Train "n" Place

Program ’Train & Place’

Program “Train & Place” ini disediakan oleh Kementerian Sumber Manusia Malaysia untuk “RETRENCH WORKER”. Ianya bertujuan untuk melatih semula dan memberi peluang pekerjaan kepada peserta. Tempoh latihan adalah selama 6 bulan. Sepanjang latihan, elaun akan diberikan sebanyak RM 500.00 – RM 800.00 sebulan dan penginapan juga disediakan. Modul latihan merangkumi Penguasaan Bahasa Inggeris, Ketrampilan Diri dan Kemahiran Spesifik Industri. Selepas program tamat, para peserta akan terus ditempatkan di Industri berkaitan. Pengambilan seterusnya adalah pada 08-15 Jun 2009. Para pekerja yang masih belum bekerja adalah digalakkan untuk menyertai program ini kerana ianya adalah terhad hanya kepada 500 peserta sahaja. Jadi rebutlah peluang keemasan ini
Hubungi kami di talian 03-31013970 Hp: 012-272130 email: ahmadroshdan@segi.edu.my

Trip for TPK (culinary) student to High Five bread factory Shah Alam....

The main gate.....

Evolution of packaging....

A very talented and brave "leader" go.....Khairul.....

"Chomel" and the gang........

eiiiii sukenye die ( he is Adib) very helpful and hard working student..............

Exam fever.....

Dear All.........

Final Exam will be held in the middle of May......(final date will be advise later by JPK)......so be prepared........

Final PA exam......

Final KA exam........don't dare to copy.....




If you prepare everything is perfect....

Remember only 20% on KA and 40% on PA marks need for Final Exam...........





Very firm decision from PPL......either you pass or fail up to them.......PP's and PPD's keep remind all you, how important to complete your portfolio and as well your coursework......

Goodbye En Nazri.....

Last glass of wine(sparkling juice actually) and wish you all the best!!!!...from all of us.....School of Hospitality STCPI.

Thank you for everythings.......

Excellent foodservice......

Boys and Girls.....

are you ready to serve....

and to work long hours to during this period........

to learn this as fast as you can with a hundreds of names........and of course you can.....

Always remember this formula, SWAT and you will excel in foodservice industry...

1) Sound of product knowledge

2) Well develop inter personal skills

3) A range of technical skills

4) To be able work as a team

and with SERVICE AT HEART............

The story of chef hats.......

Attention to all culinary student!!!!!!!!!!

you will complete your SKM soon, so which hats is belong to you....think!

New TPK Student (Culinary Arts)

L-040-1 (TPK Feb Intake)

Comment cards – why they are not much better than nothing – here, please take the sleeves off my vest!

Ah, Comment Cards – the mainstay of Customer Feedback for Hospitality and Retail! My favorite is the Card you are to mail, if you have a stamp. Or, those cards you leave with the Server, check-out counter or the Front Desk, which mention the performance of that particular Server or Associate. I wonder where they go, if the commentary is negative. Yup, I sure would pass along to Management a less than perfect commentary. Let's not forget those comments which state a pressing problem - poor service, condition of the bathrooms, meal preparation and the like. Fortunately, we see those at some point in time, usually way after the fact, so the unsatisfactory Experience is etched in our Guest's memory, although we might send a letter (a lost opportunity, too little, too late). Comment Cards are not much better than nothing, just like the sleeves off your vest - Lip Service for many (of course, we care what our Guest says; just don't make it too loud, too frequent or too honest. I am trying to run a business here). Do not become obsolete in your prime. You certainly can do better.

Start with the premise of Feedback. This is the mechanism to report upon our performance - what we did well and what we need to improve upon. We want to keep our survey questions short (due to the respondent's attention span), simple (not tax the cranium) and relevant to our operation (so we have some benchmarks). Most importantly, we want to match our chosen Feedback mechanism to our audience, in order to elicit the greatest response.

