The document discusses the establishment of a sustainable energy management system called AEMAS. It proposes training and certifying energy managers, as well as certifying companies at three levels - 1 star, 2 stars, and 3 stars - based on their achievements in energy efficiency. The 1-star level involves establishing an energy management system and allocating a budget for efficiency measures. The 2-star and 3-star levels require verifying efficiency improvements and implementing measures over multiple years to achieve a sustainable system. The certification aims to drive companies towards best practices in energy management.
This document provides an overview of human capital including its economic perspective, sources, pillars, and indexes. It discusses human capital indexes for top countries including India. The four pillars of human capital are education, health, workforce/employment, and enabling environment. India ranks 78th out of 122 countries on the overall human capital index, with relatively low scores in health and the enabling environment. The document concludes by noting the importance of human capital for development and identifying challenges to improving human capital in India like population growth and lack of education and health facilities.
Literature review on performance appraisalsonnyhughes74
In this file, you can ref useful information about literature review on performance appraisal such as literature review on performance appraisal methods, literature review on performance appraisal tips, literature review on performance appraisal forms, literature review on performance appraisal phrases … If you need more assistant for literature review on performance appraisal, please leave your comment at the end of file.
Human Resource Management Functions of Standard Chartered Bank . Including process & chart. it was made for informal presentation of my BBA course. Hope you all find it helpful.
Employee welfare measures are advocated to maintain a strengthen manpower both physically and mentally. The study of various welfare measures brings in to light that the present measures taken by the company.
The document outlines the objectives, questionnaire, and survey for evaluating the effectiveness of an organization's employee training and development programs. The primary objective is to study the effectiveness of training programs provided to employees. The questionnaire collects employee demographics and asks about the adequacy of various aspects of training, such as duration, emphasis on skills development, and communication during training. Employees are also asked to provide suggestions to improve training programs.
Master's thesis - CORPORATE SOCIAL RESPONSIBILITY: Strategy and impacts on fi...auderichon
Society is feeling more and more concerned about the environment and social issues caused, among other things, by relocation and environmental dumping. Globalization has actually raised some ethical issues which peak levels were attained, socially speaking, when apparel companies were denunciated for using sweatshops in developing countries, and environmentally speaking, with Shell’s Brent Spar platform scandal. Consequently, companies started to think of how they could improve their image, even their way of doing business and started to engage in Corporate Social Responsibility (CSR).
The purpose of this thesis is to understand why companies decide to engage in CSR and if CSR policies have impacts on firms’ financial performance. Thus, the research problem is the following: What characterizes Corporate Social Responsibility strategies and do they have an impact on financial performance?
In order to answer it, I will use first a review of the existing literature, then interviews performed with persons in charge of CSR/Sustainable Development (SD) in companies and opinion leaders will be analysed. To complement this part, a study on sustainability indexes followed by a specific outlook at the automobile sector and its impact on the environment will be undertaken.
The results show that Western multinational companies (MNCs) tend to be more and more engaged, with law pushing for that as well. Stakeholders have quite an influence on the process, but the main factor of success is the commitment of top management and the integration of CSR in corporate culture. Quantitative results are more mitigated and it cannot be clearly said that CSR favours or not financial performance. More prospective is needed to be definite in the answer.
This document provides an overview of organizational behavior concepts from Stephen P. Robbins' textbook. It discusses what managers do, including making decisions, allocating resources, and directing others. It also outlines the major contributions of behavioral science disciplines like psychology, sociology, and anthropology to the field of organizational behavior. The document presents Robbins' three-level model of individual, group, and organizational variables that influence work behaviors and attitudes.
Training & development survey at bsnl mba hr project reportBabasab Patil
The document outlines a survey on training and development at BSNL. It includes an introduction on the importance of training and an executive summary. The survey had the objectives of evaluating the effectiveness of training, studying different training methods, and how performance appraisals identify training needs. Primary and secondary data was collected through surveys, interviews and company reports. Statistical analysis tools like frequency tests and correlation were used to analyze the data and identify significant factors related to effective training. The findings provide insight into employee attitudes towards training and how skills are applied. In conclusion, training at BSNL is found to be effective but some aspects could be improved.
This document provides an overview of human capital including its economic perspective, sources, pillars, and indexes. It discusses human capital indexes for top countries including India. The four pillars of human capital are education, health, workforce/employment, and enabling environment. India ranks 78th out of 122 countries on the overall human capital index, with relatively low scores in health and the enabling environment. The document concludes by noting the importance of human capital for development and identifying challenges to improving human capital in India like population growth and lack of education and health facilities.
Literature review on performance appraisalsonnyhughes74
In this file, you can ref useful information about literature review on performance appraisal such as literature review on performance appraisal methods, literature review on performance appraisal tips, literature review on performance appraisal forms, literature review on performance appraisal phrases … If you need more assistant for literature review on performance appraisal, please leave your comment at the end of file.
Human Resource Management Functions of Standard Chartered Bank . Including process & chart. it was made for informal presentation of my BBA course. Hope you all find it helpful.
Employee welfare measures are advocated to maintain a strengthen manpower both physically and mentally. The study of various welfare measures brings in to light that the present measures taken by the company.
The document outlines the objectives, questionnaire, and survey for evaluating the effectiveness of an organization's employee training and development programs. The primary objective is to study the effectiveness of training programs provided to employees. The questionnaire collects employee demographics and asks about the adequacy of various aspects of training, such as duration, emphasis on skills development, and communication during training. Employees are also asked to provide suggestions to improve training programs.
Master's thesis - CORPORATE SOCIAL RESPONSIBILITY: Strategy and impacts on fi...auderichon
Society is feeling more and more concerned about the environment and social issues caused, among other things, by relocation and environmental dumping. Globalization has actually raised some ethical issues which peak levels were attained, socially speaking, when apparel companies were denunciated for using sweatshops in developing countries, and environmentally speaking, with Shell’s Brent Spar platform scandal. Consequently, companies started to think of how they could improve their image, even their way of doing business and started to engage in Corporate Social Responsibility (CSR).
The purpose of this thesis is to understand why companies decide to engage in CSR and if CSR policies have impacts on firms’ financial performance. Thus, the research problem is the following: What characterizes Corporate Social Responsibility strategies and do they have an impact on financial performance?
