Solution to Improve Human Resource Policy of Cargo Service Joint Stock Company

CHAPTER 3: SOLUTIONS TO IMPROVE HUMAN RESOURCE REWARDS POLICY OF CARGO SERVICE JOINT STOCK COMPANY

VIETNAM AIRLINES

3.1. Development orientation of Vietnam Air Cargo Services Joint Stock Company

At Vietnam Air Cargo Services Joint Stock Company, with the orientation of sustainable development, the Company always understands that the success of the enterprise must be associated with the happiness of people and the prosperity of society. Therefore, all activities of the Company are aimed at contributing long-term value to the community and living environment, for the sustainable development of the enterprise and society.

The company always defines its vision: To become a company that serves air cargo according to quality standards as committed to customers, in accordance with the standards and development of the aviation industry.

The main objectives of the company: The company constantly innovates, focuses on improving service quality according to the standards committed to customers; completes facilities and warehouses; develops new types of services based on the Company's core service provision capacity; develops a team of qualified and competent staff to bring added value and optimal convenience to customers, ensures the rights of employees and increases value for shareholders.

The company continues to seek opportunities to expand the market, ensure long-term stability; synchronously implement management solutions, ensure effective production and business operations, improve competitiveness, cooperate in joint ventures with partners in the goods service chain to improve and optimize service capacity; expand investment in developing goods service at

Northern regional airports to exploit new types of value-added services.

In compliance with the Company's development orientation, the Company has continuously strived to develop and achieved remarkable results since its establishment. Specific orientations include:

+ Human resources are valuable and key resources. Build human resources capable of meeting the development process of providing air cargo services. The Company implements a long-term human resource policy through training programs and reasonable job assignments, in order to create the best environment for human resources to develop along with the development process of the Company. Focus on developing internal human resources and successors, and at the same time recruit additional human resources from outside who are capable of participating in training courses.

+ Improve human resource quality: focus on doing human resource work actively, seriously and effectively. Thereby, screening, training, coaching existing human resources and supplementing external human resources selectively and appropriately to meet the Company's goals. At the same time, build a human resource policy of the Company with unique and superior characteristics to adapt to the new era.

+ Human resource management has specific and superior characteristics to meet the requirements of development policies according to production, business and industry sectors to always have a core workforce, committed and loyal to the Company and selectively supplement necessary personnel to ensure the spirit of "disciplined people, disciplined culture" in the Company.

+ Improve business efficiency: find more new customers, access large air cargo markets such as Europe, the Middle East, build service prices as well as appropriate business policies to attract more customers.

+ Improve the quality of professional sales consulting services to increase the efficiency of the Company's business operations. Standardize product training and coaching, continue to train to improve communication skills, professional sales consulting for the sales team, goods service staff, cashiers, etc.

3.2. The perspective of perfection and objectives of the human resource treatment policy of Vietnam Air Cargo Services Joint Stock Company

3.2.1. Perspectives on perfecting the Company's human resource treatment policy

The Company always cares about and implements well the welfare policy for employees; insurance regimes, periodic health check-ups, festival visits, vacations, allowances, etc. are implemented in accordance with regulations. In addition to salaries and allowances paid periodically every month, the Company regularly applies emulation and reward policies for individuals and groups that have completed their tasks well, have innovative initiatives, and make positive contributions to the Company. In 2019, the Company implemented a salary reform policy, increased income for employees, contributing to encouraging employees to increase labor productivity as well as creating a sense of attachment to the Company. The Company always researches human resource welfare policies to encourage employees' motivation to work. Other welfare regimes, benefits and benefits for employees are always guaranteed by the Company: Periodic health check-ups for employees; In particular, at work locations with toxic environmental factors, there is a medical department to support daily; Paying in-kind allowances for hazardous work. The company strictly complies with regulations on occupational safety and hygiene, workplace hygiene, fire prevention and fighting, and explosion prevention are well maintained; Organizing periodic training courses on occupational safety and hygiene, and explosion prevention according to regulations; Organizing activities to improve physical fitness and health for employees.

3.2.2. Objectives of the Company's human resource treatment policy

The Company's human resource treatment policy is aimed at the following goals:

Firstly, it makes employees feel secure at work. When there is a good human resource treatment policy, employees will have additional income to stabilize their lives, thereby feeling secure in contributing to the Company.

Second, good human resource treatment policies will attract more talented people to work for the Company: Employees ultimately work for the purpose of earning income to support themselves and their families, so with good policies of the Company, it will attract quality labor force to work.

3.3. Solutions to improve human resource treatment policy of Vietnam Air Cargo Services Joint Stock Company

3.3.1 Solution to evaluate human resource treatment policy

*) Target

- Build an effective human resource treatment policy at the Company.

fruit

*) Content

Along with compensation planning activities, compensation evaluation

The Company also needs to focus on improving human resource treatment.

The company may apply an assessment process that includes the following steps:

Step 1: Plan the assessment

“ It is necessary to establish an evaluation plan before conducting an evaluation of the remuneration work in the Company. This establishment must ensure the requirements.

