Human

The Human Resources Profession Map (HRPM) sets out the skills, activities, behaviours and knowledge (professional competence) which is essential for any successful HR role.

The HRPM helps a HR professionals to assess which level they are currently working at, to think where they would like to progress, gives advice on what they need to do to get to their progress plan professional area or band and helps you reflex on what you have done.

There are four bands in the HRPM bands one up to four, here is a breakdown of these bands:

• Band one is delivering fundamentals, this is the level you would be at if you are a HR Administrator.
• Band two is adviser, issue-led, you are likely to be at this level if you are a HR advisor or manages a small team. This is what band I am currently at as I am an Assistant HR Manager in my organisation, I am advising and managing a team, I handle HR issues and give flexible options and recommendations.
• Band three is Consultant, co-operative partner, this is the band I was working towards do currently do parts of this band like address the HR challenges, I give solutions to these challenges and I have a seat an management meetings.
• Band four is Leadership colleague, client confidante and coach, this bank is more if you are a partner or HR Manager/director.

There are ten professional areas in the HRPM at the centre or the ‘core’ of the HRPM; you have the core professional areas which are made up of ‘Insights, strategy and Solutions’ in the very core then around this you have ‘Leading HR’.

Insights, strategy and Solutions part of the core is about the understanding of the organisation and using the your insights into the organisation so you can best work out what strategy or solutions are needed to meet the needs of the organisation in the current day and going forward.

When I did my personal HRPM some of the recommendations for me to be able to move through my bands were:

• Make sure you regularly share ‘my insights and ideas’ with your manager and key clients/team members.
• Ask for feedback on your contribution to business strategy forums.
• Communicate, communicate, communicate! Set the tone for your team and make sure you are proactive with your communications regarding the change.

Leading HR is about leader, maximising the contribution that HR provides to the organisation through your own or your teams efforts.

The other eight professional areas are:

• Organisation design.
• Organisation development.
• Resourcing and talent planning.
• Learning and development.
• Performance and reward.
• Employee engagement.
• Employee relations.
• Service delivery and information.

Out of these eight professional areas in my current job the last six areas in the above list are relevant to me in my current job. For example ‘employee relations at band two ‘9.15.2 Coach managers to communicate clearly to employees on performance and reward matters, seeking to avoid conflict.’ And ‘9.5.2 Support and coach HR colleagues and managers in understanding and complying with ER policies and practices’ (http://www.cipd.co.uk/binaries/profession-map-2.4-Oct-2013.pdf page 36 and page 37). The last month in my organisation we had an issue between two employees in which a grievance was raised.

I worked with the direct line manager and advised him on the process to follow in accordance with the organisations grievance procedure and making sure it was dealt with lawfully. I advised him to hold a grievance meeting with the employee who had put the complaint in and the correct process of doing such a meeting, which he did. After this meeting we looked at the minutes together and decided this seemed to be a clash of personalities so we decided that instead of taking this to disciplinary we would hold a few mediation sessions. The outcome of this has been very successful so far.

The final part of the HRPM which is the outside ring is the behaviours which are:

• Curious.
• Decisive thinker.
• Skilled influencer.
• Personally creditable.
• Collaborative.
• Driven to deliver.
• Courage to challenge.
• Role model.

Looking at the behaviour curious which is ‘being future-focused, inquisitive and open minded; seeks out ways of evolving.’ When I did this part of my HRPM this one really stuck out for me as the main part of my CIPD course which I have struggled with is the continuous development and mainly reflection. I really have to push myself to do this and some of my recommendations directly state this:

• Introduce a more disciplined approach to reflecting on work and non work activities in terms of ‘What have I learned from this?’
• How often do you ask someone directly for feedback? Incorporate these requests into your weekly if not daily operating mode as a matter of course.

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CONSTANTINE MWIKAMBA MGHENYICHALLENGES FACING IMPLEMENTATION OF PERFORMANCE CONTRACTING IN THE MINISTRY OF FINANCE OF THE GOVERNMENT OF KENYA JANET WANZUU MUTUATHE INFLUENCE OF BUSINESS PROCESS RE-ENGINEERING ON CUSTOMER SATISFACTION IN KENYA POWER AND LIGHTING COMPANY LIMITED MUINDE LILIAN MSTRATEGIES EMPLOYED BY NATIONAL HOUSING CORPORATION TO ACHIEVE COMPETITIVE ADVANTAGE GRACE N KIMARISOURCES OF SUSTAINABLE COMPETITIVE ADVANTAGE IN THE MOBILE TELEPHONY SECTOR IN KENYA JOHN OCHIENG ODIEMANAGEMENT OF STATEGIC CHANGE AT KENYA INSTITUTE OF ADMINISTRATION GABRIEL CHEKUKI WASIKECOMPETITIVE STRATEGIES ADOPTED BY BARCLAYS BANK OF KENYA IN COUNTERACTING INDUSTRY COMPETITION HEZRON OUMA LIGARESTRATEGIC MANAGEMENT PRACTICES BY THE STATE CORPORATION IN KENYA NOAH KIPROP CHEPTUMORESPONSE STRATEGIES TO FRAUD-RELATED CHALLENGES BY BARCLAYS BANK OF KENYA MUKASA VICTOR MUKHWANATHE IMPACT OF SUPPLY CHAIN MANAGEMENT PRACTICES ON PERFORMANCE: THE CASE OF SAFARICOM LIMITED. MIBEI, JOYCE J. IMPACT OF THE 2007-2009 WORLD FINANCIAL CRISIS ON SHARE PRICE BEHAVIOUR AT THE NSE JOSHUA ACHIYA AKWARACHALLENGES OF STRATEGY IMPLEMENTATION AT THE MINISTRY OF COOPERATIVE DEVELOPMENT AND MARKETING ARNOLDA CHAORESPONSE BY KENYA ASSOCIATION OF MANUFACTURERS TO THE CHANGES IN THE BUSINESS ENVIRONMENT FACING MANUFACTURERS IN KENYA LYDIA NJERI WACHIRA

JULIUS LUSENOCHALLENGES IN IMPLEMENTATION OF DIVERIFICATION STRATEGY AT RADIO AFRICA LTD THIRIMA MONICAH WANGUISTRATEGIC RESPONSS TO CHALLENGES OF INSURANCE REGULATION IN KENYA BY THE INSURANCE REGULATORY AUTHORITY AYABEI K SILASCHALLENGES TO STRATEGY IMPLEMENTATION AT TEACHERS SERVICE COMMISSION, KENYA ELIZABETH NJERI NDUNGUTHE EFFECTIVENESS OF MARKETING STRATEGIES USED IN DESTINATION BRANDING IN THE PROMOTIOJN OF DOMESTIC TOURISM MUTUKU, PETER MULANDIASSESSMENT OF THE IMPACT OF MICROFINANCE INSTITUTIONS ON MICRO, SMALL AND MEDIUM ENTERPRISES IN KENYA CHERUIYOT FRANCIS KIPKEMOITHE RELATIONSHIP BETWEEN CORPORATE SOCIAL RESPONSIBILITY AND FINANCIAL PERFORMANCE OF COMPANIES LISTED AT THE NSE LAMECK AMOARO OGEGASTRATEGIC ALLIANCE BETWEEN SAFARICOM AND EQUITY BANK IN THE MONEY TRANSFER SERVICE JANE KAVENE ANDREWCORPORATE GOVERNANCE AND EMPLOYEE SATISFACTION IN KENYA IMMIGRATION DEPARTMENT WAMUCII JOSHUA CHEGETHE RELATIONSHIP BETWEEN INFLATION AND FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA GETEMBE N.

KEPHATHE VALUE OF ELECTRONIC MONEY TRANSFER SYSTEMS IN BUSINESS PROCESS MANAGEMENT IN THE BANKING SECTOR: A CASE STUDY OF COMMERCIAL BANKS IN KENYA. WACHIRA ROSE KIRIGOFACTORS THAT INFLUENCE CONSUMER PREFERENCE OF TELEVISIONS BY PUBLIC PRIMARY SCHOOL TEACHERS IN LANGATA DIVISION, NAIROBI RAHAB WANJIKU MBUGUAKNOWLEDGE MANAGEMENT AS A COMPETITIVE ADVANTAGE TOOL IN MOTOR-VEHICLE SERVICE INDUSTRY: A CASE STUDY OF KINGSWAY TYRES LTD MIRIAM WAMBUI GITAUCRITICAL SUCCESS FACTORS ADOPTED BY TERTIARY COLLEGES: A CASE STUDY OF INSTITUTE OF ADVANCED TECHNOLOGY CATHERINE W. MWANGISTRATEGIC RESPONSES TO COMPETITION AMONG LARGE FAST FOOD RESTAURANTS IN NAIROBI CENTRAL BUSINESS DISTRICT PETER N.

MUNIUTHE CHALLENGES OF STRATEGY IMPLEMENTATION AT STATISTICAL PACKAGE FOR THE SOCIAL SCIENCES EAST AFRICA LTD PETER MWANGI WACHARIDETERMINANTS OF FOREIGN ENTRY STRATEGIES ADOPTED BY KENYA FIRMS IN SELECTING AND ENTERING INTERNATIONAL MARKETS NYAGODE CHRISTINESTRATEGIC PLANNING AT LAND O’LAKES INTERNATIONAL KENYA MUTHUMI MARY MUKWANJERUAPPLICATION OF REAL OPTIONS IN CAPITAL BUDGETING: A SURVEY OF OIL COMPANIES IN KENYA MUSEMBI FRANCIS MANDELACUSTOMER PERCEPTIONS OF THE QUALITY SERVICE PROVIDD BY MOBILE SERVICE PROVIDERS IN NAIROBI, KENYA NGINYO ESTHER WAITHERAEMPLOYEE PERFORMANCE MANAGEMENT PRACTICES AMONG INSURANCE COMPANIES IN KENYA MURGOR DONALD KIPCHUMBATHE CHALLENGES FACING

CENTRAL BANK OF KENYA IN IMPLEMENTATION OF PERFORMANCE MANAGEMENT APPRASAIL SYSTEMS (PMAS) PENINNAH MURINGO MUNYAKAAPPLICATION OF INTELLECTUAL PROPERTY RIGHTS IN ENHANCING FOREIGN DIRECT INVESTMENT IN KENYA LIVINGSTONE TALELA SURVEY OF RISK MANAGEMENT PRACTICES ADOPTED BY BANKING INSTITUTIONSIN KENYA ONGALE SAMUEL KENNETHCHALLENGES OF STRATEGY IMPLEMENTATION AT THE MISSION FOR ESSENTIAL DRUGS AND SUPPLIES (MEDS) KEZIAH MUCHELULETHE STRATEGIC RESPONSES ADOPTED BY KPA TO CHANGING EXTERNAL ENVIRONMENT MUCHIRI JEREMIAH MIRITIRESPONSES OF FIDELITY SHIELD INSURANCE COMPANY TO CHANGING ENVIRONMENTAL CONDITIONS CHARLES KAPKWANG CHEBOIENTERPRISE RESOURCE PLANNING: ASSESSING POST-IMPLEMENTATION IMPACTS IN SELECTED LARGE CORPORATIONS IN NAIROBI.

BEATRICE MWANGI WAMBUIHUMAN RESOURCES MANAGEMENT PRACTICES ADOPTED BY MOBILE SERVICES PROVIDERS IN KENYA JAMES KIMANI MBUIBUSINESS OPPORTUNITIES FOR KENYA STIMA SACCO SOCIETY LIMITED IN A NEW REGULATORY ENVIRONMENT BONIFACE AYUBU LAWRENCE DHRTHE EXTENT OF COMPLIANCE WITH OCCUPATIONAL SAFETY AND HEALTH REGULATIONS AT REGISTERED WORKPLACES IN NAIROBI PAULINE KOKI MUNYOKIEFFECTIVENESS OF CO-BRANDING AS A BRAND STRATEGY IN THE CREDIT CARD SECTOR IN KENYA KARIUKI W. FELIXTHE RELATIONSHIP BETWEEN FINANCIAL ENGINEERING AND FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA GEOFFREY NDERITU MUNGATHE IMPCAT OF MOBILE BANKING: A CASE STUDY OF M-PESA IN THE KENYAN SOCIETY. FATMA A.

ELMAWWYROLE OF MANAGERIAL EXPERIENCE IN ENTREPRENENIAL SUCCESS: CASE OF FORMER CORPORATE EXECUTIVES IN PRIVATE SECTOR IN KENYA MURIUKI PETER MWAIRELATIONSHIP BETWEEN DIVIDEND POLICIES AND SHARE PRICES FOR COMPANIES QUOTED AT THE NSE K’ODERA STEPHENTHE RELATIONSHIP BETWEEEN CORPORATE GOVERNANCE PRACTICES AND CLIENT BASE IN INVESTIMENT BANK AND STOCK BROKERAGE FIRMS IN KENYA OBADIAH MUTHOKA MBINDYOCHALLENGES OF BUDGET IMPLEMENTATION IN LOCAL AUTHORITIES IN KENYA: (A CASE STUDY OF MUNICIPAL COUNCIL OF THIKA) CHESIYNA SAMMYCOMPETITIVE STRATEGIES APPLIED BY FLOWERS FIRMS IN NAIROBI NGUNJIRI MOSESTHE RELATIONSHIP BETWEEN DIVIDEND PAYMENT POLICIES AND STOCK PRICE VOLATILITY COMPANIES STEPHEN KIRGU KIHARACHANGE MANAGEMENT PRACTICES BY THE KENYA ROADS AUTHORITIES AGNES MURUGI MWANGIINFLUENCE OF CUSTOMER RELATIONSHIP MANAGEMENT PRACTICES ON CUSTOMER SATISFACTION AMONG INTERNET SERVICE PROVIDERS IN NAIROBI ROBERT M.

NGUNISTRATEGY EVALUATION AND ITS CHALLENGES AT KENYA CIVIL AVIATION AUTHORITY NJOKA P. G. THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE PRACTICES AND FINANCIAL PERFORMANCE OF PROPERTY MANAGEMENT IN KENYA OWUORI PATRICK J. PROCUREMENT IN DONOR-FINANCED PUBLIC PROJECTS IN KENYA: A REVIEW OF THE BID PROCESSING TIME WERU ARISTARICHUS KURIATHE RELATIONSHIP BETWEEN TECHNOLOGY AND INNOVATION STRATEGIES AND COMPETITIVE ADVANTAGE KWAMBOKA, N. K. A SURVEY OF THE BEHAVIOURAL FACTORS INFLUENCING THE CHOICE OF FINANCING METHODS BY SMES: A CASE STUDY OF STUDY OF RUIRU MUNICIPALITY NGIGE WINFREDRELATIONSHIP BETWEEN LENDING TO SMALL AND MEDIUM ENTERPRISES AND NON-PERFORMING LOANS FOR THE COMMERCIAL BANKS IN KENYA MUKA NAFULA M.

KARENTHE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND OWNERSHIP STRUCTURES OF FIRMS LISTED AT THE NAIROBI STOCK EXCHANGE ONGERI DENNIS NYAKUNDIISTRATEGY IMPLEMENTATION AT CITIBANK,KENYA MUTUA C KIMANTHISTRATEGIC RESPONSES BY THE DEPOSIT PROTECTION FUND BOARD TO CHANGES IN THE EXTERNAL ENVIRONMENT MUJTIE THOMAS MUSYOKIAN INVESTIGATION OF THE EFFECTIVENESS OF COMPETITIVE STRATEGIESON PERORMANCE OF COCA COLA (K) LTD BIRUNGI AMIDACHANGE MANAGEMENT PRACTICES AT AFRICAN AIR RESCUE SERVICES (AAR) LTD MACHARIA GEORGE MUNENEA SURVEY OF THE CHALLENGES OF BUDGET PREPARATION AND IMPLEMENTATION AMONG MANUFACTURING COMPANIES QUOTED AT THE NSE MATILU CAROLINE MINOOCOMPETITIVE STRATEGIES AND HUMAN RESOURCE MANAGEMENT PRACTICES ADOPTED BY INSURANCE COMPANIES IN NAIROBI, KENYA PENELOPE W MUTUNEEVALUATION OF CUSTOMER AND REVENUE STRATEGY FRAMEWORK ADOPTED BY KENYA REVENUE AUTHORITY EMMANUEL EKENO EKAICHALLENGES TO THE INTERNATIONALIZATION OF KENYAN SMALL AND MEDIUM ENTERPRISES CHRIS MAINA KIRAGUTHE RELATIONSHIP BETWEEN PROFITABILITY AND CAPITAL ADEQUACY OF COMMERCIAL BANKS IN KENYA NJUGUNA C. RUGURUIMPACT OF RETIREMENT BENEFITS REGULATION ON THE COST EFFICIENCY OF RETIREMENT BENEFITS SCHEME IN KENYA MARY MUMBUA MAKAUPSYCHOLOGICAL CONTRACT AND ORGANIZATIONAL COMMITMENT AMONG CUSTOMER CARE REPRESENTATIVES (CCR’S) AT SAFARICOM LTD NAIROBI, KENYA CATHERINE W. IRUNGUSTRATEGIES USED BY SAFARICOM IN RESPONDING TO THE COMPETITIVE ENVIRONMENT DRISCILLAH WUGHANGA MGHANGAAPPLICATION OF THE BALANCED SCORECARD IN STRATEGY IMPLEMENTATION AT THE KENYA COMMERCIAL BANK CHERONO DAVID K.

MARKET REACTION TO ANNOUNCEMENT OF CROSS-BORDER LISTING FOR COMPANIES QUOTED AT THE NSE GITONGA M. PETERFACTORS LEADING TO SUPPLEMENTARY BUDGETS IN PARASTATALS IN KENYA IRUNGU NELSON GATHURUSTRATEGIC RESPONSES BY AAR CREDIT SERVICE LIMITED TO CHANGES IN THE EXTERNAL ENVIRONMENT LUCY KINYA MUNGATIAEFFECTIVENESS OF SUPPLY CHAIN STRATEGY IN DISASTER MANAGEMENT IN WORLD VIKSION KENYA ADANO SALAD KADUBOFACTORS INFLUENCING DEVELOPMENT OF ISLAMIC BANKING IN KENYA AVUTSWA NEBARTMANAGEMENT OF FOREIGN EXCHANGE RISK: A CASE STUDY OF THE HORTICULTURAL INDUSTRY IN KENYA ALICE M. MBUGGUSSA DETERMINATION OF THE APPROACHES USED IN STRATEGY EVALUATION AMONG NON-GOVERNMENTAL ORGANIZATIONS IN NAIROBI KENYA NARGARET C.

CHERUIYOTFACTORS THAT AFFECT THE ADOPTION OF NEW PRODUCTS IN KENYA COMMERCIAL BANKS MAINA PRISCA NYAMBURAUTILIZATION OF HUMAN RESOURCES MANAGEMENT INFORMTION SYSTEMS AMONG SMALL AND MEDIUM MANUFACTURING ENTERPRISES IN NAIROBI ANDREW SITATI BWISAEVALUATION OF APPLICABILITY OF ALTMANS REVISED MODELS IN PREDICTION OF FINANCIAL DISTRESS I KENYA GITONGA BILHA WANGECIAPPLICATION OF INFORMATION AND COMMUNIATION TECHNOLOGY AS A STRATEGIC TOOL IN INSURANCE COMPANIS IN KENYA KIMUTAI JOSEPH KCHALLENGES OF IMPLEMENTATION OF TURNAROUND STRATEGIES ATTELCOM KENYA LIMITED OORI MARCELLASTRATEGIES EMPLOYED BY COMMERCIAL BANKSIN KENYA TO BUILD COMPETITIVE ADVANTAGE PUDHA ERICK OPONDOA SURVEY ON THE FACTORS THAT MOTIVATE LOCAL INDIVIDUAL INVESTORS TO INVEST IN SHARES OF COMPANIES QUOTED AT THE NSE HILLARY WACHINGACHALLENGES OF IT ALIGHMENT TO BUSINESS STRATEGY: A CASE OF COMMERCIAL BANKS IN KENYA.

NJOKA DAVID MSTAKEHOLDERS INVOLVEMENT IN STRATEGIC CHANGE MANAGEMENT PROCESS AT THE KENYA NATIONAL AUDIT OFFICE NAMBAKA FRIDAH KTHE RELATIONSHIP BETWEEN EMPLOYEES PSYCHOLOGICAL CONTRACT AND ORGANIZATION CITIZENSHIP BEHAVIOUR IN THE NATIONAL SOCIAL SECURITY FUND KAMAU JUSTUS NJOROGETHE RELEVANCE OF KOTTER’S EIGHT STEP MODEL IN UNDEERSTANDING ORGANIZAIONAL CHANGE AT NOKIA SIEMENS NETWORKS (KENYA) KAKUI JEINA MBENGESTRATEGIC PLANNING IN CHRIST IS THE ANSWER MINISTRIES OBOSI MOKOHI FRANCISINFLUENCE OF COIRPORATE CULTURE ON STRATEGY IMPLEMENTATION WITHIN COMMERCIAL BANKS IN KENYA IRENE KATHINI JAPHETHRELATIONSHIP BETWEEN EMPLOYEE PROCUREMENT STRATEGIES AND RETENTION MURAYA MARTIN CHRISTOPHERSTRATEGIC RESPONSES ADAPTED BY DAVIS AND SHIRTLIFF ON THE CHANGING ENVIRONMENT IN KENYA KAMU CHRISTINE WANJIKURESPONSE STRATEGIES ADOPTED BY MULTINATIONAL CORPORATIIONS TO COPE WITH BARRIERS OF ENTRY INTO THE KENYAN MARKET EMMA ANN ATIENOTHE RELATIONSHIP BETWEEN INDIVIDUAL CHARACTERISTICS TO EMPLOYEE MOTIVATION AND JOB SATISFACTION AT CCK MUMBI PURITY WAIRIMUA SURVEY OF HUMAN RESOURCES OUTSOURCING PRACTICES BY BLUE CHIP COMPANIES IN KENYA MBUGUA ABRAHAM KARANJASTRATEGIC PLANNING PRACTICES AT NAIROBI CITY WATER & SEWERAGE COMPANY LIMITED GLADYS WAMBUI WAWERUMANAGEMENT PERCEPTION OF THE INFLUENCE OF INSTITUTIONAL CULTURE ON THE IMPLEMENTATION OF STRATEGIC CHANGE AT STRATHMORE UNIVERSITY OKELLO PATROBA O. A SURVEY OF RISK MANAGEMENT PRACTICES BY SACCOS IN KENYA ELEN WAITHAIRA KARUGACOMPETITIVE STRATEGIES ADOPTED BY THE MEDIA INDUSTRY:A CASE STUDY OF MEDIMAX NRETWORK LIMITED DEYDORCE SIRYAHSTRATEGIC RESPONSE BY NATIONAL HOUSING CORPORTION ON THE EFFECTS OF GLOBAL ECONOMIC MELT DOWN ON HOUSING IN KENYA OCHIENG ANTHONY O.

A SURVEY OF THE ROLE OF BOARD OF DIRECTORS IN THE CAPITAL BUDGETING PROCESS FOR COMPANIES QUOTED AT THE NSE KIRAPASH MARYSTRATEGIES ADOPTED BY MULTINATIONAL CORPORATIONS IN KENYA TO COPE WITH THE CHALLENGES OF GLOBAL FINANCIAL CRISIS ALICE NTHENYA MUTUKUFACTORS THAT DETERMINE CUSTOMER LOYALTY TO CLOTH RETAILING STORES IN NAIROBI KENYA GIDEON WAMBUA KYENGOA SURVEY OF PENSION COVERAGE OF INFORMAL SECTOR WORKERS IN NAIROBI COUNTY MWAZUMBO PAUL MWASARUSTRATEGIES USED BY DIVERSEY EASTERN CENTRAL AFRICA LIMITED TO CREATE SUSTAINABLE COMPETITIVE ADVANTAGE MUKAMI MARETECHALLENGES FACING IMPLEMENTATION OF KENYA HUMAN RIGHTS COMMISSION’S FIVE YEAR STRATEGIC PLAN (2008-2012) JOY BUSOLOSTRATEGIES ADOPTED BU GRUNDFDS KENYA LTD TO COPE WITH CHALLENGES OF INTERNATIONALIZATION EMMA KWAMBOKA MOMANYIAN INVESTIGATION OF THE COMPETITIVE STRATEGIES ADOPTED BY THE NATIONAL BANK OF KENYA IN DEALING WITH ITS COMPETITIVE ENVIRONMENT MUTENDE, E. A. FACTORS HINDERING DERIVATIVES TRADING AT NSE

MATILDA T MWACHIACHALLENGES OF IMPLEMENTING MINISTRY OF EDUCATION STRATEGIC PLAN BY PUBLIC GIRLS SECONDARY SCHOOLS IN NAIROBI KENYA ATANDI BEATRICE KERUBOSTRATEGIC PLAN IMPLEMENTATION AT THE HIGHER EDUCATION LOANS BOARD OF KENYA MUREITHI DIANA WANGUICHALLENGES FACED BY MONTESSORI COLLEGES IN KENYA IN IMPLEMENTING COMPETITIVE STRATEGIES GISEMBA PETER NYAMWANGETHE RELATIONSHIP BETWEEN CREDIT RISK MANAGEMENT PRACTICES AND FINANCIAL PERFORMANCE OF SACCOS IN KENYA KORIR G. KIPKURUITHE RELATIONSHIP BETWEEN FINANCIAL RISK MANAGEMENT AND EFFICIENCY OF MANUFACTURING FIRMS IN KENYA WEKESA JOYCELENE NAMAEMBAUNDERWRITING CHALLENGES FACING PUBLIC SERVICE VEHICLES INSURANCE IN KENYA MUNGAI FAITH NYAMBURAGROWTH STRATEGIES APPLIED BY THE INSTITUTE OF ADVANCED TECHNOLOGY: A CASE OF ANSOFF MODEL PHYLLIS AYUMBU WETANGULACHALLENGES OF STRATEGY IMPLEMENTATION AT ECOBANK KENYA LIMITED OTIENO NDISI GORDONTHE ROLE OF BALANCED SCORECARD AS A STRATEGIC MANAGEMENT TOOL IN KENYA COMMERCIAL BANK JAMESO. MIGIROAN EMPIRICAL

INVESTIGATION OF THE TURN-OF-THE-MONTH EFFECTS FOR COMPANIES QUOTED AT NSE GITHIOMI LEAH GATHONISTRATEGY MONITORING AND EVALUATION AT K-REP BANK LTD SHARON KHASIRO SAKWARESPONSE BY KENYA REVENUE AUTHORITY TO THE REDUCTION OF REVENUE AS A RESULT OF IMPLEMENTATION OF EAST AFRICAN COMMUNITY COMMON MARKET ROSE WANDA ONGELESTRATEGIC RESPONSES BY LIFE INSURANCE COMPANIES IN KENYA TO THREAT OF NEW ENTRANTS AND NEW PRODUCTS MURIRA MURIUNGI MOSESTHE RELATIONSHIP BETWEEN LOAN PORTFOLIO COMPOSITION AND FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA KWAMBOKA JERIAH NYAKOETHE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND RISK MANAGEMENT PRACTICES AMONG COMMERCIAL BANKS IN KENYA TUM FLORENCE YVONNE LYNECHALLENGES FACED BY TEACHERS SERVICE COMMISSION IN TRANSFERRING TEACHERS ON DISCIPLINARY GROUNDS GACHITHI E. WANGECHITHE CHALLENGES OF BUDGET IMPLEMENTATION IN PUBLIC INSTITUTIONS: A CASE STUDY OF UNIVERSITY OF NAIROBI KOMORA JANE MFACTORS AFFECTING PERCEPTION OF PERFORMANCE CONTRACTING BY TEACHERS: A SURVEY OF TEACHERS IN THIKA MUNICIPALITY PUBLIC PRIMARY SCHOOLS KISAKA LUCY CLAIRCHALLENGES FACING TRADE UNIONS IN KENYA PATRICK W. NDONGASTRATEGIC IMPLEMENTATION CHALLENGES AT TECHNOSERVE KENYA PETER K MURAGURIMANAGING CHALLENGES FACING SMALL AND MEDIUM ENTERPRISES (SMES) IN CENTRAL BUSINESS DISTRICT OF NAIROBI, KENYA BONIFACE ORORI SIMBAIMPLEMENTATION OF TURNAROUND STRATEGY AT THE KENYA MEAT COMMISSION MUNYAO ALBANUS

THE RELATIONSHIP BETWEEN CAPITAL BUDGETING TECHNIQUES AND FINANCIAL PERFORMANCE IF COMPANIES LISTED AT THE NSE STEPHEN KIAMBA KIOKOASSESSMENT OF PERFORMANCE MEASUREMENT SYSTEMS IN OPERATIONAL IMPROVEMENT IN PUBLIC SECTOR: A CASE OF STATE CORPORATIONS IN KENYA. NYAWIRA ANNE MATHAITHE RELATIONSHIP BETWEEN WORKING CAPITAL MANAGEMENT AND PROFITABILITY OF RETAIL SUPERMARKET CHAINS IN KENYA ROBERT KINYAMASYO KINYILICOMPETITIVE INNOVATION PROCESSES AT SAFARICOM LIMITED MARTIN ACHIENG OCHOLLACHALLENGES OF STRATEGY IMPLEMENTATION AT THE KENYA MEDICAL RESEARCH INSTITUTE OCHIENG OMONDI BERNARDSTRATEGIC PLANNING AND IMPLEMENTATION PRACTICES AT THE COLLEGE OF HEALTH SCIENCES, UNIVERSITY OF NAIROBI PAMELLAH ATIENO OTIENOTHE INFUENCE OF WORKLIFE BALANCE ON JOB SATISFACTION AND COMMITMENT OF WOMEN EMPLOYEES OF

THE COMMERCIAL BANKS IN KISUMU CITY, KENYA AMAKOYE NEHEMIAH JOABSTRTEGIC MANAGEMENT PRACTICES AT MASENO MISSION HOSPITAL KENYA ABIERO OTIENO ALFREDCHALLENGES OF STAKEHOLDERS MANAGEMENT IN IMPLEMENTATION OF SONDU MIRIU HYDRO-ELECTRIC POWER PROJECT IN KENYA JUMA W. JOHNTHE MODERATING INFLUENCE OF CORPORATE GOVERNANCE ON THE RELATIONSHIP BETWEEN CAPITAL STRUCTURE AND THE FIRM VALUE OF COMPANIES QUOTED AT THE NSE ANZEMO ALICE BIKETIEMPLOYEE PARTICIPATION IN PERFORMANCE MANAGEMENT: A CASE STUDY OF NZOIA SUGAR COMPANY KUMOTIA MATENDECHERE ISAIAHCHALLENGES OF STRATEGY IMPLEMETATION IN CONSTITUENCY DEVELOPMENT FUND:A CASE OF KISUMU TOW WEST CONSTITUTENCY GEORGE MWANGI KURIASTRATEGIC MANAGEMENT BEST PRACTICES IN SMALL AND MEDIUM SIZE PRIVATE HOSPITALS IN NAIROBI KARURI SOLOMON WAIGANJOIMPACT OF MICROFINANCE SERVICES ON POVERTY ALLEVIATION GITHINJI D.

WACHIRARELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND CAMEL RATING OF COMMERCIAL BANKS IN KENYA OMBOGO JOHN OTACHIADOPTIION OF BEST PRACTICES IN HUMAN RESOURCE MANAGEMENT AMONG SECURITY FIRMS IN KISUMU CITY CHRISTINE WANJA MWEASTRATEGIC CHANGE MANAGEMENT WITHIN KENYA WOMEN FINANCE TRUST LIMITED PAMELA LUTTACHALLENGES OF IMPLEMENTING STRATEGIC PLAN AT MUMIAS SUGAR COMPANY LIMITED KENYA OKOTH CHRISTINE P. THE CHALLENGES FACED BY COMMERCIAL BANKS IN UNDERWRITING INITIAL PUBLIC OFFERING IN KENYA GITHINJI MARY WANGUITHE RELATIONSHIP BETWEEN CREDIT SCORING PRACTICES BY COMMERCIAL BANKS AND ACCESS TO CREDIT BY SMALL AND MEDIUM ENTERPRISES IN KENYA KABEE REGINA M. AN INVESTIGATION OF THE CREDIT MANAGEMENT PRACTICES IN MANUFACTURING INDUSTRIES: A CASE OF EAST AFRICAN PORTLAND CEMENT COMPANY LTD. KALUNGU P. M. A SURVEY OF THE BUDGETARY PRACTICES AMONG CONSTITUENCY DEVELOPMENT FUNDS IN NAIROBI COUNTY MWAURA NJERI NANCYTHE RELATIONSHIP BETWEEN BUDGETARY PARTICIPATION AND FINANCIAL PERFORMANCE OF COMPANIES QUOTED AT THE NSE WAFUKHO LILIAN N.

A SURVEY OF FINANCIAL MANAGEMENT PRACTICES ADOPTED BY NON GOVERNMENTAL ORGANIZATIONS IN KENYA NDURA MAINA KENNETHEFFECTS OF MERGERS ON FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA ANNASTACIA WANJIKU GITHIMBAWORK ENVIRONMENT FACTORS INFLUENCING TRANSFER OF LEARNING FOR EMPLOYEE WHO HAVE UNDERTAKEN A GRADUATE TRAINEE PROGRAMME AT KENYA REVENUE AUTHORITY SHEILA MWENDE NGUTURAPID RESULTS INITIATIVE:A STRATEGY IMPLEMENTATION TOOL BY THE NATIONAL SOCIAL SECURITY FUND-KENYA ASEKA JAPHETH TOMSUPPLIER SELECTION CRITERIA AND PERFORMANCE OF MANUFACTURING FIRMS LISTED IN THE NAIROBI STOCK EXCHANGE ARIKA MOKUA JAREDREQUIREMENTS ENGINEERING IN THE DEVELOPMENT OF A CORPORATE PORTAL: THE CASE OF KENYA PETROLEUM REFINERIES LTD.

MAINA PASQUALINA WFACTORS AFFECTING CAREER MOBILITY OF WOMEN TO EXECUTIVE POSITIONS IN THE KENYAN CIVIL SERVICE MBOGO JOHN MURITHIA SURVEY ON CORPORATE TURNAROUND RESPONSES BY FINANCIALLY DISTRESSED COMPANIES QUOTED AT THE NSE KIGEN RICHARD KOECHTHE ROLE OF ‘RETAIL AND INSTITUTIONAL INVESTOR CLIENTELES ON STOCK PRICE REACTIONS TO DIVIDEND ANNOUNCEMENT: EMPIRICAL ANALYSIS OF NSE FIRMS. FRANKLIN MUTUMA KIUGUA SURVEY OF PERCEPTION ON THE ADOPTION OF INTERNATIONAL PUBLIC SECTOR ACCOUNTING STANDARDS BY LOCAL AUTHORITIES IN KENYA JARED OTIENO OTIENOCAUSES OF STAFF TURNOVER IN PRIVATE SECONDARY SCHOOLS IN KISUMU CITY OWUOR MICHAEIL OUMAEVALUATION OF ORGANIZATIONAL LEARNING IN NON-PROFIT REPRODUCTIVE HEALTH ORGANIZATIONS IN KISUMU CITY LEONA CHEPKORIRTHE ROLES AND CHALLENGES OF INTERNAL AUDITING IN THE BANKING INDUSTRY IN KENYA.

NYANUMBA MACHUKI PHILIPFACTORS AFFECTING REVENUE COLLECTION IN THE CITY COUNCIL OF NAIROBI PHYILLIS KINANU MARETEAPPLICATION OF THE HINES VALUE CHAIN MODEL BY THE KENYA MEDICAL SUPPLIES AGENCY JOSEPH MAINA MWANIKITHE IMPACT OF PERFORMANCE CONTRACTING ON THE PERFORMANCE OF COMMERCIAL STATE OWNED ENTERPRISES TERRY MUENI MUTISYACHANGE MANAGEMENT AND COMPETITIVE ADVANTAGE: A CASE OF KENYA POLICE STAFF SAVINGS AND CREDITS SOCIETY ANNETE MARGWA NYUAMAOCHALLENGES IN THE IMPLEMENTATION OF COMPETITIVE STRATEGIES BY BARCLAYS BANK OF KENYA LIMITED BILLIAH MAENDEHUMAN RESOURCE OUTSOURCING PRACTICES AMONG INTERNATIONAL NGOS IN NAIROBI MUNGARA MARIA WAMBUIMANAGEMENT PERCEPTIONS ON IMPLEMENTATION AND MAINTENANCE OF ISO9001 CERTIFICATION AMONG INSURANCE COMPANIES IN KENYA NAZILA A. R. GANATRAPERCEPTIONS AND ATTITUDES OF MEDICAL DOCTORS AT THE AGA KHAN UNIVERSITY HOSPITAL TOWARDS GENERIC DRUGS ERICK NGALA OPIYOCHALLENGES OF STRATEGY IMPLEMENTATION AT I & M BANK LIMITED NDUNGU GIBSON GITHAKACHALLENGES FACING THE PERFORMANCE OF AGRICULTURE INSURANCES IN KENYA MWANGI W. SALOMEAN EVALUATION OF COMMUNITY BASED INFORMATION COMMUNICATION TECHNOLOGY FOR DEVELOPMENT PROJECTS: CASE OF DIGITAL VILLAGES IN KENYA. EVANSON N.

KAMURITHE CHALLENGES FACING THE IMPLEMENTATION OF OUTSOURCING STRATEGY AT THE KENYATTA NATIONAL HOSPITAL MBEWA THOMAS NDEDESTRTEGIES EMPLOYED BY BARCLAYS BANK OF KENYA TO ACHIEVE COMPETITIVE ADVANTAGE ALBERT WOGA NYANDATCHALLENGES FACING THE IMPLEMENTATION OF STRATEGIC CHANGES AMONG COMMERCIAL BANKS IN KENYA DAYANA K. KAMUNDETURNAROUND STRATEGIES AT DEVELOPMENT BANK OF KENYA LIMITED WILKISTER A. DINDAA SURVEY OF E-COMMERCE STRATEGIES AND MODELS IN KENYA. DANIEL MUSEMBI MATATASTRATEGIC RESPONSE BY KENYA RAILWAYS CORPORATION IN ACHIEVING STANDARD RAILWAY OPERATIONS WITHIN EAST AFRICA WANYIRI NORMAN NDIRANGUAN ASSESSMENT OF THE TOTAL QUALITY MANAGEMENT PRACTICES IN THE THERMAL POWER PLANTS IN KENYA. JAMES GITONGA MUTHEETHE RELATIONSHIP BETWEEN CREDIT RISK MANAGEMENT AND PROFITABILITY: A STUDY OF COMMERCIAL BANKS IN KENYA OBONGO VITALIS OCHIENGA SURVEY O STRATEGIC RESPONSES OF FIRMS TO ENVIRONMENTAL CHANGES IN KENYA.

A CASE STUDY OF DOMINION FARMS (K) LTD AYUYA ANGELINE MUKOKHOTHE INFLUENCE OF STRATEGIC PLANNING ON PERFORMANCE OF PUBLIC UNIVERSITIES IN KENYA:THE CASE OF UNIVERSITY OF NAIROBI NICHOLAS KIRIMI MWITISUCCESSION PLANING AS A STRATEGIC TOOL AT JOSRA COFFEE COMPANY LIMITED SHELMITH MUTHONI MWANGICHALLENGES OF STRATEGY IMPLEMENTATION AT SIMBA TECHNOLOGY LIMITED ONSONGO BUSH OBWOCHA RICHARDEFFECTIVENESS OF LANGUAGE INTERPRETATION IN CASE MANAGEMENT AT THE CHIEF MAGISTRATE’S COURT AT KISUMU NGUI DOROTHY MBITHETHE RELATIONSHIP BETWEEN RISK PROFILING AND REVENUE PERFORMANCE: A CASE STUDY OF KENYA REVENUE AUTHORITY (KRA) GEORGE K. KANG’ETHELARGE SCALE EVOLUTIONARY CHANGE USING THE PUNCTUATED EQUILIBRIUM MODELS: CASE OF ERP AT THE UN.

ASEWE VITALIS OTIENOAPPLICATION OF ICT STRATEGY IN ENHANCING COMPETITIVE ADVANTAGE AMONG COMMERCIAL BANKS IN KENYA CHARLES GATERE NJURACUSTOMER PERCEPTION OF SERVICES OFFERED BY COMMERCIAL BANKS IN KENYA: A CASE STUDY OF ICE INDUSTRY KAIMBA IGNAZIA KARIGURELATIONSHIP BETWEEN NSE 20 SHARE INDEX AND SELECTED MACRO-ECONOMIC VARIABLES CHARITY WAIRIMU MURAGURITHE CHALLENGES OF STRATEGY IMPLEMENTATION IN CHARTERED PRIVATE UNIVERSITIES IN KENYA KARIUKI NICHOLAS NGANGASTRATEGIC RESPONSES TO THE COMPETITIVE ENVIRONEMENT IN KENYA BY COMMERCIAL BANK OF AFRICA KINUTHIA BEATRICE WAMBUIAN ANALYSIS OF FINANCIAL INNOVATIONS IN THE KENYA BANKING SECTOR MWANGI PATRICK MUNGAITHE RELATIONSHIP BETWEEN WORKING CAPITAL MANAGEMENT AND THE SYSTEMATIC RISK OF COMPANIES QUOTED AT THE NSE FELIX GAD MUNYAKAFACTORS AFFECTING THE PERFORMANCE OF SMALL AND MEDIUM SCALE POULTRY FARMING ENTERPRISES IN KARURI KENYA MUNYAO PAUL MUIMITEST FOR INVESTOR RATIONALITY FOR COMPANIES QUOTED IN THE NSE NYAMU SABINA N. PREDICTING BUSINESS FAILURE IN THE HOTEL INDUSTRY: THE CASE OF KENYA TOURIST DEVELOPMENT CORPORATION HOTELS CHEGE KEZIAH WANGUIPERCEIVED FACTORS THAT INFLUENCE LABOUR TURNOVER AT ZAIN KENYA LIMITED WANJIRU TITUS LUCYTHE

RELATIONSHIP BETWEEN NON-PERFORMING LOANS MANAGEMENT PRACTICES AND FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA WERE JAMES ALEX MAN INVESTIGATION OF THE FACTORS INFLUENCING THE DEVELOPMENT OF CORPORATE BONDS MARKET: THE CASE OF KENYAN FINANCIAL MARKET FRANKLIN MUTAI RONOCHALLENGES FACING THE IMPLEENTATION OF DECISION SUPPORT SYSTEMS IN LOAN ALLOCATION AMONG COMMERCIAL BANKS IN KENYA MWANIKI IRENE WAWIRARESPONSES BY KENYA ELECTRICITY GENERATING COMPANY TO CHANGING MACRO ENVIRONMENTAL CONDITIONS IN KENYA KIIRU DANIEL KARANJATHE EXTENT OF TAX PAYERS NON-COMPLIANCE BEHAVIOUR AMONG TAX PAYERS OF KENYA REVENUE AUTHORITY (KRA) SOUTHERN RGGION LYDIA A.

AKELLOCHALLENGFES OF IMPLEMENTING COMPETITIVE STRATEGIES IN THE INSURANCE INDUSTRY IN KENYA GITONGA EPHRAIM THANYAKUTHE RELATIONSHIP BETWEEN INTEREST RATE RISK MANAGEMENT AND PROFITABILITY OF COMMERCIAL BANKS IN KENYA NYANDIWA REBECCASTRATEGIES ADOPTED AND CHALLENGES FACED BY THE UNITER NATIONS DEVELOPMENT PROGRAMME KENYA FOR THE REALIZATIION OF UNITED NATIONS MILLENIUM DEVELOPMENT GOALS ODINGA EUDIAH CLARISTHE RELATIONSHIP BETWEEN CAPITAL ADEQUACY AND STABILITY OF COMMERCIAL BANKS IN KENYA PITHON M. MUTIGACOMPETITIVE STRATEGIES ADOPTED BY COMMERCIAL BANKS IN KENYA EVA NDUTA NGIGICHALLENGES OF E-BANKING ADOPTION. A SURVEY OF THE COMMERCIAL BANKS IN KENYA MERCY RUKENYASTRATEGY DEVELOPMENT BY COMMERCIAL ELECTRIC POWER PRODUCERS AND DISTRIBUTORS IN KENYA MBAE MWENDA GATOBURESPONSE STRATEGIES BY MERU CENTRAL DAIRY CO-OPERATIVE UNION LIMITED TO THE CHANGES IN THE DAIRY INDUSTRY OKETCH MICHAEL OGONJISTRATEGIC PLANNING PRACTICES AT KPMG KENYA FRANCIS KAREITHI KALUKIRESPONSE STRATEGIES OF THE INDEPENDENT PETROL STATIONS IN MOMBASA CENTRAL BUSINESS DISTRICT TO CHANGES IN THE EXTERNAL ENVIRONMENT RUTH W.

KURIADETERMINANTS OF CAPITAL STRUCTURE OF COMPANIES QUOTED IN THE NSE PAULETTE DINAH NANDWAFACTORS INFLUENCING IMPLEMENTATION OF STRATEGIC CHANGE AT DEVELOPMENT BANK OF KENYA LIMITED EVELYNE CHELANGAT SITONIKSTRATEGIC PLANNING PRACTICES AT NATIONAL CEREALS AND PRODUCE BOARD IN KENYA KILIKA SAMUELA SURVEY OF THE ENVIRONMENTAL CONSERVATION COSTS BY LOCAL AUTHORITIES IN KENYA JOAN NALOBO DIFFESTRATEGIC RESPONSES TO COMPETITION BY KENYA COMMERCIAL BANK LIMITED KENYA FRANCIS KINYUAA SURVEY OF THE FACTORS AFFECTING OPERATIONAL PRODUCTIVITY IN SMALL AND MEDIUM SIZED MANUFACTURING FIRMS IN KENYA. FIONA YIYAH NAKITAREDETERMINANTS OF PRICING STRATEGY AMONG FIBER OPERATORS IN KENYA NANCY KAGWIRIA MACHIUKAA SURVEY OF USED BY COMMERCIAL BANKS IN KENYA DOREEN KATHURE MARETESTRATEGIC CHANGE MANAGEMENT PRACTICES AT GLAXOSMITHKLINE LIMIOTED OLUOCH KELLY JACKBENEFITS AND CHALLENGES OF IMPLEMENTATION OF ISO 900:2008 CERTIFICATION AT KENYA MEDICAL TRAINING COLLEGE LUCY NYAMBURA KIMANIINVESTOR COMPENSATION FUNDING AS A DETERMINANT OF INVESTOR CONFIDENCE IN THE CAPITAL MARKETS IN KENYA MUTUKU JANE K.

THE RELATIONSHIP BETWEEN BENCH MARKING AND FINANCIAL PERFORMANCE OF SACCOS IN NAIROBI MUREITHI ANNE WANGURELATIONSHIP BETWEEN CREDIT APPRAISAL PROCESS AND THE LEVEL OF NON-PERFORMING LOANS OF THE WOMEN ENTERPRISES FUND LOANS OFFERED THROUGH FINANCIAL INTERMEDIARIES IN KENYA JANE NYAWIRA KAGORICHALLENGES OF STRATEGIC PLANNING IN PUBLIC ORGANIZATIONS IN KENYA MWAI VERONICA KIRIGOCUSTOMER RETENTION STRATEGIES APPLIED BY COMMERCIAL BANKS IN KENYA CAROLINE MWONGELI MUTUGICOMPETITIVE POSITIONING OF KCB IN THE KENYAN BANKING INDUSTRY WITH REALIGNMENT OF ITS MORTGAGE SUBSIDIARY S& L INTO THE MAIN BANK OPERATIONS MANTI MAOSA JERRYTHE INFLUENCE OF COMPETITIVE STRATEGIES ON THE PERFORMANCE OF INTERNATIONAL SCHOOLS OFFERING BRITISH NATIONAL CURRICULUM (BNC) IN NAIROBI KENYA MOHAMED ZAINABTHE RELATIONSHIP BETWEEN DIVIDEND PER SHARE AND FIRM VALUE: CASE OF COMPANIES LISTED AT NSE KIMANI PETER MWAURASTRATEGIC RESPONSES BY NATION MEDIA GROUP TO CHANGES IN THE EXTERNAL ENVIRONMENT TOM OTIENO MALACHYTHE INFLUENCE OF CORPORATE STRATEGIES ON SERVICES OUTSOURCED: A SURVEY OF THE KENYAN COMMERCIAL BANKS AGNES NJERI KUIRAMANAGEMENT OF MOBILE PHONE HANDSETS AND OBSOLESCENCE IN KENYA.

ROBERT BUTTITTHE RELATIONSHIP BETWEEN CREDIT RISK MANAGEMENT PRACTICES AND PROFITABILITY OF MICRO FINANCE INSTITUTIONS IN KENYA ANGARA ERIC OJWANGSTRATEGIC RESPONSES ADOPTED BY KENYA COMMERCIAL BANK TO CHANGES IN THE ENVIRONMENT NICHOLAS MWENDA LIMUNGISTRATEGIC RESPONSES BY COMMERCIAL BANK OF AFRICA TO CHANGES IN THE EXTERNAL ENVIRONMENT KARANJA MWANIKI JOSEPHA SURVEY OF THE CREDIT POLICIES IN THE INSURANCE COMPANIES IN KENYA GETANGE JOSIAHA SURVEY OF RESPONSES TO THE GLOBAL FINANCIAL CRISIS BY COMMERCIAL BANKS OFFERING MORTGAGE IN KENYA MARY WANJA MUREKIOCUSTOMER SATISFACTION AND REVENUE GENERATION AMONG SAFARICOM RETAIL CENTERS IN NAIROBI AKOMBO ALLAN ODHIAMBOANALYZING KENYA’S SUGAR INDUSTRY COMMPETITIVENESS THROUGH PORTER’S DIAMOND MODEL ANTONINA LENTOIJONIIMPLEMENTATION OF PERFORMANCE CONTRACTING STRATEGY AT THE TEACHER SERVICE COMMISSION WAMBUGU NJERI EVANGELINEIMPACT OF INFORMATION AND TECHNOLOGY ON COST EFFICIENCY OF COMMERCIAL BANKS IN KENYA MICHAEL MURIITHI LINGULUAN EVALUATION OF LONG-TERM SOURCES OF CAPITAL AMONG SUGAR COMPANIES IN KENYA MAKOKHA CATHERINE NASAMBUCHALLENGES OF IMPLENTATION OF OPEN SPACE OFFICE LAYOUT STRATEGY BY TEACHERS SERVICE COMMISSION OF KENYA MARY KARIMI KIMAITASTRATEGIC CHANGE MANAGEMENT PRACTICES WITHIN TEACHERS SERVICE COMMISSION OF KENYA CHEGE SAMUEL W.

THE RELATIONSHIP BETWEEN CREDIT RISK MANAGEMENT PRACTICES AND FINANCIAL PERFORMANCE AMONG MICROFINANCE INSTITUTIONS IN KENYA ANNCETA GACHERISTRATEGIC RESPONSES BY TUSKYS SUPERMARKET TO CHANGING COMPETITIVE ENVIRONMENT ASWANI KEVIN MAGUNGAEFFECTS OF MARKETING STRATEGIES ON THE PERFORMANCE OF INSURANCE COMPANIES IN KENYA MINCHIL MOSESA SURVEY OF DETERMINANTS OF LIQUIDITY OF COMPANIES LISTED AT THE NSE WANGECHI, GITUTU PETER NJUGUNATHE RELATIONSHIP BETWEEN FIRM VALUATION METHODS AND MARKET VALUE FOR COMPANIES QUOTED AT THE NSE ELIJAH OLESAAYATHE EFFECTS OF RIGHTS ISSUES ON STOCK RETURNS; AN EMPIRICAL INVESTIGATION OF COMPANIES LISTED AT NSE ELMELDA MOKAYASTRATEGIC RESPONSE BY THE MINISTRY OF ROADS TO THE CHALLENGES IN THE ROADS SUB-SECTOR IN KENYA NYAMWEYA, JAMES MAGETOTHE RELATIONSHIP BETWEEN BANK CORPORATE GOVERNANCE AND INSOLVENCY RISK AMONG COMMERCIAL BANKS IN KENYA TERESA KALEKYE MUTISYAENHANCING CORPORATE PERFORMANCE THROUGH THE ADOPTION OF PORTER’S COMPETITIVE MODEL IN EQUITY BANK BRANCHES IN KENYA PAUL KIPLANGAT KIRUITHE CHALLENGES OF IMPLEMENTING REVENUE COLLECTION STRATEGY AT THE NAIROBI WATER AND SEWERAGE COMPANY MACHIO ADUKA GAUDENCIAEFFECT OF MOBILE BANKING ON SELECTED MACROECONOMIC FACTORS IN KENYA EDWIN KIPLAGAT TOROITCHCHALLENGES FACED BY THE CENTRAL BANK OF KENYA IN COMBATING MONEY LAUNDERING MAURICE MOGIRE NYAKUNDISTRATEGIES BY KENYA COMMERCIAL BANK WHEN ENTERING INTERNATIONAL MARKETS CHRISTINE TIRIONGOPERCEPTION OF KENYA POWER AND LIGHTING COMPANY’S ADVERTISING STRATEGY KOSKEI SHEILAMANAGEMENT OF STRATEGIC CHANGE AT THE FOOD AGRICULTURAL ORGANIZATION OF THE UNITED NATIONS SOMALIA OFFICE KORIATA OLE TURANTATHE EFFECTS OF CORPORATE GOVERNANCE ON FIRM VALUE: AN EMPIRICAL ASSESSMENT ON NSE JOAN LILIAN OGENDOAPPLICATION OF THE BALANCED SCORECARD IN STRATEGY IMPLEMENTATION BY UNILEVER TEA KENYA LIMITED JOHN MAHASISTRATEGIC RESPONSES BY SIMBA COLT MOTORS KENYA LIMITED TO THE GLOBAL FINANCIAL MELT-DOWN DORCAS JEMELI TANUISTRATEGIES ADOPTED BY KENYA COMMERCIAL BANK LIMITED TO IMPROVE CUSTOMER SERVICE MBUGUA, ESTHER WANJIRUAN INVESTIGATION INTO APPLICATION OF PECKING ORDER CONCEPT BY COMPANIES LISTED AT NSE FELISTA NDUKU WAMAKAULEVERAGING COMPETITIVE

STRATEGY TO COUNTER COMPETITION IN NESTLE KENYA LIMITED JACINTA NZISA KASINGIUSTRATEGIC RESPONSES ADOPTED BBY KENYA POST OFFICE BANK TO THE CHANGING COMPETITIVE ENIRONMENT IN THE BANKING INDUSTRY JAMES MODI OGUTUA SURVEY OF CORPORATE GOVERNANCE PRACTICES IN THE WATER SECTOR IN KENYA AGNES NDEGWASTRATEGIC RESPONSES TO THE CHALLENGES OF NON-PERFORMING LOANS BY COMMERCIAL BANK OF AFRICA GAITHO EDNA WANGUIA SURVEY OF THE CAUSES OF NON-PERFORMING LOANS OF COMMERCIAL BANKS IN KENYA NIXON MADARAKA OLUBONJIOCHALLENGES OF STRATEGY IMPLEMENTATION AT KENYA FERRY-SERVICES LTD JOEL JEFFREYS BARUACHALLENGES FACING SUPPLY CHAIN MANAGEMENT IN THE OIL MARKETING COMPANIES IN KENYA. OCHIENG KENNEDY O. THE IMPACT OF COMPETITION ON LENDING RELATIONSHIPS OF COMMERCIAL BANKS IN KENYA JUDY WANJIRU KAMAUMANAGEMENT OF STRATEGIC CHANGE AT ACTION AID INTERNATIONAL KENYA MILEWA OMONDI BERNARDCOMPETITIVE STRATEGIES ADOPTED BY POSTAL CORPORATION OF KENYA (PCK) MUTUNGI MARYTHE RELATIONSHIP BETWEEN WORKING CAPITAL MANAGEMENT POLICIES AND FINANCIAL PERFORMANCE OF OIL MARKETING FIRMS IN KENYA GWENGI ERICSTRATEGIC CHANGE MANAGEMNT AT ERIGOKEN KENYA LIMITED OKEYO A.