In order to answer it, I will use first a review of the existing literature, then interviews performed with persons in charge of CSR/Sustainable Development (SD) in companies and opinion leaders will be analysed. To complement this part, a study on sustainability indexes followed by a specific outlook at the automobile sector and its impact on the environment will be undertaken.
The results show that Western multinational companies (MNCs) tend to be more and more engaged, with law pushing for that as well. Stakeholders have quite an influence on the process, but the main factor of success is the commitment of top management and the integration of CSR in corporate culture. Quantitative results are more mitigated and it cannot be clearly said that CSR favours or not financial performance. More prospective is needed to be definite in the answer.
This document provides an overview of organizational behavior concepts from Stephen P. Robbins' textbook. It discusses what managers do, including making decisions, allocating resources, and directing others. It also outlines the major contributions of behavioral science disciplines like psychology, sociology, and anthropology to the field of organizational behavior. The document presents Robbins' three-level model of individual, group, and organizational variables that influence work behaviors and attitudes.
Training & development survey at bsnl mba hr project reportBabasab Patil
The document outlines a survey on training and development at BSNL. It includes an introduction on the importance of training and an executive summary. The survey had the objectives of evaluating the effectiveness of training, studying different training methods, and how performance appraisals identify training needs. Primary and secondary data was collected through surveys, interviews and company reports. Statistical analysis tools like frequency tests and correlation were used to analyze the data and identify significant factors related to effective training. The findings provide insight into employee attitudes towards training and how skills are applied. In conclusion, training at BSNL is found to be effective but some aspects could be improved.
Abstract: This paper assessed the effect of training and development on employee performance using Bank BIC as
the case study. The study focused on the objectives which sought to assess the effect of training and development
on employee performance at Bank BIC, to determine the training and development practices and purposes at
Bank BIC, and to determine the training and development policy at Bank BIC Namibia. A mixed research method
was used with a sample size of 35 respondents. The study found that the majority (59.09%) of the respondents
agreed that training and development are improving their job performance at the Bank BIC. The majority (50
percent) of the respondents strongly agree that training and development are important for growth at the Bank
BIC. The majority (54.55 percent) of the respondents agree that training and development have improved their
morale. The majority (50 percent) of the respondents on the job training is an efficient tool for learning new skills
and improving current skills. The majority (40.91 percent) of the respondents agree that the training and
development that employees received is relevant to their work. The majority (59.09 percent) of the respondents
indicated that there was no specific training schedule at the Bank BIC. The majority (59.09 percent) of the
respondents indicated that the objective of training and development at the Bank BIC is to improve performance.
The majority (86.36 percent) of the respondents indicated that Bank BIC uses on-the-job training and that the
training and development policy at Bank BIC entails involving all the employees in the training program and
making them aware of the objectives of the training program. The study recommended that Bank BIC's training
and development practices should be reviewed regularly, with an appropriate assessment of the organization's
needs and identification of individuals' skills, knowledge, and educational backgrounds. On the other hand, the
organization creates appropriate training methods for employees based on their abilities and educational
backgrounds. The training and development program should be related to the needs of the employees and should
be matched to the objectives of the organization and the training should be chosen based on a proper need
assessment. This allows the organization to determine whether employees are comfortable with their jobs and
work environments, as well as how they deliver quality service
The presentation highlights the important compensation policies of Nestle. It will help the viewers to understand the compensation management and distribution procedure.
Engineering Job Analysis, Description & Specification IHenry John Nueva
This document provides an introduction to engineering job analysis. It discusses the importance of understanding job requirements and duties for functions like recruitment, performance reviews, and legal defense. The document then defines job analysis as the process of studying jobs to gather information about responsibilities, requirements, and work conditions. It discusses how job analysis is used for organizational planning, recruitment and selection, training and development, wage and salary administration, performance appraisal, and health and safety. The document provides models of historical job analysis and details the primary uses of job analysis in organizations.
This document discusses employee motivation at an organization called Sbq. It introduces the topic and defines motivation as inspiring employees to engage in work. The research problem is to study the factors that motivate employees at Sbq. The objectives are to identify important motivational factors, study the impact of monetary/non-monetary benefits, promotions, and interpersonal relationships on performance. The scope, need, limitations and methodology of the study are also outlined. Various theories of motivation are reviewed, including Maslow's hierarchy of needs and Herzberg's two-factor theory.
This document provides background information on the automobile industry. It discusses the early history of cars, from the first steam-powered vehicles in the late 18th century to the invention of the gasoline-powered automobile by Karl Benz in 1886. It then covers major developments in the 19th century, including innovations like hand brakes and transmissions. The emergence of major automakers in the early 20th century, like Ford, GM, and Toyota, transformed the industry and led to mass production of affordable cars for consumers. Today a few major global players dominate the industry.
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
Mba syllabus 2019 pattern (sem i to iv) 08.062020 (2)indseach
The document summarizes the revised curriculum for the Master of Business Administration (MBA) program effective from the 2019-2020 academic year. Key aspects of the revised curriculum include:
1. Implementing an Outcome Based Education approach along with the existing Choice Based Credit System and grading system.
2. Defining terms related to the Outcome Based Education approach such as Program Educational Objectives, Graduate Attributes, Program Outcomes, Program Specific Outcomes, Learning Outcomes, Course Outcomes, and Outcome Based Assessment.
3. Outlining the Program Educational Objectives and Program Outcomes that students will achieve by the end of the MBA program related to integrating management theories, effective communication, leadership, global
Corporate Governance for South African Mining Companies (a practitioner's view)James AH Campbell
Corporate Governance for South African Mining Companies (a practitioner's view).
Compliance & Reporting in the Minerals Industry
15th September 2023
University of the Witwatersrand
(MINN7052A)
A STUDY ON EMPLOYEE WELFARE FACILITIES IN HLLBabasab Patil
This document contains an outline for a study on employee welfare facilities at HLL Life Care Limited in Kanagala, India. The study aims to understand employee satisfaction with existing welfare programs and identify areas for improvement. It will examine the company's history and current status, employee awareness and opinions of welfare facilities, and satisfaction levels. The research methodology involves a literature review, primary data collection through employee questionnaires, and analysis of findings and suggestions. The scope is limited to the Kanagala plant and will not apply to other HLL units. The study intends to help enhance human resource management and overall productivity.