Here comes a major disconnect, just like the businesses which felt they did not need a web site. Your audience is connected and wired, and e-mail and texting are their every day communication vehicles. Think about it. In your operations, you have moved to the 'paperless', using electronics for your Financials, your Daily Reports, and your Payrolls. Take the next step - get your message on the right mediums.

Gathering "Feedback" requires a blend. Every day, you take an inventory of your business, walking the property, speaking with staff and guests, reviewing status reports. But, probably, you are too close to the business (the old trees and forest analogy).

Mystery or Secret Shops are a good means to get a snapshot in time of your operation or particular aspects of your business. These are unannounced, incognito evaluations of your SOP's (what you want your Customer or Guest to experience). You now have this "thumb nail sketch". If the Shops are done frequently enough, you start to see trends, training opportunities, Standards which need some tweaking, etc. Plus, it keeps your staff on their toes and wearing name tags, if required.

For a more comprehensive evaluation of your business, you might consider the services of a Hospitality Assessment or Quality Assurance company. These Professionals provide an in-depth review of your entire operation, considering Industry Norms and Standards for product, service and condition of the facilities. Their reports provide a map for continuous improvement.
Ultimately, the bottom line is what your Customers and Guest think. You can ask them directly, if you have the time, and they are prepared to respond honestly. You can await their Comment Cards. You can scan all those internet portals for unsolicited reviews of your business, respond where you can, but, ultimately, "suck it up", as your Consumer has spoken to that vast global audience of critics and potential business.

Or, you can proactively solicit Feedback which is immediate, actionable, and credible through technological solutions. And, here are two key words: immediate and actionable. What we learn months or even a week after the fact has absolutely no credibility; hence, you want to know about their Experience right away and share it with your Management (their Performance report). Immediacy means you can take action right away and address an issue, and, perhaps, save or enhance the Experience. Technology can prompt Feedback on-line, through POS, and other means. To survive and prosper, this is where you need to be. Raise your game!

It is time to move to the next plateau, the next frontier, and use "Guest Feedback" technology for the following reasons:

Comment Cards simply do not provide a meaningful response about the Guest Experience, because not everyone participates (usually only the disgruntled and the gruntled) and you have a critical time gap. Comment Cards are superficial;

Technology reaches a broader, more representative and diverse audience, quickly, because the majority of your Guests are technology savvy in some fashion. The responses are timely, and they validate your relationship with the Guest and allow you to better manage the experience;

With a request for an e-mail address at registration or point-of-sale, you begin to build a significant data base, which serves as a super marketing opportunity for your business, from Guest preferences to special announcements and deals;

Just because the Guest may be satisfied with one visit does not mean they will rebook or revisit. But, now you have another opportunity - to build loyalty. It is easier to retain an existing Guest than recruit a new one.

There is no better time to better manage the experience, frame the expectations, create real value, which you can then market! Get with the program(s)!

About the author
Mr. Hendrie is a keen observer of trends and results in the realm of Travel and Hospitality. He believes that Remarkable Hospitality is the portal to the Memorable Experience. Seek solutions at: www.hospitalityperformance.com

Airlines Directory/Airlines Related sub-directories

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SWISS
TAP - Air Portugal
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She gets too hungry, for dinner at eight…. How to Elevate the Dining Experience

Just picture this. You are at a music festival, seated, awaiting the top performer. He enters, the lights dim, spots begin to cross the stage, the band strikes up. Soon, you are tapping your feet, perhaps drumming your fingers, beginning to sway, mouthing the words, bopping your head. The song moves into the finale. Crescendo!

You are on your feet, moving with others, arms raised, and face aglow. Multi-colored lights explode, smoke bellows, everyone screams, applauding madly. You are on cloud nine, sated and euphoric - almost better than sex. The performer delivered, and you just had a memorable experience via live theatre.

