Apollo Hospitals is a major private hospital chain in India founded in 1983. It operates hospitals across multiple countries in Asia and Africa. Apollo Hospitals plans to add nearly 3,000 beds in India over the next three years. Several of its hospitals were among the first in India to receive international healthcare accreditation from the Joint Commission International. The group has also developed telemedicine services and Asia's first operational health city in Hyderabad. Management control at Apollo Hospitals involves regular audit committee meetings to review internal controls, critical medical equipment, adherence to business principles, and environmental sustainability initiatives.
Important IPCC chapters by CA classes in Mumbai.seomiamia
This is one of the most important chapters for the students appearing for IPCC exam.Mia Mia is one of the best listing website for IPCC Classes in Mumbai. We are also known for our systematic listing of various IPCC, CA Final and CPT CLasses in Mumbai. QLI is a class where each student is our priority. We are one of the best listing website for CA Classes in Mumbai.
United Motors Lanka PLC's corporate governance practices are evaluated based on a study of its annual report and relevant codes and regulations. The document examines the company's board structure, practices around transparency, accountability, and independence. It finds that the board could be strengthened by having more independent directors and separating the roles of chairman and CEO. Recommendations include increasing corporate social responsibility initiatives, transparency around audit and remuneration practices, and promoting more fuel efficient vehicles.
Rationale for adopting CREAM Report - Deming WayJAYARAMAN IYER
CREAM Report is the essence of Corporate Governance, Risk Management, Earnings, Accounting Quality and Management Quality. It establishes ACCESS - Accelerating Corporate Energy in Sustainable State.
corporate governance of ITC- Saloni DhimanSaloni Dhiman
ITC has a three-tiered governance structure to manage its diverse portfolio of businesses including cigarettes, hotels, paperboards, packaging, and agri-exports. The structure consists of a Board of Directors for strategic supervision, a Corporate Management Committee for strategic management, and Divisional Chief Executives for executive management. This ensures strategic supervision is objective, strategic management remains focused, and executive management focuses on business operations. ITC defines corporate governance as a process to enhance wealth generation through executive freedom balanced with accountability. Its philosophy emphasizes trusteeship, transparency, empowerment, control, and ethical conduct.
This document discusses controlling in project management. It defines controlling as evaluating performance and applying corrective measures to ensure plans are followed. The control process involves establishing standards, measuring actual results against standards, and taking corrective actions. The document also discusses ITC, a large Indian conglomerate, as a case study. It outlines ITC's diverse businesses and how it uses techniques like CPM, PERT, auditing, and ISO standards to control quality across its operations.
Organizational structure refers to how job tasks are divided, grouped, and coordinated within an organization. There are six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Work specialization involves dividing work into separate job tasks, departmentalization refers to how jobs are grouped, and chain of command clarifies reporting relationships within the organization.
Hul cream report why-ratings_are_far_lowerJAYARAMAN IYER
Addressing the issue raised: “I was pretty intrigued going through the presentation which you have prepared on Hindustan Unilever Ltd. Having gone through the presentation I should also share the information that HUL was given the most coveted Corporate Governance award by the Institute for the year 2011. However the grading given by you on all the parameters seems to be far lower than what the Institute felt in awarding Corporate Governance Award.- ICSI Institute Member”
Clarification include Letter to PM on how methodology was arrived and how CREAM™ Report can be applied for Country Ratings.
Important IPCC chapters by CA classes in Mumbai.seomiamia
This is one of the most important chapters for the students appearing for IPCC exam.Mia Mia is one of the best listing website for IPCC Classes in Mumbai. We are also known for our systematic listing of various IPCC, CA Final and CPT CLasses in Mumbai. QLI is a class where each student is our priority. We are one of the best listing website for CA Classes in Mumbai.
United Motors Lanka PLC's corporate governance practices are evaluated based on a study of its annual report and relevant codes and regulations. The document examines the company's board structure, practices around transparency, accountability, and independence. It finds that the board could be strengthened by having more independent directors and separating the roles of chairman and CEO. Recommendations include increasing corporate social responsibility initiatives, transparency around audit and remuneration practices, and promoting more fuel efficient vehicles.
Rationale for adopting CREAM Report - Deming WayJAYARAMAN IYER
CREAM Report is the essence of Corporate Governance, Risk Management, Earnings, Accounting Quality and Management Quality. It establishes ACCESS - Accelerating Corporate Energy in Sustainable State.
corporate governance of ITC- Saloni DhimanSaloni Dhiman
ITC has a three-tiered governance structure to manage its diverse portfolio of businesses including cigarettes, hotels, paperboards, packaging, and agri-exports. The structure consists of a Board of Directors for strategic supervision, a Corporate Management Committee for strategic management, and Divisional Chief Executives for executive management. This ensures strategic supervision is objective, strategic management remains focused, and executive management focuses on business operations. ITC defines corporate governance as a process to enhance wealth generation through executive freedom balanced with accountability. Its philosophy emphasizes trusteeship, transparency, empowerment, control, and ethical conduct.
This document discusses controlling in project management. It defines controlling as evaluating performance and applying corrective measures to ensure plans are followed. The control process involves establishing standards, measuring actual results against standards, and taking corrective actions. The document also discusses ITC, a large Indian conglomerate, as a case study. It outlines ITC's diverse businesses and how it uses techniques like CPM, PERT, auditing, and ISO standards to control quality across its operations.
Organizational structure refers to how job tasks are divided, grouped, and coordinated within an organization. There are six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Work specialization involves dividing work into separate job tasks, departmentalization refers to how jobs are grouped, and chain of command clarifies reporting relationships within the organization.