The document discusses opportunities and challenges in the Indian aluminum extrusion industry. It notes that while demand is growing, particularly in construction, transportation, and solar, consumption and industry capacity remain low compared to other countries. The fragmented industry faces challenges in developing complex applications and technical expertise. However, opportunities exist in automotive, telecom, transportation, building, and solar industries to increase aluminum extrusion usage through green and energy efficient solutions.
Ch6QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
The document discusses concepts related to conducting an internal assessment or audit of a company. It covers evaluating a company's internal strengths and weaknesses across key functional areas like management, marketing, finance, production, and human resources. The internal audit helps identify distinctive competencies, internal resources, and cultural factors that influence strategic management. It also examines the effectiveness of the company's planning, organizing, staffing, motivating, and controlling functions.
Justification of the study
This study examined the concept of employee motivation as a mean for delivering superior service quality in the hospitality industry as well as other similar industries. This paper provides a framework for managers to use to enhance their understanding of employee motivation and its sources. A successful quest for service quality can be the difference between success and failure for many service organizations. In today’s competitive environment, customers are always looking for better service, more knowledgeable support, faster response time, and lower prices. Service organization that allow their employee productivity standards to deteriorate by not encouraging improvement in the volume and quality of output, will see their customer base dissolve.
The document is a questionnaire that asks employees questions about their organization's training and development programs. It collects information on whether training programs are offered, how often they are conducted, their duration, satisfaction levels with content and quality, and their perceived effectiveness in enhancing performance and motivation. It concludes by asking for suggestions to make training programs more effective. The questionnaire collects both multiple choice and open-ended responses.
A Study On Quality Of Work Life Of Employees at ITI, B'lorePradeep Pandian
This document provides an introduction to human resource management. It discusses that HRM involves managing employees to help an organization achieve its goals. The objectives of HRM include developing employees, meeting individual and organizational needs, improving employee satisfaction and morale, and maintaining quality of work life. It also covers the scope of HRM, which includes recruitment, training, performance management, compensation, and industrial relations. The importance of HRM is that it can improve relationships, develop organizational commitment, help organizations adapt to changing conditions, and increase pressure on employees to perform well.
A STUDY ON EFFECTIVENESS OF EMPLOYEE’S TRAINING AND DEVELOPMENT IN RANE BRAK...IAEME Publication
This paper deals with “A Study On Effectiveness Of Employee’s Training And Development In Rane Brake Lining Limited, Viralimalai, Trichy” Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, behavior etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc. Employee training is important sub-system of Human Resource Development. Employee training is specialized function and is one of the fundamental operative functions for human resource management. Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc., an organization improves its effectiveness to a large extent by investing in its HR for developing their skill, efficiency and motivation.
HR practices(Training & development) in MotorolaAnjali Mehta
In the 1980s, Motorola emerged as a leader in investing in employee education and development. It created Motorola University in 1979 to provide comprehensive training programs. Motorola also stressed e-learning through its College of Learning Technologies, delivering interactive online training to employees worldwide. Motorola's focus on training its employees led to excellence in products and enhanced employee productivity and satisfaction, making it a model for effective corporate training.
The document discusses job analysis, including defining job analysis and its uses, methods for collecting job analysis information such as interviews and questionnaires, how to write job descriptions and specifications, and how job analysis is conducted in less specialized "jobless" work environments through techniques like job enlargement and competency-based analysis.
This document contains a 15 question survey about training and development programs at NMDC, an organization. An MBA student is conducting this survey as part of a school project to analyze the company's training programs. Respondents are asked questions about their understanding of training, the necessity of training for productivity, their experiences with different training methods like on-the-job and off-the-job, and their satisfaction with and evaluation of the company's training programs. All responses will be kept confidential and only used for analysis.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
This document provides information about a study on employee welfare facilities at HLL Lifecare Limited in Kanagala, India. It includes the company profile, objectives of the study which are to study existing welfare facilities, employee opinions, satisfaction levels, and suggestions for improvement. The methodology involved questionnaires and interviews. Key findings were that 90% of employees were aware of welfare facilities but 10% were not, and 70% felt satisfied with current facilities. Suggestions included improving canteen food quality and providing transportation for contract workers. The conclusion is that welfare facilities play an important role in employee motivation and productivity.
Mohammad Niyaz Ansari is seeking a position in accounting and ERP functions where he can utilize his 14+ years of experience in banking, finance, and accounting. He has extensive experience working with customers and leading accounting operations for various companies in Dubai and India. He is ambitious, innovative, and aims to contribute his skills and experience to achieve excellent results.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e melhor processador. O novo aparelho custará US$ 100 a mais que o modelo anterior e estará disponível para pré-venda em 1 mês. Analistas esperam que o novo smartphone ajude a empresa a aumentar suas vendas e receita no próximo trimestre.
Abstract: This paper assessed the effect of training and development on employee performance using Bank BIC as
the case study. The study focused on the objectives which sought to assess the effect of training and development
on employee performance at Bank BIC, to determine the training and development practices and purposes at
Bank BIC, and to determine the training and development policy at Bank BIC Namibia. A mixed research method
was used with a sample size of 35 respondents. The study found that the majority (59.09%) of the respondents
agreed that training and development are improving their job performance at the Bank BIC. The majority (50
percent) of the respondents strongly agree that training and development are important for growth at the Bank
BIC. The majority (54.55 percent) of the respondents agree that training and development have improved their
morale. The majority (50 percent) of the respondents on the job training is an efficient tool for learning new skills
and improving current skills. The majority (40.91 percent) of the respondents agree that the training and
development that employees received is relevant to their work. The majority (59.09 percent) of the respondents
indicated that there was no specific training schedule at the Bank BIC. The majority (59.09 percent) of the
respondents indicated that the objective of training and development at the Bank BIC is to improve performance.
