...Segment: Financial Services Programme Start Date: September 2012 Futurus Background: The Futurus Programme is the key graduate entry career development programme within the Bank of Ireland Group. The objective is to enhance graduate entrants’ technical and personal skills through a structured and supportive programme which will strengthen our future senior leadership talent pipeline. It is aimed at high calibre graduates and provides a comprehensive, consistent and integrated programme which will support the development of a broad group mindset and rounded skill set in all graduates. Participants are given a combined opportunity to develop both specialist skills and personal development. These skills will equip graduates to develop their careers and challenge for significant roles in the future. Vacancies available in: Retail Division Ireland & UK Group Supports (HR, Finance, Credit & Market Risk, Audit) Corporate & Treasury Division Vacancy Locations: Ireland & UK Minimum Requirements: Relevant Primary Degree at 2:1 Level or Masters Degree (Expected or Achieved) Desirable Degree Specialism: Finance, Mathematics, Engineering, Actuarial, Quantitative Studies, Arts (e.g. Business, Economics or Finance), Science, Computer Science Essential Requirements: Strong Customer Focus Demonstrate Initiative and Flexibility Intellectual agility and a willingness to challenge the status quo ...
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...Information technology is one of the most important facilitators for the transformation of the Indian banking industry in terms of its transactions processing as well as for various other internal systems and processes. The various technological platforms used by banks for the conduct of their day to day operations, their manner of reporting and the way in which interbank transactions and clearing is affected has evolved substantially over the years. The technological evolution of the Indian banking industry has been largely directed by the various committees set up by the RBI and the government of India to review the implementation of technological change. No major breakthrough in technology implementation was achieved by the industry till the early 80s, though some working groups and committees made stray references to the need for mechanization of some banking processes. This was largely due to the stiff resistance by the very strong bank employees unions. The early 1980s were instrumental in the introduction of mechanisation and computerisation in Indian banks. This was the period when banks as well as the RBI went very slow on mechanisation, carefully avoiding the use of ‘computers’ to avoid resistance from employee unions. However, this was the critical period acting as the icebreaker, which led to the slow and steady move towards large scale technology adoption. The Indian banking sector is poised to become the world's third largest in asset size over the next 14 years...
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...CATERPILLAR FINANCIAL SERVICES CORPORATION TABLE OF CONTENTS AND FIGURES LIST P: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3 Figure 1-4 Figure 1-5 Figure 1-6 Figure 1-7 Figure 1-8 2: Strategic Planning 3: Customer and Market Focus 4: Measurement, Analysis, and Knowledge Management Measurement Architecture Sources & Uses of Comparative Data Information Systems Knowledge Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure 5-1 Figure 5-2 Figure 5-3 Figure 5-4 Figure 5-5 6: Process Management Customer Listening Approaches Customer Contact Mechanisms Customer Survey Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 4-1 Figure 4-2 Figure 4-3 Figure 4-4 5: Human Resource Focus Strategic Planning Process Strategies and Action Plans Performance Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 3-1 Figure 3-2 Figure 3-3 30 Compensation...
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...TELEMARKETING OUTSOURCING OPERATIONS REDBERRY MALAYSIA Executive Summary In today’s environment, the provision of a call center for telesales services become an important thing for company to increase revenue and its market share. Infomedia will propose a total solution telemarketing service. Quotation proposed in this proposal covered all aspect of call center provision, those are: a. Call Center System with office hour as Malaysia local time (07:00 WIB – 16:00 WIB) and IT Infrastructure, such as PABX, IP VPN for private Bandwidth, Voice Recording System, Call Management System, PC and Phone Set, Server, Agent, Reporting and Monitoring Application, by installing the system in Infomedia site – Bogor. b. Supporting equipment: printer, office supplies, internet connection and telephone line. c. Human Resources provision for agents (TSR) (with language capability Malay, English, Chinese, and Hokian), Quality Assurance, Administrator, and Team Leader. d. Rent space and electricity (for total solution option, located on Infomedia premises). Other components that are not covered in the quotation are: • Monthly pulse/ telecommunication cost • Outbound number Masking (Global Partner with Telecommunication company in Malaysia) Infomedia will support for the activation of network link/ data link communication and access outbound masking number according to RedBerry preferences. I. Company Information Bidder Corporate Profile PT. Infomedia Nusantara...