Why can't we experience this when we pick up our dry cleaning, visit the dentist, check-out at the grocery store or buy shoes, the dreamer asks? We certainly should expect something special every time we dine out; this is live theatre, after all. We have made a choice based upon time, cuisine, price and appetite. We know we should be able to "have it our way" (sic). But, what often awaits us is less than satisfactory. Perhaps, the entrée reflects what we ordered and is at least tepid. Perhaps, we had the obligatory, "Hi, guys" and then no attention. Maybe, the ambiance was somewhat comfortable, the A/C adjusted, the lights not severely dimmed, so we could read the menu, and the background music muted rather than blaring.

If we all convened and identified various levels of an Experience, from the poor to the sublime, we would find that we too frequently settle for the mediocre. We all share the blame. If the Consumer expects the very least, the owner/restaurateur only turning the tables and counting the covers, the chef just banging out uninspired food and the server ill prepared, trained and motivated - the product, service and facility will never advance, and the Experience becomes further devalued.

Let's go back to that list of levels, which really does mix service, product and facility, along with our senses, quite nicely. You do need a balance. We know that Paris Hilton will not be our Hostess, that Mick Jagger will not be serenading us, or that Johnny Depp or Ashley Judd will be our server or that Wolfgang Puck is back behind the line. We can fantasize, though!

We diners want to be treated specially, and our expectations are simply not monumental, merely justifiable and reasonable.

It all starts with what the restaurant has told us our experience should be. We read it on-line, or in the newspaper, above and underground. Maybe, we rely on those unreliable reviews of experts and patrons. Our initial look, though, is the first impression, which is lasting, and, for some establishments, approach and entry is worrisome. However, now in the foyer we begin to sample the "flavors" - how we are greeted, the sounds and smells, the escort to the table and presentation of menus. That is if we do not see daunting, "Seat yourselves", free-for-all invitation.

More "flavor" is gathered with the condition of our banquette, table, china, chairs, area around our seating, the walls and the ceilings. We do have time to observe, environmentally, ergonomically and hygienically. We all remember well that pad of butter on the high school cafeteria ceiling. What is more noticeable is a frayed carpet, stained, ripped or littered with debris; perhaps a scuffed, cracked or nicked chair. Don't even go searching for gum (even in the finest of places). The utensils and glasses should be sparkling, the china clean and not chipped and any condiments full and not encrusted with contents.

The real opportunity to make the diner feel special lies with the wait staff, Management and the Culinarians - the performers. This is where a rapport is established, where any and all opportunity exists to give me attention and respect, where memories are forged and expectations met, and, sometimes, exceeded. This is where the players engage the audience, even seduce them.

A smile and welcome go a mile; knowledge of the menu and recommendations are appreciated; thoughtful, unobtrusive conversation a plus; proper service of the food dishes - presentation and removal - critical; filling our glasses with water, replenishing the butter/rolls; several "swings through" to ensure that we have everything we need; the Manager or Maitre d' visiting to check on our meals and enjoyment. The roles in the kitchen are just as critical. The meal needs to be prepared to order in a timely fashion with creative presentation. It is the human contact, the interaction, the care and concern for a product well prepared and the intimacy of nourishment.

The proper departure rounds out the Experience. The clearing of the dinner/dessert plates, the check presentation, and the long walk out of the restaurant give all employees the chance to show their appreciation for my business. The keen smiles, the thank you's and please returns should be obligatory.

So, now we have established a plateau of good service. What does it take to move the Experience to the remarkable and memorable? It is in the detail, the response and the unexpected. It could be as simple as holding a door open or assisting someone with their coat. It might be achieving that special order request. It could be spontaneous or even how a critical situation was handled. It is that extra step, the intuitive gesture, a long forgotten courtesy.

Each and every instance is registered with your Guest. A restaurant is not a Broadway Review, but you do have the live stage and capacity to inspire. And, good news travels quickly, particularly the Raves.

