Glanbia Company Management and Organisation Structure

Glanbia Company Management and Organisation Structure The author has been asked to write this report on behalf of Kilkenny and Carlow education and training centre. The author has used secondary sources throughout this report. This report is in three sections the first section gives a brief history of Glanbia its legal form its current size and location around the world, and the products it produces. The second section describes the administration functions of an office and describes three pieces of equipment used to carry these functions. The third section gives a brief overview of three pieces of employment legislation. Glanbia meaning pure food in Irish has its roots in the Irish co-operative movement. In the 1960s many small co-operatives joined together, realising the benefits of increase scale and having greater diversification. Waterford Co-op Society was formed in 1964 with Avonmore Creameries formed two years later in 1966. With the introduction of European milk quotas in 1984 growth in domestic opportunities were restricted. Waterford Co-op Society and Avonmore Creameries both recognised that to expand they would have to look outside Ireland and the best way to fund this expansion was through a stock market flotation. Both were floated on the Irish Stock Exchange in 1988. With the capital raised leading to business expansion outside of Ireland. A number of small cheese plants in the USA being the basis of Glanbia marketing leading US Cheese business today. On 4 September 1997, Avonmore Foods plc and Waterford Foods plc merged to form Avonmore Waterford Group (AWG) plc. The combined entity wa s the fourth biggest dairy processor in Europe and the fourth biggest cheese producer in the world. In 1999, the business was rebranded and the name changed to Glanbia plc. Organisation and Legal Form   Ã‚   Glanbia is a private sector business enterprise, being floated on the Irish Stock Exchange on 4 September 1997. It was known then as Avonmore Waterford Group (AWG) plc and being renamed Glanbia plc in 1999. Size and Location Glanbia registered office is located in Glanbia House Kilkenny; it employs over 6,000 people across 32 countries and their products are sold or distributed in over 130 countries with an annual turnover of à ¢Ã¢â‚¬Å¡Ã‚ ¬3.6 billion. Their major production facilities are located in Ireland, the US, the UK, Germany and China. They have four segments; Glanbia Performance Nutrition, Global Ingredients, Dairy Ireland and Joint Ventures Associates. Their shares are listed on the Irish and London Stock Exchanges (symbol: GLB). Products Glanbia has a wide range of nutrition sports brands, Glanbia Performance Nutrition (GPN) is the number one global performance nutrition brand portfolio comprising Optimum Nutrition, BSN, Isopure, thinkThin, Nutramino, ABB and trusource, each with its own brand essence. It has also a wide range of dairy brands Dairy Ireland is comprised of two businesses. Consumer Products is the leading supplier of branded consumer dairy products to the Irish market and long-life products for export. Agribusiness supplies inputs to the Irish agriculture sector and is the leading purchaser and processor of grain and the leading manufacturer of branded animal feed in Ireland. Audit Committee The Audit Committee is responsible for assessing the Companys financial arrangements, as well as reviewing the design and implementation of internal control and risk management. It also agrees the approach and scope of the internal and external audit and keeps under review the objectivity and independence of external auditors. Two main functions of the Audit committee is the review of financial statements and external auditors, which involves monitoring the integrity of financial reports and assessing the efficiency of the internal and external audit process. The second main function would be the reviewing and implementing the companys risk management systems. Mainly assessing the principal risks that would threaten the companys business model, future performance, solvency and liquidity. Nomination and Governance Committee The Nomination and Governance Committee is responsible for hiring individuals with the knowledge, experience and management skills needed to expand the business and deliver its strategic objectives. Two main functions of the Nomination and Governance Committee are recommending new appointments to the board of directors. The second would be the forward planning in the succession to the board. Remuneration Committee The remuneration committee has responsibility for putting in place a remuneration strategy, that is designed to meet the companys strategic business ambitions and that attracts new talent and delivers long term sustainable shareholder value. Two main functions of the remuneration committee, one is to review the executive salaries and benefits. The second would be to seek approval the annual incentive targets. Group Management Committee The group management committee is responsible for delivering the companys annual business plan and strategic priorities. Two main functions To research and analyse the potential markets for products to be sold. To develop the growth of the company business, through strategic investments, and also with strategic acquisition or alliance with other complementary businesses. Group finance director The finance director has the responsibilities, for managing the department financial strategy ensuring the company delivers on key financial goals. To achieve these goals involves assessing both external and organic investment opportunities, cash conversion through improved working capital management and