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...The topic of this report is Money laundering is a problem in Dhaka Bank Limited. To prepare this report I have taken necessary assistance from Dhaka Bank Limited during my period. Much of the economy is cash-based, which means that many transactions bypass regulated financial institutions. The popular attractiveness of the hawala, or ‘hundi’, network has been increased by tight restrictions on currency transfers imposed by the government. Corruption is a major concern in Bangladesh and is responsible in part for the large role that the country plays in regional smuggling. Much of the smuggling is undertaken for purposes of tax avoidance, but arms and drugs are also smuggled through the country. Funds from these operations tend to be laundered via the financial markets. My study covers the history of DBL. It tells about its objectives, mission and goals. The report says about the employees and their ideas on money laundering .I have told about the products and services of Dhaka Bank Limited. The financial highlight is also included in the report. The overall performance of DBL shows a satisfactory position .The firm is trying to stand against money laundering problem. They are expected to be the premier financial institution in the country. 1.1 Objectives My internship report will mainly focus on money laundering problem of Dhaka Bank Limited. When any renowned or influential person comes in the bank for making a relationship with the bank for different purposes, he actually...
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...government customers in more than 90 countries. Our products and tailored services include commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training. With corporate offices in Chicago, Boeing employs more than 160,000 people across the United States and in 70 countries. Our leadership is strengthened further by hundreds of thousands of people who work for Boeing suppliers worldwide. Contents Operational Summary Message From Our Chairman The Executive Council Financial Results Form 10-K Selected Programs, Products and Services Shareholder Information Board of Directors Company Officers 1 2 7 8 9 134 141 142 142 Cover photo: 787 Dreamliner in flight test Photo above: F/A-18E/F Super Hornet strength Operational Summary Q Earned net income of $3.3 billion, or $4.46 per share, compared with $1.3 billion, or $1.87 per share, in 2009. Q Delivered 115 production military aircraft, two launch vehicles and four satellites, and increased backlog at Defense, Space & Security to $65 billion, more than twice the business unit’s 2010 revenue. Q Delivered the 900th 777 and started assembly of the 1,000th 767. Q Delivered revenues of $64.3 billion, compared with $68.3 billion in 2009. Q Achieved key Defense, Space & Security milestones, including delivery of the first P-8A Poseidon for flight testing; unveiling of two...
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...National Human Resource Standard Competencies Framework & Body of Knowledge PEMBANGUNAN SUMBER MANUSIA BERHAD 2014 0 TABLE OF CONTENTS TABLE OF CONTENTS ....................................................................................................................... 1 THE STANDARDS ~ AT A GLANCE ................................................................................................... 2 THE FIVE DIMENSIONS ..................................................................................................................... 3 THE THREE LEVELS OF HR PROFESSIONALS ............................................................................... 4 HR COMPETENCIES .......................................................................................................................... 6 HR CORE COMPETENCIES ............................................................................................................... 7 HR FUNCTIONAL COMPETENCIES .................................................................................................. 8 HR COMPETENCIES FRAMEWORK.................................................................................................. 9 HR COMPETENCY LEVELS ACCORDING TO DIMENSIONS......................................................... 10 HR BODY OF KNOWLEDGE............................................................................................................. 19 CONCLUSION .....................................
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...and foreign friends to cooperate with us based on mutual benefits. The Levant Sweat LTD has strongly believed in some truths which are: 1. Trustworthiness 2. Clear Dealings 3. Always Customers first 4. Quality 5. On time 6. Honesty, and 7. Eternal Relationship. The Levant Sweater LTD clearly follows the terms and condition of Bangladesh Government. The entire act and laws posted by the Government been strongly followed in our terms and condition of company. An agreement to this effect was signed between the Bangladesh Export Processing Zones Authority (BEPZA) and The Levant Sweater Ltd. Basic Information | | Company Name | The Levant Sweater LTD | Business type | Manufacturing | Product/Service | Men’s sweater, women’s sweater, children’s sweater, etc. | Number of Employees | 150-250 people | Registered Address | 515 Senpara Parbata, Mirpur, Dhaka, Bangladesh. | Company Web site | www.levantgroup.com | Ownership and Capital | | Year Established | 1995 | Legal ownership/Business owner | The Levant LTD | Trade and Market | | Main Markets | China, Hong-Kong, Australia,...