Hul cream report why-ratings_are_far_lowerJAYARAMAN IYER
Addressing the issue raised: “I was pretty intrigued going through the presentation which you have prepared on Hindustan Unilever Ltd. Having gone through the presentation I should also share the information that HUL was given the most coveted Corporate Governance award by the Institute for the year 2011. However the grading given by you on all the parameters seems to be far lower than what the Institute felt in awarding Corporate Governance Award.- ICSI Institute Member”
Clarification include Letter to PM on how methodology was arrived and how CREAM™ Report can be applied for Country Ratings.
Synopsis of CREAM™ Report – Corporate Rating
crème de la crème of India Inc. of Hindustan Unilever Ltd.
Corporate Rating of Hindustan Unilever, India including Code of Business Principles (CoBP) of both Unilever and HUL India. 340 pages of analysis of a single company, a rating system covering 189 Process Blocks. Unique in presenting Return on Intangible for each Process Block that Rating Agencies would surely follow - Rating of Corporate as well as Governments.
The methodology adopted reverses the denominator, from Return on Investment to Return on Intangible, a pole shift theory of management. Useful for companies that want to know and understand the meaning of Capitalism and how best that could be applied. That's it, capitalism the denominator is human spirits, an enthusiasm of spontaneous action, rather than inaction, and certainly not as the outcome of a weighted average of quantitative benefits multiplied by quantitative probabilities, as Keynes describes Animal Spirits in its right perspective.
This analysis of a major organization should interest the world over, corporate as well as Government. What is crucial is to know that a material event is the collision point of Ethical and Fiscal Responsibility bringing the abstractions into reality, acknowledge value where value is due, and deconstruct what is valueless.
The CREAM™ Report – Corporate Rating, crème de la crème of India Corporate rates Hindustan Unilever on
1.Corporate Governance,
2. Risk Management
3. Earnings
4. Accounting Quality
5. Management Quality.
What CREAM™ Report – Corporate Rating does is to shrink the quantitative data to merge with Qualitative elements of Corporate Management by Subject-Object distinction. It is a beauty and simple. This unique rendering of aligning Ethical Responsibility with Fiscal Responsibility is made possible by Subject-Object Distinction of Qualitative and Quantitative Elements of Corporate management. If CoBP is rated, so are the Balance Sheet and Profitability statement, merging all to a single rating system for the Company.
The Subject is the pulsating energy and the Object the non-pulsating ones. The Subject either moves the Object or he/she does not, i.e., Action and Inaction. The denominator is Intangible the pulsating energy, the numerator Action or Inaction for an Object. By doing so CREAM strategy converts n-dimensional problems to n-problems of one dimension.
Secondly there are only two processes - Creative Process or Action process - relative to an Object. Either you create an Object or make use of it. During the creative process every man-made or Nature substance follow an identical pattern till it becomes tangible.
Hence n-dimensional problems are brought to a single dimension of binary value, either you are in the process of creation or moving the inanimate object from one space to the other. There are only two processes for Corporate management - of Policies and Practices. Nothing more to add.
This document provides a summary of a presentation made by three students - Manumon, Sagar, and Arjun - on Infosys. The presentation included:
- A quote by N.R. Narayana Murthy, Chairman and Chief Mentor of Infosys, about planting gardens for future generations.
- A timeline of key events in Infosys' history from its founding in 1981 to revenues exceeding $4 billion in 2008.
- Details of Infosys' work in industries like aerospace, automotive, business software, hardware, medical devices, and more.
- Competitor companies to Infosys like Computer Sciences Corporation and Cap Gemini America.
The Malaysian government has made significant efforts to improve corporate governance after the Asian financial crisis, developing an integrated plan that established guidelines and strengthened regulations. A 2006 survey found most Malaysian companies complied with local corporate governance best practices, though international standards need more adoption. Recognizing weaknesses, the government plans to merge securities and companies regulators into one independent body. Overall corporate governance has improved, but regulators face challenges in enforcement and further adoption of international standards could strengthen practices.
The Malaysian Code on Corporate Governance was developed by the Working Group on Best Practices in Corporate Governance (JPK1) and approved by the Finance Committee on Corporate Governance. JPK1 was chaired by the Chairman of the Federation of Public Listed Companies and comprised representatives from private and public sectors. The Code aims to set out principles and best practices on corporate governance structures and processes at the micro-level, such as board composition and procedures. It allows for a more flexible approach to raising governance standards than regulation. Investor confidence in Malaysia was affected during the 1997/98 Asian Financial Crisis and the Code was issued in 2000 to strengthen corporate governance.
The document discusses different ways of structuring business organizations and processes. It covers topics such as transaction costs, coordination mechanisms, outsourcing, and the impact of information technology on social structure. Key organization structures mentioned are hierarchy, market, and network.
Corporate governance is the collection of mechanisms, processes and relations used to control and operate a corporation. It provides the framework for a company's objectives and contains plans, risk assessment, monitoring and internal controls for performance measurement. The benefits of corporate governance include ensuring corporate success, maintaining investor confidence, and achieving objectives in the interests of shareholders. The four pillars of corporate governance are accountability, transparency, fairness, and independence.
(1) Infosys faces many HR shortcomings like high attrition around 10-14%, lack of people management skills among project managers, and mismatched employee expectations. (2) Solutions include transforming the business partner HR role from administrative to more strategic, focusing on employee development. The career progression framework also needs to align expectations with opportunities. (3) HR must take a more proactive role in guiding the workforce to overcome challenges through better training, evaluation, and job redesign.
1) The document discusses why management systems often fail in organizations. It identifies several common root causes of failure, including a lack of strategic adoption of standards to meet organizational needs and gaps, poor knowledge of how to effectively implement management systems, and treating systems as just documentation rather than integrating them into daily operations.