The majority (86.36 percent) of the respondents indicated that Bank BIC uses on-the-job training and that the
training and development policy at Bank BIC entails involving all the employees in the training program and
making them aware of the objectives of the training program. The study recommended that Bank BIC's training
and development practices should be reviewed regularly, with an appropriate assessment of the organization's
needs and identification of individuals' skills, knowledge, and educational backgrounds. On the other hand, the
organization creates appropriate training methods for employees based on their abilities and educational
backgrounds. The training and development program should be related to the needs of the employees and should
be matched to the objectives of the organization and the training should be chosen based on a proper need
assessment. This allows the organization to determine whether employees are comfortable with their jobs and
work environments, as well as how they deliver quality service
The presentation highlights the important compensation policies of Nestle. It will help the viewers to understand the compensation management and distribution procedure.
Engineering Job Analysis, Description & Specification IHenry John Nueva
This document provides an introduction to engineering job analysis. It discusses the importance of understanding job requirements and duties for functions like recruitment, performance reviews, and legal defense. The document then defines job analysis as the process of studying jobs to gather information about responsibilities, requirements, and work conditions. It discusses how job analysis is used for organizational planning, recruitment and selection, training and development, wage and salary administration, performance appraisal, and health and safety. The document provides models of historical job analysis and details the primary uses of job analysis in organizations.
This document discusses employee motivation at an organization called Sbq. It introduces the topic and defines motivation as inspiring employees to engage in work. The research problem is to study the factors that motivate employees at Sbq. The objectives are to identify important motivational factors, study the impact of monetary/non-monetary benefits, promotions, and interpersonal relationships on performance. The scope, need, limitations and methodology of the study are also outlined. Various theories of motivation are reviewed, including Maslow's hierarchy of needs and Herzberg's two-factor theory.
This document provides background information on the automobile industry. It discusses the early history of cars, from the first steam-powered vehicles in the late 18th century to the invention of the gasoline-powered automobile by Karl Benz in 1886. It then covers major developments in the 19th century, including innovations like hand brakes and transmissions. The emergence of major automakers in the early 20th century, like Ford, GM, and Toyota, transformed the industry and led to mass production of affordable cars for consumers. Today a few major global players dominate the industry.
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
Mba syllabus 2019 pattern (sem i to iv) 08.062020 (2)indseach
The document summarizes the revised curriculum for the Master of Business Administration (MBA) program effective from the 2019-2020 academic year. Key aspects of the revised curriculum include:
1. Implementing an Outcome Based Education approach along with the existing Choice Based Credit System and grading system.
2. Defining terms related to the Outcome Based Education approach such as Program Educational Objectives, Graduate Attributes, Program Outcomes, Program Specific Outcomes, Learning Outcomes, Course Outcomes, and Outcome Based Assessment.
3. Outlining the Program Educational Objectives and Program Outcomes that students will achieve by the end of the MBA program related to integrating management theories, effective communication, leadership, global
Corporate Governance for South African Mining Companies (a practitioner's view)James AH Campbell
Corporate Governance for South African Mining Companies (a practitioner's view).
Compliance & Reporting in the Minerals Industry
15th September 2023
University of the Witwatersrand
(MINN7052A)
A STUDY ON EMPLOYEE WELFARE FACILITIES IN HLLBabasab Patil
This document contains an outline for a study on employee welfare facilities at HLL Life Care Limited in Kanagala, India. The study aims to understand employee satisfaction with existing welfare programs and identify areas for improvement. It will examine the company's history and current status, employee awareness and opinions of welfare facilities, and satisfaction levels. The research methodology involves a literature review, primary data collection through employee questionnaires, and analysis of findings and suggestions. The scope is limited to the Kanagala plant and will not apply to other HLL units. The study intends to help enhance human resource management and overall productivity.
The document discusses opportunities and challenges in the Indian aluminum extrusion industry. It notes that while demand is growing, particularly in construction, transportation, and solar, consumption and industry capacity remain low compared to other countries. The fragmented industry faces challenges in developing complex applications and technical expertise. However, opportunities exist in automotive, telecom, transportation, building, and solar industries to increase aluminum extrusion usage through green and energy efficient solutions.
Ch6QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
The document discusses concepts related to conducting an internal assessment or audit of a company. It covers evaluating a company's internal strengths and weaknesses across key functional areas like management, marketing, finance, production, and human resources. The internal audit helps identify distinctive competencies, internal resources, and cultural factors that influence strategic management. It also examines the effectiveness of the company's planning, organizing, staffing, motivating, and controlling functions.
Justification of the study
This study examined the concept of employee motivation as a mean for delivering superior service quality in the hospitality industry as well as other similar industries. This paper provides a framework for managers to use to enhance their understanding of employee motivation and its sources. A successful quest for service quality can be the difference between success and failure for many service organizations. In today’s competitive environment, customers are always looking for better service, more knowledgeable support, faster response time, and lower prices. Service organization that allow their employee productivity standards to deteriorate by not encouraging improvement in the volume and quality of output, will see their customer base dissolve.
The document is a questionnaire that asks employees questions about their organization's training and development programs. It collects information on whether training programs are offered, how often they are conducted, their duration, satisfaction levels with content and quality, and their perceived effectiveness in enhancing performance and motivation. It concludes by asking for suggestions to make training programs more effective. The questionnaire collects both multiple choice and open-ended responses.
A Study On Quality Of Work Life Of Employees at ITI, B'lorePradeep Pandian
This document provides an introduction to human resource management. It discusses that HRM involves managing employees to help an organization achieve its goals. The objectives of HRM include developing employees, meeting individual and organizational needs, improving employee satisfaction and morale, and maintaining quality of work life. It also covers the scope of HRM, which includes recruitment, training, performance management, compensation, and industrial relations. The importance of HRM is that it can improve relationships, develop organizational commitment, help organizations adapt to changing conditions, and increase pressure on employees to perform well.
A STUDY ON EFFECTIVENESS OF EMPLOYEE’S TRAINING AND DEVELOPMENT IN RANE BRAK...IAEME Publication
This paper deals with “A Study On Effectiveness Of Employee’s Training And Development In Rane Brake Lining Limited, Viralimalai, Trichy” Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, behavior etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc. Employee training is important sub-system of Human Resource Development. Employee training is specialized function and is one of the fundamental operative functions for human resource management. Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc., an organization improves its effectiveness to a large extent by investing in its HR for developing their skill, efficiency and motivation.
