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The Chief Risk Officer of Nationwide Insurance teams up with a distinguished academic to discuss the benefits and challenges associated with the design and implementation of an enterprise risk management program. The authors begin by arguing that a carefully designed ERM program—one in which all material corporate risks are viewed and managed within a single framework—can be a source of long-run competitive advantage and value through its effects at both a “macro” or company-wide level and a “micro” or business-unit level. At the macro level, ERM enables senior management to identify, measure, and limit to acceptable levels the net exposures faced by the firm. By managing such exposures mainly with the idea of cushioning downside outcomes and protecting the firm's credit rating, ERM helps maintain the firm's access to capital and other resources necessary to implement its strategy and business plan. At the micro level, ERM adds value by ensuring that all material risks are “owned,” and risk-return tradeoffs carefully evaluated, by operating managers and employees throughout the firm. To this end, business unit managers at Nationwide are required to provide information about major risks associated with all new capital projects—information that can then used by senior management to evaluate the marginal impact of the projects on the firm's total risk. And to encourage operating managers to focus on the risk-return tradeoffs in their own businesses, Nationwide's periodic performance evaluations of its business units attempt to refl ect their contributions to total risk by assigning risk-adjusted levels of “imputed” capital on which project managers are expected to earn adequate returns. The second, and by far the larger, part of the article provides an extensive guide to the process and major challenges that arise when implementing ERM, along with an account of Nationwide's approach to dealing with them. Among other issues, the authors discuss how a company should assess its risk “appetite,” measure how much risk it is bearing, and decide which risks to retain and which to transfer to others. Consistent with the principle of comparative advantage it uses to guide such decisions, Nationwide attempts to limit “non-core” exposures, such as interest rate and equity risk, thereby enlarging the firm's capacity to bear the “information-intensive, insurance- specific” risks at the core of its business and competencies.

The average CSR development in PTPN-IV Adolina Business Unit has increased every year with a larger budget and realization. This study aims to determine the success factors of CSR which have a significant effect on the sustainability of oil palm companies, the elements that form a sustainable palm oil industry, the effect of good CSR implementation on the sustainability of the palm oil industry, building a CSR-based strategic management model towards the palm oil industry. sustainable. This research method uses descriptive quantitative research methods with a total sample of 102 people. The types of data used are primary data and secondary data. Primary data were collected through a questionnaire measured through a Likert scale and secondary data through documentation studies. The data was processed with SPSS 20.0 for Windows software. Hypothesis testing uses Multiple Regression Analysis. Research to see the effect of corporate commitment, operational standard CSR internalization policies, involving the community on the implementation of CSR in the oil palm sector of PTPN IV Kebun Adolina. The results of this study concluded that company commitment, CSR internalization policies in operational standards and involving local communities, have a significant positive effect on CSR implementation, where the most significant positive effect is first involving local communities, then CSR internalization policies in operational standards and then corporate commitment companies towards the implementation of CSR in the oil palm sector at PTPN IV Kebun Adolina.

El presente proyecto de investigación está enfocado en el análisis de los niveles de automatización de los procesos industriales de la empresa Unidad de Negocios Termopichincha Quevedo II CELEC EP con el fin de identificar los problemas y oportunidades de mejora que permitan el aumento de la eficiencia y el incremento de la productividad. Cada uno de los métodos utilizado en la investigación como el método inductivo, de observación y analítico han sido de vital importancia para llegar a los resultados y conclusiones finales; donde se ha determinado por medio de una entrevista realizada al jefe encargado de la empresa, Ing. Gabriel Robinson que la empresa mantiene un nivel 5 de automatización correspondiente a la pirámide del mismo, debido a que la mayoría de sus procesos son automatizados a excepción del proceso de recepción de combustible y agua cruda el cual requiere mejoras en automatización. Por ende, se ha propuesto la utilización de una boya industrial para minimizar pérdidas de agua y tiempos innecesarios de monitoreo al momento de llenado dentro del proceso de recepción de agua cruda. El resultado del estudio es la descripción y evaluación de las alternativas de acuerdo a los problemas, necesidades y posibilidades de implementación teniendo en cuenta la infraestructura con que cuenta la Empresa y a la proyección de la misma.