moderate business sustaining capital expenditure. Leveraging the companys activities in order to improve cost structures utilising shared services, procurement, IT and maintaining the capital structure with an implicit investment grade credit profile. Group HR and Corporate Affairs Director Is responsible for man power planning, addressing any issues raised by employees, reviews HR operating model to ensure it is meeting the strategic goal of acquiring the talent needed to maintain companys goals. Making sure there is a comprehensive succession and people talent review of senior leadership. Developing a comprehensive Code of Conduct to support commitments to ethical business practice, The administrative function involves the collecting; storing and processing of data. The collecting of data involves many things such as reports, minutes of meeting, enquires, quotations, prices lists, invoices to name a few. Storing of data depends on the nature of the data; the law requires the storing of data in a specific manner and a specified period of time especially the keeping of accounts for tax purposes. Data can be stored on computers or hard copies in a filing cabinet. Processing of data can involve converting the data into more manageable chunks of information such as charts, spreadsheets or PowerPoint presentations. Which are used, for the benefit of better understanding of the information in order to make important decisions within an organisation. Equipment Computer -nearly all employees in an office have a desktop computer these days. Software such as Microsoft word and Excel can be used for many office tasks such as storing and processing of information, and email is used for communication within the office and outside communications. Fax machine used for sending documents, diagrams and pictures. Linked to the telephone line it is a quick and easy way of communicating. You can send and receive documents with a push of a button. The advantage is that it takes a physical document and transmits it in physical form to the receiver, it is a scanner, modem and printer all in one. Photocopier every office has a photocopier for the purpose of copying and printing of documents. Modern photocopiers can resize documents and scan documents. They can connect wirelessly; they can have multiply functions like fax. You can produce anything from A4 and A5 stapled, saddle-stitched booklets to hole-punched, stapled 50-sheet presentations. Some copiers can print documents on a mixture of paper formats, such as heavier stock for covers and dividing sheets, or coloured paper for specific sections. A photocopier can create lots of copies in a short space of time. Workplace Legislation    Safety, Health and Welfare at Work Act 2005 The key aim of this act is to place broad obligations on employers, employees and the self- employed in relation to safety, health, and welfare matters in all areas of the work place. With the emphasis being on preventing workplace accidents and ill health from occurring by focusing on workplace hazards and putting appropriate precautions in place. Employers are obliged to provide a safe place of work by putting in place safe systems of work, the appropriate training, supervision, appropriate clothing and equipment, emergency plans and welfare arrangements. Employers are required to prevent any inappropriate behaviour that may put the safety, health and welfare of their employees in jeopardy. Employees are obliged to have reasonable care for the safety of others, by making sure that equipment supplied for their safety are used properly, and all machinery, tools are used correctly. They have a required duty not to be under the influence of drink or drugs in the workplace. They are also required to undergo reasonable medical or other assessment if requested by their employer. Employment Equality Acts 1998 2008 The key aim of these acts is to prohibit discriminatory practices in the workplace environment. They prohibit both direct and indirect discrimination. The employer has to give equal access to employment, conditions of employment, training and promotion, and like pay for equal work. Direct discrimination is defined as treating one person in a less favourable way than another person has been or would be treated because of their gender, marital status, family status, sexual orientation, religious belief, age, disability, race and membership of the traveller community. These acts also create the Equality Authority which works towards the elimination of discrimination in employment, promotes equality of opportunity in matters the legislation applies to and supplies information to employers, service providers, individuals, trade unions and the legal profession in relation to the Equality Acts. Protection of Young Persons (Employment) Act 1996 The key aim of this act is to protect workers under eighteen, it sets the minimum age for entry into employment and limits the working hours and provides rest periods and prohibits night work. An employer is required to obtain a birth certificate if employing anyone under the age of eighteen and get written permission from parent or guardian before employing anyone under the age of sixteen. An employer must also keep a record of workers under the age of eighteen. Glanbia is a very organised and efficiently run company with an annual turnover of à ¢Ã¢â‚¬Å¡Ã‚ ¬3 billion. References (n.d.). Retrieved Feburary 2017, from www.vikingdirect.ie. (n.d.). 2015_Annual_Report. Glanbia. About us. (n.d.). Retrieved February 2017, from Glanbia.com. (n.d.). Glanbia_AR2014. Keenan, à . (n.d.). Essentials of Irish Business Law. Gill and Macmillan. Our Heritage. (n.d.). Retrieved from Glanbia.com.