Identify evaluation objectives: For compensation, the purpose of the evaluation process is to find out the reasons for successes or failures.

help leaders make the right adjustment decisions to make the compensation work more complete.

Determine the scope of assessment: Based on the objectives, resources and available information to determine the appropriate scope and time of assessment, the scope of assessment is an important indicator in the assessment process. With a small number of employees, sampling is much simpler, saving time and achieving realistic assessment results.

Select evaluation indicators: The Human Resources department is responsible for establishing a system of indicators that need to be evaluated for compensation, a system that ensures that it covers aspects of both financial and non-financial compensation activities.

Select survey method: Currently, the Company is conducting to evaluate the effectiveness of the treatment work through the issuance of internal newsletters that collect feedback from individuals. This is a very good way to survey the level of satisfaction of employees as well as quickly receive negative feedback on the treatment policy, however, the Company can also combine direct inquiry through employees to understand the opinions and wishes of employees with the treatment policy being applied.

Step 2: Conduct an assessment

The process of data collection needs to be carried out synchronously, choosing a reasonable time. It is necessary to focus on collecting accurate results, avoiding the situation of just meeting the number of employees.

Step 3: Analyze data, use evaluation results

After collecting the necessary information, it must be synthesized to serve the purpose of evaluating activities.

Compare the proposed objectives: the collected results must be compared with the results initially set out in the evaluation plan to determine whether the evaluation process is being carried out seriously or not, and whether the collected results meet the standards for synthesis or not.

Compare with previous compensation policy: this comparison will help leaders see the change in employee satisfaction in the Company between the old policy and the new policy. This is the basis for leaders to select appropriate factors to serve the adjustment of subsequent compensation policies.

Drawing conclusions and the reasons for success or failure, in the issue of evaluating the superior-subordinate relationship plays an important role through understanding the psychology of employees. The satisfaction or dissatisfaction of employees is a factor for managers to review the proposed compensation plan. Leaders can directly learn through employees or managers to understand the opinions and wishes of employees with the applied compensation policy. Comparing the evaluation results with the set goals and previous compensation policies is a necessary issue in order to detect the problem of determining the reasons for success or failure in compensation work, conducting a rigorous evaluation process will help the Company determine the effectiveness of implementing the established compensation plans, thereby recognizing the advantages of the compensation plan to continue to promote and at the same time detect shortcomings to make reasonable adjustments .

*) Conditions for implementing the solution

The company needs to develop a comprehensive and regular evaluation process for compensation activities. Evaluation activities must be conducted before, during and after the implementation of compensation activities. The evaluation process must be specifically planned, with the right objectives and objectivity. The evaluation process is not only based on the results of the work achieved but must be combined with surveys of employee opinions and labor fluctuation indicators during the time of applying the compensation plan. Understanding employee psychology is very important and necessary for managers. Employee satisfaction or dissatisfaction is a factor for managers to review the proposed plan.

than.

3.3.2. Solutions to improve financial compensation policy

*) Target

Make the company's financial compensation policies complete

*) Solution content:

Perfecting bonus policy to stimulate labor

The company should focus on building a diverse bonus policy because this is

is an effective tool to stimulate workers' ability to work.

+ Bonus based on seniority:

In order to create more goals for employees who have been with the Company for a long time but have not had the opportunity to be promoted, and at the same time encourage these employees to continue to strive and stay with the Company, the Company should develop a seniority-based bonus policy to encourage and motivate their loyalty. The proposed bonus levels are as follows:

Table 3.1: Bonus policy based on seniority

STT

Years of service	Bonus level (based on current salary)
1	5 – 7 years	5%
2	7 – 10 years	7%
3	10 – 15 years	10%
4	Over 15 years	15%

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• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d

The Company's personnel evaluation policy is implemented quite strictly and mainly focuses on work results. Individuals who do not complete their work will often have their contracts terminated. Accordingly, employees with many years of experience working at the Company are all capable people who have completed their work targets. Therefore, the seniority-based bonus policy will be

a good tool to motivate employees to stick with the company in the face of competitors.

+ Bonus based on work results

The salary increase policy, based on the Company's 6-month employee evaluation, can also be considered a bonus policy. However, a 6-month employee evaluation period will be difficult to encourage employee motivation each month. The Company should develop a bonus policy based on the monthly performance of each employee, so that employees have a goal to strive for each month of the year. This will encourage employees to work hard each month, creating higher sales for the Company. Evaluate employees' monthly performance based on monthly performance and work completion level to have an appropriate bonus level to encourage employees with good performance and motivate employees with poor performance. The proposed bonus policy based on work results is as follows:

Table 3.2: Bonus policy based on work performance

STT

Labor performance	Bonus level (calculated on the level) salary currently received)
1	Failed to meet monthly work targets	0%
2	Complete 100% of monthly work targets	5%
3	Exceed monthly work targets	10%

+ Extra day off

Working time at the Company is continuous throughout the year, with little time off, on average indirect employees have 2 days off/week, direct employees have 1 day off/week. Therefore, in addition to the material reward policy to encourage employees to work more productively, the Company should also have additional policies.