MILKAIMPACT OF 2007-2009 GLOBAL FINANCIAL CRISIS ON FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA WANGONDU JAMES MUCHUKISTRATEGY IMPLEMENTATION CHALLENGES FACED BY NEW KICC MARGARET ALICE GICHANASTRATEGY AND MICROFINANCE INSITUTE IN KENYA GATAKAA STELLA EUGENIATHE RELATIONSHIP BETWEEN PERSONAL FINANCIAL AND LENDING BY COMMERCIAL BANKS IN KENYA MANDUKU OGWOKA GEOFFREYRELATIONSHIP AMONG CURRENT YEAR EARNINGS PER SHARE, PRECEDING YEAR DIVIDENDS PER SHARE AND CURRENT YEAR DIVIDENDS PER SHARE FOR FIRMS LISTED AT THE NSE ROSE JERUTO KIBETTHE APPLICATION OF THE LEARNING ORGANIZATION AT NATIONAL SOCIAL SECURITY ROBERT OUKOIMPACT OF WORK-FAMILY CONFLICT ON THE JOB SATISFACTION IN KENYA REVENUE AUTHORITY MURIITHI MICHAEL MWANGITHE EFFECTS OF FINANCIAL CRISES ON THE PERFORMANCE OF THE NSE NDUGO NAOMI WAMBUIEMPLOYEE ENGAGEMENT IN AFYA SAVINGS AND CREDIT COOPERATIVE SOCIETY (SACCO) LIMITED SAIDI MWENDWA KISULUCHALLENGES FACING NATIONAL SOCIAL SECURITY FUND SACCO KENYA IN THE IMPLANTATION OF STRATEGY KINYUA JOHN KANGARUCHALLENGES OF BUSINESS PROCESS OUTSOURCING AT THE KENYA POWER AND LIGHTING COMPANY LIMITED GETRUDE GACERI GITONGAPERCEIVED EFFECTIVENESS OF PERFORMANCE CONTRACTS ON SERVICE DELIVERY AT THE MINISTRY OF IMMIGRATION AND REGULATION OF BIRTHS SAMMY NJAI GITHINJISTRATEGIC PLANNING PRACTICES AT KENYA NATIONAL AUDIT OFFICE FELISTA GAKII KINYUACOMPETITIVE STRATEGIES ADOPTED BY MICROFINANCE INSTITUTIONS IN NAIROBI, KENYA ALOMBA DORIS MUNDIASTRATEGY IMPLEMENTATION AND ITS CHALLENGES AT KENYA NATIONAL COMMISSION OF HUMAN RIGHTS (KNCHR) CATHERINE MIKOLI SHIMECHEROCHALLENGES OF STRATEGY IMPLEMENTATION AT CENTRE FOR AFRICAN FAMILY STUDIES MWANDO GILBERT MWANJETHE APPLICATION OF OUTSOURCING STRATEGY AT BRITISH AIRWAYS IN KENYA ANYUMBA PEREZE A.

AN EMPIRICAL TEST OF THE RANDOM WALK MODEL FOR THE NSE KIRAGU PATRICKTHE RELATIONSHIP BETWEEN TECHNIQUES FOR MANAGING NON-PERFORMING LOANS AND THE LEVEL OF NON-PERFORMING LOANS OF COMMERCIAL BANKS IN KENYA GODFREY MUIGAI KINYUAINDUSTRY-RELATED FACTORS AS DETERMINANTS OF COMPETITIVE STRATEGY AT EQUITY BANK LTD BALOZI MORARA GEOREPERCEPTION OF EMPLOYEES ON THE USE OF PERFORMANCE CONTRACTING AS A MEANS OF IMPROVING PERFORMANCE IN MINISTRY OF HOUSING NGINGA MIRIAM NJERISTRATEGIC CHANGE MANAGEMENT PRACTICES AT BROOKSIDE DAIRY COMPANY IN KENYA EVALINE BOYANI OGECHIFACTORS INFLUENCING STRATEGIES USED BY NON-GOVERNMENTAL ORGANIZATIONSFOR BUSINESS DEVELOPMENT OF SMALL AND MEDIUM ENTERPRISES IN KENYA JOYCE WAHU NJUGUNAEFFECTS OF PERFORMANCE ON DIVESTITUTE STRTEGY IN THE KENYAN OIL INDUSTRY BEATRICE ELESANI BOGEEFFECTIVENESS OF THE BALANCED SCORECARD IN IMPLEMENTATION OF CORPORATE STRATEGY AT CFC LIVE ASSURANCE LTD MUCHIRA JIMMYTHE RELATIONSHIP BETWEEN CREDIT RISK MANAGEMENT AND NON PERFORMANCE LOANS AMONG SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES IN KENYA MWAI EVALYN WANJIRUSTRATEGIC ALLIANCES AND COMPETITIVE ADVANTAGE: A CASE OF SAFARICOM LTD MUTUA JOSHUA MUSEECHALLENGES OF BUDGET PREPARATION AND IMPLEMENTATION IN PUBLIC SECONDARY SCHOOLS IN KITUI CENTRAL DISTRICT.

NDEREVA SUSAN WAMBUIRESPONSE STRATEGIES ADOPTED BY OILIBYA (KENYA) TO CHANGES AFFECTING THE OIL INDUSTRY KIPSOISOI ERICA JEPKEMOIAN INVESTIGATION OF EFFECTS OF STRATEGIES PLANNING ON THE PERFORMANCE OF TEACHERS SERVICE COMMISSION OF KENYA TIALAL LEPARAN CHRISTOPHERCHALLENGES FACING THE IMPLEMENTATION OF RAPID RESULTS INITIATIVE STRATEGIES AT NEMA DENA ATIENO OKEYOINFLUENCE OF CORPORATE CULTURE ON MANAGEMENT OF STRATEGIC CHANGE IN COMMERCIAL BANKS IN KENYA NYAWIRA ELIZABETHRESPONSES BY CEMENT COMPANIES TO THE STRATEGIC CHALLENGES POSED BY COMPETITION IN THE CEMENT INDUSTRY IN KENYA JOHN GATHAIRU MWAGANUAN EVALUATION OF FACTORS INFLUENCING VIDEO CONFERENCING TECHNOLOGY ADOPTION IN THE KENYAN BANKING SECTOR. MWANGO SAMUEL WASHERELATIONSHIP BETWEEN CORPORATE GOVERNANCE PRACTICES AND FINANCIAL SERVICES OF THE TEACHERS’

SACCOS IN COST PROVINCE OF KENYA MAMI WAMBUAENTERPRISE RISK MANAGEMENT STRATEGIES AND PRACTICES AS DETERMINANTS OF PERFORMANCE IN COMMERCIAL BANKS IN KENYA SEBASTIAN C KWEYUINFLUENCE OF CORPORATE CULTURE ON THE PERFORMANCE OF KENYA AIRWAYS KIMOTHO, ANTHONY MUSAUTHE RELATIONSHIP BETWEEN FOREIGN DIRECT INVESTMENTS (FDIS) AND ECONOMIC GROWTH IN KENYA MUGWE ALICE GATHIIITEACHERS’ APPRAISAL PRACTICES IN PUBLIC SECONDARY SCHOOLS IN LIMURU DISTRICT FELIX KIPRUTO CHELIMOSTRATEGY EVALUATION AND CONTROL PRACTICES AT NATIONAL SOCIAL SECURITY FUND KENYA NJUGUNA ELIZABETH WANGUIHUMAN RESOURCE MANAGEMENT PRACTICES IN PUBLIC SECONDARY SCHOOLS IN KIAMBU EAST DISTRICT NJERU KAWIRA NKIROTESTRATEGIES RESPONSES TO COMPETITION CHALLENGES ADOPTED B ACCESS KENYA GROUP ROBBY OTIENO WYCKLIFFEPERFORMANCE MANAGEMENT AND EMPLOYEE SATISFACTION IN INSURANCE COMPANY OF EAST AFRICA, KISUMU BRANCH ANN C.

MBATHAIMPACT OF HUMAN CAPACITY BUILDING ON THE PERFORMAN CE OF SMALL AND MICRO-ENTERPRISES IN KISUMU MUNICIPALITY WACHIRA ERICAN INVESTIGATION INTO THE ROLE OF IMPROVISATION IN INFORMATION TECHNOLOGY PROJECT MANAGEMENT IN SMES IN KENYA. ABDIFATAH IBRAHIM OGLEA COMPARATIVE ANALYSIS OF CREDIT RISK MANAGEMENT PRACTICES OF ISLAMIC AND CONVENTIONAL BANKS IN KENYA WILSON MURITHI NJERUTURNAROUND STRATEGIES ADOPTED BY THE NATIONAL BANK OF KENYA MUTEGI JESSICA GATAKAAEFFECTIVENESS OF BUSINESS PROCESS RE-ENGINEERING PRACTICES AT UNDP KENYA COUNTRY OFFICE KIMINGI CATHERINETHE EFFECTS OF TECHNOLOGICAL INNOVATIONS ON THE FINANCIAL PERFORMANCE OF THE COMMERCIAL BANKS IN KENYA KUDOYI DAVID MATSWASTRATEGIC RESPONSES TO THE EXTERNAL ENVIRONMENT BY INSURANCE COMPANIES IN KENYA MARGARET A.

WANEMBASTRATEGIES APPLIED BY COMMERCIAL BANKS IN KENYA TO COMBAT FRAUD KIMUTAI BENJAMIN YATORA SURVEY OF WORKING CAPITAL MANAGEMENT PRACTICES BY SECONDARY SCHOOLS IN ELKEIYO-MARAKWET COUNTY MILTON ASHITIVAEFFECTS OF PRACTISING CORPORATE ENTREPRENEURSHIP AND PERFORMANCE OF MOBILE PHONES SERVICE PROVIDERS IN KENYA KALOKI W ALICEMANAGING STRATEGIES ALLIANCES BETWEEN CHURCH WORLD SERVICES AND COMMUNITY BASED ORGANIZATIONS IN KENYA KAMAU JAMES NDIRANGUTHE RELATIONSHIP BETWEEN CAPITAL STRUCTURE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA ABDULLAHI HASSAN GANALEFACTORS INFLUENCING JOB SATISFACTION AMONG SANITARY ORDERLIES OF KENYA ARMY KIVAYA FIDELIS KITILIDETERMINATION OF THE EXTENT TO WHICH STRATEGIC PLANNING IS PRACTICED IN SECONDARY SCHOOLS IN MACHAKOS DISTRICT NJERU GIDEON MUGENDIEQUITY BANK’S FOREIGN MARKET ENTRY STRATEGIES INTO SOUTHERN SUDAN AND UGANDA SOLOMON K. CHERUIYOTIMPACT OF INTERNET BANKING ON FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA STEPHEN KINGORI MUGOAN INVESTIGATION ON THE EFFECTIVENESS OF STRATEGY FORMULATION AND IMPLEMENTATION AT KENYA POER AND LIGHTING COMPANY LIMITED MARY M.

KARIMIUSE OF BALANCED SCORECARD IN STRATEGY DEVELOPMENT AND IMPLEMENTATION: A CASE STUDY OF SAFARICOM LTD KARITIE DAVID WAIRIALONG RUN PERFORMANCE OF INITIAL PUBLIC OFFERINGS: EVIDENCE FROM THE NSE MICHUKI DIANA WAMBUITHE EXISTENCE OF REAL ESTATE INVESTMENT TRUSTS (REITS) NEEDS BY INSTITUTIONAL INVESTORS AT THE NSE JOSEPH MUTURI NDWIGARELATIONSHIP BETWEEN CREDIT RISK MANAGEMENT PRACTICES AND FINANCIAL PERFORMANCE OF MICROFINANCE INSTITUTIONS IN KENYA KIMWETICH DORCAS JEPKECHCHALLENGES FACING STRATEGY IMPLEMENTATION IN NATIONAL OIL CORPORATION OF KENYA JANE NDINYAORGANIZATION LEARNING STRATEGIES: A CASE STUDY OF EAST AFRICAN CABLES SABINA NJAGICHALLENGES OF STRATEGY IMPLEMENTATION AT EQUITY BANK LIMITED NJIRU GLADYS WAIRIMUFACTORS THAT DETERMINE BRAND LOYALTY TO SUPERMARKETS IN NAIROBI MIRINGU LOISE WANJIRUKNOWLEDGE MANAGEMENT AS A STRATEGIC TOOL IN BARCLAYS BANK OF KENYA EDITH RESELINE NGINYA NJERUSTRATEGIC RESPONSE BY COMMUNICATIONS COMMISSION OF KENYA CHANGING TELECOMMUNICATIONS ENVIRONMENT GORDON ODERO OMBAESTRATEGIC RESPONSES BY GENERAL INSURANCE AGENCIES TO ADOPTION OF BANCA ASSURANCE IN KISUMU CITY ADRIAN PETER KIHOI GITAUFACTORS INFLUENCING EFFECTIVENESS OF STRATEGIC CHANGE AT THE KENYA NATIONAL ASSEMBLY ONYARI RICHARD MOTURICHALLENGES OF STRATEGY IMPLEMENTATION AT LAKE VICTORIA SOUTH WATER SERVICES BOARD, KENYA WAMBUGU JOEL KIRERURELATIONSHIP BETWEEN EMPLOYEE COMMITMENT AND JOB PERFORMANCE: A STUDY OF THE KENYA INSTITUTE OF SURVEYING AND MAPPING (K. I. S.

M) PATIENCE GATHONI MUCHUIRIEMPLOYEE PERCEPTION OF STRATEGIC CHANGE AT SPHINX PHARMACEUTICALS MAKINI OMWENGA SAMUELTHE RELATIONSHIP BETWEEN FINANCIAL INNOVATION AND FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA TURUNGA ESTER G. ITHAGISTRATEGIC RESPONSES BY KENYA MEDICAL SUPPLIES AGENCY TO ENVIRONMENTAL CHANGES MARTIN MBAKAAN EMPIRICAL STUDY INTO THE APPLICABILITY OF THE DIVIDEND SIGNALLING THEORY AT THE NSE MBUGUA, JOHN KARANJAREVISITING THE CAPITAL STRUCTURE THEORY: A TEST OF THE PECKING ORDER AND THE STATIC TRADE-OFF MODELS FOR FIRMS QUOTED AT THE NSE KABUI ANNE CHRISTINE WTHE STRATEGIC RESPONSE TO SOCIAL CHANGES BY CATHOLIC SECONDARY SCHOOLS IN THE ARCHDIOCESE OF NAIROBI KENYA NDUNGU JOSEPHINE MUTHONIFACTORS THAT INFLUENCE CHANGE MANAGEMENT STRATEGIES AT PLAN INTERNATIONAL, KENYA OSORO EDWINAPPLICATIION OF THE

BALANCED SCORECARD MODEL IN STRATEGY IMPLEMENTATION AT KENYA METHODIST UNIVERSITY EZEKIEL RONOSTRATEGIC RESPONSES BY KENYA AIRWAYS TO THE EFFECTS OF GLOBALIZATION JAMES N. WAINAINAFACTORS THAT LEAD TO SUPPLEMENT BUDGETS IN BANKING INSTITUTIONS: A CASE OF COMMERCIAL BANKS IN KENYA REGINAH MUKUHI KINYUASTRATEGY IMPLEMENTATION CHALLENGES FACED BY KENYA SHELL LIMITED MBUGUA MARY W. IMPACT OF MICROFINANCE SERVICES ON FINANCIAL PERFORMANCE OF SMALL AND MICRO ENTERPRISES IN KENYA NICHOLAS N. NJAUINVESTIGATION ON THE IMPACT OF VALUE CHAIN MANAGEMENT STRATEGY ON PERFORMANCE: A STUDY OF MAJOR OIL COMPANIES IN KENYA. MURIGI NICHOLAS NGUREGROWTH STRATEGIES ADOPTED BY TOP 100 SMES IN ACT IN KENYA MOHAMED ALI ABDISIGNALING EFFECT OF DIVIDEND PAYMENT ON THE EARNINGS OF THE FIRM: EVIDENCE FROM THE NSE APUOYO BENSON O.

THE RELATIONSHIP BETWEEN WORKING CAPITAL MANAGEMENT POLICIES AND PROFITABILITY FOR COMPANIES QUOTED AT THE NSE KIPTOO, STELLA CHEBIWOTTAN EMPIRICAL INVESTIGATION OF THE RELATIONSHIP BETWEEN SELECTED MACROECONOMIC VARIABLES AND STOCK PRICES: EVIDENCE FROM THE NSE KEYA CHARLES THOMASROLE OF INTERNAL AUDIT IN PROMOTING ACCOUNTABILITY AND GOOD MANAGEMENT IN CONSTITUENCY DEVELOPMENT FUND IN NAIROBI PROVINCE CONSTITUENCIES ETINDI GEORGE OBUNAKACHALLENGES AND PRACTICES OF CHANGE MANAGEMENT AT THE KENYA UNION OF SAVINGS AND CREDIT COOPERATIVE (KUSCCO) LTD ARIMI, JESSE KAUMBUTHU A. THE RELATIONSHIP BETWEEN CAPITAL STRUCTURE AND FINANCIAL PERFORMANCE: A STUDY OF FIRMS LISTED UNDER INDUSTRIAL AND ALLIED SECTOR AT THE NSE 2004-2008 PHILIP KIPLAGATTHE IMPACT OF STRATEGIC PROCUREMENT IN COMMUNICATIONS COMMISSION OF KENYA ONDIMU GLADYS M. THE BUSINESS VALUE OF INFORMATION COMMUNICATION TECHNOLOGIES IN THE FINANCIAL DEPARTMENTS OF COMMERCIAL BANKS IN KENYA. MGENDI ROBERTTHE EXTENT OF USE OF EXPERT SYSTEMS IN LOAN ANALYSIS IN COMMERCIAL BANKS IN KENYA. NYAMOLO O. KENNETHTHE INFORMATION CONTENT OF ANNUAL EARNINGS ANNOUNCEMENTS FOR COMPANIES QUOTED AT THE NSE OCHOLA JASON O.

A SURVEY OF THE CREDIT RISK MANAGEMENT PRACTICES OF COMMERCIAL BANKS IN KENYA ROSE BOSIBORI OSOROEMPLOYEES’ PERCEPTIONS OF PSYCHOLOGICAL CONTRACT VIOLATION FOLLOWING IMPLEMENTATION OF PERFORMANCE CONTRACT AT THE KENYA FORESTRY RESEARCH INSTITUTE MATIKO DAVID PANIANSTRATEGIC RESPONSES TO ENVIRONMENTAL CHALLENGES ARISING FROM CLIMATE CHANGES BY THE WILDLIFE FOUNDATION VITALIS OPONDO ODHOREUSE OF MOBILE PHONE INTERNET AT THE UNIVERSITY OF NAIROBI’S SCGHOOL OF BUSINESS. JEREMIAH MWANGANGITHE IMPACT OF STRATEGIC CAPACITY EXPANSION ON SERVICE DELIVERY IN PETROLEUM SUPPLY CHAIN: CASE OF KPC. NJUGUNA CAROLYNE NJERIAN ANALYSIS OF THE EFFECTIVENESS OF CUSTOMER RETENTION STRATEGIES IN EQUITY BANK KENYA GORI, J. N. THE RELATIONSHIP BETWEEN CREDIT RISK MANAGEMENT PRACTICES AND NON- PERFORMING LOANS: CASE OF HELB.

TANUI CHRISTROPHER KIPKOSGEITHE EFFECT OF MODIFIED AUDIT OPINIONS ON SHARE PRICES FOR COMPANIES QUOTED AT THE NSE ROBERT MATWERE BOSIRETHE IMPACT OF OUTSOURCING ON LEAD TIME AND CUSTOMER SERVICE: A SURVEY OF SUPERMARKETS IN NAIROBI. OMBAI, PAUL OLUOCHAN INVESTIGATION OF THE HERD EFFECT AT THE NSE DURING THE GLOBAL FINANCIAL CRISIS MULWA PHILOMENA NDINDAFACTORS AFFECTING COMPETITIVENESS OF BUSINESS SCHOOLS IN KENYA UNIVERSITIES MUTHURI DERRICK GITONGACHALLENGES OF STRATEGY IMPLEMENTATIION AT NATIONAL BANK OF KENYA LIMITED HERRIE NJOROGE MURAGETHE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE OF PARASTATALS IN KENYA WAHOME , M. W.

A SURVEY OF FACTORS INFLUENCING MORTGAGE FINANCING IN KENYA MOKAYA N. ORIKUROLE OF AUDIT COMMITTEES IN PROMOTING CORPORATE GOVERNANCE AND ACCOUNTABILITY IN CONSTITUENCY DEVELOPMENT FUND MGT IN NSE MUTINDA JACOB MUIAFACTORS AFFECTING THE ADAPTABILITY OF INTERNATIONAL HEALTH MANAGEMENT PRACTICES BY THE NATIONAL HOSPITAL INSURANCE FUND (NHIF) IN KENYA ELLIAB WANYANGU OMONDISTRATEGIC PLANNING OF FOOTBALL CLUBS IN THE KENYA PREMIER LEAGUE KAMAU GRACEANNE MUTHONISTRATEGIC RESPONSES TO GLOBAL COMPETITION BY KENYA TOUR OPERATORS OTIENO TOM OBONDIFACTORS CAUSING REVERSED BULLWHIP EFFECT ON THE SUPPLY CHAINS: A CASE STUDY OF KENYA PIPELINE CORPORATION.

CAROLINE NYOKABI GICHURUCHALLENGES FACED BY LIFE INSURANCE COMPANIES IN IMPLEMENTATION OF MARKETING STRATEGIES FROM GAINING COMPETITIVE ADVANTAGE IN KENYA AMELIA OMOLLOFLIGHT SAFETY SYSTEMS IN THE AVIATION INDUSTRY IN KENYA. MBUKI CATHERINEFACTORS THAT DETERMINE DIVIDEND PAYOUT RATIO AMONG SACCOS NDHIWA GEORGE OTHE RELATIONSHIP OF COMPETITIVE STRATEGIES AND HRM PERFORMANCE IN THE MOBILE TELECOMMUNICATION SERVICE INDUSTRY: A CASE OF SAFARICOM KENYA LTD SAMUEL CAROL MBULASTRATEGIES ADOPTED BY MULTINATIONAL CORPORATION TO COPE WITH COMPETITION IN KENYA ABDULLAHI SHARIFF ABDIWAHABOPERATION STRATEGIES USERS IN MOBILE BANKING: THE CASE OF M-PESA SERVICES BY SAFARICOM LIMITED. GATHUYA M.

PHILLIPA SURVEY OF FACTORS THAT INFLUENCE LOCAL AUTHORITIES FINANCIAL MANAGEMENT: THE CASE OF CITY COUNCIL OF NAIROBI. VALERIE OYUGITHE EFFECT OF OUTSOURCING ON CORPORATE PERFORMANCE AT BRITISH AMERICAN TOBACCO KENYA LIMITED ANTHONY MUGETHA IRUNGUTHE RELATIONSHIP BETWEEN SELECTED MACROECONOMIC VARIABLES & EARNINGS MGT ANDREW KIARIE NDERUTHE RELATIONSHIP BETWEEN SERVICE QUALITY AND OVERALL BUSINESS PERFORMANCE: A CASE STUDY OF THE NATIONAL COUNCIL FOR LAW REPORTING. LAWRENCE KITHINJI NJERUTHE EXTENT TO WHICH E-COMMERCE ENHANCE COMPETITIVE ADVANTAGE IN KENYAN TOURISM MARKETING FIRMS LILIAN WANJIKU GITONGATHE ROLE OF BOARD CAPITAL ON STRATEGIC TURNAROUND IN KENYA COMMERCIAL BANK GITAU PAUL J. W.

STRATEGIC RESPONSE TO ENVIRONMENTAL CHANGES BY WORLD HEALTH ORGANIZATION IN KENYA NAHASHON KAREITHI GITAHIDETERMINATION OF THE INTEGRATION OF CORPORATE VENTURE IN STRATEGIC MANAGEMENT IN THE KENYA WILDLIFE SERVICE MAINA MARGARET WPERFORMANCE CONTRACTING AS A HUMAN RESOURCE MANAGEMENT STRATEGY FOR MANAGING PERFORMANCE: A CASE STUDY OF TEACHERS SERVICE COMMISSION KABURU ANTHONY KIOGORASUCCESSFUL IMPLEMENTATION OF INFORMATION SYSTEMS IN THE FINANCIAL SECTOR. NDAUTI, BENJAMIN MWENDWATHE RELATIONSHIP BETWEEN LEVERAGE AND FINANCIAL PERFORMANCE OF COMPANIES QUOTED AT THE NSE RACHAEL WANDIA MWANGITHE RELATIONSHIP BETWEEN INFLATION AND LAND PRICES IN KENYA. THE CASE OF NAIROBI AND SELECTED ENVRIONS GIFTON MKAYAINTEGRATED GOVERNANCE AND PROVISION OF QUALITY HEALTH CARE IN GOVERNMENT HOSPITAL IN KENYA PRISCA KARIMA MURIGUTHE RELATIONSHIP BETWEEN LEADERSHIP BEHAVIOR AND ORGANIZATIONAL CHANGE: A CASE OF TELKOM KENYA LIMITED KIILU M.

RHODAA SURVEY OF THE WORKING CAPITAL MANAGEMENT PRACTICES AMONG LARGE BUILDING CONSTRUCTION FIRMS IN KENYA ERICLEE NYAGA MUCIIMICHALLENGES FACED BY SAFARICOM (M-PESA) LIMITED IN INTERNATIONAL MONEY TRANSFER ONDIEK BERYLRELATIONSHIP BETWEEN CAPITAL STRUCTURE AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE KAGIO LIVINGSTONE MAINATHE RELATIONSHIP BETWEEN LOAN PORTFOLIO AND THE LEVEL OF NON PERFORMING LOANS OF COMMERCIAL BANKS IN KENYA WARUGURU ITUUSTRATEGIC HUMAN RESOURCES TRAINING AND DEVELOPMENT PRACTICE FOR CO-OP BANK KARIUKI GRACE MUTHONIINSTITUTIONAL INVESTORS PERCEPTIONS ON QUALITY OF FINANCIAL REPORTING IN KENYA ARITHO K. JULIUSAN INVESTIGATION INTO APPLICATION OF STRATEGIC MANAGEMENT ACCOUNTING IN ORGANIZATIONS: A CASE STUDY OF KENYA LITERATURE BUREAU PHYLLIS NDINDA MATHEKAFACTORS INFLUENCING EMPLOYEE PERCEPTION OF CHANGE MANAGEMENT AT CURE INTERNATIONAL HOSPITAL IN KENYA GEOFFREY KIBOROAN INVESTIGATION OF FACTORS CAUSING MANAGEMENT INFORMATION SYSTEM PROJECT FAILURES IN THE BANKING INDUSTRY IN KENYA.