2) Additional causes are listed as not establishing clear, measurable objectives aligned with organizational vision; excluding financial functions from management systems; failing to follow established procedures; and treating management system audits as compliance checks rather than opportunities for improvement.
3) The author argues that for management systems to succeed, organizations must adopt them proactively to address their own needs, integrate systems into all functions and decision making, and
The document discusses business ethics at PTCL before and after its privatization. PTCL was Pakistan's largest telecom company providing nationwide services. In 2004, 26% of PTCL shares and management control were privatized. Etisalat acquired the shares and reduced PTCL's workforce from 64,000 to 26,000 employees through voluntary separation schemes. The document examines how privatization impacted employee relations in terms of ethics, justice, management capabilities, labor relations, and employee safety. A survey found that employee relations were stronger in areas like ethics, management skills, and unionization before privatization.
organizational culture of different IT companiesanubhuti anup
The document discusses and compares the organizational cultures of four major Indian IT companies - HCL, Infosys, TCS, and Wipro. It provides details on their founding, employee bases, policies supporting work-life balance and training. While each company supports employees in different ways, all aim to establish ideal cultures with open communication, job security and acceptance of new ideas. However, they also face challenges around rigid structures, long work hours and bureaucracy. The conclusion suggests addressing cultural gaps through organizational development interventions.
This document provides an introduction to corporate governance below the board level. It discusses what corporate governance is, including that it refers to how something is directed and controlled to meet objectives. It also discusses why corporate governance is important for businesses, noting that effective governance makes good business sense by helping with investment, sustainable growth, managing business risks, and attracting human talent. Finally, it outlines some of the key players and stakeholders in corporate governance, including shareholders, the board of directors, management, employees, financial stakeholders, customers, and the general public.
Sustainability & stock returns: the correlationSolAbility
The document presents findings from SolAbility's 5th annual sustainability assessment of Korean companies. It shows that companies with higher sustainability scores as measured by SolAbility's methodology have consistently outperformed market benchmarks over 3 and 5 year periods, demonstrating that sustainable investing can achieve superior long-term financial returns. The methodology focuses on evaluating actual sustainability performance and impacts rather than reporting, in order to best predict business success.
The document discusses ITC Limited's human resource policies and practices. Some key points:
- ITC was founded in 1910 and has grown to become one of India's largest conglomerates, with businesses in hotels, paper, packaging, agriculture and more.
- ITC has comprehensive HR policies covering recruitment, training, performance management, and aims to develop an employee-centric culture with a focus on values.
- Detailed policies are provided around non-discrimination, freedom of association, child and forced labor prohibition, health and safety, and consultation on workplace changes.
- Confidentiality of employee health information is emphasized, including around HIV/AIDS status.
- Infosys was founded in 1981 in Pune, India by N.R. Narayana Murthy and six others with an initial capital of $250. It is now the third largest IT company in India with over 160,000 employees globally.
- Infosys has a hierarchical organizational structure with the Chairman and CEO at the top, followed by directors, presidents over individual business units, delivery managers, and teams of consultants and developers.
- The culture at Infosys emphasizes values like openness, respect for all employees, and celebration of cultural diversity. Team building activities are organized at both the project and unit levels.
This document is a letter to shareholders from Infosys summarizing the company's financial performance for fiscal year 2013. It states that Infosys achieved 19.6% revenue growth in rupees and 5.8% growth in US dollars over the previous fiscal year. Net income grew 13.3% in rupees and 0.5% in US dollars. The letter provides details on revenue and clients by geographic region, new facilities, acquisitions, key contracts won, and performance of business units.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
This document discusses training and development initiatives at Infosys, an Indian IT company. It outlines how Infosys provides training to employees through its education department and lifelong training system. It also discusses benefits Infosys provides like ESOP schemes, salaries, incentives, and other perks. While Infosys focuses training on regular employees, the summary recommends also including temporary employees and organizational skills in training.
Spread spectrum communications and CDMAHossam Zein
This document discusses spread spectrum communications and CDMA. It provides an overview of spread spectrum techniques including direct sequence spread spectrum (DS/SS), frequency hopping, time hopping, and hybrid techniques. It explains that CDMA uses unique codes to allow multiple access. The document also discusses code properties like autocorrelation and cross-correlation, and code families including maximal length sequences, Gold codes, and Kasami codes that have good correlation properties for CDMA. It notes that correlation properties may be less important with more advanced receivers.
Sound signal generation by analysis of narrow bandShiori Endo
The document discusses analyzing an environmental sound generated by striking a glass bottle with a wood stick. It analyzes the sound signal using a filter bank to examine amplitude and phase in different frequency bands. It then generates a new sound using a sine wave model with 5 component sounds approximating the original amplitudes and phases. The summary explores using different initial phases, but finds it difficult to discern regularity in phase that influences the generated sound.
This document discusses spread spectrum techniques for wireless communications. It introduces frequency hopping spread spectrum (FHSS) which transmits signals by rapidly switching frequencies within a band. It can also use multiple frequency shift keying (MFSK). Direct sequence spread spectrum (DSSS) represents each bit as multiple bits using a spreading code to spread the signal across a wider frequency band. Code division multiple access (CDMA) allows several users to share the same frequency band using unique spreading codes, enabling technologies like CDMA mobile phones.
Synopsis of CREAM™ Report – Corporate Rating
crème de la crème of India Inc. of Hindustan Unilever Ltd.
Corporate Rating of Hindustan Unilever, India including Code of Business Principles (CoBP) of both Unilever and HUL India. 340 pages of analysis of a single company, a rating system covering 189 Process Blocks. Unique in presenting Return on Intangible for each Process Block that Rating Agencies would surely follow - Rating of Corporate as well as Governments.