HR practices(Training & development) in MotorolaAnjali Mehta
In the 1980s, Motorola emerged as a leader in investing in employee education and development. It created Motorola University in 1979 to provide comprehensive training programs. Motorola also stressed e-learning through its College of Learning Technologies, delivering interactive online training to employees worldwide. Motorola's focus on training its employees led to excellence in products and enhanced employee productivity and satisfaction, making it a model for effective corporate training.
The document discusses job analysis, including defining job analysis and its uses, methods for collecting job analysis information such as interviews and questionnaires, how to write job descriptions and specifications, and how job analysis is conducted in less specialized "jobless" work environments through techniques like job enlargement and competency-based analysis.
This document contains a 15 question survey about training and development programs at NMDC, an organization. An MBA student is conducting this survey as part of a school project to analyze the company's training programs. Respondents are asked questions about their understanding of training, the necessity of training for productivity, their experiences with different training methods like on-the-job and off-the-job, and their satisfaction with and evaluation of the company's training programs. All responses will be kept confidential and only used for analysis.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
This document provides information about a study on employee welfare facilities at HLL Lifecare Limited in Kanagala, India. It includes the company profile, objectives of the study which are to study existing welfare facilities, employee opinions, satisfaction levels, and suggestions for improvement. The methodology involved questionnaires and interviews. Key findings were that 90% of employees were aware of welfare facilities but 10% were not, and 70% felt satisfied with current facilities. Suggestions included improving canteen food quality and providing transportation for contract workers. The conclusion is that welfare facilities play an important role in employee motivation and productivity.
Mohammad Niyaz Ansari is seeking a position in accounting and ERP functions where he can utilize his 14+ years of experience in banking, finance, and accounting. He has extensive experience working with customers and leading accounting operations for various companies in Dubai and India. He is ambitious, innovative, and aims to contribute his skills and experience to achieve excellent results.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e melhor processador. O novo aparelho custará US$ 100 a mais que o modelo anterior e estará disponível para pré-venda em 1 mês. Analistas esperam que o novo smartphone ajude a empresa a aumentar suas vendas e receita no próximo trimestre.
Daniel Pennac fue un mal alumno que se convirtió en profesor para ayudar a otros estudiantes que pasaban por lo mismo. En la entrevista, Pennac describe a los "malos alumnos" como llenos de miedo y falta de confianza, y explica que es importante que los profesores den apoyo y no juzguen a los estudiantes solo por sus notas. También enfatiza que los comentarios de los padres y profesores pueden motivar o desmotivar a los estudiantes. Por último, Pennac ofrece consejos para los profesores
El documento describe las funciones y propiedades de los aminoácidos y las proteínas. Explica que los aminoácidos son las unidades monómeras que se polimerizan para formar cadenas polipeptídicas de proteínas. También describe las 20 proteínas que se encuentran comúnmente en las proteínas y sus estructuras primaria, secundaria, terciaria y cuaternaria.
TECNOLOGIAS APLICADAS PARA EL CONTROL EN LÍNEA PARA LA ELABORACIÓN DE QUESOSDairybiotech
TECNOLOGIAS APLICADAS PARA EL CONTROL EN LÍNEA PARA LA ELABORACIÓN DE QUESOS. Belén López (Universidad de Murcia). En las II Jornadas Técnicas "Nuevas Tecnologías en Seguridad y Calidad de los Productos Lácteos". Cáceres, noviembre 2013.
El documento discute las teorías del aprendizaje, las cuales se enfocan en explicar cómo los sujetos adquieren conocimiento a través de la adquisición de habilidades, el razonamiento y la adquisición de conceptos. Las teorías se han asociado con el método pedagógico en educación y incluyen el conductismo, el cognitivismo, el humanismo y el constructivismo.
This document discusses school funding in Kansas and analyzes claims made in political advertisements. It explains that schools receive funding from multiple sources with specific rules for how funds can be spent. The general fund, which covers operational costs, has seen its per-pupil funding drop significantly in recent years. While the state is now distributing local property tax funds as state aid, total funding to districts has not actually increased. The analysis aims to provide an unbiased perspective on the school funding debate in Kansas.
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Visita la página del Diplomado Internacional en Gestión Comercial:
http://www.esan.edu.pe/diplomados/gestion-comercial/
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PECB webinar: ISO 50001:2011 - Understanding Energy Management System (EnMS) PECB
Summary:
This webinar provides a comprehensive overview of the ISO 50001 standard. You will learn how using, developing and managing policies and procedures can improve energy efficiency, achieve targets, and reduce costs. You will also gain the confidence to build awareness of energy efficiency across your organization, which is the vital starting point for anyone planning to develop an energy management system.
Speaker:
Eng. Tawfik Soukieh is the managing director of GLOBAL Experience Consulting Company (GEC) from Kuwait, with more than 20 years of international experience in Energy sector. Throughout years, he has acquired invaluable international business experience, which he utilizes to assist companies with ISO standards with a rich portfolio of different quality management certifications such as: ISO 50001, ISO 9001, ISO 14001, ISO 13053, OHSAS 18001, ISO 17025, ISO 29001, etc. He is also a member of: Institute of Industrial Engineers (senior member, Atlanta (IIE- U.S.A)), Kuwait Society of Engineers (KSE-KUWAIT), Association of quality and practice (ASQ-USA).
For ISO 50001 Training, Exam, and Certification, please contact: customer@pecb.com
Developing Effective Energy Performance IndicatorsPECB
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Achieving Superior Energy Performance (SEP) - U.S. DOEDQS Inc.
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Learn more about SEP:
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Utilities at the cutting edge of DSM planning are implementing Strategic Energy Management (SEM) programs. By equipping C&I customers with powerful tools that help them strategically manage their energy use, utilities realize significant EE savings and deepen their customer relationships.
MEEA, in collaboration with members Xcel Energy and EnerNOC, presented this webinar on SEM best practices and opportunities for Midwest utilities, featuring a case study with Xcel Energy.