CHUNE JOYCE MOKHUNJITHE INFLUENCE OF PERFORMANCE CONTRACTING PM THE MANAGEMENT OF PUBLIC SECONDARY SCHOOLS IN NAIROBI PROVINCE MONGO MERCY GITIRITHE RELATIONSHIP BETWEEN CASHFLOWS AND PROFITABILITY OF COMMERCIAL BANKS IN KENYA KAMANDE WINNIE WANJIRUCOMPETITIVE STRATEGIES ADOPTED BY MOBILE PHONE COMPANIES IN KENYA EDWARD NYAKANO SIBOTATHE RELATIONSHIP BETWEEN EMPOWERMENT AND MOTIVATION OF SUPERVISORS IN MULTINATIONAL PETROLEUM FIRMS IN KENYA ANNE WAITHIRA MATHENGEINTERNAL STAKEHOLDERS INVOLVEMENT IN STRATEGIC DECISION MAKING AT KCB LTD ZIPPORAH NYOKABI MUNGAITHE LINK BETWEEN VALUE CHAIN AND COMPETITIVE ADVANTAGE AT DELOITTE & TOUCHE, KENYA NGINA GITIBAPERFORMANCE CONTRACTING AS A HUMAN RESOURCE MANAGEMENT STRATEGY FOR MANAGING PERFORMANCE: A CASE STUDY OF TEACHERS SERVICE COMMISSION MBIRIRI NANCY NJARUARESPONSES OF SAMEER AFRICA LIMITED TO CHALLENGES OF THE EXTERNAL ENVIRONMENT GATEI JAMES KAHINYIAA SURVEY OF THE IMPACT OF FIBER OPTIC CABLE IN RELATION TO ORGANIZATION COSTS AND ICT CAPABILITIES. CHARI MWADIMEANALYSIS OF GROWTH STRATEGIES BY THE KENYA COMMERCIAL BANK LIMITED BENSON M. KIGURUADOPTION OF THE LEARNING ORGANIZATION CONCEPT: A STUDY OF HOTELS IN HOSPITALITY INDUSTRY IN NAIROBI ATHMAN FADHILIBUSINESS PROCESS OFFSHORING: EFFECTS OF NATIONAL CULTURE ON ORGANIZATIONAL CAPABILITIES. LUCY KARIMI NJANGISOCIAL CAPITAL AND EMPLOYEE PROMOTION AT THE MINISTRY OF MEDICAL SERVICES MALINDI DISTRICT MAKORI EDWINA SURVEY OF ASSET LIABILITY MANAGEMENT AMONG DEFINED BENEFITS PENSION SCHEMES FAITH KARWIRWA MUTIGASTRATEGIC RESPONSES TO GLOBALIZATION BY MAJOR INDIGENOUS KENYA COMMERCIAL BANKS MULANDI M.

CHARLESSURVEY OF THE FACTORS DETERMINING PROFITABILITY OF MICROFINANCE INSTITUTIONS IN KENYA CHARITY WAIRIMU KAMAUEMPLOYMENT PERDEPT6ION OF THE OUTSOURCING STRATEGY AT THE KENYA POWER AND LIGHTING COMPANY LTD DAVID SERETICOMPETITIVE STRATEGIES ADOPTED BY KENYA BROADCASTING CORPORATION IN RESPONSE TO ENVIRONMENTAL CHALLENGES MATANDA WEPUKHULU JOSHUATHE EFFECT OF 7CS CREDIT APPRAISAL MODEL ON THE LEVEL OF NON-PERFORMING ADVANCES OF COMMERCIAL BANKS IN KENYA: MIRIAM CAROLINE W. MUNENEFACTORS AFFECTING CONSTOMER LOYALTY BY MEMBERS OF KENYA MEDICAL ASSOCIATION INSURANCE IN INDUSTRY IN NAIROBI, KENYA KARIUKI MARY WANJIRAA STUDY OF NEW EMPLOYEES’ PERCEPTIONS OF PSYCHOLOGICAL CONTRACT AT KENYA BUREAU OF STANDARDS, HEAD OFFICE, NAIROBI GITONGA PATRICK KARIMITHE

INFLUENCE OF POSITIONING IN THE ENTROLLMENT OF STUDENTS IN NAIROBIS PRIVATE MIDDLE LEVEL COLLEGED JACKSON KEIGE NJENGASTRATEGIC RESPONSES ADOPTED BY CREDIT BANK LIMITED TO THE CHANGING ENVIRONMENT IN BANKING SECTOR IN KENYA MUNUVE PATRICK MASILARESPONSE STRATEGIES OF BRITISH AMERICAN TOBACCO KENYA LIMITED TO MACRO ENVIRONMENTAL CHANGES BINTIOMARI WENDORESPONSE STRATEGIES BY ISLAMIC BANKS TO COMPETITION IN THE COMMERCIAL BANKING SECTOR IN KENYA ONJALA FRANLINE OMBAKATHE IMPACT OF OPERATIONAL AND MARKET RISK DISCLOSURES ON FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN KENYA JOHN DAVID MULWACOMPETITIVE STRATEGIES ADOPTED BY SMALL AND MEDIUM HORTICULTURAL EXPORTING COMPANIES IN NAIROBI KAMAU JOHN MBURUDETERMINANTS OF PERFORMANCE OF SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES (SACCOS) IN KENYA WANDABWA GEOFFREY THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE AMONG BROADCASTING STATIONS IN KENYA OWUOTH RICHARDCRITICAL SUCCESS FACTORS IN THE PHARMACEUTICAL INDUSTRY: A SURVEY OF MULTI-NATIONAL PHARMACEUTICAL COMPANIES IN KENYA MUTUA JACKSON MUSYOKAKEY SUCCESS FACTORS AND BANK STRATEGY IN THE CREDIT CARD INDUSTRY:A SURVEY OF COMMERCIAL BANKS ISSUING CREDIT CARDS IN KENYA SYLVESTER MUOKI JOSEPHUNDERTAKING BUSINESS CONTINUITY PLANNING FOR A GLOBAL BUSINESS OPERATOR IN LESS DEVELOPED ECONOMIES: A CASE STUDY OF GENERAL MOTORS EAST AFRICA.

OSANO, JAMES APOLLOAN EVALUATION OF PRICE TO EARNINGS AND PRICE TO BOOK VALUES AS PREDICTORS OF STOCK RETURNS OF FIRMS LISTED AT T HE NSE MARY VITORIA BUYAIMPLEMENTATION OF THE OUTSOURCING STRATEGY IN THE CEMENT MANUFACTURING INDUSRY IN KENYA LEAH M. MURIUCORPORATE SOCIAL RESPONSIBILITY AS A FACTOR IN STRATEGY DEVELOPMENT AND IMPLEMENTATION AT EAST AFRICAN BREWERIES LIMITED RUTH M. OPIYOAPPLICATION OF BALANCED SCORECARD ON EMPLOYEE JOB SATISFACTION: A SURVEY OF COOPERATIVE BANK OF KENYA LTD OTITI G. O. CORPORATE GOVERNANCE AND PERFORMANCE IN THE HERITAGE INSURANCE COMPANY LIMITED MOHAMED HUSSEIN MOHAMEDAN ANALYSIS OF EFFECT OF THE EARNINGS ANNOUNCEMENTS ON THE STOCK PRICES OF COMPANIES LISTED AT THE NSE BEATRICE CHELANGATTHE EXTENT OF IMPLEMENTATION AND CRITICAL SUCCESS FACTORS OF LEAN SIX SIGMA IN COMMERCIAL BANKS IN KENYA.

ORIKO NAMAYI DORISEVALUATION OF STRATEGIES PLANNING AT KENYA REVENUE AUTHORITY DOROTHY NAMBALA JUMBACUSTOMER LOYALTY RETENTION STRATEGIES IN THE KENYAN MOBILE TELEPHONE INDUSTRY JANEFFER GATHONI WAIMEMARKETING ORIENTED STRATEGIES ADOPTED BY KENYA AIRWAYS LTD IN FOREIGN MARKETS BUSIENEI PETER KIPRONOTHE IMPACT OF PERFORMANCE CONTRACTING ON THE FINANCIAL PERFORMANCE OF PUBLIC UNIVERSITIES IN KENYA KAMAKU PAUL MWANGISTRATEGIC CHANGE MANAGEMENT PRACTICES IN INTERNATIONAL NON-GOVERNMENTAL ORGANIZATIONS IN KENYA ESTHER NJENGAA SURVEY O THE PERCEPTIONS OF MANAGERS ON THE RELATIONSHIP BETWEEN DEVOLUTION OF STRATEGIC PLANNING AND PERFORMANCE IN THE SOFT DRINKS INDUSTRY IN KENYA EVANS MONG’ARE ACHOKICHALLENGES OF STRATEGY IMPLEMENTATION IN THE MINISTRY OF STATE FOR PROVINCIAL ADMINITRATION AND INTERNAL SECURITY DANIEL MELIN LEKOLOOLCOMPETITIVE STRATEGIES ADOPTED BY PRIVATE SECURITY FIRMS OPERATING IN MOMBASA DAVID K.

GITARISTRATEGIES ADOPTED BY TRADE UNIONS IN THE CHANGING NATURE OF WORKFORCE IN KENYA MWAGANDI SHADRACK MWAKIOSTORES MANAGEMENT AT THE TRANSPORT DEPARTMENT OF THE STANDARD GROUP LTD BANTE, ABDUB HALAKHEA COMPARATIVE EVALUATION OF THE PERFORMANCE OF INITIAL PUBLIC OFFERINGS OF PRIVATE AND STATE –OWNED COMPANIES AT THE NSE SYLVIA ITEMBE OTUNGACORPORATE REPUTATION AND FINANCIAL PERFORMANCE OF COMPANIES LISTED IN THE NAIROBI STOCK EXCHANGE MURIUKI SOPHIA WSTRATEGIC PLANNING PRACTICES AND PERFORMANCE OF COMMERCIAL BANKS OF KENYA KINYUA JESSE MAINASTRATEGIC ALLIANCE BETWEEN JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY (JKUAT) AND MIDDLE LEVEL COLLEGE IN KENYA MBAABU MUTHONI LILIANTHE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE, OWNERSHIP STRUCTURE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA REDEMPTA NTHUKA NDAMBUKISTRATEGIC MANAGEMENT PRACTICES AND CHALLENGES AMONG SMALL AND MEDIUM ENTERPRISES IN WESTLANDS DIVISION NAIROBI MBOTU MICHAEL MULANDITHE IMPACT OF THE CENTRAL BANK OF KENYA RATE (CBR) ON COMMERCIAL BANKS’ BENCHMARK LENDING INTEREST RATES NYAKONDO OMENYA JOSEPHFACTORS INFLUENCING BANKING INDUSTRY TO ADOPT STRATEGIC POSITIONING ON MOBILE BANKING BENARD OTIENO OYOGACORPORATE GOVERNANCE AND FIRM PERFORMANCE IN FINANCIAL INSTITUTIONS: THE CASE OF FIRMS LISTED IN NSE KERANDI K. SARAHASSESSMENT OF DETERMINANTS OF FOREIGN BANKS INVESTMENTS IN EMERGING ECONOMIES: A SURVEY F COMMERCIAL BANKS IN KENYA ROSE A CHELULEQUALITY OF WORK LIFE PROGRAMME AND EMPLOYEE SATISFACTIONS: A SURVEY OF UNICEF EMPLOYEES ELLYJOY G.

BUNDIHUMAN CAPITAL MANAGEMENT PRACTICES AND FIRMS PERFORMANCE: A SURVEY OF COMMERCIAL BANKS IN KENYA ANNE NJIRA MUCHAITHE IMPACT OF NEW PRODUCT DEVELOPMENT ON COMPETITIVE ADVANTAGE OF COCA-COLA KENYA MAINGI SAMUEL KIBOIREQUIREMENTS ENGINEERING FOR A BIOMETRIC BASED REGISTRATION AND IDENTIFICATION SYSTEM IN REFUGEE CAMP MANAGEMENT: A CASE STUDY OF THE DAADAB REFUGEE CAMP. ANNE MUNYASIRI SIMIYUSTRATEGIC HUMAN RESOURCES DEVELOPMENT AT THE UNIVERSITY OF NAIROBI CHARLES NDOLOPERCEPTIONS OF ENTREPRENEUNIAL OPPORTUNITIES WITHIN THE INTEGRATED EAC BY LSE’S MANUFACTURING COMPANIES IN NAIROBI EURRY KARANJACOMPETITIVE STRATEGIES ADOPTED BY STANDARD (K) LIMITED IRERI J. N. EFFECT OF WORKING CAPITAL POLICIES ON PROFITABILITY OF SACCOS IN NAIROBI COSMAS K. MWALYATHE IMPACT OF INFORMATION COMMUNICATION TECHNOLOGY ON STOCK RETURNS AND TRADING VOLUMES FOR COMPANIES QUOTED AT THE NSE MARTIN NYAGABUSINESS BENEFITS OF SOCIAL NETWORKING IN GAINING LEVERAGE AMONG MEDIA HOUSES IN KENYA.

AWUOR PONTIFFA ABEBE PACIOLICORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY AT KENYA COMMERCIAL BANK MASABA GEORGE MALIKASTRATEGIC RESPONSES OF GRUNDFAS KENYA LTD TO ITS ENVIRONMENT INGARI BOAZ KENAN ANALYSIS OF THE PERCEIVED QUALTITY OF CUSTOMER SERVICE BY USERS OF NAIROBI CITY COUNCIL SERVICES RITA WAMBETI MUREITHISTRATEGIC RESPONSES BY NIC BANK IN KENYA TO CHANGES IN THE EXTERNAL ENVIRONMENT JULIUS SINKEET SEKOYOCHALLENGES OF STRATEGY IMPLEMENTATION WITHIN THE KENYAN PUBLIC CORPORATIONS: THE CASE OF NATIONAL SOCIAL SECURITY FUND (NSSF) MOGOI SHEILA OSEBEEFFECTS OF OPERATIONAL MANAGEMENT PRACTICES ON THE PROCUREMENT OF PHARMACEUTICAL PRODUCTS IN DEVELOPING COUNTRIES: A CASE OF KENYA MEDICAL SUPPLIES AGENCY (KEMSA) RUORO AGNESROLE OF LEADERSHIP MANAGING CHANGE AT TOTAL KENYA LIMITED ROBERT JAMES NDIRITUTHE PERCEIVED ROLE OF PERSONAL SELLING ON THE PERFORMANCE OF SIMBA COLT AND TOYOTA COMPANIES IN KENYA GICHURU TOM WAHOMEAN INVESTIGATION OF RISK ASSESSMENT TECHNIQUES APPLIED BY COMMERCIAL BANKS IN KENYA JOWI ZABLON ODUORSTRATEGIC RESPONSES TO COMPETITIVE ENVIRONMENT BY SOUTH NYANZA SUGAR COMPANY LIMITED MARGARET ABIERO AWITTAEFFECTIVENESS OF REVENUE COLLECTION STRATEGIES AT KENYA REVENUE AUTHORITY IN NAIROBI PATRICK NYAGAFACTORS INFLUENCING EXTENT OF DECISION-MAKING AUTONOMY BY RENTOKIL INTERNATIONAL NATHAN MUGAMBI MWAMBARESPONSE STRATEGIES TO CHANGES IN THE ENVIRONMENT ADOPTED BY THREE STAR HOTELS IN NAIROBI KASONGWA TUPEGEFACTORS THAT INFLUENCE THE PERCEPTION OF REALISTIC JOB PREVIEW AMONG MANAGEMENT STAFF IN LARGE COMMERCIAL BANKS IN KENYA RICHARD KIPKOECH LANGATCHALLENGES OF STRATEGY IMPLEMENTATION OF NASSEGU COOPERATIVE SAVINGS AND CREDIT SOCIETY LIMITED MUGENDA KAMAUA SURVEY OF FACTORS INFLUENCING LONG TERM` DEBT DECISIONS BY COMPANIES QUOTED AT THE NSE CORNELIUS BARASAASSESSMENT OF ATTRACTIVENESS OF THE REAL ESTATE MANAGEMENT IN KENYA KIBISU JACKLINE LAVOGAMANAGEMENT OF CHANGE AT ZAIN KENYA JANET WAMBUI NJENGAA STUDY OF ONLINE SHOPPING ADOPTION AMONG UNIVERSITY OF NAIROBI EVENING STUDENTS.

ERASTUS KAMAU MAINASTRATEGIC RESPONSES TO EXTERNAL ENVIRONMENT BY THE COMMUNICATIONS COMMISSION OF KENYA MILLICENT MWIHAKI WACHIRAFACTORS THAT INFLUENCE VOLUNTARY LABOUR TURNOVER IN RESEARCH INSTITUTIONS -:A CASE STUDY OF KENYA MEDICAL RESEARCH INSTITUTE(KEMRI) PATRICK MUTUA KIMAKUCHANGE MANAGEMENT PRACTICES ADOPTED BY BARCLAYS BANK OF KENYA LIMITED KAHINDI ANTONYTHE RELATIONSHIP BETWEEN OUTSOURCING AND FIRM FINANCIAL PERFORMANCE IN THE BANKING INDUSTRY IN KENYA SOPHIA W. KIBERESTRATEGIES ADOPTED BY NAIROBI CITY WATER AND SEWERAGE COMPANY IN MANAGING ITS COMMERCIALIZATION DANIEL KIHARA MUTUNEEFFECTIVENESS OF PERFORMANCE CONTRACT AS A TOOL IN STRATEGY IMPLEMENTATION IN THE MINISTRY OF STATE FOR DEFENCE IN KENYA ERIC MULUMBIAN INVESTIGATION OF THE EXISTENCE OF TURN OF THE MONTH EFFECT AT THE NSE SILVER KIUA MULISTRATEGIC RESPONSES BY THE MINISTRY OF PUBLIC WORKS TO THE CHALLENGES OF THE VISION 2030 LOICE WAFULATHE EFFECTIVENESS OF STRATEGIC TALENT MANAGEMENT PRACTICES IN PROFESSIONAL SERVICE FIRMS IN KENYA PETER KARIMIINTRODUCTION OF MORTGAGE PACKED SECURITIES IN KENYA CAPITAL MARKET KAGUNDA PETER K.

A COMPARISON OF PERFORMANCE BETWEEN UNIT TRUSTS AND A MARKET PORTFOLIO OF SHARES AT NSE SAMUEL MWENJE NYINGIRELATIONSHIP BETWEEN LEARNING ORGANIZATION DIMENSIONS AND PERFORMANCE OF LOCAL PHARMACEUTICAL MANUFACRUING FIRMS IN KENYA CATHERINE WANJIRU MWANGICOMPETITIVE STRATEGIES ADOPTED BY THE KENYA COMMERICAL BANK IN RESPONSE TO CHALLENGES IN THE EXTERNAL ENVIRONMENT MWANGI GLADYS NYAMBURAFACTORS LEADING TO ADOPTION OF MORTGAGEFINANCING BY COMMERCIAL BANKS IN KENYA: A CASE OF KENYA COMMERCIAL BANK IN NAIROBI JAMES OWUORANALYSIS OF RISKS THAT AFFECT VALUE ADDED TAX REVENUE COLLECTION BY KENYAN REVENUE AUTHORITY SAMUEL J NJOROGEEFFECTIVENESS OF PARLIAMENTARY COMMITTEES AT THE KENYA NATIONAL ASSEMBLY GITONGA CAROLINE J. K. RELATIONSHIP BETWEEN ORGANIZATIONAL LEARNING AND PERFORMANCE OF COMMERCIAL BANKS IN KENYA LILIAN MONYANGI MOMANYICUSTOMER RETENTION STRATEGIES ADOPTED BY MOBILE TELECOMMUNICATIONS COMPANIES IN KENYA WERE MOSES ABOKBUSINESS ETHICS AS A SUSTAINABILITY STRATEGY ADOPTED BY THE WRIGLEY COMPANY IN ITS SUPPLIES RELATIONS NEEDY NANJALA MUNYASICHALLENGES OF INNOVATION STRATEGY: A CASE STUDY OF SAFARICOM’S M-PESA PRODUCT LEONARD OKETCH ORAWOSTRATEGIC RESPONSES BY KENYA AIRWAYS TO CHANGING COMPETITIVE ENVIRONMENT IN ITS INTERNATIONAL

EXPANSION YANGA NYALETHE RELATIONSHIP BETWEEN LEVERAGE AND INVESTMENT DECISIONS FOR COMPANIES QUOTED AT THE NSE MUSUYA NANDASABA DAVIDCORPORATE GOVERNANCE PRACTICES AND PERFORMANCE OF COFFEE FARMER’S COOPERATIVE SOCIETIES IN BUNGOMA COUNTY ANTONY NGILA ALBERT FACTORS AFFECTING THE GROWTH OF PERSONAL LOANS IN BARCLAYS BANK NAIROBI, KENYA KUBASU DOROTHY MASINDEAN ANALYSIS OF INFORMATION AND COMMUNICATIONS TECHNOLOGY FOR SOCIAL INCLUSION IN KENYAN SCHOOLS. KATHURIMA CAROLINE KAJUJUTHE PERCEIVED BENEFITS AND CHALLENGES OF DEMUTUALIZATION OF THE NSE CHARLES NGUNGUSTRATEGY IMPLEMENTATION ATREAL INSURANCE COMPANY LIMITED SIWA JOSHUA OTIENOAN INVESTIGATION ON THE OPERATIONAL CHALLENGES FACING COMMERCIAL BANKS ARISING FROM MOBILE PHONE MONEY TRANSFER SERVICES.

GAITHO, MARY WANGUIA SURVEY OF CREDIT RISK MANAGEMENT PRACTICES BY SACCOS IN NAIROBI WANAMBISI PATRIC WAFULASUSTAINING CONTINUAL IMPROVEMENT IN ISO CERTICATION IN PUBLIC INSTITUTIONS: A CASE OF ISO CERTIFIED PUBLIC INSTITUIONS IN KENYA. RACHEL KIMANIMANAGEMENT DEVELOPMENT PRACTICES AND MANAGEMENT COMPETENCIES AMONG MANAGERS IN COMMERCIAL BANKS IN KENYA GRACE TITO LEKASISTRATEGIC MANAGEMENT PROCERSSES AT KENYA REVENUE AUTHORITY (KRA) SHADRACK MAYENDE WASIKESTRATEGY DEVELOPMENT BY TEA EXPORTING COMPANIES IN KENYA MWIDADI, FATUMA HAFIDHSTRATEGIC CHANGE MANAGEMENT PRACTICES AT THE UNIVERSITY OF WASHINGTON/UNIVERSITY OF NAIROBI COLLABORATIVE MOMBASA GAKII RUTHIARENCHALLENGES OF STRATEGY IMPLEMENTATION IN PUBLIC SECTOR IN KENYA:A CASE STUDY OF KENYA REVENUE AUTHORITY STELLA M.

GATHUNGUSTRATEGY DEVELOPMENT IN FOOD MANUFACTURING COMPANIES IN NAIROBI LESEETO TERRA SAIDIMUTHE EFFECT OF TAX AMNESTY ON VALUE ADDED TAX COMPLIANCE IN KENYA KARIUKI MUGWEAN INVESTIGATION INTO THE CHALLENGES OF BUDGETING IN THE

Julia Caldwell Professor Albrecht Development of Western Civilization 2, February, 2013 Aquinas and Dante: Perfecting Human Reason Aquinas and Dante: Perfecting Human Reason Despite the fact that Dante’s reader doesn’t encounter St. Thomas Aquinas within the Comedia until Paradise, the beliefs and teachings of Aquinas are woven throughout the entirety of the famous poem. St. Thomas Aquinas’s cosmology and theology are used as the foundation for Dante’s Comedia, and for this reason it is no surprise that the experiences of the Pilgrim symbolically reflect many of Aquinas’s teachings.

The Pilgrim’s experiences on his journey through the afterlife reflect what Aquinas called the, “two-fold truth concerning the divine being, one to which the inquiry of reason can reach, the other which surpasses the whole ability of human reason” (Summa Contra Gentiles, Handout I, 4). Dante also illustrates Aquinas’s conclusion that man’s reason tends toward the source of ultimate true while mans will tends toward the ultimate good. The reader is able to see how Dante’s will and reason search for, and ultimately attain, fulfillment in the vision of the Divine Essence.

Both Aquinas and Dante emphasize the necessary union between human reason and divine faith as a means of attaining this fulfillment. As the instiller of these inclinations, only God Himself can satisfy them. Aquinas demonstrates this idea through his explanation of the natural and the divine law as they pertain to the Eternal law. Dante demonstrates this idea through the Pilgrim’s interactions with his guides and the culmination of his ascension in Paradise. Just as with body and soul, matter and form, there is a harmonious relationship between reason and faith; yet the agents within these partnerships are not equal.

Both Dante and Aquinas acknowledge that human reason can assist the individual in understanding God and coinciding one’s will with His will, but they both conclude that this secular-based reasoning is subjugated by and therefore must be perfected by theology. In Dante’s Virgil the reader finds human reason personified. Being the shade of a renowned and wise philosopher, Virgil is a perfect candidate to guide the Pilgrim through hell and purgatory. In his own lifetime Virgil lived as a pious man and therefore attained the imperfect Earthly happiness that can be acquired through natural powers.

However, as Aquinas states, “every knowledge that is according to the mode of created substance, falls short of the vision of the Divine Essence,” therefore Virgil is unable to reach fulfillment since he cannot ascend to Paradise (Summa Theologiae, Handout II, 12). Instead, like many of his pagan contemporaries, Virgil is doomed to spend eternity in the underworld’s Limbo. He will forever yearn to know the ultimate happiness and the ultimate truth that are only found in God. As Virgil puts it himself, “In this alone we suffer: cut off from hope, we live in desire” (Inferno, 20).

Dante provides Virgil as a means of illustrating the incompleteness of human reason, whereby observing Aquinas’s warning. When describing the home of philosophers within Limbo Dante writes, “we reached a place spread out and luminous” (Inferno 22). It is fitting that this realm be characterized by light because as Aquinas states, “[natural reason] is nothing else than an imprint on us of the Divine light” (Summa Theologiae, Handout II, 13). The knowledge possessed by the philosophers comes from God Himself, or the Eternal Law.

Having never embraced the faith of God through the implementation of the theological virtues, however, Virgil is an imperfect soul. Much like Virgil, human reason is guided by the light of the Eternal Law, but is unperfected without the divine law. It is this very imperfection of Virgil’s nature that makes him the perfect guide for the initial stages of Dante’s journey. In Virgil Dante finds a guide capable of explaining and illuminating the conceptual and rational worlds of Hell and Purgatory, but also in Virgil Dante is able to see the limits of human reason without the theological virtues.

With Virgil as his guide, the Pilgrim is “guided by the light of natural reason” (Summa Contra Gentiles, Handout I, 2). Along his journey, however, Virgil comes to realize that his wise guide is not all-powerful. When the pair arrives at the gates of Dis in Canto 8, the Furies slam the gates of the city shut despite Virgil’s pleas. It is only when a holy messenger from Paradise arrives that the Furies surrender to God’s will and allow Dante and Virgil to enter. Taking this event metaphorically, reason is unable to go on further without grace. As the pair travel within the realm of Purgatory it becomes clear that Dante’s uestions are becoming more of a challenge for Virgil. When Virgil is trying to explain why his shade casts no shadow, his reasoning can only goes as far as to say that his condition is, “willed by that Power which wills its secret not to be revealed” (Purgatory 207). Dante goes on to describe Virgil’s countenance as having “anguished thoughts” (Purgatory 207). Virgil’s struggle to explain the dynamics of the afterlife as the pair comes closer to Paradise reflects Aquinas’s conclusion that “[the] human intellect is not able to reach a comprehension of the divine substance through its natural power” (Summa Contra Gentiles, Handout I, 3).

