaration Independent Auditors’ Report Financial Highlights Additional Compliance Information Other Information Proxy Form • • • • • • • • • • • • • • • • • • • • • 1 3 6 8 14 16 20 24 28 30 31 32 33 34 59 59 60 61 62 63 65 notice of annual general meeting 1 NOTICE IS HEREBY GIVEN that the Forty-Ninth Annual General Meeting of the Company will be held at Hotel Armada, Lorong Utara C, Section 52, 46200 Petaling Jaya, Selangor Darul Ehsan, on Wednesday, 13 June 2012 at 10.00 a.m. for the purpose of transacting the following business: AGENDA AS ORDINARY BUSINESS Ordinary Resolution 1 1 To receive the Audited Financial Statements for the financial year ended 31 December 2011, together with the Reports of the Directors...
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...KFC HOLDINGS (MALAYSIA) BHD 65787-T 1 KFC Holdings (Malaysia) BHd (65787-T) annual Report 2011 annual Report 2011 after 38 years of ‘Finger lickin’ good’, we have changed our tagline to simply ‘so good’. ‘so good’ reflects our commitment to product, place, people, price and promotion. ‘so good’ is that great experience of a good meal shared between family and friends. at KFC, it is all about building a brand that brings people together and creates that ‘so good’ moments. Thus, the choice of the cover illustrates ‘so good’ which is what the brand is all about. KFC Holdings (Malaysia) BHd (65787-T) annual Report 2011 2 Contents Shareholders’Overview Financial Highlights 6 notice of annual general Meeting 9 statement accompanying notice of annual general Meeting 14 Our Performance in 2011 Corporate statement 18 Review of operations 32 Reliable Corporate Citizen Corporate social Responsibility 48 The Corporation Board of directors 60 Top Management Committee 76 Head of division 77 shariah advisory Council 80 Corporate information 81 group structure 82 Accountability Corporate governance statement 84 audit Committee Report 93 statement on internal Control 97 additional Compliance information 100 Financial Statements directors’ Report 127 statements of Financial Position 131 statements of Comprehensive income 132 Consolidated statement of Changes in Equity 133 statement of Changes in Equity 135 statements of Cash Flows 137 notes to the Financial...
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...A N N U A L R E P O R T 2 0 1 4 Contents 2 6 7 9 14 15 18 20 22 82 85 NOTICE OF ANNUAL GENERAL MEETING CORPORATE INFORMATION PROFILE OF DIRECTORS STATEMENT ON CORPORATE GOVERNANCE OTHER INFORMATION AUDIT COMMITTEE REPORT CHAIRMAN’S STATEMENT FINANCIAL HIGHLIGHTS FINANCIAL STATEMENTS ANALYSIS OF SHAREHOLDINGS LIST OF PROPERTIES PROXY FORM NOTICE OF ANNUAL GENERAL MEETING NOTICE IS HEREBY GIVEN that the Twenty-Fifth Annual General Meeting of the Company will be held at Mauna Lani A Room, Holiday Inn Kuala Lumpur Glenmarie, 1 Jalan Usahawan U1/8, 40250 Shah Alam, Selangor Darul Ehsan on Tuesday, 21st October 2014 at 9:30 a.m. for the following purposes:AGENDA 1. To table the Audited Financial Statements for the nancial year ended 30 June 2014 together with the Reports of the Directors and Auditors thereon. To approve the declaration of a nal 30 June 2014. dividend of 9% for the nancial year ended (Please refer to Note A) (Resolution 1) 2. 3. 4. To approve the Directors’ fees for the nancial year ended 30 June 2014. To re-elect the following Directors who retire in accordance with the Company’s Articles of Association :i) ii) iii) Madam Khoo Yok Kee (Article 73) Mr. Arnold Kwan Poon Keong (Article 73) Mr. Chiu Wei Wen (Article 73) (Resolution 2) (Resolution 3) (Resolution 4) (Resolution 5) (Resolution 6) 5. To re-appoint Messrs PricewaterhouseCoopers as Auditors of the Company and to authorise the Directors...
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...STRICTLY PRIVATE AND CONFIDENTIAL Serial No. NNNNNNNNNN UNITED GROWTH BERHAD (Company No. 739648-W) Islamic Medium Term Notes pursuant to an Islamic Medium Term Notes Programme of RM2.2 billion under the Shariah principle of Musharakah Joint Lead Arrangers and Joint Lead Managers CIMB Investment Bank Berhad HSBC Amanah Malaysia Berhad (Company No: 18417-M) (Company No: 807705-X) 13 June 2012 IMPORTANT NOTICE Responsibility Statements This Information Memorandum has been approved by the directors of United Growth Berhad (Company No: 739648-W) (“UG” or “Issuer”) and UEM Group Berhad (Company No: 6551-K) (“UEM” or “Obligor”) and UG and UEM accept full responsibility for the accuracy of the information contained in this Information Memorandum. UG and UEM, after having made all reasonable enquiries, confirm that this Information Memorandum contains all information with respect to UG and UEM which is material in the context of the Islamic medium term notes programme of RM2.2 billion (“Programme”) and the offering of the Islamic medium term notes (“Sukuk”) under the Programme. The opinions and intentions expressed in this Information Memorandum in relation to UG and UEM are honestly held, have been reached after considering all relevant circumstances and are based on reasonable assumptions and there are no other facts in relation to UG and UEM or the Programme the omission of which would, in the context of the Sukuk issue, make any statement...
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...Table of Content 1.0 INTRODUCTION 2 2.0 LITERATURE REVIEW 2.1 Advantages will benefit the company when the retention rate of the company is high 4 2.2 The activities that the company provides to their employees --------------5 2.3 The problems or barriers that company faced to ensure the higher retention rate---------------------------------------------------------------------------------------------8 2.4 The factors that will affect employees to retain--------------------------------9 2.5Relationships between retention rate and performance of the company-10 3.0 OBJECTIVE OF THE STUDY 13 4.0 METHODOLOGY 15 5.0 FINDINGS 17 6.0 DISCUSSION 28 7.0 LIMITATION 33 8.0 RECOMMENDATION 35 9.0 CONCLUSION 37 10.0 REFERENCES 38 11.0 APPENDIX 39 1. INTRODUCTION Human resources are comprised of individuals in the workforce of an organization. In the article by Rishma Vedd, and Reza Kouhy. (2001), Management Accounting & Strategic Human Resource Management, Wright & McMahan (1992) had defined human resources as the pool of employees under the firm’s control in a direct employment relationship. In a more simple word, human resources also known as labors, which is one of the four factors of production. An organization’s human resources should be managed to maximize return on investment in the organization’s human capital and minimize financial risk by aligning skilled and qualified individuals to the organization’s ongoing and future business plans. ...
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