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3. Xcel Energy’s Industrial Process Efficiency – Xcel Energy Program Manager Kerry Klemm will present a case study of an award-winning SEM program, the Xcel Energy Process Efficiency program.
Speakers:
Kerry Klemm – Program Manager, Xcel Energy
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Chad Gilless – Practice Lead, Strategic Energy Management, EnerNOC
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AVReporter Energy Management Software and ISO50001 BenefitsAvreporter KONsys
AVReporter Energy Management Software is designed to record measurements, monitor the tendencies of key indicators, create reports providing an outstanding and flexible analytical tool serving the „CHECK” requirements of the ISO 50001 in determining the energy performance against the energy policy and objectives, reporting, recording and storing the results, aiding the strict documentation policy. www.konsys-international.com
BSI ISO5001 Seminar - Energy Management Standards Camfil UK
BSI ISO5001 Seminar - Energy Management Standards - Martin Fry, Visiting Professor, City University
Chairman, ESTA, Chairman, BSI Energy Management Standards Committee
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Presentation materials to introduce to decision makers of organizations to trigger the awareness among them with less technical contents and more on commitment required from them
ISO 50001 provides a framework for companies to establish an energy management system to continuously improve energy performance, including energy efficiency, use, and consumption. Bureau Veritas offers certification services to verify that an organization's energy management system meets the requirements of ISO 50001, helping organizations optimize energy usage and costs. Their services include training, gap assessments, and certification audits to certify and ensure ongoing compliance with ISO 50001.
The document discusses ISO 50001/BS EN 16001, an energy management standard that provides a framework to help organizations improve energy efficiency through a systematic plan-do-check-act approach. Key elements include establishing an energy policy, identifying significant energy uses, setting objectives and targets, implementation plans, training, documentation, audits, and management reviews. Certification can help organizations save money, reduce emissions, and improve competitiveness through more effective energy management. Lakshy Management Consultant offers consulting, training, and certification services to help clients achieve ISO 50001/BS EN 16001 certification.
The ISO 50001 Certification and energy management system help organization to increase energy efficiency in the work area as well as reducing energy costs in manufacturing industries. Energy Management System and ISO 50001 certification consultancy company had helped many global clients for implementation of EnMS to achieve ISO 50001 certification by promote energy management best practices and reinforce good energy management behaviors.
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Aemas overview pierre -launching v1 aemas launching vn-eng
1. Establishment of a Sustainable Energy
Management System
Mr. Ha Dang Son
National Expert- AEMAS
Managing Director of The Research Centre
for Energy and Environment
AEMAS Launching Conference
Sofitel Plaza Hotel,Ha Noi, 21 October 2011
2. Outline
1. Origin of AEMAS
2. Overall design
3. Training and certification of energy managers
4. Energy Management Gold Standard: certification of
companies
5. Why apply? – Energy Managers
6. Why apply? - Companies
7. Energy Management Gold Standard vs. ISO 50001
8. AEMAS in other countries
9. AEMAS in Vietnam
3. 1. Origin of AEMAS
• Need from ASEAN governments to support
their energy efficiency promotion policies
(APAEC 1999-2004)
• Problems faced:
– Lack of managerial skills among energy managers
(all training program focus on technical aspects)
– Lack of interest from end-users to invest in energy
efficiency; cost savings is not strong driver (apart
for very energy intensive industries)
5. 2. Overall design of AEMAS
Problems faced: Solutions:
– Lack of managerial – Develop training
skills among energy curriculum focused on
managers managerial aspects
– Lack of interest – Propose certification for
from end-users to companies based on
invest in energy achievements in energy
efficiency efficiency, to trigger
interests based on CSR,
green image, etc.
6. 2. Overall design of AEMAS
“System of certification based on
excellence in energy management”
Training and certification of Certification of companies
Energy Managers
• Based on ISO 50001 with additional
• Training curriculum focused requirements
EXCLUSIVELY on managerial • Three levels of certification to
aspects: how to establish and progressively drive towards EnMgt best
manage and EnMgt system practices
• Two levels of certification:
Certified EnMer and
Professional EnMer
7. 3.1 Approach to EnMgt
Report to Certified Energy
Management
Board Manager
NOT a
technical
function!
Report to
Technical team
8. 3.2 Training of Energy Managers
• Empowers industries with in-house capabilities to establish and manage
the EnMgt system
• Enhances the professional standing of Energy Managers
• Training curriculum based on 220-page Energy Management Workbook:
- Role of the energy manager
- How to define the energy policy
- How to appraise the energy management performance
- How to set up and manage: energy baseline, EEI, Energy Accounting Centers, Energy
Management Committee, Energy Management Working Procedures, Investment Appraisal for
Energy Efficiency Projects, Human Resource Development in Energy Management System,
Documentation in Energy Management System
- How to establish Energy Target & Plan, including organizing Energy Audit & Analysis,
Measurement & Verification
- How to integrate the Energy Management System into Business Practice (working ,monitoring
and reporting procedures, other management standards, …)
- Project management and investment
- Energy Management performance review
9. 3.3 Certification process
Minimum qualifications:
• Bachelor degree or higher in any field with:
- At least 5 years of working experience in factories and/or buildings; and
- At least 2 years of working experience in a supervisory and/ or managerial role.
• Or higher vocational certification or higher with:
- At least 7 years of working experience in factories and/or buildings and
- At least 4 years of working experience in a supervisory and/ or managerial role.
Successfully implement a
sustainable EMGt system
Training and Test
Certified Energy
(Compulsory)
Application &
Qualification
New
Assessment
Manager / CEM
candidates
with
Submit 2 IEMP/ Interview before panel
minimum
qualifications Professional Energy
Manager / PEM
10. 4. Energy Management Gold Standard
Why the Energy Management Gold Standard?