The methodology adopted reverses the denominator, from Return on Investment to Return on Intangible, a pole shift theory of management. Useful for companies that want to know and understand the meaning of Capitalism and how best that could be applied. That's it, capitalism the denominator is human spirits, an enthusiasm of spontaneous action, rather than inaction, and certainly not as the outcome of a weighted average of quantitative benefits multiplied by quantitative probabilities, as Keynes describes Animal Spirits in its right perspective.
This analysis of a major organization should interest the world over, corporate as well as Government. What is crucial is to know that a material event is the collision point of Ethical and Fiscal Responsibility bringing the abstractions into reality, acknowledge value where value is due, and deconstruct what is valueless.
The CREAM™ Report – Corporate Rating, crème de la crème of India Corporate rates Hindustan Unilever on
1.Corporate Governance,
2. Risk Management
3. Earnings
4. Accounting Quality
5. Management Quality.
What CREAM™ Report – Corporate Rating does is to shrink the quantitative data to merge with Qualitative elements of Corporate Management by Subject-Object distinction. It is a beauty and simple. This unique rendering of aligning Ethical Responsibility with Fiscal Responsibility is made possible by Subject-Object Distinction of Qualitative and Quantitative Elements of Corporate management. If CoBP is rated, so are the Balance Sheet and Profitability statement, merging all to a single rating system for the Company.
The Subject is the pulsating energy and the Object the non-pulsating ones. The Subject either moves the Object or he/she does not, i.e., Action and Inaction. The denominator is Intangible the pulsating energy, the numerator Action or Inaction for an Object. By doing so CREAM strategy converts n-dimensional problems to n-problems of one dimension.
Secondly there are only two processes - Creative Process or Action process - relative to an Object. Either you create an Object or make use of it. During the creative process every man-made or Nature substance follow an identical pattern till it becomes tangible.
Hence n-dimensional problems are brought to a single dimension of binary value, either you are in the process of creation or moving the inanimate object from one space to the other. There are only two processes for Corporate management - of Policies and Practices. Nothing more to add.
This document provides a summary of a presentation made by three students - Manumon, Sagar, and Arjun - on Infosys. The presentation included:
- A quote by N.R. Narayana Murthy, Chairman and Chief Mentor of Infosys, about planting gardens for future generations.
- A timeline of key events in Infosys' history from its founding in 1981 to revenues exceeding $4 billion in 2008.
- Details of Infosys' work in industries like aerospace, automotive, business software, hardware, medical devices, and more.
- Competitor companies to Infosys like Computer Sciences Corporation and Cap Gemini America.
The Malaysian government has made significant efforts to improve corporate governance after the Asian financial crisis, developing an integrated plan that established guidelines and strengthened regulations. A 2006 survey found most Malaysian companies complied with local corporate governance best practices, though international standards need more adoption. Recognizing weaknesses, the government plans to merge securities and companies regulators into one independent body. Overall corporate governance has improved, but regulators face challenges in enforcement and further adoption of international standards could strengthen practices.
The Malaysian Code on Corporate Governance was developed by the Working Group on Best Practices in Corporate Governance (JPK1) and approved by the Finance Committee on Corporate Governance. JPK1 was chaired by the Chairman of the Federation of Public Listed Companies and comprised representatives from private and public sectors. The Code aims to set out principles and best practices on corporate governance structures and processes at the micro-level, such as board composition and procedures. It allows for a more flexible approach to raising governance standards than regulation. Investor confidence in Malaysia was affected during the 1997/98 Asian Financial Crisis and the Code was issued in 2000 to strengthen corporate governance.
The document discusses different ways of structuring business organizations and processes. It covers topics such as transaction costs, coordination mechanisms, outsourcing, and the impact of information technology on social structure. Key organization structures mentioned are hierarchy, market, and network.
Corporate governance is the collection of mechanisms, processes and relations used to control and operate a corporation. It provides the framework for a company's objectives and contains plans, risk assessment, monitoring and internal controls for performance measurement. The benefits of corporate governance include ensuring corporate success, maintaining investor confidence, and achieving objectives in the interests of shareholders. The four pillars of corporate governance are accountability, transparency, fairness, and independence.
(1) Infosys faces many HR shortcomings like high attrition around 10-14%, lack of people management skills among project managers, and mismatched employee expectations. (2) Solutions include transforming the business partner HR role from administrative to more strategic, focusing on employee development. The career progression framework also needs to align expectations with opportunities. (3) HR must take a more proactive role in guiding the workforce to overcome challenges through better training, evaluation, and job redesign.
1) The document discusses why management systems often fail in organizations. It identifies several common root causes of failure, including a lack of strategic adoption of standards to meet organizational needs and gaps, poor knowledge of how to effectively implement management systems, and treating systems as just documentation rather than integrating them into daily operations.
2) Additional causes are listed as not establishing clear, measurable objectives aligned with organizational vision; excluding financial functions from management systems; failing to follow established procedures; and treating management system audits as compliance checks rather than opportunities for improvement.
3) The author argues that for management systems to succeed, organizations must adopt them proactively to address their own needs, integrate systems into all functions and decision making, and
The document discusses business ethics at PTCL before and after its privatization. PTCL was Pakistan's largest telecom company providing nationwide services. In 2004, 26% of PTCL shares and management control were privatized. Etisalat acquired the shares and reduced PTCL's workforce from 64,000 to 26,000 employees through voluntary separation schemes. The document examines how privatization impacted employee relations in terms of ethics, justice, management capabilities, labor relations, and employee safety. A survey found that employee relations were stronger in areas like ethics, management skills, and unionization before privatization.
organizational culture of different IT companiesanubhuti anup
The document discusses and compares the organizational cultures of four major Indian IT companies - HCL, Infosys, TCS, and Wipro. It provides details on their founding, employee bases, policies supporting work-life balance and training. While each company supports employees in different ways, all aim to establish ideal cultures with open communication, job security and acceptance of new ideas. However, they also face challenges around rigid structures, long work hours and bureaucracy. The conclusion suggests addressing cultural gaps through organizational development interventions.