The managing of Hope Family Program or Program Keluarga Harapan (PKH) is the supervisor of the business unit in the form of electronic warung gotong royong (e-Warong) which is a social assistance program to synergies between PKH and the Joint Venture Group or Kelompok Usaha Bersama (KUBE). PKH of Bantur’s subdistrict experienced several problems related to financial management for their business activities, especially their inventory recording and they were not aware to promote through marketplaces. Therefore by the program of community service the University of Merdeka Malang, PKH Bantur’s subdistrict was expected to be able to gain an understanding of inventory recording and marketing to solve their problems by using google forms, google spreadsheet, and Shopee. There are three methods for these activities: lectures, practices, and discussions. These activities are divided into two sessions. The first session was introducing the importance of financial management, inventory management, and the use of google form and google spreadsheet. The second session explained digital marketing and the use of Shopee. The participants looked enthusiastic during the event. Through these activities, participants can understand the importance of managing inventory, the benefits of google form and google spreadsheets to control their inventory, also they can use Shopee as marketing media to gain more income.

Village-owned enterprises (BUMDes) in Indonesia, as village economic institutions can drive village potential, by the Central Maluku communities BUMDes is called as a BUMNeg which have the same meaning. BUMNeg becomes village income (Village Law, No. 6 of 2014). Objectives of the study: (1) Knowing the Role and Development of Village-Owned Enterprises that have been intervened through capital participation from the Village Fund, (2) Understanding the potential and capacity of villages constraint factors and main supporters in supporting the activities of Village-Owned Enterprises, (3) Obtaining a management model of Village-Owned Enterprises that is in accordance with the local conditions of the village community. The study used a qualitative approach. The results of the study illustrate (1) the role of BUMDes in the sample villages having different results. In Waai Villlage the existence of the BUMDes has been carried out in accordance with the functions of the BUMDes, namely carrying out economic functions. Whereas the existence of BUMDes in Tulehu Village was not carried out, village funds were only embedded in goods purchased, and only functioned socially, not functioned to generate village income. (2) Obstacles and main supporters of the BUMDes are: (a) The existence of potential natural resources, but not yet managed, (b) Potential Number of residents not managed as a business unit management market in Tulehu Village, (c) Custom institutions do not function, (d) Village funds are not managed according to their functions in Tulehu Village, in Waai village according to function, (e) Location of Waai Village is very strategic with potential villages. (3) BUMDes Strengthening Model in Tulehu village will exist through three stages: activation, implementation and development. Strengthening the BUMDes in Waai village, namely: building a network with the village’s government / king to continue to maintain trust relations and build networks with other parties as a reinforcement of BUMDes development

This study aims to determine the capacity of Idano Gana'a Village-Owned Enterprises (BUMDes) in increasing community participation in Dahana Tabaloho Village, Gunungsitoli District. BUMDes aims to improve the welfare of rural communities. The capacity of BUMDes in terms of human resources, capital and infrastructure can increase community participation so that the objectives of BUMDes can be achieved. The method used in this research is descriptive qualitative, by conducting observations, interviews, documentation and triangulation. The informants in this study included the Director of BUMDes, Treasurer of BUMDes, Head of BUMDes Business Unit, Village Head, Head of BPD, Camat, Head of Village Community Empowerment Service, Head of Trade and Industry Office, BUMDes Employees and Dahana Tabaloho Village Community. Data analysis techniques in this study are data reduction, data presentation, and drawing conclusions or verification. The results obtained in this study show that the capacity of BUMDes Idano Gana'a plays an important role in increasing community participation in Dahana Tabaloho Village. Human resources managing BUMDes operations, capital and infrastructure for BUMDes are able to increase community participation both in participating in decision making, implementing activities, monitoring and evaluating and utilizing development results. Keywords: Capacity, Village-Owned Enterprises, Community Participation.