• ISO 50001 “Energy Management Standard” is a powerful tool
to assist energy managers set up a sustainable energy
management system
• HOWEVER, ISO 50001 does NOT require certified companies
to improve their energy efficiency: “ISO 50001:2011 does not
prescribe specific performance criteria with respect to
energy” (extract from ISO 50001 standard)
• Objective of ASEAN governments: convince energy end-users
to improve their energy efficiency > ISO 50001 is not sufficient
11. 4.1 About ISO 50001:2011
4.1 General requirements 4.5 Implementation and operation
4.5.1 Competence, training and awareness
4.2 Management responsibility
4.5.2 Documentation
4.2.1 General 4.5.3 Operational control
4.2.2 Roles, responsibility and authority 4.5.4 Communication
4.5.5 Design
4.3 Energy policy
4.5.6 Purchasing energy services, goods and energy
4.4 Planning 4.6 Checking performance
4.4.1 General 4.6.1 Monitoring, measurement and analysis
4.6.2 Evaluation of legal/other compliance
4.4.2 Energy Profile
4.6.3 Internal audit
4.4.3 Energy Baseline
4.6.4 Nonconformities, corrective, preventive and
4.4.4 Energy performance indicators improvement actions
4.6.5 Control of records
4.4.5 Legal and other requirements
4.7 Review of the energy management system by top
4.4.6 Objectives, targets and action plans management
4.7.1 Inputs to management review
4.7.2 Outputs from management review
12. 4.2 ISO 50001 pros and limitations
Pros
+ ISO’s reputation will encourage many industries to adopt ISO
50001 to gain better public image
+ ISO 50001 standard provides detailed specifications on the
elements of an Energy Management System
Limitations
- No guidelines on HOW to establish and manage the EnMgt
system: rely on external consultants?
- “ISO 50001:2011 does not prescribe specific performance
criteria with respect to energy.”:
- No requirements on energy efficiency improvements
- No requirements related to budget and investment
13. 4.3 Energy Management Gold Standard vs. ISO 50001
ISO 50001
Corporate energy policy
Energy Management system in place and
documented
Trained and certified energy manager
Motivation
Budget management
Demonstration of budget spending
Demonstration of EE measures implementation
Verified improvement of EEI
Energy Management System in Real EE improvement; Energy
place, budget allocated Management System is sustainable
14. 4.3 Overall Design
• Certified Energy Manager: 3-day training
on managerial aspects + evaluation
Certification of
• Professional Energy Manager: CEM + 2
energy managers achievement papers reviewed by
committee
Certification of • 1 star: EnMgt system based on ISO 50001 + CEM
+ EE budget allocation
end-users • 2 stars: PEM + verified improvement in EEI +
Energy verified implementation of EE measures
• 3 stars: sustainability on EnMgt system (impl. of
Management EE meausres 3 years in a row, achievement of
Gold Standard EM best practices
15. 4.4 Certification of companies
• EnMgt System in place according to ISO 50001
+ Certified Energy Manager (CEM)
+ Motivation plan for the personal involved in the EnMgt system
+ Budget allocated for investment in EE measures
+ Procurement policies and internal investment criteria “EE-friendly”
Validity: 2 years
Cannot be renewed: obligation to achieve 2 star
In case 2-star certification cannot be achieved within 2 years, the 1-star
certificate is withdrawn.
Companies can re-apply for 1-star after 3 years minimum from the date
of withdrawal
Companies can apply directly for 2-star anytime.
16. 4.4 Certification of companies
Same as 1 star + (either one of the following):
• Overall EEI improves by 5% (over 2 years)
• Overall energy consumption decreases by 5%
• EEI improves by 1% on year-on-year basis over past 3 years
• EE measures representing at least 50% of the total energy saving potential of recommended
measures (internal audit) are implemented and achieving at least 1% overall energy savings
• EE measures representing at least 50% of the total energy saving potential of recommended
measures (external audit by AEMAS certified auditor and approved by senior AEMAS experts)
and achieving less 1% overall energy savings are implemented (include cases where NO EE
measures are implemented)
• Fuel-switching project implemented (using NG or RE)
• Projects involving self-generation of electricity implemented
• One RE project implemented
• Investment in 5 new EE technologies
Validity: 2 years
Renewal gives 3 stars
If cannot be renewed: downgrading to 1-star (if criteria met) with only 1 year validity
17. 4.4 Certification of companies
Open only for 2-star certified companies
Same criteria as for 2-star + Energy Manager must be PEM (not
CEM), i.e. renewal of 2-star provides 3-star
Rationale: a company who can meet 2-star certification 2 times in a
row, that is over 3-4 years, demonstrate their sustainable and pro-
active approach to EnMgt. The 3-star aims to convey this message.
Validity of 3-star: 2 years
Renewal confirms sustainability
In case a company cannot renew, it is downgraded to 1-star (if
criteria are met), with 1-year validity only.
18. 5. Why apply ? – Energy Managers
• Build your professional skills to implement and
manage a sustainable energy management
system based on ISO 50001
• Enhance your professional standing with
certification recognized in 10 ASEAN
countries, supported by European Union and
UNEP
• Improve career path development
19. Certificate #:
Certified Energy Manager
This Certificate is awarded to
In recognition of his/her fulfillment of all the obligations under the
ASEAN Energy Management Scheme (AEMAS)
Dr. Hardiv H. Situmeang Jean-Marc Alexandre
ASEAN Centre for Energy Country Coordinator AEMAS Thailand
AEMAS is co-funded by
the European Union
20. 6. Why apply ? - Companies
• Get ready for ISO 50001 certification; make
ISO 50001 certification cheaper (in-house
capability, audit guidelines)
• Be recognized as top performer, as Energy
Management Gold Standard is improved
version of ISO 50001
• Improve your Corporate Social
Responsibility and build your Green Image
• Improve your energy efficiency and make
huge savings
21. 7. Energy Management Gold Standard vs. ISO 50001
• EMGS recognizes your achievements in energy management >
portrays you as a top performer
ISO 50001 only certifies that an energy management system is in place
• With EMGS, your energy manager has skills to establish and
run the system
No need for external consultants
• EMGS gives you guidelines to prepare for the audit
Not ISO 50001: need for external consultants to prepare for audit
Make audit faster and cheaper, as everything is ready up to auditor’s
expectations
• As EMGS is based on ISO 50001, you can make a self-
declaration of conformity with ISO 50001, without paying
third-party certification fees
22. 8. AEMAS in other countries
• AEMAS already established in all ASEAN countries
• 260 energy managers already certified; 100
additional per month
• 5 companies already certified 1-star under Energy
Management Gold Standard:
– Malaysia: University Technology Malaysia; Telekom
Malaysia R&D
– Philippines: San Miguel-Yamamura Packaging
Corporation; Texas Instrument; Toshiba Information
Equipment
23. 5. Partners
Copper Development Center South East Asia ASEAN Center for Energy
Country Coordinator, Thailand, Laos, Cambodia Coordinator
Energy Practitioners Association of the Philippines Action for Sustainable
Country Coordinator, Philippines Development
Technical partner, France
Pelangi
Country Coordinator, Indonesia
Research Center for Energy and Environment
Country Coordinator, Vietnam
Greentech Malaysia
Country Coordinator, Malaysia Funded by:
Myanma Engineering Society
Country Coordinator, Myanmar
25. Content
• Background
• Sustainable Energy Management System
• AEMAS Structure and Network
• AEMAS Target Group
• Deliveries
• Activities
• Planned Schedule of AEMAS Course
• Contact
26. Background
• Law on Efficiency and Saving Energy was effective 1/1/2011
– Article 33.34: Responsibilities of the establishment of key energy facility
is to apply energy management systems, conduct audits and energy
audits, and to assign energy management at the facility.