About the authorThe author former "long hair", believes that Remarkable Hospitality is the portal to the Guest Experience and offers solutions through www.hospitalityperformance.com or email: jrhendrie@aol.com

Really? yes!!!!!! they really needs you........

Good Night Guest.....Good Night Service?

It's late, it's dark and it's time for bed. Guests who arrive past dinner time are usually not in the best of moods. They have traveled far, have left the comfort of their homes and may have had some challenges which caused them to be later than they had planned. Welcome to the night shift.

Will guests be greeted by those who have been extra prepared for these less than cheery guests or will guests be greeted by those employees who are not in the best moods themselves? What kind of thought goes into the scheduling and placement of the night team, their attitudes and dispositions? Since they are the third shift, are they also the third team in service delivery, considering that most of the rest of the world is asleep? Are they the least service oriented employees since one would think they deal with the least number of guests? Are they the last ones in line for training, if any training at all? Do they have more distractions and have to handle more jobs to handle since there is less staff on duty? Do they take a more casual attitude toward their role in the guest experience since they have so many other responsibilities to handle?

Cranky and combative might not be the normal reactions guests expect during their evening stay but one guest encountered these exact emotions at a recent stay at a major brand hotel. Having arrived late, she was given one of the last rooms on a lower floor. During the wee hours of the morning, the clanging and banging started. When she called the front desk, the night auditor denied the noise existed and told her nothing was taking place. She protested and said something had definitely awakened her and that she was definitely not imagining it. He remained less than charming in his dialogue and expressed no empathy or concern for a guest who needed exactly that.

One hour later the noise started again and the groggy guest called the front desk once more. This time, a different person answered, told her that she was over the kitchen where some construction was taking place and responded that he would make sure the noise stopped immediately. Twenty minutes later, the noise stopped. When the noise began an hour later for the third time, she called the front desk and got the original night auditor on the line. He told her that there "certainly was no one working in the middle of the night" (even though the last person said there was) and that there was no noise. Luckily the noise then stopped. Unluckily, the alarm to get up went off. Service seemed to have checked out right after this guest checked in...what a nightmare.

Though the morning shift apologized profusely , offered to move her room and presented her with a meal voucher, a good meal is not a substitute for a good night's sleep.

Why did the third shift, the night shift, handle this so poorly with this guest? Why was the first or morning shift equipped to handle the guest much better and why was the third or night shift not? What skills should the night auditor and his team have had to have turned this bad situation into a good one? Service recovery can be one of the most impactful guest loyalty strategies and this particular night crew had at least three opportunities to score a home run with an unhappy guest. Instead, they scored three outs and made the unhappy guest, unhappier. There was no empathy, efficiency or excellence in any of the three phone calls. Was the night shift neglected or even sleeping on the job when training on guest service took place? Or, did the training not take place at all? Just because employees are assigned the late night shift does not excuse them from their role in the guest experience. They need to be prepared for all things that go bump in the night...and know how to make them right.

My family had an interesting experience at a major brand hotel. We have stopped at this particular hotel at least four times as a late night stop during long drives between Florida and Georgia. We are repeat guests and all our information is in the system. The same night manager is always on duty when we arrive. Each time we arrive after 11pm and each time it takes this same clerk almost 30 minutes to check us in. He has a hard time accessing our information, confirming our rate, processing the papers and efficiently assigning us a room. Each time we think he will recognize us and whisk us immediately into bedded bliss so we get the rest we need for our long drive the next day. Instead, our repeat business is rewarded with more aggravation and less sleep than we had hoped by the time we get to our room.