Circular Economy (CE) is a key approach to supporting a transition towards sustainable growth. However, due to the lack of understanding of readiness for the CE transition, manufacturing companies still face a number of challenges in successfully implementing CE. This paper describes the development of a CE readiness self-assessment tool, MATChE (MAking the Transition to a Circular Economy), following iterative cycles of theoretical development and empirical co-development with potential users. The resulting web-based platform enables a self-assessment of manufacturing companies’ readiness to transition to CE. In addition to allowing the understanding of strengths and gaps for CE implementation across eight key dimensions (e.g. strategy and business model innovation), the tool enables internal and external benchmarking studies (at the company or business unit levels); the prioritisation of focus areas based on strategic drivers; and the development of transition paths with support of CE-related tools, methods and approaches. The MATChE tool is, at the time of writing, supporting over 330 manufacturing companies (incl. 900+ users), spread across 16 manufacturing sectors and 38 countries. Future research is ongoing to minimise the limitations of the tool and expand its scope beyond manufacturing companies, in a number of different directions (e.g. service providers and waste management companies).

Learning outcomes The learning outcomes of this case are product innovation, the importance of consumer insights and data in marketing and the role of consumer insights in brand revival. Case overview/synopsis This case study is a fascinating look into how the shift from music compact disc (CDs) to streaming has completely changed consumer behavior. This change in attitude led many music labels down one of two paths as follows: shutting down the business or embracing new business models. The case study aims to bring out essential learning from a company, Saregama, that was on the verge of shutting down because of the losses incurred with the shift in consumer behavior from buying music CDs to streaming music for free on every smart device. This shift led most record companies to become shuttered. However, not all were as fortunate as Saregama, who threaded its way toward profitability. This case analyzes how Saregama turned from a loss-making business unit into a profit center by launching a breakthrough product backed by innovative thinking and strong consumer research. The researcher opted for secondary research based on reports from Deloitte and McKinsey & Company and other credible sources to understand the music streaming market in India. The study also includes excerpts from the interview of Vikram Mehra (MD of Saregama India Ltd.) to various media houses and customer reviews on e-commerce sites. Complexity academic level The case is relevant for learners studying for an undergraduate or graduate program and for discussions for modules such as marketing management and international marketing with a focus on product development and strategy. Applicability the case will provide the following exposure to the learners: the difference between corporate and marketing objectives; Using frameworks such as valuable, rare, inimitable, and organization and SAP-LAP to understand the rationale behind strategic decisions; An understanding of the importance of listening to consumers; Using the right marketing elements such as segmentation, targeting and positioning and marketing mix for a competitive marketing strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing.

The term cooperative comes from the foreign language co-operation. Cooperative means joint effort. A cooperative is a business unit that collects and distributes funds for members of the cooperative itself. One of the cooperative business units is a savings and loan cooperative. Each member of the Savings and Loans Cooperative must make savings in accordance with the cooperative's provisions. Members can make loans, managed transactions are member savings transactions and member loan transactions. Savings and loan cooperative funds come from cooperative members. Because this savings and loan really helps the needs of members, if this savings and loan facility is dissolved because there is no coordination in data processing on savings and loans, the people in ngawen, manjung, will be less viable for their livelihoods, so that many children drop out of school, the result will be to destroy the nation's development and the state, because of that, it is necessary to develop a Manjung Ngawen Cooperative UMKM Savings and Loan Information System. Development objectives help, facilitate and accelerate cooperative administration in managing transactions. The method used by WatterFall, the result of system development is that the system can help calculate loan interest, loan installments, remaining unpaid loans, share SHU for each member and display data on reports on deposits, loans, and member payments.

PurposeThis study addresses three research questions related to employee turnover: (1) does transformational leadership act as a pull-to-stay factor for employees? (2) How well does turnover intention predict actual turnover behavior? (3) Does collective turnover moderate the link between turnover intentions and turnover behaviors?Design/methodology/approachLatent moderated structural equation modeling was employed with longitudinal and multi-source data from car dealerships located in the Seoul Capital Area, South Korea.FindingsThe results indicate a negative relationship between transformational leadership and turnover intentions and a positive relationship between turnover intentions and turnover behavior. Furthermore, the results provide empirical support for turnover contagion as a mechanism triggering turnover intentions into turnover behavior in the workplace.Originality/valueThis study provides a timely and novel contribution to the areas of leadership and employee turnover due to the underexplored research area of transformational leadership, the growing body of literature that questions the fixed assumption in employee turnover studies and the increasing interest in collective turnover. Importantly, existing research has examined the concept of collective turnover from a quantity perspective, aggregating individual turnover to group levels. This study provides a more nuanced, comprehensive evaluation of the quality of turnover, by considering the impact of performance contribution aspects of turnover at the business unit level.