– Decision 1294/QD-TTg: list of enterprises of the group of key energy
• Vietnam National Energy Efficiency Programme (VNEEP)
– Subject to Prime Minister’s Decision number 79/2006/QD-TTg dated 14
April 2006
– For a successful implementation of the Program, reaching a saving rate
of 3-5% of the total energy consumption in the period 2006-2010 and 5- 8%
of the country by 2015
• Establishment of a Energy Management System is Sustainable
solution for enterprises
29. AEMAS Structure in Viet Nam
Regional Level (ASEAN)
AEMAS Steering Committee AEMAS Regional Body
(EE&C SSN) (ACE)
National Level
(Vietnam)
AEMAS National Steering AEMAS Country National Support Network
Committee Coordinator (HUT, ECCs, Dept of IT,
(EECO) (RCEE) MoC)
RCEE Level
Country Experts
(RCEE)
Local trainers CEMs
(RCEE, HUT, VESCO)
Local auditors PEMs
(RCEE, VESCO)
30. Establishment of AEMAS Country Chapter
• AEMAS National Steering Committee: The AEMAS Country Chapters will
become instrumental in assisting governments in energy efficiency policy
implementation.
It will be compose of Country Coordinator ( RCEE) and other agencies to
be nominated by the national EE&C SSN Focal Point.
• AEMAS National Support Network: will consist of a network of key
intermediary organizations that will be instrumental in promoting AEMAS in
the country and organizing training workshops in different parts of the
country:
national federations of industries, training institutions, universities,
professional associations, national institutes of engineers, ...
• AEMAS Regional Body and AMEAS Country Coordinator : will be in charge of
evaluating applicants; and issue Accreditation for Energy Manager and
Certification for End – Users. The AEMAS Regional Body, AEMAS Country
Coordinator and AEMAS Country Chapters are still functioning after the end
of the Action.
31. AEMAS – Vietnam Network
• AEMAS NSC:
- MOIT/EECO (Focal point)
- RCEE
• AEMAS Country Coordinator:
- RCEE
• AEMAS NSN:
– Technical Universities
– Energy Conservation Centers
– Business Associations
– Industrial Park Managements
– Office Building Managements
32. Target groups
• GT1: Energy managers, factory managers, heads of finance
department, general managers of energy – intensive industries
( 500 energy managers in VN)
• GT2: Energy – intensive industries in ASEAN that will apply for
certification ( SMEs) (259 in Entry level / 141 in Showcase
level)
• GT3: Energy Consultants, energy auditors, ISO 14000 auditors
in 8 ASEAN countries ( 20 local trainers/ 20 local auditors)
33. Project Deliveries
3 country experts
20 local trainers
20 local auditors
20 training workshops
500 CEM
259 entry level & 149 showcase for end – users
34. AEMAS Activities in the 1st Year
Inception meeting between EE&C SSN and RCEE on 7th May
Identify list of members of the AEMAS National Support
Network in consultation with national EE&C SSN Focal Point. (in
May)
Organize the 1st AEMAS Steering Committee in Vietnam, and
introduce AEMAS – Vietnam networks. (10 – 12 June)
Prepare a brochure for the AEMAS Country Chapter
Prepare Terms of Reference of the national Steering Committee
Organize first meeting of the Steering Committee and AEMAS
National Support Network. ( in Dec/Jan)
Organize 1 course for local trainers
Organize 1 pilot training course
35. Output
Training Promotion
Training Network curriculum Activities
Mass- email to
20 local Association of Relevant to 500 enterprises
trainers was specific Vietnam’s
certified industry background
Corporation
Agreement with
various
associations
10 first energy Based on
Các dự án Annual
managers in specific
NGO của EU launching
pilot training industry
event in HN
and HCM
36. AEMAS Courses
• Organize throughout of Vietnam
– Recently arrange in major cities who has concentrated
industrial zones
• Organize by industrial group
– Building the practical system for better energy
management (Good Practice by Sector)
• Organize 2 course per month
– In the 1st week and 3rd of month
– Recent courses would be held in November and December
38. Thank you for your attention
www.aemas.org
Disclaimer:
This document has been produced with the assistance of the European Union. The contents of this document are the sole responsibility of the authors and
can in no way be taken to reflect the views of the European Union.
39. Contact of AEMAS Vietnam
The Research Centre for Energy and Environment
Unit 402 – 4th Floor, Hacinco Hotel,
110 Thai Thinh, Dong Da District, Hanoi
Tel: (04) 37868592 | Fax: (04) 37868593
Coordinator- North and Middle: Ms. Le Thi Tra My
• Mobile:0982040860
• Email: my.le@rcee.org.vn
Coordinator- South: Ms. Trinh Thuc Anh
• Mobile: 0919140088
• Email: anh.trinh@rcee.org.vn
Editor's Notes
EECO’s Vietnam: established in 2007, under the MoIT with the main function: Develop and Manage The National Program on Energy Efficiency and Conservation (VNEEP)