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...specification * Job description 2) Recruitment 3) Selection 4) Testing 5) Interviews 6) Training & its types A) Off-job training B) On-job training A) Off-job training Occupational Training schools Cooperative Education Vestibule training B) On-job training Apprenticeship Coaching Mentoring Job Rotation In-Basket Training 7) Compensation Mgt Salary Probation period Pension Promotion criteria Transfer Rent or residence facility Medical care Health and safety program Insurance Career management Vacations Education of children Transport Performance appraisal Flaws in H-R policies Recommendations Conclusion References ACKNOWLEDGEMENT When we start writing, we stop for while and think what to write? How to write? We have no words to express our feelings. But we have to write to offer our humblebees sense...
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...Schlumberger Limited 2010 Annual Report Financial Performance (Stated in millions, except per share amounts) Year ended December 31 20 10 2009 2008 Revenue $ 27,447 $22,702 $ 27,163 Income from continuing operations $ 4,267 $ 3,156 $ 5,397 Diluted earnings per share from continuing operations $ 3.38 $ 2.61 $ Cash dividends declared per share $ 0.84 $ 0.84 Net debt $ 2,638 $ 4.42 $ 0.84 126 $ 1,129 20 10 2009 2008 Combined Lost Time Injury Frequency (CLTIF)—Industry Recognized (OGP) 1.3 1.4 1.8 Auto Accident Rate mile (AARm)—Industry Recognized 0.36 0.39 0.44 Tonnes of CO2 per employee per year† 14 13 14 Safety and Environmental Performance Year ended December 31 †Continuing analysis of Schlumberger carbon dioxide emissions has shown that WesternGeco marine vessels and Integrated Project Management drilling rig operations are the two largest contributors to total company emissions. Schlumberger includes in its figures only those emissions from drilling rigs operated entirely under its control. Schlumberger is the world’s leading oilfield services company supplying technology, information solutions, and integrated project management that optimize reservoir performance for customers working in the oil and gas industry. The company employs approximately 108,000 people of over 140 nationalities working in approximately 80 countries. Schlumberger ...
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...1.1Introduction to Training and Development Definition of Training: Training is a systematic development of knowledge, skills and attitudes required by an individual to perform adequately a given task or job. Training refers to efforts that help enhance employee skills for carrying out the present job. According to Edwin B Flippo, training is the act of increasing knowledge and skills of an employee for doing a particular job. Needs for training: • To improve the current job performance of employees • To familiarize employees with the policies and procedures of the organization. • To enhance the creativity, adaptability and versatility of the employees and to facilitate learning at the work place • To prepare employees for future job. • To change the skills, knowledge and attitudes of the employees on a permanent basis. • To help employees manage their careers. • To maintain knowledgeable work force. • To gain competitive advantage through a knowledgeable work force. • To promote organizational growth through individual growth. Areas of training: • Company policies and procedures • Human relations training • Skill based training • Problem solving training Onsite Workshops for Leadership Team Employees need more than bosses... They need mentors: Professionals skilled at assessing employee development needs and committed to guiding employees toward professional success. Leadership Training...
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...SYLLABUS - 2013-14 1 Code MB 13101 MB 13102 MB 13103 MB 13104 MB 13105 MB 13106 SRM University MBA - Revised Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management Information System Marketing Human Resource Management Production And Operation Management Legal Aspects of Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics (Practical) Elective-1 Elective-2 Elective-3 Elective-4 Semester- IV Elective-5 Elective-6 Industrial Elective (Practical) Total Credit L 0 2 3 2 2 0 T 0 4 0 2 4 0 P 4 0 0 0 0 6 C 2 4 3 3 4 3 19 4 3 4 2 4 3 20 2 3 3 2 3 3 3 3 22 3 3 5 11 72 MB 13207 MB 13208 MB 13209 MB 13210 MB 13211 MB 13212 MB 13313 MB 13314 MB 13315 MB 13316 2 2 3 2 3 2 0 2 2 0 2 2 2 2 2 2 0 4 2 2 0 2 2 0 2 2 0 2 2 2 2 2 2 0 0 0 0 0 0 0 4 0 0 4 0 0 0 0 0 0 10 MB 13417 Functional Electives Marketing Finance Systems Human Resource Operations Vertical Electives Pharma Hospitality Enterprise Resource Planning Agriculture Hospital and Health Care Retailing Auto Industry Project Management Media and Communication Banking Financial Service Insurance 2 MB 13FM01 MB 13FM02 MB 13FM03 MB 13FM04 MB 13FM05 MB 13FM06 MB 13FM07 MB 13FM08 MB 13FM09 MB 13FM10 MB 13FM11 MB 13FM12 MB 13FM13 MB 13HR01...