HR Management Essay

Innovation is identified as one of the viable ways of ensuring a sustainable competitive advantage for organisations in the modern highly competitive global market economy. Innovative practices in an organisation are solely dependent on the skills, qualifications and objective commitment of the company workforce towards the underlying goals of the organisation (Korman & Kraut, 1999, p. 31). This dictates for the recruitment, training and retention of the best and reliable employees in any organisation. Still, another important practice for ensuring innovative strategic practices in organisation is by ensuring the implementation of an effective employee engagement policy (Tyson, 2006, p. 41). Such serve to promote the commitment and thus the productive ability of the employees to the firm. Therefore, since human resource management services the purpose of recruiting, training, and retaining as well as motivating employees, it has a key role to play in developing innovative strategic practices in order to contribute to organisational performance in today’s rapidly changing economy. This essay will identify some ways in which human resource management can engage in enhancing innovative practices in the company. In order to ensure the sustainable realisation of innovative strategies in an organisation, human resource management should engage in recruiting skilled and qualified workforce for the organisation (Jackson & Schuller 1996, p. 51). It has been sufficient established that new employees bring with them new ideas into the organisation. Therefore, as an important role by the human resource department to conduct employee recruitment, it should ensure a free and fair recruitment process that is based on qualification and individual personality compatibility to the set corporate ethical conduct of conduct in the company. Another important practice by the human resource management department is to engage in effective employee training programmes which are reflective of the underlying competitive needs of the organisation (Storey & Sisson 2000, p. 8). Marketplace demands are evidently changing constantly just as technologies and innovative products are flooding the market. All these are creating new loopholes for stiff competition in the market economy. Due to this reason, human resource management is charged with the responsibility of ensuring that employees in the various company departments are equipped with the knowledge necessary to act more competitively against those of other competing organisations (Ulrich, Husel id, & Becker 2001, p. 73). Due to the importance of engaging employees in training programs based on informed decisions, which are reflective of the market demand, human resource management should be on the forefront in studying, qualifying, and quantifying the constant swings in the market trend (Tyson 2006, p. 38). This makes an effective human resource management practice more than just striving to ensure a productive workforce for the organisation. Another important aspect for the realisation of effective employee training is devoted involvement of the human resource in influencing the decision making process in the organisation (Carroll, Gupta, & Martell, 1996, p. 3). This aids in persuading the company management in appreciating the need and thus factoring enough company resources for executing employee training programs. Still, it has been evidently claimed that the human resource management should endeavour in identifying skills and talents among the various employees of the organisation (Carroll, Gupt a, & Martell 1996, p. 21). Just to be appreciated here is the fact that not all qualified members of the workforce have the reliable innovative and leadership skills required for sustaining the competitive advantage of the organisation in the marketplace. Therefore, training programmes in the organisation should only be prioritised for the highly talented workforce. Retention of employees is another important human resource management practice for promoting sustainable innovative strategic practices in an organisation (Korman, & Kraut 1999, p 46). The loss of reliable employees in an organisation is found to impact negatively on the sustainable competitive advantage of the organisation. This is closely attributed to two reasons. First is the high costs incurred by the organisation in nurturing their skills. The second reason is the fact that the company risks loosing its business secrets to their competitors (Korman, & Kraut 1999, p. 49). It is due to this reason why employee engagement remains an important function of human resource management as it enhances employee fulfilment and thus retention. To realise constant innovative practices in the organisation, human resource managers should be more of leaders than managers. By so doing they motivate and inspire the workforce to engage in innovative activities as well as providing suggestions on possible solutions to challenges affecting the organisation (Storey & Sisson, 2000). Another important practice for human resource management is ensuring effective organisational succession practices. This is crucial in ensuring sustainable continuation of the innovative strategic practices in the organisation, a factor that helps in realising and sustaining a competitive business advantage for the organisation in the marketplace. In conclusion, human resource management is the most important function for realising a practical long term innovative strategic practices in a company. The HR is responsible for recruiting, nurturing, and retaining skilled and talented workforce for the organisation (Storey & Sisson, 2000). To achieve this, human resource management should engage in conducting recruitments and employee training programmes based on the competitive market demands of the time. On the question of employee retention, human resource managers should act like employee leaders to inspire innovation while enhancing openness among employees to identify and resolve any eminent problems. This enhances employee commitment in executing company objectives.