This document provides an introduction to corporate governance below the board level. It discusses what corporate governance is, including that it refers to how something is directed and controlled to meet objectives. It also discusses why corporate governance is important for businesses, noting that effective governance makes good business sense by helping with investment, sustainable growth, managing business risks, and attracting human talent. Finally, it outlines some of the key players and stakeholders in corporate governance, including shareholders, the board of directors, management, employees, financial stakeholders, customers, and the general public.
Sustainability & stock returns: the correlationSolAbility
The document presents findings from SolAbility's 5th annual sustainability assessment of Korean companies. It shows that companies with higher sustainability scores as measured by SolAbility's methodology have consistently outperformed market benchmarks over 3 and 5 year periods, demonstrating that sustainable investing can achieve superior long-term financial returns. The methodology focuses on evaluating actual sustainability performance and impacts rather than reporting, in order to best predict business success.
The document discusses ITC Limited's human resource policies and practices. Some key points:
- ITC was founded in 1910 and has grown to become one of India's largest conglomerates, with businesses in hotels, paper, packaging, agriculture and more.
- ITC has comprehensive HR policies covering recruitment, training, performance management, and aims to develop an employee-centric culture with a focus on values.
- Detailed policies are provided around non-discrimination, freedom of association, child and forced labor prohibition, health and safety, and consultation on workplace changes.
- Confidentiality of employee health information is emphasized, including around HIV/AIDS status.
- Infosys was founded in 1981 in Pune, India by N.R. Narayana Murthy and six others with an initial capital of $250. It is now the third largest IT company in India with over 160,000 employees globally.
- Infosys has a hierarchical organizational structure with the Chairman and CEO at the top, followed by directors, presidents over individual business units, delivery managers, and teams of consultants and developers.
- The culture at Infosys emphasizes values like openness, respect for all employees, and celebration of cultural diversity. Team building activities are organized at both the project and unit levels.
This document is a letter to shareholders from Infosys summarizing the company's financial performance for fiscal year 2013. It states that Infosys achieved 19.6% revenue growth in rupees and 5.8% growth in US dollars over the previous fiscal year. Net income grew 13.3% in rupees and 0.5% in US dollars. The letter provides details on revenue and clients by geographic region, new facilities, acquisitions, key contracts won, and performance of business units.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
This document discusses training and development initiatives at Infosys, an Indian IT company. It outlines how Infosys provides training to employees through its education department and lifelong training system. It also discusses benefits Infosys provides like ESOP schemes, salaries, incentives, and other perks. While Infosys focuses training on regular employees, the summary recommends also including temporary employees and organizational skills in training.
Spread spectrum communications and CDMAHossam Zein
This document discusses spread spectrum communications and CDMA. It provides an overview of spread spectrum techniques including direct sequence spread spectrum (DS/SS), frequency hopping, time hopping, and hybrid techniques. It explains that CDMA uses unique codes to allow multiple access. The document also discusses code properties like autocorrelation and cross-correlation, and code families including maximal length sequences, Gold codes, and Kasami codes that have good correlation properties for CDMA. It notes that correlation properties may be less important with more advanced receivers.
Sound signal generation by analysis of narrow bandShiori Endo
The document discusses analyzing an environmental sound generated by striking a glass bottle with a wood stick. It analyzes the sound signal using a filter bank to examine amplitude and phase in different frequency bands. It then generates a new sound using a sine wave model with 5 component sounds approximating the original amplitudes and phases. The summary explores using different initial phases, but finds it difficult to discern regularity in phase that influences the generated sound.
This document discusses spread spectrum techniques for wireless communications. It introduces frequency hopping spread spectrum (FHSS) which transmits signals by rapidly switching frequencies within a band. It can also use multiple frequency shift keying (MFSK). Direct sequence spread spectrum (DSSS) represents each bit as multiple bits using a spreading code to spread the signal across a wider frequency band. Code division multiple access (CDMA) allows several users to share the same frequency band using unique spreading codes, enabling technologies like CDMA mobile phones.
The document discusses spread spectrum techniques used to prevent eavesdropping and jamming by adding redundancy. It describes two types of spread spectrum: Frequency Hopping Spread Spectrum (FHSS) which spreads signals across the frequency domain, and Direct Sequence Spread Spectrum (DSSS) which spreads signals across the time domain. The document then compares FHSS and DSSS in terms of performance, issues, acceptance and applications.
Satellite communication systems allow signals to be transmitted and received via satellites orbiting Earth. Key elements include the space segment consisting of satellites and the ground segment of earth stations. Satellites transmit signals in various frequency bands. Applications include internet access, environmental monitoring, disaster management, television and radio broadcasting, broadband internet, and military communications. While satellites provide global coverage, disadvantages include high capital costs and signal propagation delays. Satellite technology is crucial for many areas of modern society and communications.