Furthermore this instance exemplifies Aquinas’s conclusion that human reason is able to recognize effects but is unable to explain the Ultimate Cause of these effects without faith (Summa Contra Gentiles, Handout I, 9). Virgil can see that he has no shadow, but he cannot explain the source of the original cause. Since Virgil never believed in the faith of the divine mysteries while he was still on Earth, his intellect is unable to grasp an understanding of God’s will. In conclusion, because Virgil doesn’t use faith to perfect his reason, his own will can never be aligned with the will of his Creator.

Virgil specifically alludes to the fault in his faith when he distinguishes between pagan and Christian prayer. He admits that his own prayers, along with the prayers of all pagans, “had no access to God” (Purgatory, 225). Unlike pagan prayers, which according to Virgil in the Aeneid are powerless in a universe predestined by the Fates, Christian prayers are an embodiment of human participation with the true divine. By taking part in prayer, the individual takes part in the theological virtues that “are infused by God alone” and “direct us aright to God” (Summa Theologiae, Handout II, 11).

It is only through the participation in these theological virtues that an individual can be guided toward God Himself. These virtues are the perfecting agents by which the human will and intellect are pushed toward their “last act” (Summa Theologiae, Handout II, 8). This last act is the attainment of happiness in the vision of the Divine Essence. Rather than try to explain concepts beyond what his reason can grapple with, Virgil asks his pupil to wait for Beatrice to answer his questions on this subject: “Do not try to resolve so deep a doubt; wait until she shall make it clearer—she, he light between truth and intelligence” (Purgatory 225). In this statement Virgil admits that Beatrice, as “the light”, is more capable of illuminating matters of the divine than the poet. Once the pair reaches the top of mount Purgatory, Virgil tells his young friend, “you’ve reached the place where my discernment now has reached its end” (Purgatory 351). Virgil has taken the Pilgrim as far as reason can dictate; now Dante requires a guide of theological proportions to guide him in a realm where reason is blinded.

When Dante reaches the top of Mount Purgatory, he has been cleansed of every perversion of the will. The feelings of admiration he felt for Virgil have been replaced by the intense love he feels for his new guide, Beatrice. He now desires conceptual knowledge less and instead begins to explore understanding through his senses. This tradeoff is necessary in this new realm where observations may not be fitting to human concepts. This necessity is made clear when Beatrice beings to explain to Dante the divinely ordained distribution of power amongst the stars (Paradise Canto I).

Before she lays out the complicated plan she warns Dante, “even when the senses guide, reason’s wingp can sometimes be short” (Paradise 399). This is a reminder to Dante that his experiences in Paradise will not be as easily digested and picked apart as his experiences in Hell and Purgatory. In the former realms, human reason could essentially provide explanations without needing the aid of theology. This is also a cue to Dante’s readers that they are not mentally capable of understanding the phenomena he is about to experience, so they must rely on faith.

In a larger context, humanity must rely on its faith in God to have any earthly understanding of what heaven is. Donning red, white, and green, Beatrice symbolically represents the theological virtues, including faith. Dante initially relies on the eyes of Beatrice to reflect the heavenly bodies, since the brightness of Paradise overwhelms his eyes (Paradise 393). This can be metaphorically applied to the idea that humans must rely on the assistance of God, through belief and participation in the theological virtues, to begin to understand God’s mysteries.

In the same way Dante initially owes his sight of Paradise to the eyes of Beatrice, humanity owes perfection of its reason to the theological virtues. As Aquinas chimes, “the theological virtues direct man to supernatural happiness” (Summa Theologiae, Handout II, 11). Through keeping faith in the mysteries while on Earth, a soul will be ready to behold them in the afterlife. In this way, both Dante and Aquinas emphasize how important it is for Christians to believe in the mysteries of the divine even when they transcend human reason.

Even having beheld the beauty of the Divine himself, Dante is unable to relate the experience in words to his readers. Though he has seen the mysteries of God with his own eyes, the Divine Essence’s unparalleled nature transcends human explanation and human understanding. In this way Dante illustrates Aquinas’s conclusion that while on Earth we must rely on what we believe not what we actually see and understand. Aquinas says, “although human reason cannot grasp fully the truths that are yet above it…if it somehow holds these truths by faith, it acquires great perfection for itself” (Summa Contra Gentiles, Handout I, 6).

In this way Aquinas clarifies the relationship between faith and reason. Without faith, reason remains unperfected and vulnerable to falsehoods. With faith, however, reason aligns itself with truth and thus aligns itself with the will of God. Individuals who perfect reason with faith are guided along the path towards salvation, just as Dante experiences. Following this path, one is able to arrive at the end toward which all humanity tends, prepared and deserving of the vision of the Divine Essence. It is only at this moment that the individual achieves the desires of both reason and will: truth and happiness.

European Convention on Human Rights The European Convention on Human Rights is a binding international agreement that protects the political and fundamental civil rights of human beings and their basic freedoms. The Convention was drafted in 1950 by the Council of Europe, and came into force on the 3rd of September 1953. In 1951, the ECHR was not yet part of the British Legal System. In 1997, the Labour government introduced a bill into Parliament to incorporate the ECHR – creating The Human Rights Bill. It was only in November 1998 that the ECHR became part of British law.

This entitled each person to the right of individual petition to the British courts, should they feel that any right in the Convention had been violated. Unlike the Universal Declaration of Human Rights (adopted by the UN in 1948), the ECHR has been adopted by the Council of Europe and has been sanctioned by many countries. Articles within the European Convention on Human Rights The ECHR is divided into three sections, consisting of fifty-nine articles – and a further thirteen protocols (European Court of Human Rights – echr. coe. int website). Below I have highlighted some articles from the three sections.

Section 1 is concerned with the “Rights and Freedoms” of humans. This includes article 2 – the right to life – which is to be protected by law, binding all the signatory countries to ensure that every human will not be “deprived of his life intentionally” and to defend each individual from unlawful violence. Section 1 also enforces the prohibition of such acts including torture, slavery and forced labour. Article 5 emphasizes the right of freedom and security of every individual (The European Convention on Human Rights (Jacobs and White), 2002).

Article 6 states the right to a fair trial; even those charged with a criminal offence are entitled to “minimum rights”. Article 8 focuses on the right of privacy and family respect of every person. Article 9 addresses each individual’s right to freedom of thought, conscience and religion. With this right, we all have the freedom to change our religion or beliefs. Which leads to article 10, entitling each individual to freedom of expression. Article 12 gives the right to both men and women of “marriageable age” to have the right to marry and have a family.

They must however follow the national laws that govern the exercise of this right. Article 18 ensures that these rules of Convention can only be used for the specific purpose as defined in all articles. Section 2 (the largest section of the ECHR) focuses entirely on the European Court of Human Rights. This includes rules regarding the number of judges, the criteria for office, the competence of both single judges and of committees, and the jurisdiction of the Court. Section 3 encompasses all miscellaneous provisions (article 52 to 59). Human Rights Act 1998

The Human Rights Act 1998 (which is also known as the Act or HRA) is an act of parliament that was instated in 1998, on the 9th of November – receiving Royal concurrence. However it was two years later, on the 2nd of October in 2000 that the act actually came into force. The major purpose of the act was to provide a solution to the breach of human rights issues in the UK, without the need of going to Strasbourg’s European Court of Human Rights. It works as a mechanism to implement the European Convention on Human Rights, which was enforced in other European countries well before the United Kingdom.

HRA greatly facilitates the implementation of the European Convention on Human Rights (ECHR) in the UK, in order to provide rights to the citizens of the country. Sections of the Human Rights Act 1998 There are 22 sections that form the Human Rights Act 1998. Below I have highlighted sections 1 to 4. Section 1 of HRA focuses on the enforcement of rights (that are given in the ECHR) in the judiciary and law system of the UK. Section 2 focuses on the interpretation of the Human Rights Act. Under section 2 of HRA the UK courts are directed to take the decision of European courts when solving a case of human right violation.

It must be noted that the UK courts are not obliged to follow European decision, however it is mandatory for them to follow the HRA in regards to human rights issues. Section 3 focuses on the interpretation of the laws, and requires courts to wholly understand the primary and subordinate legislations of the ECHR; the focus on interpretation is to ensure compatibility with the ECHR. Under this section the courts are required to read in, read out and read down to fully interpret the statutory clauses in the act (Keenan & Riches’ Business Law, 2011) . Section 4 of the HRA describes the courts permission to declare an issue ‘incompatible’.

If a law cannot be interpreted to make it comply with human rights, incompatibility is declared. Judges do not have the right to overturn primary legislation in the UK if they find that it is not compatible with human rights, however they are able to overturn secondary legislation. The Protection of Human Rights Act 1998 The Act also hinders any public authorities (including the entire public sector – even courts) of performing actions that violate the Conventions rights. Should any public authority violate any right of an individual, the court’s decision will be in favor of the claimant.

However, violation of human rights from a member of a public authority can be justified if the violation occurred under certain circumstances or as a result of the mandatory obligations imposed by the Westminster primary legislation. The court retains the right to declare any action incompatible if it cannot be proved under the HRA 1998. Implementation of the ECHR The United Kingdom has ratified the European Convention on Human Rights. However, its effectiveness depends mainly on the extent of its implementation by the courts. This is where the Human Rights Act comes in.

The key objective of the HRA is to achieve maximum compatibility with the European Convention on Human Rights; giving further effect to the ECHR. The Human Rights Act came into force on the 2nd of October 2000. Since then, it has enforced the Convention’s rights into the UK courts. Looking at how the HRA is set out (individual sections) I believe that the HRA has implemented the ECHR to a great extent. My reasoning for this lies predominantly in Section 3 of the HRA, where interpretation of the laws requires courts to thoroughly comprehend the legislations in the ECHR and to fully interpret the statutory clauses.

This ensures that the laws are well understood, which is crucial when dealing with human rights. Sections 2 and 4 also allow the judges to retain sufficient control in order to create a more effective and independent legal system (without the need to constantly go back to Strasbourg’s European Court of Human Rights). This has made the process much quicker and more effective; it has also given UK citizens a clear legal statement of their basic rights and fundamental freedoms.

Head Office: 184 – 186 – 188 Nguyen Dinh Chieu St, Ward 06, Dist. 03, HCMC, Vietnam Tel: (84. 8) 930 0358 Fax: (84. 8) 930 5206 www. vinamilk. com. vn Annual Report 2007 Content Vision and Mission Statements Chairwoman’s Message Corporate Profile Corporate Structure Management Reporting Structure Board of Management Board of Directors 03 04 10 16 18 22 24 Inspection Committee Corporate Governance Risk Management Business Review Investor Relations Community Activities Financial Contents 26 30 34 36 54 56 58 this is WHO WE ARE VISION

Vinamilk will be the fastest and sustainable growing healthy dairy and food company by building a long-term competitive advantaged product portfolio across the scale. MISSION Vinamilk continues to expand its existing geographical coverage and product portfolios to maintain its sustainably dominant position in the local market and maximizing its shareholder value. chaIrWOMaN’S MeSSage V inamilk is the leading dairy & beverage company and also one of the 5 largest companies in term of market capital listed in Vietnam. The brand Vinamilk”, with its extensive market share and position, has gone into consumers’ mind. Vinamilk’s quality products are designed to offer the community a “healthy and beautiful life”. Despite the difficult year of 2007 such as two-digit inflation, inputs like milk powder and sugar rapidly increased in price, and severe competition with imported products, Vinamilk still kept its strong growth, ensuring shareholders’ profits. Earning per share (EPS) of the year was VND5,607/share, increased by 35% as compared to that of 2006 (VND4,150/share).

The Company has been firmly revising its business strategies and marketing activities with its sales team being supported by modern tools and trained with higher professionalism for its sustainable long-term development. The company continues building new dairy factories and expanding the existing ones in Can Tho, Da Nang and Hanoi, as well as proceeding with the dairy farm projects. In addition to the key business, Vinamilk keep seeking opportunities for external investment to maximize profits and increase Company’s shareholder value.

Financial results The Company’s turnover and profit have been steadily increasing during the four successive years since its equitization in 2003. The followings are the basic figures of 2007 and 2006: In VND billion – Net revenue – Profit after tax 2007 6,649 963 2006 6,246 660 % increase/ (decrease) 6. 5% 46% Besides the major export market of Iraq, the Company focuses on strengthening the presence of its products in other countries like Cambodia, the U. S, Philippines etc. Dividends Given the good results for 2007, the Board recommends for shareholders’ approval a total dividened for the year of VND 2. 00 per VND 10. 000 par-value share (equivalent to 29% on share par-value). This is a 52. 6% increase over last year’s normal after-tax dividend of VND1,900 per share. This marks the fourth year on increase in the payment of the normal dividends to shareholders: 2004: 15%; 2005: 17%; 2006: 19% and 2007: 29% as proposed – and highlights the Company’s sustainable growth. Vinamilk has the financial, human resource strengths and over 30 years of exprerience to achieve the substantial growth in line with its vision and mission. Vinamilk commits to provide healthy products to achieve a beautiful lifestyle for our community.

Vinamilk also strongly believes in increasing our shareholder value through growth. Barring unforeseen circumstances, it is the Board’s intention to maintain the after-tax dividend at not less than the normal after-tax dividend of the previous year. However, in any given year, the actual payout will need to take into account the Company’s consolidated earnings outlook and plans for new investments to ensure Company’s sustainable growth. Overseas listing Plan Vinamilk is under consultancy and working with relevant agencies to be listed in Singapore Stock Exchange (SGX) in 2008 with a new issue of 5% of its existing share capital.

This overseas listing shall land Vinamilk into international market, aligning with the top food & beverage groups in the region. This is considered an initial step to raise capital from international financial market for the Company’s expanding strategies. With this listing event in international market, Vinamilk has been, step-by-step, applying standards, corporate governance as requested SGX and other international generally accepted principles and practices, which provide strong assurance of its good financial management and transparency. cknowledgements On behalf of Vinamilk, I would like to express my sincere gratitude to our customers, our business partners and government agencies for their trust and support, which give significant contribution to Vinamilk’ s strong and sustainable success . I wish you all success in work and in business, and hope to expand our cooperation. I would like to thank to more than 4,000 Vinamilk employees for your effective contribution, and I hope that you will strengthen your ability to lead Vinamilk to more success in the future.

With good performance from previous years, I strongly believe that Vinamilk will continue its strong and sustainable growth in the following years. The Company has been putting newly completed and expanded projects in use and diversifying our product portfolios to meet all reasonable customer’s needs and simultaneously to increase more and more for Vinamilk shareholder value. Ho Chi Minh City, 15th March 2008 MaI KIeU LIeN Chairwoman ENJOY LIFE Corporate Profile 10 A n n u a l R e p o r t 2 0 0 7 11 cOrPOrate PrOFILe Significant events in our business are set out below: 1976 ………………………….

Our Company was founded Company, a under the name of Southern Coffee-Dairy subsidiary of the General Food Directorate and had six factories in operation, namely Thong Nhat Dairy Factory, Truong Tho Dairy Factory, Dielac Factory, Bien Hoa Coffee Factory, Bich Chi Powder Factory and Lubico. 1978 …………………………. The management of our Company was transferred to the Ministry of Food Industry and our Company was renamed United Enterprises of Milk Coffee Cookies and Candies I. 1988 ………………………….. Introduced powdered milk and cereal with milk powder at the first time in Vietnam. 991 …………………………. Launched UHT milk and spoon yoghurt to Vietnam market. 1992 …………………………. The United Enterprises of Milk Coffee Cookies and Candies I was formally renamed Vietnam Dairy Company and came under the direct management of the Ministry of Light Industry. We started focusing on the manufacturing and processing of dairy products. 1994 …………………………. Hanoi Dairy Factory was built in expansion and market Hanoi as part of our Company’s development strategy to cater to the market in the northern region of Vietnam. 12 A n n u a l R e p o r t 0 0 7 1996 …………………………. Binh Dinh Dairy Joint Venture Enterprise was founded as the result of our joint venture with Dong Lanh Quy Nhon Joint Stock Company. This joint venture enabled our Company to successfully gain access to the market in the middle region of Vietnam. 2005 ………………………….. Entered into a joint venture agreement with SABMiller Asia B. V. and established SABMiller Vietnam Joint Venture Company Ltd. in August 2005. Our first joint venture product, Zorok, was also launched in the first half of 2007. 2000 …………………………. Can

Tho Dairy Factory, which 2006 ………………………….. Vinamilk 50. 01% was listed on the HOSE on 19 January 2006 with the SCIC holding approximately of our Company’s shareholdings. Opened An Khang Clinic in Ho Chi Minh City in June 2006. This is the first clinic in Vietnam managed by a sophisticated electronic management system. The clinic offers a diverse range of services such as nutritional consulting, gynecology testing, pediatrics consulting and health screening. is located in Tra Noc Industrial Zone, Can Tho City was built to better meet the demands of consumers in the Mekong Delta.

In the same year, we set up the Logistics and Warehouse Enterprise located in 32 Dang Van Bi St. , Ho Chi Minh City. 2003 …………………………. Was formally converted into a joint stock company in December 2003 and changed its name to Vietnam Dairy Products Joint Stock Company to reflect its change in status. 2004 …………………………. Acquired Saigon Milk Joint Stock Company. Increased capital to VND 1,590 billion Commenced our dairy cow farms program with the acquisition of Tuyen Quang dairy farm, a small scale farm with 1,400 heads of cows in November hare 2005 ………………………….. Bought over partner’s in our Binh joint Dinh 2006. The Tuyen Quang dairy farm was operational at the time of acquisition. venture remaining shareholdings Dairy Products Company Ltd (as Binh Dinh Dairy Factory was then known) and inaugurated Nghe An Dairy Factory, located in Cua Lo Industrial Zone, Nghe An province, on 30 June 2005. 2007……………………………. Acquired a 55% interest in Lam Son Milk Company Ltd. in September 2007, located in Le Mon Industrial Zone, Thanh Hoa province. 13 cOrPOrate PrOFILe aWarDS aND accOLaDeS

Our Company, our factories, our products and the “Vinamilk” brand, as the case may be, have received a lot of awards, some of which are: Date/Period 1985 1991 1996 2000 2001 2005 2005 2006 Each year from 1995 – 2007 award Labour Medal of Third Ranking Labour Medal of Second Ranking Labour Medal of First Ranking Hero of Labour Labour Medal of Third Ranking Independence Medal of Third Ranking Labour Medal of Third Ranking “Supreme Cup” for Vietnamese goods of high quality and prestige Top brand in the “Top Ten High-quality Vietnamese Goods” awarding authority President of Vietnam President of Vietnam President of Vietnam President of Vietnam President of Vietnam President of Vietnam President of Vietnam Intellectual Property Association and Association of Small & Medium Enterprises, Vietnam Saigon Marketing Newspaper readers’ choice In recognition of her long term contributions to the development of the Vietnamese dairy industry and the development of Vietnam, our Chairwoman, Madam Mai Kieu Lien, was awarded the following prestigious awards and titles: Date/Period 2001 2005 2005 2006 award Labour medal of Second ranking First Prize for Creativity Year 2004 Hero of Labour Labour medal of First ranking awarding authority President of Vietnam World Intellectual Property Organisation President of Vietnam President of Vietnam 14 A n n u a l R e p o r t 2 0 0 7 cOrPOrate StrUctUre

VIetNaM DaIrY PrODUctS JOINt StOcK cOMPaNY 100% 100% 55% 50% INterNatIONaL reaL eState VIetNaM DaIrY cOW LaM SON DaIrY SaBMILLer JV 16 A n n u a l R e p o r t 2 0 0 7 Details of our subsidiaries and joint venture as at 31 December 2007 are as follows: Name Date / country of incorporation Principal Business Share capital % owned International Real Estate 12 December 2006 / Vietnam Housing business, real estate brokerage and leasing, warehouse and dock leasing VND160 billion 100% Vietnam Dairy Cow 14 December 2006 / Vietnam Breeding of dairy cow, mixed cultivation and breeding, sale and purchase of alive animals VND100 billion 100% Lam Son Dairy 6 February 2007 / Vietnam Production and trade of canned milk, powdered milk and other dairy products, baby food, cake, soy milk, beverages, dairy cow breeding, trade of technology and equipment, raw materials VND80 billion 55% SABMiller JV 30 June 2006 / Vietnam Production and trade of beer and US$13. 5million other fruit flavoured beverages with (approximately low alcoholic ratio VND217 billion) 50% 17 MaNageMeNt rePOrtINg StrUctUre SharehOLDerS MeetINg BOarD OF MaNageMeNt geNeraL DIrectOr DePUtY geNeraL DIrectOr OF raW MaterIaLS DeVeLOPMeNt DePUtY geNeraL DIrectOr OF PrODUctION PLaNNINg & IM-eXPOrt DePUtY geNeraL DIrectOr/ FINaNce DIrectOr

DIrectOr OF DIrectOr OF raW VIetNaM MaterIaLS DaIrY cOW ONeDeVeLOP – MeNt MeMBer LtD. ,CO PrODUc tION PLaNNINg DIrectOr IMeXPOrt DIrectOr DIrectOr OF r&D ceNter chIeF accOUNt – aNt PLaNNINg DIrectOr INVeSt MeNt DIrectOr It DIrectOr cONStrUctION DIrectOr M&e DIrectOr 18 A n n u a l R e p o r t 2 0 0 7 INSPectION cOMMIttee INterNaL aUDIt DIrectOr DePUtY geNeraL DIrectOr/ PrOJect DIrectOr DePUtY geNeraL DIrectOr OF SALES, MARKETING & cUStOMer DeVeLOPMeNt tech. DIrectOr DIrectOr OF INt. reaL eState ONeMeMBer LtD. , cO MKt DIrectOr cUStOM – er DeVeLOP – MeNt DIrectOr BraNch DIrectOr SaLeS DIrectOr hr DIrectOr aDMIN DIrectOr DIrectOr OF aN KhaNg cLINIc

DIrectOr OF DePOt DIrectOr OF FactOrY 19 20 A n n u a l R e p o r t 2 0 0 7 TASTY 21 BOarD OF MaNageMeNt from top to bottom Ms Mai Kieu Lien Ms Ngo Thi Thu Trang Mr Dominic Scriven Mr Hoang Nguyen Hoc Mr Wang Eng Chin 22 A n n u a l R e p o r t 2 0 0 7 MS MaI KIeU LIeN Chairwoman, General Director H as been the Chairwoman of our Board of Management since 14 November 2003. From August 1976 to August 1980, she was an engineer in charge of the condensed milk production at Truong Tho Dairy Factory. Between September 1980 and February 1982, she was a technology engineer in the Technical department of the United Enterprises of Milk Coffee Cookies and Candies I.

She served as a vice technical director in charge of production at Thong Nhat Dairy Factory from February 1982 to June 1983. After finishing her training at Economic University of Leningrad in the former Soviet Union (currently Russia), in July 1984 Ms Lien was appointed deputy general director of the United Enterprises of Milk Coffee Cookies and Candies I. In December 1992, she was promoted to general director of Vietnam Dairy Products Company. On 14 November 2003, she was elected chairwoman of the Board of Management and thereafter appointed as General Director of our Company. Ms Lien graduated from Moscow University of Meat and Milk Processing, Russia with a bachelor of science degree in 1976.

She holds a Certificate of Economic Management from University of Economy, Russia, and a Certificate of Government Management from National Political Institute, Vietnam. MS NgO thI thU traNg Member, Deputy General Director, CFO Mr DOMINIc ScrIVeN Member Has been a member of our Board of Management since 14 November 2003, and Deputy General Director and Finance Director of our Company since March 2005. Ms Trang joined our Company in 1985 as a financial analyst, and in January 1995 she became a Vice Manager in the Accounting-Statistics department of the Vietnam Dairy Products Company. She held this position until December 1997 and served for a brief time between January 1998 and February 1998 as the Head of the AccountingStatistic department.

Between February 1998 and March 2005, Ms Trang held the position of the Chief Accountant in charge of the Accounting department of the Vietnam Dairy Products Company. In March 2005, she was appointed deputy general director and finance director. Ms Trang graduated from the Finance-Accounting University, Ho Chi Minh City, with a Bachelor of Arts degree majoring in accounting and finance in 1984. She also holds a Master of Business Administration degree from the Open University, Ho Chi Minh City. Has been a member of our Board of Management since 31 March 2005. From 1985 to 1986, Mr Scriven was an assistant to the board of directors at M&G Investment Management where he assisted the board in matters relating to investments in the European and Asia regions.

Between 1986 and 1988, he was a consultant at the investment banking arm of Citigroup where he assisted in the setting up and consulting for three investment funds, namely Thailand Fund, Seoul International Trust and Korea International Trust. Mr Scriven held the position of director in charge of investment at Sun Hung Kai Investment Fund between 1989 and 1991. He later joined Peregrine Corporation where he oversaw the capital market development. He co-founded Dragon Capital Group Limited in 1994 and currently holds the position of [managing director]. Mr Scriven graduated from the University of Exeter in 1985 with a Combined Honour degree in Laws and Sociology.

He was awarded the Order Of The British Empire (OBe) in the Queen Elizabeth II’s 2006 New Year’s Honours List. Mr hOaNg NgUYeN hOc Member Mr WaNg eNg chIN Member Has been a member of our Board of Management since 4 November 2006. Prior to being appointed to our Board of Management, Mr Hoc had extensive experience within the Ministry of Finance of Vietnam. From October 1999 to June 2003, Mr Hoc was a deputy director in the department for state-owned enterprises’ financial management. He was appointed as Deputy General Director of the State Capital Investment Corporation in January 2008. Mr Hoc holds a Master of Business Administration degree from Ha Noi National University. Has been a member of our Board of Management since 31 March 2007.

Between 1987 and 1988, Mr Wang worked as a corporate development executive with Cold Storage (S) Pte Ltd. He was a manager, Plain Heaven Cold Storage (S) Pte Ltd from 1988 to 1991. Mr Wang joined F&N Foods Pte Ltd as a general sales manager in 1991 and held this position until 1997. Between 1997 and 2003, he served as a deputy general manager at F&N Foods Pte Ltd and F&N Dairies (M) Sdn Bhd. In 2003, he became a general manager responsible for general management of F&N Foods Pte Ltd and F&N Vietnam Foods and held this position until September 2006. On 1 October 2006, he was appointed acting chief executive officer in charge of general management of the Food & Beverage Division, Fraser & Neave Group.

He graduated from University of Mississippi, USA, in 1984 with a Bachelor of Business Administration and in 1987 with a Master of Business Administration. 23 BOarD OF DIrectOrS from left to right Ms Nguyen Thi Thanh Hoa Ms Mai Kieu Lien Mr Tran Minh Van Ms Nguyen Thi Nhu Hang Mr Tran Bao Minh Ms Ngo Thi Thu Trang MS MaI KIeU LIeN General Director MS NgUYeN thI thaNh hOa Deputy General Director Mr traN BaO MINh Deputy General Director (See “Board of Management” for imformation about Ms Mai Kieu Lien) MS NgO thI thU traNg Deputy General Director, CFO (See “Board of Management” for imformation about Ms Ngo Thi Thu Trang) Has been a Deputy General Director of our Company since 2000.

Between September 1978 and June 1983, Ms Hoa was a lecturer at the Foodstuff and Process & Equipment departments at the Ho Chi Minh Polytechnic University. She later joined our Company in July 1983 as a process engineer at Truong Tho Dairy Factory. Ms Hoa held the positions of deputy director and then director in charge of overall operation of Truong Tho Dairy Factory from July 1991 to 1999. From January 2005, Ms Hoa is a deputy general director of Vietnam Dairy Products Company. She is currently in charge of planning, import, export and research and development of our Company. Ms Hoa graduated from Milk Processing Technology University, Moscow, in 1978 with a Bachelor degree in Milk Processing Technology.