The Impact in Your Life

* Please describe the impact your adversities have had on your life. When my sisters and I first came to the United States I had trouble understanding American English. Though we had been taught English in our school in the camp we were not prepared to learn in a completely English environment in a completely new culture. The transition was quite a challenge for us, not to mention starting well into the second half of the school year, but we pressed through and managed to get good grades.Everything has been completely new for me and my family and although we have received help, life here has been full of its own challenges. I sometimes become depressed when I am stuck at home do nothing. This new world has been especially challenging and complicated for my parents because they don’t understand or know how to speak English. They are learning, however, by taking classes. Currently, they are learning how to say all the food names in English.Another trial for us right now is the f act that my parents don’t work because they don’t know how to speak English and so it has been nearly impossible for them to find jobs and so support our family. When I think about all our challenges, new and old, I usually became frustrated and depressed even though I can understand and speak English well, but when I think about my parents and the fact that they don’t even understand what everyone else here is saying, I wonder how they must feel.Sometimes I listen to the conversation between my mom and dad about being very depressed and worried. Being a daughter I try to make them feel better by serving as an interpreter for them so that can function wherever they want to go. We also try to take them to meet other people who are also from Nepal so that they can share their feelings and try to find relief in this new country. *

Example of Bootstrapping in Statistics

Bootstrapping is a powerful statistical technique. It is especially useful when the sample size that we are working with is small. Under usual circumstances, sample sizes of less than 40 cannot be dealt with by assuming a normal distribution or a t distribution. Bootstrap techniques work quite well with samples that have less than 40 elements. The reason for this is that bootstrapping involves resampling. These kinds of techniques assume nothing about the distribution of our data. Bootstrapping has become more popular as computing resources have become more readily available. This is because in order for bootstrapping to be practical a computer must be used. We will see how this works in the following example of bootstrapping. Example We begin with a statistical sample from a population that we know nothing about. Our goal will be a 90% confidence interval about the mean of the sample. Although other statistical techniques used to determine confidence intervals assume that we know the mean or standard deviation of our population, bootstrapping does not require anything other than the sample. For purposes of our example, we will assume that the sample is 1, 2, 4, 4, 10. Bootstrap Sample We now resample with replacement from our sample to form what are known as bootstrap samples. Each bootstrap sample will have a size of five, just like our original sample. Since we are randomly selecting and then are replacing each value, the bootstrap samples may be different from the original sample and from each other. For examples that we would run into in the real world, we would do this resampling hundreds if not thousands of times. In what follows below, we will see an example of 20 bootstrap samples: 2, 1, 10, 4, 24, 10, 10, 2, 41, 4, 1, 4, 44, 1, 1, 4, 104, 4, 1, 4, 24, 10, 10, 10, 42, 4, 4, 2, 12, 4, 1, 10, 41, 10, 2, 10, 104, 1, 10, 1, 104, 4, 4, 4, 11, 2, 4, 4, 24, 4, 10, 10, 24, 2, 1, 4, 44, 4, 4, 4, 44, 2, 4, 1, 14, 4, 4, 2, 410, 4, 1, 4, 44, 2, 1, 1, 210, 2, 2, 1, 1 Mean Since we are using bootstrapping to calculate a confidence interval for the population mean, we now calculate the means of each of our bootstrap samples. These means, arranged in ascending order are: 2, 2.4, 2.6, 2.6, 2.8, 3, 3, 3.2, 3.4, 3.6, 3.8, 4, 4, 4.2, 4.6, 5.2, 6, 6, 6.6, 7.6. Confidence Interval We now obtain from our list of bootstrap sample means a confidence interval. Since we want a 90% confidence interval, we use the 95th and 5th percentiles as the endpoints of the intervals. The reason for this is that we split 100% - 90% 10% in half so that we will have the middle 90% of all of the bootstrap sample means. For our example above we have a confidence interval of 2.4 to 6.6.