Frequency hopping spread spectrum (FH-SS) is a type of spread spectrum technique where the available channel bandwidth is divided into a large number of frequency slots arranged continuously. A transmitted signal occupies one or more of the available frequency slots, with the frequencies selected pseudo-randomly based on the output of a pseudo-noise generator. There are two types of FH-SS: slow FH-SS where one or more data bits are transmitted within one hop, and fast FH-SS where one data bit is divided over multiple hops. FH-SS provides advantages like improved interference rejection, code division multiplexing for CDMA, secure communication, and increased capacity and spectral efficiency. It is used in military communication systems, satellite communication,
Thapas Sir Presentation ppt =priyanka rai -ICBM-SBE HYDERABADam12sd34
Corporate governance involves balancing economic and social goals as well as individual and group interests. The primary purpose is to create wealth legally and ethically by satisfying key stakeholders. Good governance requires mechanisms for internal control by boards and managers as well as external control through regulations, markets and stakeholders. In India, corporate governance initiatives began in the 1990s led by industry groups and later the securities regulator SEBI. Key reforms strengthened board independence and financial disclosure standards. While standards have improved, further training of directors and ensuring the spirit not just letter of regulations remains an ongoing challenge.
Creating a Lean Business System white paperPeterHines
The document provides an overview of the Lean Business Model created by Professor Peter Hines. The model was developed based on research of Toyota's operations and supply chain management. It consists of five elements: strategy deployment, value stream management, tools and techniques, people enabled processes, and extended enterprise. The Lean Business Model can be used to assess an organization's lean maturity and develop a roadmap to create a lean business system.
The COBIT 5 framework describes seven categories of enablers
• Principles, policies and frameworks are the vehicle to translate the desired behaviour into practical guidance for
day-to-day management.
• Processes describe an organised set of practices and activities to achieve certain objectives and produce a set of
outputs in support of achieving overall IT-related goals.
• Organisational structures are the key decision-making entities in an enterprise.
• Culture, ethics and behaviour of individuals and of the enterprise are very often underestimated as a success factor
in governance and management activities.
• Information is pervasive throughout any organisation and includes all information produced and used by the
enterprise. Information is required for keeping the organisation running and well governed, but at the operational
level, information is very often the key product of the enterprise itself.
• Services, infrastructure and applications include the infrastructure, technology and applications that provide the
enterprise with information technology processing and services.
• People, skills and competencies are linked to people and are required for successful completion of all activities and
for making correct decisions and taking corrective actions.
The document discusses internal audit practices at commercial banks in Kenya, using Kenya Commercial Bank as a case study. It begins with background on internal auditing and its importance in assessing risks, compliance, and improving operations. The research aims to evaluate the effects of internal audit practices on financial performance of commercial banks. Specifically, it will examine factors like audit planning, skills/training, resources, and methods to understand their impact on a bank's profitability, asset quality, and other performance metrics. The study employs a mixed methodology, collecting both quantitative and qualitative data from internal audit reports, financial statements, and interviews. The results will provide insights on strengthening internal audit functions at banks for better financial and risk management outcomes.
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The document provides guidance on implementing an ISO 9001 Quality Management System (QMS). It discusses what a QMS is, the benefits of implementing one, and the key components and requirements of the ISO 9001 standard. The ISO 9001 standard establishes requirements for a QMS in eight main sections that cover the responsibilities of management, managing resources, and controlling processes related to product realization, measurement and improvement. Implementing an effective QMS helps ensure consistency, improves business performance, and increases customer satisfaction.
The document discusses asset management strategies and frameworks. It describes how asset management has evolved from primarily maintenance to a more proactive approach focused on cost savings, profitability, service levels, safety, and CSR. It notes that while effective asset management provides benefits, it can be complex and requires buy-in from senior management and different stakeholders. The document then introduces ISO 55000 as an international standard that provides an "out of the box" framework for asset management, including establishing objectives, plans, and continual improvement processes.
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This presentation is my endeavor to bring to notice the new position that internal audit enjoys today in the corporate framework, expectations of the industry and emerging opportunities for the professionals.
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Control Self-Assessment (CSA) is a technique originally developed in 1987 to allow managers and employees to evaluate their company's risk management and internal controls. CSA involves process owners testing the effectiveness of key controls throughout the year. Benefits of a CSA program include clear accountability for controls, reduced risk of fraud, and lower regulatory costs. Implementing an effective CSA program helps ensure internal controls are operating as intended and provides assurance to stakeholders.
Total Quality Management (TQM) | Arrelic InsightsArrelic
Total quality management is a management system for a customer focused organization that involves all employee in continual improvement of all aspects of the organization. TQM uses strategy, data, and effective communication to integrate the quality principles into the culture and activities of the organization.
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Ais Romney 2006 Slides 06 Control And Ais Part 1sharing notes123
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
1. Apollo Hospitals
Apollo Hospitals is a major hospital chain based in Chennai, India. It was founded by Dr Prathap C.
Reddy in 1983. Apollo is a private healthcare provider in Asia with hospitals in India, Sri Lanka,
Bangladesh, Ghana, Nigeria, Republic of Mauritius, Qatar, Oman and Kuwait. Apollo hospitals plan add
2,955 beds across India in the next three years. Several of the group's hospitals have been among the first
in India to receive a form of international healthcare accreditation, in their case by the America-based
Joint Commission International (JCI). The Hyderabad hospital, headed by Dr. K. Hari Prasad, (CEO –
Central, Apollo Hospitals Group) was the first in the world, outside the US, to receive JCI's Disease- or
Condition-Specific Care (DCSC) Certification in addition to general accreditation when it received this
for its acute stroke treatment in 2006. However, they have not as yet acquired international accreditation
from any hospital accreditation group from outside of the USA.
The group has developed services in telemedicine, after starting a pilot project in 2000 in Dr Pratap C.
Reddy's own home village. It is now the largest telemedicine provider in India with 71 centres.
The success of Apollo Hospitals has made it the topic for Harvard Business School case study.
Apollo also launched Asia's first operational health city at Hyderabad in 2007. Apollo Health City,
headed by Dr. K. Hari Prasad – CEO(Central). Apollo Health City consists of a medical college, multiple
super-speciality hospitals, a gym and various other health services.