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... publications and other material on Rexam, its markets and business. 1 4 6 7 8 9 chairman’s statement who we are what we make where we operate how we performed in 2011 business review 16 market review 20 operating review 26 financial review 34 key risks sustainability This section provides a review of our sustainability performance in 2011. It explains our approach to and progress in this area, and details our commitments, measures and targets going forward. 44 products 47 operations 49 people governance 54 directors and officers 56 corporate governance 69 remuneration report 81 other disclosures governance We introduce our board and explain why a strong sense of governance and compliance is imperative in every area of our operations. We give details of the Company’s remuneration principles and policy which complement the Group’s strategic vision. business review 12 chief executive’s review (including KPIs) 86 Rexam PLC consolidated financial statements 2011 financial statements directors’ report Our chief executive outlines how we performed against our strategy to deliver value. The operating and financial reviews outline our performance in 2011. We also give an overview of the markets in which we operate and of the risks facing the business and what we are doing to mitigate them. sustainability Our chairman introduces the 2011 annual report and we explain...
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...Punjab-Poverty Reduction Strategy Paper (P-PRSP) Munib ur Rehman OCTOBER, 2003 Preface Pakistan has always been plagued with the scourge of poverty. This situation has worsened during the last decade. Poverty deprives people of the assets they are entitled to. It takes away their rights and liberties and it results in a loss of dignity. Now, despite many gains at the macro level and a generally healthy economic outlook, poverty still persists and continues to increase. This trend needs to be reversed. Fight against poverty has always remained on the agenda of the government. There has been a significant focus on poverty reduction through various development schemes and projects. Government of Punjab did not have a special poverty reduction programme as such in the past. This meant that while resources were spent on various poverty alleviation schemes and projects, there was no significant attention paid to the poor as the focal point in such programme. Consequentially we neither had a proper data base on poverty nor were any assessments made of the projects and Programmes vis-à-vis their impact on the lives of the poor. The present Punjab Poverty Reduction Strategy Paper [P-PRSP] is an effort to streamline the system and to ensure that poverty and the poor are specially targeted for various interventions. Similarly, review and monitoring is being ensured with a view to creating a feedback loop, allowing us to improve programmes as they are implemented...
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...BTEC Edexcel Level 2 BTEC First Certificate and Edexcel Level 2 BTEC First Diplomas in Sport For first teaching from September 2006 Issue 2 March 2007 Specification Edexcel Level 2 BTEC First Certificate and Edexcel Level 2 BTEC First Diplomas in Sport Edexcel, a Pearson company, is the UK’s largest awarding body offering academic and vocational qualifications and testing to more than 25,000 schools, colleges, employers and other places of learning here and in over 100 countries worldwide. We deliver 9.4 million exam scripts each year, with 3 million marked onscreen in 2005. Our qualifications include GCSE, AS and A Level, GNVQ, NVQ and the BTEC suite of vocational qualifications from entry level to BTEC Higher National Diplomas and Foundation Degrees. We also manage the data collection, marking and distribution of the National Curriculum Tests at Key Stages 2 and 3, and the Year 7 Progress Tests. References to third party material made in this specification are made in good faith. Edexcel does not endorse, approve or accept responsibility for the content of materials, which may be subject to change, or any opinions expressed therein. (Material may include textbooks, journals, magazines and other publications and websites.) Authorised by Jim Dobson Prepared by Dominic Sutton Publications Code BF017349 All the material in this publication is copyright © Edexcel Limited 2007 Essential principles for delivering a BTEC This specification contains the rules...
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