This study aims to examine the sustainability of the ex-PNPM Independent Rural Women's Savings and Loan (SPP) in improving the economy of the Sei Rampah sub-district community. Methodologically, this research uses qualitative methods with a descriptive approach. Data collection techniques are interviews, focused group discussions (FGD), and observation of the processes and results of SPP activities in Sei Rampah sub-district and collect secondary data in the form of literature studies on literature, documents, scientific writings and similar research studies related to the problem research. Data analysis was performed by reducing data, presenting data and drawing conclusions. The result of this research is that the sustainability of SPP Ex PNPM MPd funds is still continuing and developing very well with significant benefits for improving the economy of the poor. The institution that manages the SPP ex PNPM MPd fund is the BKAD which is reorganized through inter-village deliberations which are determined as joint decisions of the village head. The BKAD institutional status is still ad hoc and has not been transformed into a legal entity. The Ex-PNPM MPD Women's Savings and Loans Program (SPP) has not joined into a business unit within the Joint BUMDesa so that business development has not been maximized and utilization and loans have not been evenly distributed to all poor households.

Belief systems, which are one of the four levers of control, play a vital role in an organization. This study is primarily aimed at examining the effects of belief systems on managerial performance. Since the four levers of control jointly function in management control systems, we extend our study by investigating whether the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control (i.e., boundary systems, diagnostic control, and interactive control) strengthens the association between belief systems and managerial performance. A survey questionnaire was distributed to the upper-level management of various companies or strategic business units in Indonesia during the fourth quarter of 2017, resulting in 81 respondents. Hypotheses testing were conducted using the OLS regression model. This research found that belief systems are positively associated with managerial performance, indicating that the implementation of effective belief systems leads to higher managerial performance. This study also found that the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control does not have any effect on how belief systems are positively associated with managerial performance. This finding indicates that although management does not adopt a fit combination between its level of strategic risk and strategic uncertainty and the boundary systems, diagnostic control, and interactive control, it can still achieve good performance as long as strong belief systems are implemented. These findings confirm the critical role of belief systems in the levers of control. Thus, management needs to ensure the establishment of more effective belief systems if the company or business unit wants to produce optimal performance.

The article discusses the need for business planning for businesses and the role of the business plan. The system of external and internal factors influencing the business planning process is determined. Business planning for the company is a method of attracting financial and investment resources and for investors - a confirmation of the targeted use of funds and project effectiveness. It is noted that business planning solves the main question of the economy in choosing a successful method of correlating the factors of production with solving problems in the exhaustion of resources to meet the needs of society. The goals to which the development of the business plan by the enterprise and the tasks of business planning are subordinated are generalized. Due to the compliance and balance of goals and benefits of internal and external users, the results are identified, which should include business planning for effective implementation in the activities of enterprises. Business planning plays an important role in the management and formation of enterprise development strategy, and therefore it gave the opportunity to determine for each participant in the business planning process effectiveness in the effective operation of the enterprise. The business plan performs an external function for investors and an internal function for the business unit, namely it is a business planning tool and is a mechanism for monitoring and implementing business strategy in enterprises. Business planning allows for quantitative and qualitative justification of the optimal management decision, to systematize and specify the relevance of goals and results of the strategy, to determine the sources of information and reliability in accordance with the situation at the enterprise. It is determined that the effective structure of the business plan should include quantitative and qualitative characteristics of the project in accordance with the chosen result for its implementation and solve a number of tasks. The role of business planning in the development of enterprises is to concentrate all types of available and potential resources to determine the system of current and future directions of development of the entity in order to create innovative products and use innovative technologies, meet consumer needs and obtain financial results.

The aim of this paper is to value a portion of a company which is able to turn a profit even after separation from the whole. The assets of the company are identified, which are operationally necessary for the further functioning of the valuated part as a separate accounting unit. The earnings and asset valuation methods are used to valuate the part of the company. The results of the market value of the company achieved using both methods are compared in the end and the reasons for the differences in the achieved results are stated. The difference in the results achieved by different valuation methods is due to modifications of the input data, which enter the calculation of the value of the company using the individual valuation methods used. The reason for these modifications is also explained.

