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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"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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"Employees are the main asset of Thumbprints, where highly motivated and productive employees are those who receive good treatment from their employers. The welfare of employees is paramount at Thumbprints. To ensure that the company continues to grow and at the same time employees receive rewards commensurate with their contributions, Thumbprints began implementing PLWS around 2009. We have set strategic goals through ensuring a win-win situation between employers and employees. The implementation of PLWS has enabled the company to achieve its strategic goal of 5% increase in sales and 7% increase in profitability. At the same time, employee minimum annual gross income has reached RM24,000 in 2020, and is expected to increase to RM30,000 by 2023. This is one of our proudest achievements where employee productivity increased to 65% and the absenteeism rate was also able to be reduced to 15%. I believe that Thumbprints will remain competitive in the future, thanks to the support and contributions of all our productive employees.” - Mr. Tam Wah Fiong, Chairman, Thumbprints Utd Sdn. Bhd.

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