Management Control System
Audit committee meeting is conducted six times in a year
Review the internal control measures and provide an update to the Board
Look into the control and security of the company’s critical medical machines
Look after the deviations from the Code of Business Principles
Reduction in specific energy and water consumption levels
recycling and reusing
by the use of alternative sources like
2. INFOSYS
Infosys Limited was started in 1981 by seven people with US$ 250. Today, they are a global leader in the
"next generation" of IT and consulting with revenues of US$ 6.604 billion (LTM Q2-FY12). Infosys
defines designs and delivers technology-enabled business solutions for Global 2000 companies. Infosys
also provides a complete range of services by leveraging our domain and business expertise and strategic
alliances with leading technology providers. Their offerings span business and technology consulting,
services, systems, product engineering, custom software development, maintenance, re-engineering,
independent testing and validation services, IT infrastructure services and business process outsourcing.
Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry
leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the
location where the best talent is available, where it makes the best economic sense, with the least
amount of acceptable risk. Infosys has a global footprint with 64 offices and 65 development centers in
US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands,
Poland, Canada and many other countries. Infosys and its subsidiaries have 141,822 employees as on
September 30, 2011. Infosys takes pride in building strategic long-term client relationships. 98.5% of our
revenues come from existing customers (Q2 FY 12).
ORGANIZATION STRUCTURE
Infosys in the beginning
Infosys was a start-up founded by 7 individuals. Early days were a constant struggle due to the dynamic
environment. Companies focus was on delivering a single product based on single technology in a single
marketplace. Low degree of Formalization, low complexity and high centralization were few of the
characteristic.
Period from 1989 - 2002
In 1989, company lost some key accounts this lead to a drastic change in the overall strategy. The period
after liberalization led to massive growth. The company started catering to different market segments and
different clients. Company had to adhere to a new set of guidelines and streamline process due to the IPO
in 1992. The company structure was split up into functional units and the Project Matrix Structure was
employed within the production unit. These changes lead to increasing complexity, moderate
formalization and moderate degree of centralization.
2003 Onwards
Company had become too big to carry on without modifying the existing structure so the concept of
decentralization was brought in. The company was divided into IBU’s (India Business Units), each IBU
concentrated on a particular sector and this made the company more customers focused. Managers of each
IBU were empowered to take decisions to further the IBU’s prospects and within each IBU the project
matrix structure was carried forward. Decentralized system with an ability to take quick decisions was
build. In 2007, the IBU concept was further refined to take into account geographic growth and
opportunities. The company has adopted a free form organization devoid of hierarchies. Everyone is
known as associates irrespective of his position in the company. This system not only helps in creating
the feeling of equality but also helps in developing project leaders.
3. MANAGEMENT CULTURE
Culture represents collective norms and behaviors of a group of people be it any region, country or an
organization. Organizational or management cultures are the characteristics that are based on morals,
values, traditions and personnel behavior. It is generally set by the higher management in an organization
and most of the times it acts as a control mechanism.
The various dimensions of Management culture are as follows:
Process vs. Result- whether the company focuses more on the manner in which work is done or
the outcome.
Job vs. Employee- whether the company focuses more on the work to be done or on its
employee’s wellbeing.
Open vs. Closed- whether anyone can fit into the organization or only special few people can join.
Loose vs. Tight Control- management casual or serious.
Normative or Pragmatic- whether ideologically driven or market driven.
According to Mr. Narayan Murthy “It is our vision at Infosys, to create world-class leaders who will be at
the forefront of business and technology in today's competitive marketplace. This has been at the
forefront of their management culture.
Infosys is often voted as one of the top employers of India for its management culture and employee
friendly practices which often act as their control system as well.
Infosys’s stresses that its operations are driven by key values that s called as C-LIFE.
CONTROL PROCESS
Reducing cost of compliance using Continuous Controls Monitoring (CCM)
Increased globalization, complexity in business environments and higher emphasis on corporate
governance drive the need for compliance. Compliance can be external, i.e., imposed by legislation, or
internal, which is driven by organizational policies and procedures. Progressive and matured
organizations such as Infosys consider compliance as an enabler to meet business objectives. Their focus
goes beyond the requirement of law and use compliance as means to increase process efficiency and
stakeholder confidence.
Continuous Controls Monitoring (CCM) assumes a periodic review of controls. It is important to note that
for risk and compliance, CCM involves near real-time review, which can be performed only if testing is
automated. Hence, automation of testing is the key to Continuous Controls Monitoring.
Initially, compliance was virtually non-existent since there were only few frameworks available. Internal
control did not involve testing and assessment and internal audit was largely concerned as group reporting
to Chief Financial Officers (CFO) and not the audit committee. The Sarbanes Oxley Act, 2004 was the
4. landmark legislation for compliance despite which companies faced lack of defined processes for
compliance. However, as compliance evolved, organizations realized that automation, i.e., control
execution and compliance program management, was key to reduced cost of compliance.
CCM helps reduce the cost of compliance through:
REDUCED EFFORT: Automated testing of controls reduces effort for review
REDUCED AUDIT COST: Auditors place greater reliance on automated testing and reduce effort
on substantive testing
INCREASED FREQUENCY OF AUDIT: CCM enables more frequent audit with reduced cost
MULTICOMPLIANCE CAPABILITY: CCM supports compliance with multiple regulations
thereby ensuring controls are tested only once
REMOTE MONITORING: CCM enables testing of controls from remote location, enabling
monitoring controls in a cost-effective manner
PROACTIVE MONITORING: Near realtime testing prevents fraud and revenue leakage
CORPORATE GOVERNANCE: CCM’s near real-time monitoring prevents control failures and
enables corrective action to ensure a secure organizational image.