Mr Minh joined PepsiCo Vietnam in September 1997 as a marketing manager and was promoted to marketing director in August 2001 where he was in charge of the formulation, management and execution of marketing strategies for PepsiCo’s six leading brands in Vietnam, namely Pepsi, 7-Up, Mirinda, Aquafina, Twister and Sting. He was later transferred to PepsiCo’s headquarters in New York in February 2004 where he held the position of global Pepsi innovation director and led Pepsi’s global product and packaging innovation agenda. Between April 2005 and August 2005, Mr Minh was seconded to PepsiCo Thailand as marketing director in charge of formulating Pepsi’s marketing strategy in Thailand for non-carbonated beverages.

From August 2005 to September 2006, 24 A n n u a l R e p o r t 2 0 0 7 Mr traN MINh VaN Deputy General Director MS NgUYeN thI NhU haNg Deputy General Director he served as marketing director of PepsiCo’s Asia Pacific business unit where he managed PepsiCo’s Mountain Dew, 7-Up and Mirinda brands of beverages for the Asia Pacific region. Mr Minh joined Vinamilk in Octocber 2006 as Deputy General Director in charge of Sales, Marketing and Customer Development. Mr Minh graduated from the Ho Chi Minh City University of Economics in 1991 with a Bachelor of Arts majoring in business planning and obtained a Masters in Commerce degree from the University of Western Sydney in 1996.

As a testament to his contribution to PepsiCo, he was awarded the Asia Pacific Region Marketer of the Year award in 2002 and Top Performance Marketer in the Asia Pacific Region award in 2003 by PepsiCo. Has been a Deputy General Director of our Company since July 2006. Between 1990 and July 1994, Mr Van was a [deputy director] assisting the director of Thong Nhat Dairy Factory. In August 1994, he was appointed director of the Thong Nhat Dairy Factory and continued to hold this position until June 2006. He was appointed Deputy General Director in charge of the Project department of our Company in July 2006. Mr Van graduated from Ho Chi Minh City Polytechnic University in 1981 with an engineering degree. He obtained Bachelor in Business Administration from Ho Chi Minh City University of Economics in 1994, a LLB degree (with major in commercial laws) from Ha Noi University of Laws in 2001, and a Master in Business Administration from Ho Chi Minh City University of Economics in 2003. Ms Hang first joined our Company in 1981 where she held the position of deputy manager in the consumption department until 2001. She was later promoted to the position of director in August 2001 where she was in charge of managing the Warehouse Enterprise until December 2002. Ms Hang was promoted to deputy general director in January 2003 where she was and still is in charge of the technical project department. She is also in charge of managing and developing dairy farms that supply raw milk to the Company. In July 2007, Ms Hang was appointed director of Vietnam Dairy Cow Limited Company with One Member, a subsidiary of our Company.

Ms Hang graduated from the Ho Chi Minh City University of Economics in 1994 with a bachelor degree in business administration. 25 INSPectION cOMMIttee MS Le thI KIM aNh Member Mr NgUYeN VIet cUONg Head of Inspection Committee MS NgUYeN thI tUYet MaI Member Between August 2001 and December 2004, she worked as a senior auditor at PricewaterhouseCoopers Vietnam Limited. She joined VietFund Management in December 2004 as a portfolio manager for Vietnam Growth Investment Fund (VF2). Ms Kim Anh graduated from the University of Economics, Ho Chi Minh City, with a bachelor degree majoring in accounting and auditing. Mr Cuong began his career at KPMG Vietnam in 1998 until 2002 as a senior auditor.

Between 2003 and 2004, he was a management accountant at Unilever Bestfoods Vietnam where he was responsible for internal management reporting for food business of Unilever Vietnam. In 2004, he joined VinaCapital Group and now being a deputy managing director in charge of managing the portfolio for Vietnam Opportunity Fund. Mr Cuong was elected head of our Company’s Inspection Committee in December 2003. He graduated from the University of Economics, Ho Chi Minh City, with a bachelor degree in economics majoring in banking in 1994. Mr Cuong is holding an ACCA certificate issued by the Association of Chartered Certified Accountant, United Kingdom.

From 1993 to 1997, Ms Mai held the position of manager at ANZ Bank, Ha Noi Branch where she was responsible for trade finance and corporate banking relationship management. Between 1999 and 2003, she was a manager at ANZ Bank, Singapore Branch where her experience covered relationship management for the corporate banking division, international banking strategy, structure commodity, trade finance and Asian region credit management. From 2004 to May 2007, she served as senior manager at the representative office of Openasia Consulting Ltd in Ho Chi Minh City. In June 2007, she was promoted to the position of director of corporate finance in charge of consulting services at Openasia Consulting Vietnam Ltd.

Ms Mai graduated from the Ha Noi University for Foreign Language Studies in 1991 with a bachelor degree majoring in English and obtained a master degree in business administration from the University of Melbourne in 1999. 26 A n n u a l R e p o r t 2 0 0 7 27 28 A n n u a l R e p o r t 2 0 0 7 HEALTHY 29 cOPOrate gOVerNaNce Our Directors recognize the importance of corporate governance and the offering of high standards of accountability to our Shareholders. a. Board of Management Matters the Board’s conduct and its affairs The Company should be leaded by an effective Board to lead and control the Company. The Board is collectively responsible for the success of the Company. To facilitate effective management, certain functions have been delegated by the Board to various Board Committees.

The Board Committees operate under clearly defined terms and reference. The Board conducts meeting on a quarterly basis during the year. Ad-hoc meetings are convened when circumstances required. The meetings can be conducted by means of telephone conference or other methods of simultaneous communication by electronic or telegraphic means. Every member of the Board should be able to obtain independent advice and use independent judgement when making decisions. Inspection Committee is also informed and invited to attend the Board’s meetings. A record of the Director’s attendances at the Board level meetings during the financial year ended 31 December 2007 is disclosed as follows: Seq. 2 3 4 5 Name of Director Ms Mai Kieu Lien Ms Ngo Thi Thu Trang Mr Hoang Nguyen Hoc Mr Dominic Scriven Mr Wang Eng Chin No. of meetings 5 5 5 5 5 attendance 5 5 5 5 5 Board composition and Balance There should be a strong and independent element on the Board, which is able to exercise objective judegement on corporate affairs independently from Management. No individual or small group of individuals should be allowed to dominate the Board’s decision making. The Board has maintained a strong and independent element, with three out of five directors being independent. The Board comprises of the following members: executive Directors Ms Mai Kieu Lien Ms Ngo Thi Thu Trang Chairwoman

Non – executive Directors Mr Hoang Nguyen Hoc Mr Dominic Scriven Mr Wang Eng Chin The profiles of the directors are set out on page 22 of this annual report. Vinamilk has a good balance of directors who have extensive business, financial, accounting and management experience. The objective judgement of the independent and non-executive directors on corporate affairs and their experience and contributions are valuable to Vinamilk. 30 A n n u a l R e p o r t 2 0 0 7 Board Membership There should be a formal and transparent process for the appointment of new directors to the Board. Any nomination of new directors should go through a formal selection process: the Board should appoint the new director and then he should be officially nominated by the Annual General Meeting (“AGM”).

Board Performance There should be a formal assessment of the effective of the Board as a whole and the contribution of each Director to the effectiveness of the Board. access of Information Board members are provided with adequate and timely information prior to Board meetings and on an on-going basis to enable them to carry their duties. The Board of Directors provides with adequate and timely information as well as a review of Vinamilk’s performance prior to the Board meetings. The Board has separate and independent access to Vinamilk ’s senior management and secretary, should they have any queries on the affairs of Vinamilk . A notice of meeting, which contains agenda, is issued to the Board prior each Board meeting.

Vinamilk’s secretaries attend all the Board meetings and are responsible for ensuring that Board procedures are followed and that applicable rules and regulations are complied with. The Company’s secretaries are: Mr Nguyen Thanh Tu Ms Le Quang Thanh Truc (Administration Director) (Financial Investment Manager) B. remuneration Matters remuneration Policy The Remuneration Committee reviews and recommends to the Board an appropriate and competitive framework of remuneration for the Board. A formal and transparent procedure is used when setting the remuneration packages of individual directors. No director is involved in deciding his own remuneration.

The composition of the Remuneration Committee is as follows: Mr Dominic Scriven Mr Wang Eng Chin Ms Vu Bich Nghia (Chairman, Non-Executive Director) (Member, Non-Executive Director) (Member, Human Resources Director) The Remuneration Committee recommends to the Board for endorsement a framework of remuneration for key executives, specific remuneration packages for each member of the Board of Management, Chairwoman and General Director. 31 cOPOrate gOVerNaNce Level and Mix of remuneration The level of remuneration should be appropriate to attract, retain and motivate the directors needed to run Vinamilk successfully but Vinamilk should avoid paying more than is necessary for this purpose.

A proportion of remuneration should be based on corporate and individual performance. In setting remuneration packages, the Remuneration Committee takes into consideration pay and employment conditions within industry and in comparable companies, the relative performance of Vinamilk as a whole, as well as individual Directors and key executives. An annual performance incentive plan has been implemented for all employees. Directors’ fees, Inspection Committee’s fees were approved by shareholders at Vinamilk’s Annual General Meeting for the financial ended 31 December 2007 as follows: Fee/month (VND million) Board Chairwoman Board Members Inspection Committee Chairman Inspection Committee Members 13 7 8 6

Performance bonus framework for the Board of Management and Board of Directors was approved by shareholders at Vinamilk’s Annual General Meeting for the financial ended 31 December 2007 as follows: – If achieving the targeted profit after tax : 0. 1% on profit after tax. – Exceeding the targeted profit after tax : additional 20% of the exceeding targeted profit after tax. Disclosure of remuneration The remuneration of directors is set out below: FY 2007 Board of Management Ms Mai Kieu Lien Ms Ngo Thi Thu Trang Mr Hoang Nguyen Hoc Mr Dominic Scriven Mr Wang Eng Chin Board of Directors Mai Kieu Lien Ngo Thi Thu Trang Nguyen Thi Thanh Hoa Nguyen Thi Nhu Hang Tran Minh Van Tran Bao Minh Notes: A : Below VND3 billion B : From and above VND3 billion.

B A A A A B A A A A A A A A A A A A A A A A FY2006 32 A n n u a l R e p o r t 2 0 0 7 The amounts paid to the members of the Board of Management and the Board of Directors include the bonus determined in the manner described under “Labour Contracts – Performance Bonus for members of the Board of Management and the Board of Directors” c. accountability and audit Financial reporting The Board is accountable to the shareholders while the Management is accountable to the Board. The Board should present a balanced and understandable assessment of Vinamilk’s position and prospects in the annual accounts and other reports such as interim reports to regulators.

The Board meeting is held on a quarterly basis to review Vinamilk’s performance and quarterly summerised financial report is submitted to Ho Chi Minh City Stock Exchange (“HOSE”). Annual General Meetings are held every year to obtain shareholders’ approval of routine business. Internal controls The Board should ensure that the Management maintains a sound system of internal controls to safeguard Vinamilk’s assets and shareholders’ investments. With the assistance of the Internal Auditors, the Board and the Inspection Committee reviews the effectiveness of the key internal controls and ensures that the necessary corrective actions are taken on a timely basis.

There are formal procedures in place for both internal and external auditors to report independently conclusions and recommendations to Management and Inspection Committee. Internal audit Vinamilk should establish an internal audit function that is independent of the activities it audits. Vinamilk appointed Internal Audit Director and established its internal audit function in September 2005. The key scope of internal audit is: Review the effectiveness of Vinamilk’s internal controls; Provide assurance that key business and operational risks are identified and managed; Internal controls are in place and functioning as intended and Operations are conducted in an effective and efficient manner.

The Internal Audit Director reports directly to General Director. communication with Shareholders Vinamilk regularly communicates with its shareholders, striving for timeliness and transparency in its disclosure to shareholders and the public. Regular meetings and dialogues are held with investors, analysts, fund managers, and press. When material information is disseminated to HOSE, such information is simultaneously posted on the Company’s website at www. vinamilk. com. vn Vinamilk encourages shareholder participation at its annual general meetings and gives shareholders the opportunity to communicate their views on matters effecting Vinamilk. 33 ISK MaNageMeNt Foreign currency risk Foreign currency risk arises when there is a mismatch of funding foreign currency dominated assets with liabilities of the same currency. The exposure to foreign currency risk in this aspect was not significant in 2007, but may have a significant impact on Vinamilk’ s performance in the coming years. Vinamilk always consider using appropriate financial instruments, as and when necessary, to mitigate this risk. Liquidity risk Vinamilk’ s exposure to liquidity risk arises in general funding of Vinamilk’ s business activities. It includes the risks of being able to fund business activities in a timely manner.

Vinamilk adopts a prudent approach to managing its liquidity risk by maintaining sufficient cash and marketable securities, and has available funding through a diverse source of committed and uncommitted credit facilities from various banks. As at 31 December 2007, Vinamilk’ s net borrowings are as follows: 2007 Cash and cash equivalent Borrowings Net borrowings 114 42 2006 157 60 – credit risk Vinamilk’ s maximum exposure to credit risk in the event that the customers fail to perform their obligations as at 31 December 2007 in relation to accounts receivable is its carrying amount as indicated in the balance sheet. Vinamilk has policies in place to ensure that sales of products are made to customers with an appropriate credit history. eliance on Key Management Personnel Although we are not dependent on any one person in our Board of Management or our Board of Directors, our success depends to a significant extent on the skills, capabilities and efforts of our Board of Management and our Board of Directors, as well as our ability to recruit and retain appropriately skilled personnel to take up positions on these Boards. Our ability to continue to attract, retain and motivate key personnel and senior members of our Board of Management and Board of Directors will have an impact upon our operations. The competition for skilled and highly-capable personnel is intense, and the loss of the services of one or more of these individuals, without adequate replacements or the inability to attract new qualified personnel at a reasonable cost, would have a material adverse effect upon our financial performance and operations.

To mitigate this risk, Vinamilk has been employing remuneration policy to maintain and attract the talents. export Market risk We currently export our products to Iraq, Thailand and other countries in Asia and Europe. Demand for our products depends on the political and economic stability of these countries. As Iraq is one of our major export countries, any social, political or economic upheaval in the country may materially adversely affect our operation results. Vinamilk has been focusing on its local market which is considered as its main market. Simultaneously, Vinamilk is also looking for other potential export markets to mitigate the risk. 34 A n n u a l R e p o r t 2 0 0 7 35 BUSINeSS OVerVIeW

Since we commenced operations in 1976, we have built strong brand name recognition for our dairy products in Vietnam. Our ‘‘Vinamilk’’ brand is currently a widely recognised dairy brand in Vietnam. 36 A n n u a l R e p o r t 2 0 0 7 Vietnam Dairy Industry Overview Fuelled by the impressive economic growth in the past decade, the dairy industry in Vietnam has experienced rapid growth in recent years. Coinciding with improvements in living standards in Vietnam, the more widespread availability and affordability of production technologies, and vast improvements in infrastructure have led to an overall increase in the variety, quality and volume of dairy products produced in Vietnam.

The market has also experienced an influx of foreign multinational companies. Total dairy product sales in Vietnam have grown by 53. 6% from approximately US$418 million in 2003 to reach approximately US$642 million in 2007. The following chart sets forth total dairy product sales in Vietnam between 2003 and 2007. 2003 – 2007 total dairy product sales in Vietnam (US$ million) 642 530 418 472 589 2003 2004 2005 2006 2007 Source: Euromonitor International This strong growth in demand for dairy products is expected to continue on the back of strong GDP growth, a growing urban population with heightened disposable income and an increased awareness about the health benefits of dairy products.

Euromonitor International estimates that total annual consumption of dairy products in Vietnam to grow from approximately US$1,332 million in 2007 to reach approximately US$1,902 million by 2011. These factors should contribute to a significant increase in Vietnam’s very low per capita consumption of dairy products compared to Western countries. The below chart compares Vietnam’s per capita consumption of dairy products to Asia, Europe and North America between 2003 and 2007. 436 461 382 331 407 192 201 214 225 229 11 25 2003 12 27 2004 13 29 2005 14 32 2006 Europe 16 35 2007 Vietnam Asia North America Source: Euromonitor International 37 VINaMILK We are the leading producer of dairy products in Vietnam based on sales volume and revenue.

Our products range from core dairy products such as liquid and powdered milk, to value-added dairy products such as condensed milk, drinking and spoon yoghurt, ice cream, and cheese. We offer one of the largest dairy portfolios in Vietnam, across a wide selection of products, flavours, and packaging sizes. According to Euromonitor, Vinamilk has been the number [1] dairy player in Vietnam for the three years ending 31 December 2007. 38 A n n u a l R e p o r t 2 0 0 7 Since commencing operation in 1976 we have built the largest distribution network in Vietnam and have leveraged our network to introduce new products to the market, such as juices, soya milk, bottled drinking water and coffee.

We market the majority of our products under our “Vinamilk” brand, which has been designated as both a Famous Brand and one of the Top 100 Strongest Brands by the Vietnamese Ministry of Industry and Trade in 2006. We have also been voted the top brand in the “Top Ten High-quality Vietnamese Goods” for each year between 1995 to 2007. We currently focus on business activities in the fast growing Vietnamese dairy market, which according to Euromonitor has grown at a CAGR of [7. 85]% from 1997 to 2007, and produce the majority of our products at our [nine] operational production facilities with a combined capacity of [570,406] tonnes per annum. We have the leading distribution network in Vietnam, giving us broad access to consumers.

We generate a substantial majority of our revenues from sales of our products in Vietnam comprising both dairy and non-dairy products and export to countries such as Australia, Cambodia, Iraq, the Philippines and the United States. • • Strong supplier relationships to ensure a dependable milk supply; Highly experienced management with a proven track record of delivering strong overall business performance; World class production facilities. • Leading market position supported by wellestablished brand name Since we commenced operations in 1976, we have built strong brand name recognition for our dairy products in Vietnam. Our ‘‘Vinamilk’’ brand has been in use since our establishment and is currently a widely recognised dairy brand in Vietnam.

We believe we have achieved our dominant market position through our focus on advertising, marketing and continuous improvement in product innovation and quality assurance. Based on our long-standing presence in Vietnam, we believe we are better able to identify and understand consumer trends and preferences, that allows us to focus our development efforts on identifying product attributes that are most valued by our customers. For example, our deep understanding and efforts have helped our Vinamilk Milk Kid range of products become one of the best selling milk product marketed at children aged between six and 12 years in Vietnam in 2007. Strong and diversified product portfolio We offer a wide range of dairy products targeting a wide spectrum of consumers.

We have product lines that are targeted at individual consumers including young children, young adults and also the [elderly] as well as products targeted at general households and commercial outfits such as cafes. In addition, by offering consumers a diverse range of products in different package sizes, we are able to offer our customers a measure of portability and convenience unique to dairy products being sold in Vietnam. OUr cOMPetItIVe StreNgthS We believe that our success to date and potential for future growth can be attributed to a combination of our strengths, including the following: • • • • Leading market position supported by wellestablished brand name; Strong, diversified product portfolio; Extensive sales and distribution network; Strong market-oriented development capabilities research and 39 xtensive sales and distribution network We believe our extensive sales and distribution network is critical to the success of our operations, enabling us to reach a wide range of customers and ensure an efficient and effective rollout of new products and marketing campaigns nationwide. As of 31 December 2007, we sell our products across all 64 provinces including five centrally-controlled municipalities in Vietnam. Our experienced sales team, assists our distributors to service the end retailers and consumers, and promote our products. Our sales team is also responsible for servicing and supporting the distribution activities and development of new relationships with distributors and retailers. In addition, we organise various marketing and promotional activities with local distributors aimed at promoting our products and building our brand image across the nation.

In addition to our domestic distribution networks, we are currently in the process of negotiating the terms of supply contracts with potential business partners in countries such as Thailand, Australia and the United States. We are also one of the few food and beverage companies that have a readily available network of refrigerated coolers. The availability of coolers poses a high barrier of entry for competitors who may wish to enter the food and beverage market as the establishment of a refrigerated cooler network requires a substantial amount of capital expenditure. Strong supplier relationships to ensure steady milk supply A consistent supply of high quality raw milk is crucial to our business.

Accordingly, we have established strong relationships with our suppliers through our favourable pricing policies, provision of financial support to farmers to purchase dairy cows and price incentives for milk of higher quality. We have entered into annual contracts with our milk suppliers and currently purchase over approximately 40% of all domestically produced raw milk. Our production facilities are strategically located close to dairy farmers in Vietnam to enable us to maintain and strengthen our relationships with them and we carefully select the location of our milk collection centres to maintain its freshness and quality. We also source raw milk powder from Australia and New Zealand to meet our production demands in terms of quantity and quality.

We believe that our ability to obtain a steady supply of raw milk is crucial to our business and allows us to maintain and increase our production output. Strong market-oriented research and development capabilities We have a sales and marketing team that is experienced in analysing and identifying consumer preferences and trends, and support ground staff who have a thorough understanding of consumer preferences through constant contact with our customers at our various points of sale. For example, our understanding of the preferences of young consumers aged between six and 12 has helped us successfully launch our Vinamilk Milk Kid marketing campaign in May 2007.

As a result of our successful marketing campaign, Vinamilk Milk Kid was the best selling milk marketed at children aged between six and 12 in 2007. We also have strong capabilities in product research and development with a view to improve product quality and increase product variety for consumers. We have a research and development team comprising 10 engineers and one technical staff. Our researchers work closely with our marketing department who in turn collaborate with several market research agencies to identify the trends in consumer preferences. We believe our ability to develop new products based on consumer’s evolving preferences has been a key factor in our success and will continue to play a key role in our future growth and development.

In an effort to ensure that our products are in line with the latest consumption trends, we actively conduct research and work with market research companies to study trends in 40 A n n u a l R e p o r t 2 0 0 7 sales performance, customer feedback, food and beverage-related media. highly experienced management with a proven track record of delivering strong overall business performance We are managed by an experienced and dedicated management team with extensive industry experience. Our Chairwoman, Mdm Mai Kieu Lien, has over 30 years of experience in the dairy industry with the Company and has played a critical role in the growth and development of the Company to where it stands today.

Our marketing team is led by Mr Tran Bao Minh, who has over 10 years of branding and marketing experience in the beverage industry and has been instrumental in reviving our brand image and product innovation. Other members of our senior management team have an average of 25 years experience in the manufacturing, distribution and sale of dairy products. We also have a strong middle management team that is well-equipped to support our senior management and stay abreast of changes in the market place. World class production facilities We use modern production and packaging technologies in all of our manufacturing facilities. We employ technologies imported from European countries such as Germany, Italy and Switzerland in ur production lines. To the best of our knowledge, we are the only company in Vietnam who has the machinery utilising the spray dry technology produced by Niro Inc, Denmark, a world leader in industrial drying technologies. We also employ world class production lines provided by Tetra Pak for our dairy and value-added dairy products. OUr BUSINeSS StrategIeS We aim to maximise shareholder value and pursue a business growth strategy based on the following principal components: • • Expansion of market share in existing and new markets; Develop a comprehensive portfolio of dairy products to target a broader consumer base and expand into higher margin alue-added dairy products; Development of new product lines to satisfy different consumer preferences; Brand cultivation; Continuously enhancing supply chain management; Development of raw material sources to ensure a reliable and consistent fresh milk supply base. • • • • 41 BraND POrtFOLIO We currently have 4 mega brands as follows: Beautiful Life Mum’s Love 42 A n n u a l R e p o r t 2 0 0 7 Passion to Win Natural Freshness 43 PrODUct 44 A n n u a l R e p o r t 2 0 0 7 Overview We produce a broad range of dairy products with different types and flavours of powdered milk, infant cereals, UHT liquid milk, UHT drinking yoghurts, spoon yoghurt, sweet condensed milk and cheese.

We have established different teams to be responsible for the research and development, raw materials procurement, supervision of outsourced manufacturing, marketing, sales and distribution of products under our core brands and other brands. Our core dairy products such as liquid milk and powdered milk represent two of our largest product segments, and accounted for approximately 25. 4% and 23. 0%, respectively, of our revenue in 2007. Within the liquid milk segment, Vinamilk Milk Kid range constituted the largest single item and accounted for approximately 7. 0% of the liquid milk revenue of Vinamilk and approximately 2. 1% of our overall revenue in 2007.

Other dairy products such as our condensed milk and yoghurt products have been experiencing steady growth over the past two years and accounted for approximately 34. 0% and 10. 0% of our revenue in 2007. Our condensed milk product is showing promising growth where our revenue for our condensed milk products in FY2007 has experienced an approximate 38. 0% increase from FY2006. Dairy Products Liquid Milk We produce, distribute and sell liquid milk in Vietnam under the Vinamilk Brand. Our revenue from sales of liquid milk grew from approximately VND1,469 billion in 2006 to approximately VND1,736 billion in 2007, representing a compound annual growth rate of approximately 18%.

As of 31 December 2007, we account for approximately 35% of the liquid milk market in Vietnam based on a combination of data from internal tracking systems and statistics and externally commissioned reports by AC Nielsen, tracking consumption patterns in 36 of the 64 provinces (including five centrally controlled municipalities). Our liquid milk segment includes the following three product categories: • • • Plain milk Flavoured milk “Special needs” milk such as Calcium and DHA fortified milk and skim milk 45 Our “Vinamilk” brand is one of our core brands for liquid milk, drinking yoghurt, spoon yoghurt, ice cream, probiotic and cheese. We have focused on building up our product image to be one that is easily associated with a healthy, beautiful and balanced lifestyle. Vinamilk UHT milk has consistently dominated the Vietnamese liquid milk market. It is targeted at consumers aged six years and above.

Our Fino Pack range of UHT milk offers flavours such as sweetened, sugarfree, strawberry and chocolate and comes in packages of 250ml. Our Vinamilk UHT fresh milk range was officially launched in April 2007 and is targeted at the premium market in Vietnam. Our Vinamilk UHT fresh milk products are manufactured using 100% raw fresh milk. We believe our competitive edge in this market segment lies in our ability to ensure consistent supply from local dairy farmers and our wide network of milk collection centres. Our Vinamilk UHT fresh milk products are available in 180ml and one litre cartons. Officially launched in September 2007, Vinamilk Milk Kid range is targeted at consumers aged between six and 12 years old.

Our Vinamilk Milk Kid products are available in a range of flavours such as Strawberry, Chocolate, Sweetened and DHAfortified and are available in 180ml packs. 46 A n n u a l R e p o r t 2 0 0 7 Powdered Milk We first introduced our range of powdered milk products in 1988. As at 31 December 2007, our revenue from powdered milk products account for approximately 13. 8% of the market value in Vietnam based on a combination of data from internal tracking systems and statistics and externally commissioned reports by AC Nielsen tracking consumption patterns in six key cities such as Ha Noi, Ho Chi Minh City, Can Tho, Da Nang, Hai Phong and Nha Trang.

However, our revenue from sales of powdered milk decreased from approximately VND2,191 billion in 2006 to approximately VND1,584 billion in 2007, primarily due to the decrease in export sales. Our Dielac powdered milk range is targeted at consumers with children aged six years and below. Our powdered milk products can be categorised into two main segments: Two formulas priced within two different price ranges. Dielac Star is priced at the lower range of the two and is marketed as an affordable and quality product. It is manufactured with Pro5S formulation containing DHA, Choline, Inuline, Canxi and MCT Oil. Dielac Alpha is produced with a unique formulation containing colostrums, DHA, Omega 3 and Omega 6 fatty acids.