PurposeThis paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior.Design/methodology/approachHierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry.FindingsThe results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity.Research limitations/implicationsFirst, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities.Practical implicationsGiven that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity.Originality/valueFirst, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

Cement is one of the building material commodities that has an important role in the smooth running of development, particularly in the construction sector. The purpose of this study was to find out how the influence of Change Management on Company Organizational Performance and to determine the Aspects of Organizational Performance and Organizational Performance which have a major influence based on the Analytic Network Process analysis. Respondents who were involved in the study were a research analysis and business owner with a material store business unit. The sampling technique used in this research was purposive sampling method. This research was a descriptive study and requires a model and analysis tools that are able to accommodatethe research. The analytical tool used in this research was the Analytic Network Process (ANP) method. With ANP, the study analyzed the value per cluster, the value of all nodes and the synthesis value of the change management cluster. The results showed that change management has an impact on organizational performance. In change management, leadership performance is one of the six dimensions that provide the most important impact and get the highest value. Whereas in organizational performance, task performance gets the highest score. Keywords: Change Management, Organizational Performance, Analytic Network Process

Kiai as the person who is most responsible for the journey of the pesantren certainly has a big contribution to the independence of the pesantren, because in the structure of the boarding school Kiai is the highest leader and has enormous authority. The role of the Kiai is one of the important factors behind determining the future direction of the pesantren, one of which includes the economic independence of the pesantren. The objectives of this research were the Kiai’s strategy in the economic independence of the pesantren, and the second, the factors that shaped economic independence in Islamic boarding schools. The focus of the location in this research was Darul Fiqhi Islamic Boarding School, Lamongan, East Java. This research was qualitative research. The data collection techniques used were observation, interviews and documentation, while the data analysis method used descriptive analysis. Based on the research conducted, it was known that: first, the role of the Kiai in the economic independence of the pesantren was that the Kiai acted as a giver of ideas or ideas, stockholders, advisers, management controllers, motivators, and decision makers in various regulations that in the managed business unit. Second, the kiai’s strategy in building the economic independence of the pesantren was to provide an understanding of the economy to the santri, empowering the santri, organizing the pesantren, building business units, as well as collaborating with parties outside the pesantren and the support and trust given by the community around the pesantren, such as being a member of the consumers and investors, as well as employees in business units owned by Islamic boarding schools.

Purpose The purpose of this paper is to explore the multi-level ambidexterity challenges through the metaroutine lens. Further, while confronting the ambidexterity challenges, it is found that what is paradox at one level can be understood as tradeoffs at another level. This study uses an in-depth multi-level case study of Tata Motors, an Indian automotive giant highlighting the ambidexterity dynamics across strategic, business unit and functional levels to demonstrate that paradoxes at the strategic level are converted to manageable tradeoffs at the business unit/ operational level. Also, metaroutine-enabled ambidexterity explains a possible way through which multi-level ambidexterity can be promoted and managed within organizations. Design/methodology/approach This study uses a case-based methodology (Eisenhardt, 1989) similar to the approach of Adler et al. (1999). The field research consisted of in-depth interviews, which focus on gathering information from the key involved members in the field, thus enabling us to understand how multi-level ambidexterity is promoted within Tata Motors. A semi-structured interview guide was used to collect data for this study. Findings The metaroutine lens offers an alternative route to explain the multi-level ambidexterity dynamics at Tata Motors. The ambidexterity questions at different levels in Tata Motors seem to be a mixture of paradoxes and tradeoffs. However, a key trend emerges. At the strategic and business unit level, the firm wanted to exploit their existing products and explore new customer segments. At the product level, the strategic and NPI core team wanted to best combine the customer centric explorations with exploitations resulting in cost savings. The ambidexterity questions at these two levels seem to be paradoxes. However, as the authors analyze the functional domains, it appears that each individual domain was working under increased constraints. Hence, the ambidexterity questions at the domain level seem to be a tradeoff based on the constraints faced by individual functional domains. Originality/value This study presents an in-depth multi-level case study of an Indian automotive giant, Tata Motors. The authors present the role of metaroutines in shaping the ambidexterity issues during the development of passenger vehicles. This study builds on the seminal work of Adler et al., 1999, and extends the discussion to the framing of the ambidexterity question as a paradox and/or a tradeoff. The core argument of this paper is that balancing opposite polarities in business models is basically a paradoxical issue in the exploitation/ exploration relationship.

