Events 2005 - ChartNexus

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The Star has always considered human capital as its prime asset. Our achievements today are gained not only because of our buildings and state-of-the-art machinery, but also primarily thanks to our human capital. Our employees have provided us with the leverage to transform The Star into a top-class organisation. Our workforce is a critical factor in our aim of remaining the No. 1 English daily in the country. The company believes in looking forward with technological advances as the means to propel the newspaper into a new era. This means taking productivity to new heights and transforming The Star into a hub of excellence. The Star’s Human Resources Department will continue its mission and efforts to improve the organisation’s culture and working environment. This will in turn ensure an enduring passion among employees for their work; boost efficiency; and encourage them to break away from traditional mindsets. 2. TRAINING AND DEVELOPMENT The current economic climate is a challenging one, and does not allow mediocre performance or complacency – our competitors are catching up fast. This is why human capital development will remain an important part of the company’s operating expenditure. Effectively, training activities in 2005 were mainly focused on enhancing The Star’s position as a productive organisation by adopting effective business strategies for an evolving business environment. The Star sentiasa menganggap modal insan sebagai aset utamanya. Kecemerlangan kami pada hari ini dicapai bukan hanya disebabkan oleh bangunan-bangunan dan peralatan canggih kami, tetapi juga hasil daripada modal insan kami. Para pekerja kami telah mencurahkan kekuatan mereka untuk menjadikan The Star sebuah organisasi yang cemerlang. Tenaga kerja kami adalah faktor penting dalam mencapai matlamat untuk kekal sebagai akhbar harian Bahasa Inggeris No. 1 di negara ini. Pihak syarikat percaya penekanan mesti diberikan kepada teknologi maju bagi menggerakkan akhbar ke era baru. Ini bermakna meningkatkan produktiviti ke tahap tertinggi dan menjadikan The Star sebuah pusat kecemerlangan. Bahagian Sumber Manusia The Star akan meneruskan misi serta usahanya untuk mempertingkatkan budaya dan persekitaran kerja organisasi. Secara tidak langsung, ini dapat memastikan para pekerja sentiasa bekerja dengan bersemangat meningkat kecekapan; serta menggalak mereka melakukan anjakan pemikiran daripada paradigma tradisional. 2. LATIHAN DAN PENINGKATAN Dengan keadaan ekonomi pada masa ini yang mencabar, prestasi sederhana serta terlalu mudah berpuas hati tidak sesuai diamalkan kerana ini akan hanya memberi manfaat kepada pesaing kami yang pantas bersaing. Inilah sebabnya mengapa pembangunan modal insan akan kekal sebagai bahagian utama belanjawan operasi syarikat. Aktiviti-aktiviti latihan 2005 memberi tumpuan ke arah meningkatkan kedudukan The Star sebagai organisasi produktif dengan mengamalkan strategi-strategi perniagaan yang berkesan bagi persekitaran perniagaan yang berkembang. STAR PUBLICATIONS (MALAYSIA) BERHAD 63
Human Resource Sumber Manusia 64 In response to growing challenges, training programmes held in 2005 were designed to impart skills, knowledge and attitude that employees could apply immediately and productively in their daily work. These programmes were designed to strengthen and consolidate our position as the leader in the Malaysian media market. Their aim was also to create greater operational efficiency, to improve cost management and impart the ability to manage new business challenges. On the average, each employee utilised about three man-days on training activities and this is expected to increase to five or six man-days in the future. The company has also invested heavily in buying state-of-the-art printing presses (Goss Universal 50) and equipment as part of a long-term business strategy. Managers, engineers and supporting staff from the Technical and Human Resource Department were sent abroad for a brief stint to gain valuable hands-on knowledge and experience. The exposure enabled participants to shorten the learning process and quickly translate knowledge and skills to operate the Goss Universal press lines more efficiently. This will, in turn, result in payoffs in terms of higher productivity, cost reduction and greater profitability. Bagi menyahut cabaran yang semakin hebat, program-program latihan yang dianjurkan dalam tahun 2005 telah direka untuk meningkatkan kemahiran, pengetahuan serta sikap yang boleh diaplikasikan oleh para pekerja dengan serta merta dan penghasilan kerja harian yang produktif. Program ini telah direka untuk menguat serta mengukuhkan kedudukan kami sebagai peneraju di dalam pasaran media di Malaysia. Ia juga bermatlamat mewujudkan kecekapan operasi, memperbaiki pengurusan kos dan menyampaikan kemampuan untuk mengendalikan cabaran perniagaan baru. Secara purata, setiap pekerja menggunakan kira-kira tiga hari bekerja sebagai aktiviti-aktiviti latihan dan bilangan hari ini dijangka akan bertambah kepada lima atau enam-hari bekerja pada masa hadapan. Syarikat juga telah banyak melabur di dalam pembelian pencetak surat khabar canggih (Goss Universal 50) serta peralatan sebagai sebahagian strategi perniagaan jangka panjang. Para pengurus, jurutera serta staf sokongan dari Bahagian Teknikal dan Sumber Manusia telah dihantar ke luar negara untuk kursus pendek bagi mendapatkan pengetahuan dan pengalaman secara langsung yang berharga. Pendedahan tersebut membolehkan para peserta memendekkan proses pembelajaran dan dengan pantas memindahkan pengetahuan dan kemahiran yang dipelajari untuk mengendalikan mesin pencetak Goss Universal dengan lebih cekap. Secara tidak langsung, ini akan memberikan pulangan dari sudut produktiviti, pengurangan kos serta keuntungan yang lebih memberangsangkan.
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http://thestar.com.my http://www.ms
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Profile of Board of Directors Profi
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AGENDA ORDINARY BUSINESS 1. To rece
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(b) the maximum funds to be allocat
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AND THAT such approval shall contin
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Kunci Kira-kira pada 31 Disember 20
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Corporate Directory Panduan Korpora
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