It is priced at a premium over Dielac Star given its higher Colostrum content. Our Dielac line of powdered milk products has experienced an annual growth rate of approximately 16% over the past four years. Our traditional Ridielac infant and follow-on formula is manufactured using MAX-4D (with 4D representing Development, Digestion, Deliciousness and Dependability) technology, combining nutrient-rich milk, natural foods such as meat, shrimp, vegetables, vitamins and minerals. Our formula is designed to optimise nutrient absorption in children during their growing years and enhance appetites. Ridielac infant cereal is targeted at consumers with children aged between four and 24 months.

Ridielac is produced with a unique formulation containing colostrums and is marketed as a value-for-money product. 47 Condensed Milk Condensed milk is one of our most successful products and largest revenue contributors, representing approximately 34. 0% of our total revenue in 2007. Our revenue from sales of our condensed milk products grew from approximately VND1,690 billion in 2006 to approximately VND2,332 billion in 2007, representing a compound annual growth rate of approximately 38%. As at 31 December 2007, we hold a market share of approximately 79% in the condensed milk market in Vietnam based on a combination of data and statistics from internal tracking systems tracking the sales volume of our competitors’ products.

Southern Star (Ngoi Sao Phuong Nam) is part of our commercial line under our condensed milk segment, and is primarily marketed to commercial outfits and cafes and is commonly consumed with coffee or mixed fruits. It is priced economically to offer enhanced profit margins to proprietors. Ong Tho is part of our household line of quality products and is primarily targeted at Vietnamese households. It can be consumed either hot or cold and is commonly used as a cooking or baking ingredient. Our Ong Tho brand of condensed milk is priced at a premium over our Southern Star brand of condensed milk due to its higher calcium and protein content. 48 A n n u a l R e p o r t 2 0 0 7 Yoghurt Products We produce, distribute and sell our drinking yoghurt and spoon yoghurt in Vietnam under the Vinamilk brand.

Our yoghurt products represent one of our key focus growth areas, and our revenue from sales of yoghurt products grew from approximately VND634 billion in 2006 to approximately VND698 billion in 2007, representing a compound annual growth rate of approximately 10%. As at 31 December 2007, we hold a market share of approximately 26% in the drinking yoghurt market and approximately 97% in the spoon yoghurt market in Vietnam based on a combination of data from internal tracking systems and statistics and externally commissioned reports by AC Nielsen, tracking consumption patterns in 36 out of the 64 cities (including five centrally controlled municipalities) in Vietnam. Vinamilk Drinking Yoghurt is available in three flavours: Fruit, Orange and Strawberry in 180ml packs. Vinamilk Spoon Yoghurt is targeted at the average Vietnamese household.

Marketed as a fresh tasting, delicious and high quality health product, our Vinamilk Spoon Yoghurt product line has dominated the spoon yoghurt market in Vietnam with a market share of approximately 97%. It is available in a variety of flavours such as Strawberry, Fruit, SugarFree with Kefir and Sweetened in 110g carton packs. In addition to the abovementioned dairy products, we also manufacture other dairy products such as ice-cream and cheese. 49 Ice-cream We introduced our brand of ice-cream products in 1976 and produce, distribute and sell our ice-cream in Vietnam under the Vinamilk Brand. Vinamilk Ice-cream is targeted at the midend ice-cream market in Vietnam.

It comes in a variety of flavours such as Chocolate, Coconut, Durian, Green Bean, Strawberry, Vanilla and Taro. Our ice-cream products are available in 450ml or one-litre tubs and also available in pre-packed ice-cream cups, popsicles and cones. Cheese Vinamilk Cheese was launched in 2000 under our anticipation of the potential of the cheese market in Vietnam. The product is currently targeted at the average Vietnamese household and is manufactured using French technology and is available in 140g packs. Non-Dairy Products Other Food and Beverages In addition to our dairy products, we also manufacture and distribute other F&B products such as our V-Fresh line of juices and soya bean milk, Cafe Moment coffee and ICY bottled water.

The revenue for this product segment accounted for approximately 2% of the total revenue of the Company. 50 A n n u a l R e p o r t 2 0 0 7 V-Fresh The product range was introduced in 1990. V-Fresh Juice is designed to target young adults, offering them healthy refreshments that promote a image that is energetic and full of vitality. V-Fresh Juice is manufactured using natural fruit juices. It is available in one litre packs and in a variety of flavours such as Apple, Carrot, Custard-apple, Grape, Grapefruit, Guava, Orange, Peach and Pineapple. Packaged in Tetra Pak packaging, V-Fresh Juice is predominantly distributed in off-premise channels. V-Fresh Soya Milk is one of the most popular drinks among our newly launched products.

V-Fresh Soya Milk is targeted at the mid-end market and is marketed as a value-for-money product. Extracted from selected natural soybeans, our V-Fresh Soya Milk line of products offers consumers a healthy and nondairy alternative to consumers. It is available in flavours such as plain and sweetened in 180ml and one-litre packs. Coffee We produce, distribute and sell our coffee products in Vietnam under the Cafe Moment brand name. We launched our coffee line of products in 2005. Manufactured from the finest coffee beans, our coffee products offer consumers with a unique tasting experience. Our coffee products offer consumers great value for money.

Cafe Moment is distributed through our nationwide distribution network and through our direct sale channels located primarily in urban areas. 51 52 A n n u a l R e p o r t 2 0 0 7 SAFETY 53 INVeStOr reLatIONS Vinamilk maintains an effective communication channel with investors through its annual general meeting held on a yearly basis and through Vinamilk’ s investor relations function. Financial performance and other important information relating to Vinamilk’ s operations are adequately disclosed on its website at www. vinamilk. com. vn and other means of public communications such as HOSE’ s website, securities companies’ website, newspapers and securities bulletins,…. 54 A n n u a l R e p o r t 2 0 0 7

During the year, Vinamilk has welcomed more than 100 individual and institutional investors, banks, fund managers to visit us, some of our visitors are: HSBC, Hong Kong; CIMB –GK Securities Pte. Ltd; Merrill Lynch (Asia Pacific) Ltd; JP Morgan Securities (Thailand) Ltd; Morgan Stanley Asia Singapore; Saigon Securities Inc. (SSI); BaoViet Securities Company (BVSC); Dragon Capital; Tokio Marine Asset Management; Providential Holdings, Inc. ; York Capital Management, NY; Bridger Capital LLC, NY; Polunin Capital Partners Ltd, London; Metropol, Nga; MFC Global Investment Management; ABN-AMRO Asia Securities (Singapore) Pte Ltd; Moody’ s Singapore Pte. Ltd; Mitani Sangyo Co. Ltd; Central Bank of Japan; Naissance Capital Ltd; Deutsche Asset Management, a member of the Deutsche Bank Group; Deutsche Bank Securities Asia Ltd; Credit Suise (Singapore) Ltd; Nomura Malaysia Sdn Bhd; Nomura Securities Singapore Pte. Ltd; Citigroup Global Markets Limited; Kim Eng Securities Pte. Ltd; Daiwa Securities SMBC Hong Kong Ltd; BankInvest Group; YUKI Management & Research Co. , Ltd; UOB Asset Management , a member of the United Overseas Bank Group; Our contact details in relation to Investor Relations are as follows: Mr. Tr? n Chi Son tel email Website : : : : Investment Director (84-8) 9300 358 (ext. 252) tcson@vinamilk. com. vn www. vinamilk.. com. vn 55 cOMMUNItY actIVItIeS

In line with our operation philosophy, Vinamilk always harmonizes between benefits and value for its shareholders and contribute to community activities for local people where we are operating our business. Vinamilk has been contributing by tens of VND billions per annum for these activities, which may be increasing on a yearly basis. 56 A n n u a l R e p o r t 2 0 0 7 Some of our typical community activities for the year 2006 and 2007 are as follows: In VND billion Donations for poor people and poor/street children 10. 7 Sponsors for scholarship fund namely “Cultivation for Vietnamese Young Talents”, “V? A Dinh” and other activities for children 9. 6 Donations for flooded provinces in the central of Vietnam 2 Our annual traditional sponsorship for two scholarship funds is “Cultivation for Vietnamese Young Talents” and “V?

A Dinh”. The first was started since 2003 with the average annual sponsored amount between 1. 5 – 3 billion dong and the later was started since 2004 with the average annual sponsored amount between 0. 14 – 0. 20 billion dong. In addition, Vinamilk has been the sponsor to take care all the life for 20 Vietnamese hero mothers in Ben Tre and Quang Nam provinces since 1997 and now there are 13 mothers to be sponsored by Vinamilk to take care all their li

HRM Effectiveness Evaluation Synergy makes it possible! HRM Effectiveness Evaluation Synergy makes it possible! To Sir Sohail Islam By Group # 3 Date 24-01-2008 Letter of Transmittal GIFT University Gujranwala, Pakistan January, 09, 2008 Mr. Sohail Islam GIFT University Gujranwala, Pakistan Dear Sir, The report is focused on evaluating the effectiveness of Human Resource Department of any multinational Company. We chose Haier for this purpose.

We are very thankful to you that you gave us the opportunity to work on such topic, which really made us aware of a lot of hidden facts about the practical HR work done at companies. You helped us a lot in defining this topic. We are very grateful to you that you think us capable of this. Really, we have given our full in this report. We hope it will be above your expectations. Yours affectionately, Zain Hameed, Sarfraz Ahmed, Zohaib Khalid, Umair Ameen, Usman Khalid. Table of Contents Topics Detail |Page Number | |Executive Summary |1 | |Introduction |3 | |Introduction to Haier |6 | |Company Background |6 | |Company Facts |9 | |Corporate Overview |9 | |Global Presence |10 | |Board of Directors |10 | |Recognition |10 | |Leadership at Haier |12 | |Haier’s HR |14 | |Conception of HR 14 | |Challenge your content, manage…… |16 | |Values and Philosophy |18 | |Haier in Pakistan |32 | |Evaluation of HR Department |34 | |Conclusion |50 | |References | | Executive Summary This project is concerned with evaluating effectiveness of an HR Department in any multinational company. For the above-described activity, we chose well-known transnational electronic appliances manufacturing company named as “Haier”. Haier Pakistan holds its office at Raiwind Road. Haier Pakistan has split its HR Department in two parts. One part deals with marketing and distribution employees, while other deals with rest of the employees including administration, accounting, finance, security, and production departments.

As discussed above, our task was to evaluate the effectiveness of the HR department, and for this purpose we focused on one part of Haier’s HR Department that deals with administration, accounting, finance, security, and production departments. First of all we defined these functions and then evaluated effectiveness of each function in Haier’s HR Department. Haier was incorporated in 1984 only producing household refrigerators. In 2004, Haier’s global sales hit RMB100. 9 billion and Haier brand, valued at RMB61. 6 billion, topped all Chinese trademarks at a nationwide survey. Haier was ranked first in the row of China’s Top 10 Global Brands August 30, 2005 on the Financial Times. Haier CEO Zhang Ruimin was placed 26th of the World’s 50 Most Respected Business Leaders on 17th November, 2005 on Financial Times.

Haier’s international promotion framework encompasses global networks for design, procurement, production, distribution and after-sales services. Haier has established 15 manufacture complexes, 30 overseas production factories, 8 design centers and 58,800 sales agents worldwide. From Euro-monitor Statistics, Haier is currently ranked fourth among the global white goods makers by revenue and Haier’s goal is to play a leading role in the world white goods industry. Facing the challenges brought by E-commerce and China’s accession to the WTO, Haier began a management restructuring program in 1998 backed by the efficient Haier Market-chain System practice.

During first 5 years, Haier focused on the organization restructuring, management decentralizing with application of advanced information and network systems in order fulfillment, Market-chain performance, logistics, capital operation, after-sales service, product inventory and operational cost reduction. During second 5 year period from 2003, Haier carried out the SBU (strategic business unit) management to stimulate the enthusiasm of every employee and to enhance Haier’s competitiveness in global marketplace. Haier has 51,000 full time employees and hires 175,000 contract service personnel, providing a total of 230,000 job opportunities. Haier’s management has been worldwide recognized.

Haier has been recommended to the EU Case Studies by Lausanne Management College for Haier Market-chain Management. Haier’s goal is to become a global recognizable brand. (“Company Background”) The Haier Group is China’s largest home appliance brand and one of the world’s leading white goods home appliance manufacturers. By April 2006, the Haier Group has obtained 6,189 patented technology certificates and 589 software intellectual property rights. Haier products are sold in over 100 countries. Haier is the official Home Appliances Sponsor of the Beijing 2008 Olympic Games. As CEO, Mr. Zhang’s current goal is to further enhance Haier’s leadership in Chinese and global markets and strengthen the reputation of Haier’s brand worldwide.

The philosophy is the driving force behind the motivation and enthusiasm of Haier’s staff of over 50,000 employees worldwide. Haier is now widely recognized in the world. Haier’s production and management system restructuring has enabled Haier to diversify internal and external resources. Haier’s goal is to obtain worldwide recognition and to become one of Fortune Global 500. Haier Pakistan is the Pakistan Sales & Marketing division of the international Haier Group, a globally recognized manufacturer of world-class electrical home appliances. In the next portion evaluation of Haier’s HR department is done on the following basis. • HR Department • HR Planning Analysis and Design of Work • Training and Development • Performance Evaluation We have asked different questions, which are mentioned in the report, which leaded us to following conclusions. There should be a General Manager HR, who should be formally trained in HRM. At Haier, Administration Department is merged with Human Resource Department. HR Department should be separate from Administration Department. There are less than enough HR professionals in the Department. According to our information, Haier practices downsizing. Even if Downsizing is inevitable, then lay off employees should be adjusted to other sister organizations, like Haier has SV-RUBA.

While designing jobs, The HR department takes information through relevant HODs. The work flow is not documented at Haier. Haier HR Department takes JIT decisions. Haier’s first priority is internal sources for recruitment. The employees who come from internal sources are usually friends or relatives of existing employees. Nepotism is practiced, highly, at Haier. Nepotism reduces the efficiency of employees. Haier’s HR Department does not have any research regarding any issue. Company does not have any system to measure the change in performance and behavior after training. The minimum basic pay at Haier is 4,000. More than 1500 people are working at Haier.

Haier’s employees should be given proper and formal training to work on a particular kind of machine. There should be sessions, in which employees should be trained regarding safe work practices. Haier HR department is of the view that most accidents are due to carelessness of employees. Even if it is true, still it is fault of HR department that they did not provide proper training to employees regarding safe work practices. Introduction This project is concerned with evaluating effectiveness of an HR Department in any multinational company. The word, HRM Audit, is also used to describe this activity, but the word, audit, creates some problems in some cases.

Audit, usually, refers to financial audits, which is statutorily conducted, and has some negative meanings attached with it for some involved parties, so it would be very wise to call it the evaluation or effectiveness measure instead of Audit. For the above-described activity, we chose well-known transnational electronic appliances manufacturing company named as “Haier”. Haier is expanding very quickly, and has opened many subsidiaries in many countries including Pakistan. Haier Pakistan holds its office at Raiwind Road. This Office is a small portion of a giant size manufacturing plant at the same location. Haier Pakistan has split its HR Department in two parts. One part deals with marketing and distribution employees, while other deals with rest of the employees including administration, accounting, finance, security, and production departments.

As discussed above, our task was to evaluate the effectiveness of the HR department, and for this purpose we focused on one part of Haier’s HR Department that deals with administration, accounting, finance, security, and production departments. We split our evaluation work in components. These components were according to different HR Functions. First of all we defined these functions and then evaluated effectiveness of each function in Haier’s HR Department. For this purpose we decided to adopt interviewing approach, because it was most suitable, quick and reliable method as we planned to record each word of that interview. But before doing our desired work, we had to get some general information about Haier, because if you don’t know something, then you can never know a component of that particular thing.

Actually our focus is to check the effectiveness of a part of picture by taking whole picture in mind, so a brief introduction about Haier, its History, its leader ship, its achievements, its philosophy and values, its HR Conception, and, most importantly, information about its presence in Pakistan is given below before starting the Evaluation work. Introduction to Haier Company Background Haier was incorporated in 1984 only producing household refrigerators. Over the past 20 years, the company has witnessed significant prosperity and is now a transnational organization widely recognized in the world community. Haier currently manufactures a wide range of household electrical appliances, 15,100 varieties of items in 96 product lines, and exports products to more than 100 countries. In 2004, Haier’s global sales hit RMB100. 9 billion and Haier brand, valued at RMB61. 6 billion, topped all Chinese trademarks at a nationwide survey. Haier was ranked first in the row f China’s Top 10 Global Brands August 30, 2005 on the Financial Times. Haier CEO Zhang Ruimin was placed 26th of the World’s 50 Most Respected Business Leaders on 17th November, 2005 on Financial Times. Zhang Ruimin was ranked 6th of the Asia’s 25 Most Powerful People in Business on Fortune in August, 2004 and first of the 25 Most Powerful Business Leaders inside China on the Chinese Edition of Fortune in April 2005. Haier’s international promotion framework encompasses global networks for design, procurement, production, distribution and after-sales services. Haier has established 15 manufacture complexes, 30 overseas production factories, 8 design centers and 58,800 sales agents worldwide.

From Zhongyikang Statistics, Haier’s leadership position in Chinese home appliance industry has been solidified by obtaining the domestic market share of 21% for overall appliances, far ahead of all its competitors, 34% for white goods, exceeding globally recognized domination line, and 14% for small electric appliances, overtaking all previous competitive rivals. In the world market, Haier has gained first place in the United States for sales of compact refrigerators and wine coolers, in Iran for washing machines and Cyprus for air conditioners. From Euro-monitor Statistics, Haier is currently ranked fourth among the global white goods makers by revenue and Haier’s goal is to play a leading role in the world white goods industry.

On March 4, 2002, Haier unveiled its American headquarters in the landmark neo-classical building, the former offices of the Greenwich Savings Bank, on Broadway, Manhattan, New York, an indication that Haier had moved into a new phase for globalization of product design, manufacture and sales and had a strong determination for long-term development in the United States. On August 20, 2003, Haier erected an electric billboard in the shopping district of Ginza, Tokyo, symbolizing that Haier’s determination to reach Japanese marketplace. Facing the challenges brought by E-commerce and China’s accession to the WTO, Haier began a management restructuring program in 1998 backed by the efficient Haier Market-chain System practice.

During first 5 years, Haier focused on the organization restructuring, management decentralizing with application of advanced information and network systems in order fulfillment, Market-chain performance, logistics, capital operation, after-sales service, product inventory and operational cost reduction. During second 5 year period from 2003, Haier carried out the SBU (strategic business unit) management to stimulate the enthusiasm of every employee and to enhance Haier’s competitiveness in global marketplace. Over the past 20 years, Haier provided more than 100 million appliances to worldwide consumers and paid cumulatively a total tax of RMB13. 6 billion, of which RMB2 billion in 2004, RMB5. 5 million per day on average.

Haier has scheduled to finance 100 Project Hope primary schools, of which 47 are put into operation. Haier has 51,000 full time employees and hires 175,000 contract service personnel, providing a total of 230,000 job opportunities. Haier’s management has been worldwide recognized. Haier’s experience has been introduced in 16 case studies in business merger, financial management and corporate culture by 7 foreign educational institutes, including Harvard University, University of Southern California, Lausanne Management College, the European Business College and Kobe University. Haier has been recommended to the EU Case Studies by Lausanne Management College for Haier Market-chain Management.

Haier’s goal is to become a global recognizable brand. (“Company Background”) Company Facts Corporate Overview The Haier Group is China’s largest home appliance brand and one of the world’s leading white goods home appliance manufacturers. Haier was founded in 1984 in Qingdao, Shandong Province, China and manufactures home appliances in over 15,100 different specifications under 96 categories. By April 2006, the Haier Group has obtained 6,189 patented technology certificates and 589 software intellectual property rights. Haier products are sold in over 100 countries. Haier is the official Home Appliances Sponsor of the Beijing 2008 Olympic Games. Headquarters: |Qingdao, Shandong Province, China | |Employees |Over 50,000 worldwide | |Financial Information: |Haier’s global revenue in 2005 reached RMB 103. 4 billion | | |Average annual growth of 68% between 1984 and 2005 | |No. of Subsidiaries |Over 240 | |Listed Subsidiaries |Haier Electronics Group Co. , Ltd. listed on the Hong Kong Stock | | |Exchange | | |Qingdao Haier Co. , Ltd.

Listed on the Shanghai Stock Exchange | |Business Scope |Technology research | | |Product development and manufacturing | | |Trade | | |Financial services | |Key Product Lines |Refrigerators/Freezers, commercial air-conditioners, microwave | | |ovens, washing machines, dishwashers, televisions, mobile phones,| | |computers | |Global Presence | |Trading Companies: |64 | |Design Centers |8 | |Industrial Complexes |15 | |Sales Network |Over 58,000 | Board of Directors Chairman and CEO Mr. Zhang Ruimin President Ms. Yang Mianmian

Vice Chairman Mr. Wu Kesong Recognition • Ranked 86th among the world’s 500 Most Influential Brands by World Brand Lab in 2006. Only Chinese brand to be ranked in top 100 for three consecutive years • Ranked 1st among Chinese brands with the most potential by Glebor’s Global Financial Reports of Canada, 2006 • Ranked 1st among China’s Top 10 Global Brands by the Financial Times in 2005 • Ranked 1st among China’s Top 10 Global Brands by China State Bureau of Quality and Technical Supervision (CSBTS) for refrigerators and washing machines in 2005 • CEO Zhang Ruimin ranked 26th among World’s Most Respected Business Leaders by the Financial Times in 2005 CEO Zhang Ruimin ranked 6th among Asia’s 25 Most Powerful People in Business by Fortune magazine in 2004 • Received a World Climate Award from the United Nations Development Program and the US Environment Protection Administration in 2000 (“Company Facts”) Leadership at Haier “As far as transforming moments go in a CEO’s career, Zhang Ruimin has a story to match anyone’s. ” – Financial Times Zhang Ruimin is the Chairman of the Board of Directors and CEO of Haier Group, a position he assumed in 2000. He also holds the title of senior economist. As CEO, Mr. Zhang’s current goal is to further enhance Haier’s leadership in Chinese and global markets and strengthen the reputation of Haier’s brand worldwide.

In 1984, Zhang Ruimin was appointed director of the Qingdao Refrigerator Factory, a small, ailing collectively-owned factory in the Shandong province of China. Under his leadership and unique management philosophy, the company has since grown to become what is now the Haier Group, China’s leading home appliance brand, and one of the world’s largest home appliance makers, with a distribution presence in over 100 countries. Mr. Zhang began the turnaround of Haier with an order to destroy 76 defective refrigerators, laying into one himself with a sledgehammer – now preserved for its symbolism in Haier’s museum. That singular act of destruction impressed on employees that poor quality would not be acceptable. He reinforced the message with an aggressive Western-style quality control program. Mr.

Zhang’s management philosophy is a blend of international management principles and Chinese wisdom, with innovation and excellence as its cornerstones. The philosophy is the driving force behind the motivation and enthusiasm of Haier’s staff of over 50,000 employees worldwide. Mr. Zhang acts as a role model for modern Chinese entrepreneurs, and his leadership philosophy and business acumen are widely admired, both in China and within the international business community. Mr. Zhang holds an MBA degree from China Science and Technology University. He was born on January 5, 1949 in Laizhou, Shandong province, China. Zhang Ruimin[pic] Chairman and Chief Executive Officer (“Leadership”) Haier’s HR Conception of HR Globalized Enterprise and Globalized Staff

Zhang Ruimin, CEO of Haier Group, performs branding strategy, multi-directions strategy and global strategy under the direction of globalization and creation of famous branding. Currently, Haier acquires continuously quick increasing; the brand of Haier keeps its first position of China home electronics industry, and the brand wins more and more credits in the international market. In 1997, State Economic and Trade Commission decided to support Haier as one of six main Chinese enterprises to compete “World Top 500 Enterprises”. Globalized operation model in Haier drives it to “the Express Way”, so in the international market, Haier wins more and more respects in short period of time.

However, we can clearly recognize that Haier still has distance compared with world top enterprises. During the current situation, as long as the brand of Haier becomes a global branding, each of our staffs initially shall become a globalized talent. The objectives of HR development in Haier Group must match our enterprise’s strategic objective of globalization, to develop international and competitive talents. (“Conception of HR”) Promotion based upon excellence, not appearance Promotion is based upon excellence, not appearance —- Haier’s Rule of its HR Development During our HR development, we insist on innovation of notion, innovation of system.

We keep creating a kind of environment of fair, just and straightforward, and build up a set of mechanism to develop personnel potentialities. Therefore, while we purchase our enterprise’s objectives, we can offer each individual a developing space to realize his own value. “How much you can be involved, we will provide you a corresponding platform. ” 1. “Each individual is a talent, and promotion is based upon excellence, not appearance. ” —- Providing a fair, just and open competition environment in fact is the competition of talents. Staffs lead to the enterprise in success. If an enterprise has of most talented and high-qualified people, it will win in the competition.

Haier’s HR development initially based on “Each individual is a talent”, “firstly training people and then creating a brand” to change the function of most of traditional HR departments, and finally built up a HR mechanism and a policy with the function of, how to research and develop individual potentiality, which is different to traditional HR function, but concerning about who should be trained, and who should be promoted to the position of leadership. We provide our staffs 3 kinds of career designing: 1. For administrators; 2. For professionals; 3. For workers. Each of them has one direction towards his promotion. 2. “Who is incumbent who shall be inspected; promotion is based on competition; One’s position shall be changed after his expired term of office. ” —- We need to inspect and control the incumbent administrators.

There is such a rule in Haier’s HR management: the so called “if you give one person rights, you shall definitely trust him, and if you suspect him, you won’t give him any rights”, which is a definitely deny of market economy. In market economy, the essential relationship is driven by benefits. Trust or distrust your staff, or evaluate one staff only based on your private emotions or only based on his personnel capacity won’t be a proper method, and maybe will have negative effects in success of an enterprise. Therefore, Haier makes a rule like “Who is incumbent who shall be inspected; promotion is based on competition; position shall be changed after one’s expired term of office”. 3. “Usually more deeply dolphin dives, more highly it jumps. “—- Mechanism of promotion and demotion.

When we promote a cadre to a high-level position, we won’t him immediately inaugurate, however, we assign him to work in related department as an ordinary role; sometimes, even if he is already been playing a important role in the department, due to his lack of such experience, we will let him lower his position and work as a common staff. Sometimes, one person is very experienced, but only lack of integrated and coordinated skills; we will assign him to certain department to have so-called internship. However, it is tough for a cadre under such high pressure; on the other hand, he is finally trained and cultivated his integrated skills. 4. Elimination Quota—- That means in certain period of time and within certain division, we set a quota to lay off staffs in percent.

It can be cruel; however, it is good for an enterprise to purchase its long-term strategy. In Haier, there is no such saying “I cannot give any achievement to the enterprise; however my time and physical works shall be took into account. ” If you cannot offer your best efforts, you probably make a fault. Therefore, in such period of time, within certain division, we follow out our elimination quota in proportion. (“Conception of HR”) Challenge your content, manage yourself and challenge yourself Hang Rui Min, CEO of the Group, pointed out in the article My Point of View towards New Economy that, in the age of new economy, people is the key factor to ensure your innovation.

Each individual person can body of innovation, and we design our train of thought as a market chain to support outstanding. 1. “External market competition leads to the internal”—- Market Chain Effect. We convince that there are 2 markets involved in one enterprise, the internal and the external. The internal market is how to meet the requirements of the staffs to arouse their initiatives; on the other hand, the external market is to meet the requirements of the clients. Inside Haier Group, “the next processing is the client”, so it must have a main body to perform their responsibilities for their own market. “The next processing is the client”, each staff can represent a client, or he is the market.

Each staff can suppose to have no responsibility to his supervisor occasionally, but the most important thing is he must have the responsibility to the market all the time. Market chain mechanism, initialized as “SST” based on Chinese pin yin, that is to say: Firstly, we need to serve our client and acquire the related rewards; and if we cannot match the market’s requirements we must give corresponding reimbursement. Neither rewards, nor reimbursement, it could be a blank in the mechanism that means problem will occur. Therefore, the group is under the mechanism, and there are many people in their position under the sprit of “managing yourself” where people treat their own as a host in their division of Haier Group.

