"Shamawar Elektrika had started in manufacturing products thats related to power and telecommunication industries consist of various line. As years past, we contin-ue to grow and moving towards fully automatic machine. Consist of various line. We manufactured medium voltage connectors, Isolators, overhead accessories, photocell, photoelectric control unit and more to serve the industrial needs and requirement. We Strengthen up our research and development on latest products to serve the expectation and future industry’s needs. We produce products up to customer standard, excellent quYean Chinty and reliability in a lean environment."

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The staff is its own manager,” is what Rania practices as a company based on the ma-trix organisation as opposed to a pyramid organization. This meant Rania does not have HR, Sales, or even Marketing Department in the company which only encourages the staff to take the initiative to be the salesperson to promote the wide range of the company’s services such as data management and IT services. The management and decision-making on the company’s operations will be managed by the staff itself. The highest level of organization will only go up to COO level. The reason why this matrix is implemented is to create the feeling of belonging from staff within the company. By giving a degree of control to staff on project initiations and oper-ations it will create a spirit of effective teamwork especially in delivering a project.

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Continuous improvements within a company’s existing system can help promote a healthy work culture and increased productivity. This is K Foil Insulation (Malaysia) Sdn. Bhd.’s (KFOIL) motto when it comes to its initiative in making the company more efficient. KFOIL primarily manufactures industrial-grade reflective insulation material, which pro-vides various energy-saving benefits for both industries and households.

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"The success in implementing PLWS in Denso has enabled us to improve the quality of production and therefore successfully export 70% of our production overseas. Two elements in PLWS, namely the dual focus on ‘Productivity’ and ‘Contributions & Others’, have been developed comprehensively and in the end enabled an increase in productivity by 6% every year. Through the element of productivity, annual increments are given based on a comprehensive evaluation covering various aspects. Meanwhile the maximum annual bonus of up to 4.7 months is something that makes our Associates motivated to continue to contribute to the sustainability of this business. Not only that, Denso can also save costs of up to RM5 million a year through the involvement of Associates in ICC and SS activities. This is the well-touted win-win situation that will be felt by organisations that implement PLWS." - Mr. Hideki Ito, Managing Director, Denso (Malaysia) Sdn Bhd

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"PLWS is a significant approach in line with the vision and mission of indkom which focuses on producing high quality products to penetrate the international market. t is developed according to the needs of the organisation to ensure increased employee productivity through wealth sharing based on the performance of employees from various departments. Although each department has different indicators according to the output produced, at the end each employee gets bonuses and various incentives that are distributed fairly. The implementation of PLWS in Indkom started in 2019 and until now Indkom continues to use this approach which is very flexible and can be improved according to the current situation." - Tn. Hj Mohsin bin Shih Marai, Group Executive Chairman, Indkom Engineering Sdn Bhd

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