Implementing CCM follows a process similar to software implementation. Effective planning is important
to maximize value of investments by ensuring standardization, optimization and automation.
Automation is the key for successful CCM implementation. Unless the controls are automated, it is
difficult to test using a tool. The design of CCM is primarily dependent on reporting requirements,
compliance with regulations and internal policies, key controls to be monitored, etc. Automated testing
can be monitored, assessed and reported from remote locations.
INFOSYS’ GLOBAL DELIVERY MODEL
The salient features of GDM are outlined below:
The large scale software development projects were divided into 3 categories:
The first category included tasks that were to be carried out at the location of the client.
The second category included tasks that needed to be carried out closer to the client.
The third category consisted of tasks that could be done in remote locations, where
processdriven technology centers with highly skilled manpower were easily available.
The project work was carried out with teams located at different locations across the world
working round-the-clock on the project.
Infosys used two types of Global Development Centers (GDCs) – Proximity Development
Centers (PDCs) and Offshore Development Centers (ODCs) to carry out the activities related to
software development.
5. The major components of GDM included – knowledge capture, daily handoffs, quality control,
continuous improvement, mobilizing and demobilizing staff as required, recruiting and training
the right kind of people, billing for cross-border teams and connectivity of the locations.
Infosys developed People Knowledge Map which had contact information of the individuals who
were expert in specific areas so that people working on a particular project could contact them in
need.
Infosys benchmarked its IT services against international quality standards like ISO 9000, CMM
and the Malcolm Baldrige framework.
Infosys used the services of several service providers along with a mix of satellite and fiber optic
links with facilities for alternate routing. Video conferencing was used for executive level
discussions and training.
As a part of expansion, Infosys launched GDM Plus, an enhanced service delivery model, a
combination of more services and excellence in execution. GDM Plus was Infosys’ strategic
response to changing market conditions and the competitive landscape to deliver high volumes to
customers. Execution excellence was to be achieved through business solutions, technology,
domain expertise, quality, operational efficiency and people development.
ADVANTAGES FROM GDM
Rapid growth in revenues
Lower risks
Talented workforce
Best results
Flexibility
Round the clock productivity
Faster response
Shorter lead time
Cost benefits
6. Tata Consultancy Service
Tata Consultancy Services Limited (TCS) is an Indian multinational information technology (IT)
services, business solutions and consulting company headquartered in Mumbai, Maharashtra. TCS
operates in 44 countries and has 199 branches across the world. It is a subsidiary of the Tata Group and is
listed on the Bombay Stock Exchange and the National Stock Exchange of India. Its main function is to
provide IT services. TCS is the largest Indian company by market capitalization and is the largest Indiabased IT services company by 2013 revenues. TCS has been recognized by Forbes as one of the World's
Most Innovative Companies. TCS ranked 40th overall, making it not only the highest ranked IT services
company to make the list, but also the top Indian company.
History
1968 to 2000
Tata Consultancy Services Ltd (TCS) was founded in 1968 as a division of Tata Sons Limited by J.R.D
Tata. Its early contracts included providing punched card services to sister company TISCO (now Tata
Steel), working on an Inter-Branch Reconciliation System for the Central Bank of India, and providing
bureau services to Unit Trust of India.
In 1975, TCS conducted its first campus interviews, held at IISc, Bangalore. The recruits comprised 12
Indian Institutes of Technology graduates and three IISc graduates, who became the first TCS employees
to enter a formal graduate trainee programme.
In 1979, TCS delivered an electronic depository and trading system called SECOM for the Swiss
company SIS SegaInterSettle. TCS followed this up with System X for the Canadian Depository System
and automating the Johannesburg Stock Exchange.TCS associated with a Swiss partner, TKS Teknosoft,
which it later acquired.
In 1981, TCS established India's first dedicated software research and development centre, the Tata
Research Development and Design Centre (TRDDC) in Pune.
In 1985 TCS established India's first client-dedicated offshore development centre, set up for clients
Tandem.
In the early 1990s the Indian IT outsourcing industry grew rapidly due to the Y2K bug and the launch of a
unified European currency, Euro. TCS created the factory model for Y2K conversion and developed
software tools which automated the conversion process and enabled third-party developer and client
implementation.
7. 2000 to present
By 2004, TCS's e-business activities were generating over US$500 million in annual revenues.
On 25 August 2004, TCS became a publicly listed company.
In 2005, TCS became the first India-based IT services company to enter the bioinformatics market.
In 2006, TCS designed an ERP system for the Indian Railway Catering and Tourism Corporation.
In 2008, TCS undertook an internal restructuring exercise which aimed to increase the company's agility.
TCS entered the small and medium enterprises market for the first time in 2011, with cloud-based
offerings. On the last trading day of 2011, TCS overtook RIL to achieve the highest market capitalisation
of any India-based company.
In the 2011/12 fiscal year, TCS achieved annual revenues of over US$10 billion for the first time.
In May 2013, TCS bagged a Six-Year contract from Department of Posts worth over INR 1100 crores.
AUDIT COMMITTEE
Reviewing the quarterly financial statements before submission to the Board
Reviewing with the management, external auditor and internal auditor, adequacy of internal
control systems and recommending improvements to the management.
Recommending the appointment/removal of the statutory auditor, cost auditor, fixing audit fees.
Reviewing the Company’s financial and risk management policies.
Reviewing the financial statements and investments made by subsidiary companies.
Look into the reasons for any substantial defaults in payment to the depositors, debenture
holders, shareholders and creditors.
Review the effectiveness of the system for monitoring compliance with laws and regulations and
the results of management's investigation
Look into the reasons for substantial defaults in the payments to the depositors, debenture
holders, shareholders and creditors.
Review the process of communicating the Tata Code of Conduct to employees