They manage their position as operating their own boutique so that they have extraordinary efforts in such as saving energy, decreasing consumption, improving quality etc. 2. Real time stimulation—- it is to stimulate and develop the initiatives of the staffs. To encourage new technical invention and innovation, Haier Group issues Staff Rewarding Regulation for Inventions, which establishes an award of “Haier”, “Hope of Haier” and “Rationalized Advice” etc. and based on the economic effectiveness and social effectiveness they achieved, and the enterprise, the administrators and the staffs have equal chances to win the awards respectively. Haier Group is as a sea to take domestic and overseas professional people in.

CEO of Haier, Zhang Rui Min, in the article of Haier is the sea wrote with full passions “as long as to gather all Haier people’s power together, it can generate the power as much as a sea, which need the sprit of ‘unselfish contribution and excellence chasing’ so that we can have the sense of team work. We make most of the incredible and the impossible become realizations and possibilities. Therefore, the great wave of Haier can exceed all barriers, and keep going ahead. (“Conception of HR”) Values & Philosophy Cultural Concept Corporate Culture Haier corporate culture has been widely recognized by Haier’s employees as innovative value created by Haier senior management. Innovation is the core of Haier corporate culture, Haier’s unique cultural system cultivated and developed over the past 20 years.

Haier corporate culture is guided and developed by advanced concept, innovative strategy, efficient organization, creative technology and market orientation, which have enabled Haier to grow swiftly with business expansion from China to outside world. Haier corporate culture features recognition and participation of all employees. Today, Haier is ambitious to gain worldwide recognition. To achieve this magnificent goal, Haier has had all its employees involved in realizing Haier’s ideal to be a global recognizable brand. (“Haier’s Corporate Culture”) Haier Spirit • Creating resources and worldwide prestige • Resource Creation is based on innovation . Even Haier has less resources than its rivals, it can benefit from the core competence originated from innovation. The higher objective of the Global Brand strategic stage is “worldwide prestige” which is accomplished in meeting the needs of customers from all over the world and which will in turn make Haier a globally recognized world-class brand. Haier Style Individual-goal combination, swift action and success “individual-goal combination” is our method and “swift action and success” is our target. The market of each SBU should be identified clearly and actions should be taken promptly. Haier HR Concept Promotion is based upon excellence, not appearance Haier provides its every employee opportunities to develop and demonstrate talents. It is not able people, but the mechanism to encourage able people development, should we be concerned about. The responsibility of a manager is to establish a “race track”, ie. personality development opportunity, for every employee to become a SBU.

The “Horse racing court” requires three principles, firstly, fair competition; secondly, ability-based appointment; thirdly, reasonable job rotation. Under the contract labor system policy, employees are regularly evaluated and classified by performances, and the managerial personnel do not work at the same position permanently but rotate regularly in a fixed period. The significance of Haier’s human resource management is to stimulate the enthusiasm of employees. In this system, every employee can feel the pressure from both inside and outside the company and convert the pressure into creative motility. This is the key to success. Authorization and supervision Performance with full power authorization must be supervised.

Haier regulates the rules on post control, promotion competition and job rotation “Post control” is so defined that firstly managerial personnel should self control and discipline; secondly, Haier has to establish a control system to guide the work objective and orientation and shun directional mistakes. In addition, it is aimed to control financial performance and to eliminate misconduct in business practice. “Promotion competition” indicates that a competitive system is to be operated to promote or demote employees according to their ability and performance. Every employee will be able to feel pressure while having opportunity to demonstrate and develop his potential capability. Job rotation” is destined to change positions of managerial personnel with fixed term, aiming to avoid inefficient performance in management due to thought rigidity and creativity shortage after a relatively long period on the same post. Job rotation system will create more opportunities to young managers for practical experience and expand more human resources for the company. Haier strategy Concept Activating shock fish Activating shock fish” Policy has been employed by Haier in acquisition of ailing companies for business expansion. International acquisition is characterized by three stages. In Stage 1, “Big fish eat small fish”, companies powerful in capital, not technology, merger with less powerful companies.

In Stage 2, “Fast fish eat slow fish”, these companies are powerful in technology, not capital instead. Microsoft, for example, started later than some other counterparts, however, it kept leading the industry with advanced technology and surpassed some old brands. In Stage 3, “Sharks eat sharks”, “Power Alliance” became popular in 1990s. Boeing merged with Mcdonnell in such circumstance. In China, “big fish” not allowed to eat “small fish”, nor “fast fish” and “sharks”, only “shock fish”. “Shock fish” represent those companies which are well equipped but not well operated and can be vitalized if effective management is introduced. Three directional changes In early 1999, Haier was about to decide the development guideline.

Zhang Ruimin, then President of Haier, brought forward a proposal that Haier’s 1999 development policy should be concentrated on globalization to approach Haier’s goal of global recognizable brand. To realize this goal, Haier prepared and launched an overall plan to restructure Haier’s management system for improvement of corporate competence. Zhang Ruimin proposed “Three directional changes” of restructuring the company management system. Reference: Previously, Haier focused upon maximization of profits, and Haier gives the priority to customer demands satisfaction. Directional change in management From linear organization structure to BPR of Market-chain Decentralization

Decentralization of traditional Pyramid management system on the basis of market principle application for interdepartmental management and customer needs satisfaction. Information Based upon interest of customers, production and management processes are operated under the principle of Market-chain Management with continuous and update information. Directional change in market orientation Emphasis shifted from domestic to overseas market Directional change in production scope Emphasis shifted from manufacture to service industry E-commerce system in operation for product sales Haier E-commerce System supported by advanced information technology for network management, marketing, service and procurement. Overseas Expansion based upon domestic success There are two principles.

Firstly, the best efforts are made to fully develop the current industry before entering new segment of relative products; secondly, the best efforts are made to gain the leading position in the new segment of the industry after a certain period in which the business has been well developed. Market development precedes production plants. The principle, “Market development precedes production plants” was once used for overseas business development in the initial period of Haier. It suggests that production plants should not be built unless sufficient purchase orders are received from the market developed by product sales at the very beginning of business.

In 1992, Haier set up its headquarter industrial complex in Qingdao and more then 10 industrial plants throughout the world, especially in the United States. Haier OEC Management: OEC Management. OEC is an abbreviation of Overall Every Control and Clear, indicating that overall control and supervision of every employee every day. “O” stands for Overall, “E” for Everyone, Everyday and Everything and “C” means Control and Clear. Purpose of the OEC Management is as follows: Day-based task accomplishment and improvement The task assigned for every day basis should be accomplished in the same day with an increase of 1% over that in previous day. The OEC Management is comprised of three systems: Objective > Daily Accomplishment > Incentive

The Objective must be established first; Daily accomplishment is basic to fulfillment of the objective; Result of Daily Accomplishment will be of significance when it is attached with incentive policy. Slope & ball theory An enterprise likened to be a ball on a slope requiring traction force to stop it from rolling downward and to keep it upward needs efficient management to prevent it from lagging behind and creative ideas to achieve more opportunities for development. What’s remarkable? What’s Difficult? What’s remarkable? It is remarkable for doing well simple things. What’s difficult It is difficult to accomplish the matters the public believe simple. Day-based task accomplishment and improvement The “Slope and Ball Theory” is used to describe indications of OEC Management in 3 aspects: Management is decisive to business success.

An enterprise cannot succeed and business will go down if it is not well operated. Consistent efforts should be made for management efficiency. It is a painstaking and profound process. Efficiency level of management does not always stay unchanged, even the supervising mechanism, but fluctuate continuously. Efficiency management requires untiring efforts. Management is dynamic, endlessly. Enterprise business develops while supervising mechanism needs improvement. Management is not rigid, but flexible and adjustable according to enterprise objectives and internal and external conditions. Haier’s policy is “Prepare for actual use, not for show Haier’s Market-Chain Market- chain

Market-chain management is based upon Haier’s corporate culture and computerized information system, concentrated upon order information flow and operated for logistics and capital performance to realize the Three-Zero objective business restructuring. The system incorporates the factors of sync flow efficiency, SST intensity and performance-based salary system to encourage employees to work hard to satisfy consumer requirements with application of innovative technology, valuable orders, improvement of corporate competence and creation of market demands Demolish the walls inside the outside enterprises. Chinese enterprises should demolish two side and outside walls.

Outside wall stands for the life-and-death competition between enterprises of the same trade, suggesting that competitors cooperate with each other for win-win relationship. Inside wall means administrative relation between different departments in the same enterprise, suggesting that competition mechanism be introduced to improve management efficiency. Accelerated pace for information technology application is the key to demolish the walls. Zero stock, distance and working capital. Order based performance indicates that production will not be arranged unless buyers have placed purchase orders. The entire production process is operated for ordered products. In such way, products are delivered at sight of payment and thus the goal of zero stock, distance and working capital is realized.

Zero stock The mission of logistics is to eliminate distance with time and stock volume with time efficiency. Haier’s goal is to eliminate all stock in warehouse. If warehouse is likened to a reservoir, Haier will change the reservoir into a flowing river by the JIT tool. JIT purchase: Purchase is precisely arranged according to the actual needs; needed parts and raw materials are procured through worldwide suppliers for order fulfillment. JIT supply chain: Haier’s warehouse is just a transit station in which all materials can only be stored for 7 days at most. In Haier automated high-bay warehouses, parts and components will be allowed for 3 days.

JIT delivery: Haier has established a nationwide logistics system for product delivery to every corner in the country. Zero distance Zero distance is another goal of the Market-chain Management. Under this system, Haier will, immediately after obtaining the purchase order, take every effort to satisfy the needs of customers. In the process, delivery efficiency plays a significant role to shorten the time with space efficiency. Buyers can place orders at the Internet and Haier will deliver the ordered goods to the buyers. Zero distance is important for a manufacturer to acquire orders. The enterprise strives to shorten or even eliminate the distance to buyers to obtain and satisfy individual orders.

If the distance is not eliminated, the manufacturer might not easily know what customers need and how to satisfy their demands. Zero working capital The third goal of the Market-chain Management is to realize zero working capital. It is believed to be the capability to change cash into material objects and then convert material objects into cash. Zero working capital means no fund is used as floating capital. Before making the payment to sub-suppliers, the manufacturer receives payment from buyers. This can be realized as production is scheduled at request of customers. This will result in healthy operation of the enterprise. Doing right things and doing things right way Haier’s operational restructuring based upon the Market-chain is carried out by three phases.

In phase 1, internal resources are integrated to structure the Market-chain system; in phase 2, valuable orders are obtained from the Market-chain system, giving emphasis upon customer demands satisfaction and establishment of global supply-chain to improve the corporate competence. Currently, Haier has entered phase 3 of the operational restructuring process by focusing upon integration of human resource to make every employee a SBU for more valuable orders. Haier is carrying the OEC Management with an aim to improve management efficiency and quality assurance. This is doing things in right way. On the other side, Haier launches the Market-chain program for competition in the world market place. This is doing right things. There is a distinct difference between doing right things and doing things in right way.

An example, a worker on production line is doing things in right way if operation and product quality comply with technical specifications. However, if the product cannot be marketed, what the worker has done is not right. From this point of view, doing right things is the basis of doing things in right way. Continuous improvement of management is to ensure that every employee is doing right. Speed, innovation and SBU Since 2002, Haier’s development theme has been Speed, Innovation and SBU. Speed helps create customer resource. In other words, Haier wants to be the early bird catching the worm. Innovation is to help customers create value provided customer resource is ensured.

If every employee becomes a SBU, loyalty of customers will be achieved. Speed Why speed? The fantastic efficiency of the Internet makes us believe that slow players will sure fail. Those who have no relation with the Internet will be washed out. Those using the Internet in business practice but having weak competitiveness will also be eliminated from the competition in the marketplace. Speed plays a significant role in order acquisition, fulfillment and follow-up service. Aim of fast speed Fast speed is aimed at realizing zero stock, zero distance and zero operating capital. Innovation Why innovation? In current depressed market, fast speed is gained by innovative thinking and spirit.

The obtained market shares cannot be continued if no innovation is pursued. During the innovation process, innovation should be combined with speed. The decentralized organizing structure is aimed to get the enterprise involved in the market practice. The entire process of management and production are concentrated upon satisfying the needs of both market and innovation. How to help customers create value by innovation In current network age, value of customers is realized by two methods, ie. customization and globalization. In the current market where supply exceeds demand, buyers have more options. Only those who satisfy their individual demands will be chosen by the buyers.

Aim of innovation: acquisition of valuable orders under the following conditions: Essence of innovation Approach of innovation: innovative simulation and introduction. SBU What’s SBU? SBU is an abbreviation of Strategic Business Unit If not only every division, but also every employee is a SBU, Haier’s business strategy will be carried out and shouldered by all employees. At the same time, the innovation of every employee will ensure that Haier’s strategy is successfully implemented. Why SBU? SBU is a carrier of efficient and innovative performance. Those who do not pursue fast speed and innovation are not SBUs. Managers have to fulfill business assignment.

If subordinates are not SBUs, the enterprise cannot satisfy individual customer needs. In other words, what SBU demonstrates is fast speed innovation. With this philosophy, Haier’s objective of fast speed innovative production is quantified for every employee. As a result, every employee will have to carry out technical innovation for production or management efficiency improvement for customer need satisfaction. Haier’s One-Stop service and B-to-E process is in operation to optimize customization production. How to become SBU? Four essential requirements are market objective, purchase order, sales achievements and market reward. These are goals of the company to achieve and break down for every employee.

Market objective: competitive power with fast speed creating customer resources Purchase order: acquiring valuable purchase orders with innovative technology to achieve market objective. Sales achievements: quantitative data on customer satisfaction gained by order fulfillment and displayed by the company information system Market reward: pay allocated from additional income created by marketing performance and used as incentive for employee enthusiasm in better performance Function of SBU What does SBU mean to the company, employees and customers? To employees, SBU means innovation, and employees will demonstrate their values by helping customers create values.

To the company, SBU means corporate competence, which cannot be copied by competitors if every employee becomes a SBU. To customers, SBU means a network age and loyalty to the manufacturer and its brand. If every employee carries out innovation, customer demands can always be satisfied. Features of SBU Feature 1: Only marketing target and position, not senior management or subordinate, considered in business practice. Feature 2: Only market changes, not time to start nor place to finish, focused upon for innovation. Feature 3: Only competitive end market could we are encouraged by to energetically and efficiently realize our ambitious goal. Go abroad; go localized, go up to a higher level – globalized Haier. First difficult, than easy

Build name brand in developed markets and then expand the business into developing markets with little resistance. Without domestic market, business is rootless, without international market, business is weak Without domestic market, business is rootless, without international market, business is weak. If a business is uncompetitive in the domestic market, it is impossible make its way into the international market. However, if a business is successful only in the domestic market, the superiority won’t last long. Haier has experienced a tough time when starting to go abroad. Some asked the question what is the point to seek for a bone abroad when there was easy meat in China.

The truth is when all are fighting over the same piece of meat, there will be nothing left but the bone in no time. A business like Haier should actively take part in the global competition. Three 1/3s 1/3 made and sold at home 1/3 made at home and sold abroad 1/3 made and sold abroad Three-in-one localization Three-in-one localization: Haier has its technical development centers, manufacture bases and trading companies set up overseas to enable localized operations with respect to design, manufacture and marketing, among which are Haier America, Haier Europe, Haier Middle East, Haier Southeast Asia, and more. Case study Acquisition of Italian refrigerator plant June 19, 2001.

The signing ceremony of Haier acquiring an Italian refrigerator plant was held in the central building of Qingdao Group. The acquisition marked the successful three-in-one localization (localized design, manufacture and marketing) in Europe after the United Sates. The Italian plant was located in a geographically convenient area together with many plants from famous manufacturers like Whirlpool, CANDY, Zanussi, etc. The project would bring Haier “three windows” and “two radiation effects”, i. e. windows of information, technology and purchase and marketing radiation from Italy to the rest of Europe and product radiation from refrigerator to the rest of product mix.

The transnational acquisition provided Haier a white goods production base in Europe as well as access to local manufacturer association and local information, paving the way for integrating of funds, intelligence and cultures and building a world-class brand. Haier believes that internationalization is supported by three-in-one localization of design, manufacture and marketing. The key to internationalization is making use of local funds and human resources. Integration and creation Integrate funds, intelligence and cultures to create a world-class brand. Three internationalization steps Internationalization of management system – to build up employee loyalty

Internationalization of service – to build up customer loyalty Internationalization of brand – to build up international competence Five globalization strategies Globalization of design In order to maintain the competitive edge in the international market, Haier has set up 18 design centers worldwide to consolidate resources from developed countries. Globalization of manufacture Haier has set up 10 industrial parks worldwide and 22 plants overseas, making Haier a global manufacturer and enabling prompt action to satisfy local user needs for quality Haier products which in turn greatly provides great support for Haier to achieve its goal of world-class brand. Globalization of marketing

Haier has 5,000 overseas retail outlets and over 10,000 service centers all over the world. The principle of interaction, development and innovation has been uphold in the course of globalization, e. g. , the best practice of Haier America is shared with Haier Europe, and the successful marketing of Haier Europe is introduced to Haier Middle East, opening up a vigorous prospect of global marketing. Globalization of purchase Public bidding and online purchase are carried out via Internet. A strategic partnership has been established with best global suppliers, who also participate in the front-end design of Haier products. Globalization of capital operation

By virtue of its experience in manufacture industry, Haier has made its way into finance industry Up to now; Haier has invested in Qingdao Commerce Bank and Chang Jiang Securities and is also running an insurance agency, a life insurance joint venture and a finance firm. By taking 50% shares of Haier Electronics Group, a company listed in Hong Kong, Haier has laid a solid foundation for its further movement to the international capital market. Co-optition Co-optition is the strategic trend of corporate globalization in the 21st century. It is based on competency complementation which is enabled through exchange of resources and aimed at win-win cooperation. On January 8, 2002, Haier announced the co-optition with Sanyo Japan.

Later on February 20, 2002, Haier announced the co-optition with Sampo Taiwan Go abroad; go localized, go up to Haier level Go abroad: go to mainstream markets in mainstream regions; Go localized: be admitted into mainstream channels selling mainstream products; Go up to a higher level: be a mainstream brand Haier in Pakistan Haier is now widely recognized in the world. From the latest statistics of Euro-monitor, Haier was placed fifth for the global white goods manufacturers with the largest world market share for refrigerators. In the list of the most respected companies in Asia and Pacific Region published by the Far Eastern Economic Review issue December 26, 2002, Haier was placed first.

Haier’s production and management system restructuring has enabled Haier to diversify internal and external resources. At pre0sent, Haier has put its worldwide logistics, distribution and manufacturing facilities into efficient operation for customer demand satisfaction. Haier’s goal is to obtain worldwide recognition and to become one of Fortune Global 500. |[pic] | |”Haier objective: Before selection of products you have many choices in the | | | |market but Haier is the name of trust confidence in the world”. | |Chief Executive | | | |Mr.

Shah Faisal | | | |[pic] | |“We would like to work fast”. Haier is not only competing strictly on price but by | | | |winning market shares through user friendly design, innovative features and top | | | |service for a wide range of appliances and consumer electronics. | |Country Manager | | | |Mr. Faraz Fiaz | | | Haier Pakistan is the Pakistan Sales & Marketing division of the international Haier Group, a globally recognized manufacturer of world-class electrical home appliances.

The joint venture between Ruba General Trading Company and Haier Group of China has brought Haier to Pakistan with an initial investment of about US$35 million and a commitment to provide world-class innovative products based on uncompromising quality to the Pakistani consumer. The plant spreads over a vast area of 63 acres with a covered area of 0. 6 million square feet including a workers’ colony on Raiwind Road, Lahore. The project is expected to produce 0. 9 million pieces of household appliances per year with plans to export to the Middle East and all over Asia. In the first year of its operations, Haier will generate employment opportunities to 600 individuals with potential to grow up to 1200 within the next 5 years. Furthermore, Haier will supplement income of 1000 to 1500 families providing indirect earning and employment possibilities.

The roster of products to be launched immediately in Pakistan includes Refrigerators, Air-Conditioners (Window & Split), Deep Freezers and Washing Machines, Microwave Ovens and Small Appliances with Dishwashers, Vacuum Cleaners, Television Sets and Mobile Phones to follow shortly. Haier Pakistan has entered the local market with a commitment to help its consumers reap the benefits of modern lifestyle and to provide them world-class innovative products, unmatched nationwide customer support, a vast dealer network and a steadfast after- sales-service throughout the country. (“About Haier”) Evaluation of HR Department As discussed in introductory portion of this project, we have divided evaluation task in different functions.

The division is as following • HR Department • HR Planning • Analysis and Design of Work • Recruitment and Selection • Training and Development • Performance Evaluation • Compensation and Benefits and Safety To get information about all above, we had to interview someone. For this, we got honor to meet Mr. Mohammad Asim Amjad, the HR administrator at Haier HR Department. We asked different questions about each of above functions from Mr. Asim. We recorded that interview, and also got important notes on spot. HR Department What is the structure of your HR Department? On the top of HR department is a General Manager Human Resource followed by a Senior HR manager.

Then after it, there is an HR Administrator. Below, the HR administrator, there are HR executives for Recruitment and selection, training and development, Performance appraisals, and compliance. There are also HR officers for Recruitment and selection, training and development, Performance appraisals, and compliance, which work under relevant HR executives. There is also an HR assistant, which only assists Manager Human Resource. On administration sides, after them, there are Labor Officers, and then there are two administration officers, which are followed by a whole team. One administration officer deals with construction, plant, etc, while other deals with Govt. agencies etc.

How many people are working in your organization, how many of them are permanent or otherwise, how many of them are on managerial positions and how many are otherwise? There are Approximately 1200-1700 staff in total. There are 100-1500 workers and 200 managerial staff. The amounts of workers vary according to season and currently it is not season, so we are having only 1000 workers. In the HR Department, there are approximately 10 people required, but they still do not have complete ten and are still recruiting for other. There are more than 100 people in administration staff. The HR Department is merged with Administration department at Haier. We are also planning to install a new production unit, and we need approximately 100 more workers for this.

What is your and other HR staff’s qualification? I have personally done MBA in Human Resource Management. Our Senior HR Manager is also as MBA in Human Resource Management. Some of our other HR officers are also MBA, while some of them are BBA, or Simple graduates. Our General HR Manager, who also looks after Finance matters, does not possess any formal degree in Human Resource Management. He is doing it by his experience. To Whom your HR Department Reports to? And how other people contact your HR Department? Our HR Department is headed by Finance Manager, and he only reports to CEO. So, Our HR Department Reports to CEO of the company. We have divided contact system according to function.

It means, if an employee has some problem regarding performance appraisal, he will contact the relevant HR professional. Now, it is not true that is a professional is not on seat, the work will not be done. Another HR officer will have to accommodate according to the situation and will have to do the desired work. Are your Policies properly recorder/written? And do you properly communicate these policies to other departments? If yes, then how? Yes we do have properly written and documented HR policies in our Department. We give proper code to every policy, and its effectiveness date is also mentioned. (Annex 2. 1). Also, we properly communicate these policies to other department. We also have a document regarding this communication.

In that document we have mentioned, that which personnel of a department is going to receive a copy of the policy. By this, we make sure that only relevant personnel are given the policy and it is properly communicated to all departments. (Annex 2. 2) Limitations and suggestions: • First of all, we have a problem with current HR structure. The General Manager of Human Resource Department is also looking after Finance Department. HR is a vast function and separate personnel should be there to look after its functions. Also General Manager HR does not possess any formal degree in HRM. So first of all, there should be separate heads for both HR and Finance Departments. Secondly, there should be a General Manager HR, who should be formally trained in HRM. At Haier, Administration Department is merged with Human Resource Department. They are doing it to reduce their costs. But HR functions are so wide that they should be separated from administration functions, and so is the case with administration functions. HR Department should be separate from Administration Department. • There are less than enough HR professionals in the Department. They still need some more professionals to divide work. As long as we know, the person we interviewed, has also resigned. So they should do something to keep their quality HR professionals intact and should try to hire new ones as required. HR Planning Do you believe in planning? Yes of course, Planning

Harmful Threats to the Human Body There are a lot of bacteria that are good for human bodies, but there are also a lot of bacteria that’s very harmful to the human body. Bad bacteria can affect people from swimming in lakes and ponds. “Many of the world’s best-known disease outbreaks have been transmitted by water-borne bacterium. ” Lakes and ponds are just un-treated drinking water. They have a lot of microorganisms in it that you cannot see. There are many ways to be contaminated by bacteria; you can swallow it, breathe it in, or they can get in an open wound.

Being contaminated can cause skin infections, ear infections, eye infections, diarrhea, and respiratory infections. Langerhans cells and macrophages defend against microbes. Anyone can be infected by bacteria and there doesn’t have to be a lot of it in order to be infected. Vibrio cholera is a bacterium that causes cholera outbreaks around the world. Cholera isn’t common in the U. S. anymore but you should be careful when visiting out of state. Another bacterium found around the world is E. coli O157:H7. It produces a bloody diarrhea.

It’s also a part of food contamination. It doesn’t take many organisms to get infected by this. Children and elderly are at high risk of severe illnesses. E. coli O157:H7 is even found in swimming pools. Leptospirosis is commonly transmitted by water contaminated by animal urine or soil that comes in contact with open wounds. It can either be barely noticeable or it can cause severe muscle pain. There are many different kinds of bacteria that can have a bad effect on the human body, especially in lake waters.

A lot of people think that there is no way for your body to overheat, because of sweat. They think that sweating cools your body down so that it is impossible to overheat. That is wrong. If you get too hot too fast, your body cannot work fast enough to cool down. And if your body doesn’t eventually get cooler you can have a heat stroke or die. Lipid secretions also prevent dehydration. Symptoms of overheating are hard to breath, heart beats faster, you get dizzy, throwing up, and extreme dehydration.

To keep from overheating you should drink lots of water and try to relax. When getting a sunburn your killing skin cells. After getting sunburn your skin tends to become red, sensitive to touch, and even warm. The outer layer of skin on your body is called the epidermis. Epidermis cells are the ones you can touch and see, they are also dead cells. The cells underneath that are living. They produce new dead cells to replenish your skin. The sun gives off ultraviolet light. Ultraviolet light is what kills the living cells.

Nerve endings and receptors function to cause covering skin to prevent further sunburn. Sebum is lubrication of skin and hair. When your body senses dead cells your immune system starts working to heal your body. It increases blood flow in the affected areas, opening up capillary walls so that white blood cells can come in and remove the damaged cells. The increased blood flow makes your skin warm and red. The nerve endings for pain begin sending signals to your brain. Damaged cells release chemicals that activate pain receptors. This is why sunburned skin is so sensitive.

There are ways to prevent sunburn without having to stay inside. Use a sunscreen, which blocks ultraviolet light, or pace yourself so you get a tan first. When you get a tan, your body essentially creates its own sunscreen using special pigment cells in the epidermis. Deep cuts can become infected easily if it is not taken care of properly. Signs of infection are; redness or discoloration, swelling, warmth, pain, tenderness, scaling, itching, and pulse drainage. The skin may harden or tighten in the area and red streaks may radiate from the wound.

Wound infections may also cause fevers, especially when they spread to the blood. While in the water and you happen to cut your foot; immediately lift up your foot to prevent a deeper cut. “Eccrine glands open by a duct directly onto the skin surface. When internal temperature rises, the eccrine glands secrete water to the skin surface, where heat is removed by evaporation. ” There are many types of protective swim wear you can purchase to prevent organisms and chemicals from getting to your skin.