Purpose of the Study: This study aimed at investigating the level of tangible and intangible resources management of small and medium-sized enterprises (SMEs) entrepreneurs that affect the business unit performance. Methodology: The population used in this study was 300 entrepreneurs and executives representing businesses in Pakistan's production and service sectors. This study was quantitative, and data was collected through questionnaires related to business performance. There were three factors of intangible resource management, i.e., human capital management, relationship capital management, and customer capital management. Data were analyzed using structural equation modelling. Principal Findings: The outcomes indicated that human capital management and customer capital management positive and significant influence on the business performance of SMEs, whereas no influence on capital management. Technology capital management fully mediates the association between human capital management and customer capital management. Applications of the study: This study is useful in strategic management and implementation to build relation capital among approximately 6 million business units of SMEs and micro SMEs in Pakistan, which will lead to the strong foundations of the country. Novelty/Originality of this study: The present study examined the resources management practices of SMS across the country for the first time that indicates that how efficient resource management practices influence the performance of business units and entrepreneurs in a developing economy like Pakistan.

This research has the purpose to measure efficiency and analyze the efficiency comparison between Sharia Commercial Bank (BUS) and Sharia Bussines Unit (UUS) in Indonesia and compare the efficiency during the period 2008-2013. There are 10 Islamic banks which are used as samples of this research consisting of 3 Sharia Commercial Bank (BUS) and 7 Sharia Business Unit (UUS) that were chosen by purposive sampling. Efficiency measurements in this research using Data Envelopment Analysis (DEA). To determine differences in efficiency between Sharia Commercial Bank (BUS) and Sharia Bussines Unit (UUS), this study uses a different test parametric independent sample t-test. The result of this research showed that there is no significant difference between the efficiency of Sharia Commercial Bank (BUS) and Sharia Bussines Unit (UUS), during the period of 2008-2013 with possible intervention t value (-0.429) < t table (2.002) and probability value =0.000.

PT XYZ is a subsidiary of one of the largest IT companies in Indonesia which is engaged in Information and Communication Technology (ICT). The company's business unit consists of many aspects, for example in the IT distribution business, providing retail for ICT products, outsourcing IT personnel, designing, installing and maintaining all things related to information technology. In order to run all of its businesses, this XYZ company requires a lot of high quality and high quality human resources, but with the outbreak of the Covid19 pandemic, the work process for PT. XYZ is disturbed because it is done in their respective homes. This results in difficulties for employees in processing administrative matters with the office. One of them is in the matter of taking care of leave permits because the previous leave licensing process was still done manually. The management decided to build an application that can be used by all employees in all subsidiaries. Therefore, the aim of this research is to make an application that can support the administrative needs of employees in the field of leave licensing called "LeaveRequest". This application is designed using the Java programming language with the Spring Boot framework and using the Waterfall software development method. This study found the results that the majority of respondents strongly agree with the design and usability of this application, so it can be concluded that the LeaveRequest application has succeeded in fulfilling the needs in serving the utility of PT. XYZ in work from home condition.

This study aimed to examine and analyze the implementation of corporate social responsibility as a legal obligation for plantation companies in Seluma Regency carried out by PTPN VII of Padang Pelawi Business Unit. The type of this study was juridical empirical with descriptive research design. The results of this study indicated that the implementation of CSR by PTPN VII of Padang Pelawi Business Unit had been carried out with the Partnership and Community Development Program (known as PKBL in Indonesian abbreviation) based on the State-Owned Enterprise Ministerial Regulation Number: 09/MBU/07/2015 concerning the Partnership and Community Development Program for State-Owned Enterprises and its amended regulations. However, it had not been running optimally. Matters that need to be revised and improved besides continuing to implement the PKBL program that have been carried out were continue to enhance other CSR activities, especially those related to efforts to improve community welfare by increasing business capital assistance in the Partnership Program, and to provide access to information as well as to establish communication with the community so that CSR objectives can be more optimal.