During our last visit, we confirmed that it would indeed be our last visit even though it is a convenient hotel. During all of our previous visits, breakfast was included in the rate. Due to low occupancy, this time the hotel clerk was told to charge us. While he was explaining this, other guests were calling on the phone to ask why they were suddenly being charged for breakfast. The employee seemed confused and opened a drawer filled with the free breakfast coupons but explained that he could not use them now. Guests who had been expecting the included breakfast based on all their previous visits and as appreciation for the repeat business were now being penalized as part of the hotel's cost saving measures. A lot of confusion and ill will were generated to save a few dollars. In the long run, saving the repeat guests would have been a more profitable strategy. It seemed like this hotel chose to put their least trained employee on the desk for late night visitors, change the rules on him and in turn the guests, give him no authority to handle repeat guests with extra care, and poorly equip him with procedures that encumbered any smooth check-ins whatsoever. In this instance, management set a poor example and provided little or no management assistance or guidance to the late night crew. Guests arriving at this time also got the impression that when you are late, you are less important and do not deserve the same efforts, benefits and expediency as those arriving by daylight.

What happens when the sun sets, the shifts change and the service settles down? Why would hotel managers consider having those less trained or less focused on service during the last shift just because there are seemingly less guest interactions during that time? Consider that the biggest guest challenges and most intense guest exposure may take place during that time. Grumpy, tired and impatient guests may need extra reassurance, empathy and problem solving when unexpected problems, delays or mishaps take place. Employees don't have the option to ‘send them to the bar or restaurant' while the problem is worked out! Service recovery needs to be immediate and employees should be empowered and oriented to do whatever it takes to get guests back to bed, feeling value for even the few hours they may be there.

And, just because employees are on the night shift, does not mean they should not be included in employee events, recognition and communications. Show them they are appreciated and not forgotten. Acknowledge the more challenging and less social roles they may have. Barry Frommer, General Manager of the Pelican Grand Beach Resort in Ft Lauderdale surprised his night shift with a thank you breakfast when their shift was over. This was a small gesture with a huge impact. He showed his team that they mattered and that their roles were significant and meaningful to the hotel's hospitality. His recognition of them inspired them to more strongly recognize their role with guests.

To ensure late night service excellence is real and not just a dream, consider the following:

Make sure each employee working throughout the night understands the many touchpoints and points of contact they may have with guests. They are still part of the guest experience and they do have opportunities to make midnight memorable or late lousy. Whether on the front line, maintenance, and housekeeping or in the back office, all employees will have opportunities to interact with guests at some point. Make sure they are prepared.

Train managers and employees to ensure that empathy, efficiency and excellence are part of any night time encounter, no matter how brief or how intense.

Review problems that come up during the night shift and develop responsive service solutions that can be put in place. Ask all night shift staff for their observations and ideas on how to make service a top priority, even when the lights go out.

Recognize the extra duties and different social dynamics of those on the night team and ensure they feel part of the whole team. Reward good performance and show them they are appreciated.

If using term "Night Auditor" or some other operations title for the one in charge during the late shift, consider renaming that position to a more guest friendly and approachable term. Perhaps "Evening Manager", "Manager on Duty" or "Manager at your service" would convey authority, commitment and professionalism to guests, even late at night. Guests will be more responsive just hearing that the hotel placed a proactive and concerned individual at the helm that is accessible and ready to address guest concerns. Don't let guests perceive they are getting the bottom of the bunch just because they arrived late.

Sensitize all employees working during the night to any maintenance, interruptions or inconveniences that may impact guest slumber and comfort. Equip them and empower them with options and service solutions.

Recognize that the hospitality business is a 24 hour business and that no one hour is less important than the next when it comes to comprehensive guest experiences and the exceptional service that will make a difference.

Perhaps singing group, The Commodores sum it up best in their 1985 hit, "Nightshift"............

"Gonna be some sweet soundsComing down on the nightshiftI bet you're singing proudOh I bet you'll pull a crowdGonna be a long night.It's gonna be all right.

On the nightshiftOh you found another homeI know you're not aloneOn the nightshift"

reprinted with permission of www.hotelexecutive.com and Roberta Nedry, President, Hospitality Excellence, Inc. "

'Have a nice day' ...or not!

I remember shopping for shoes in Edinburgh, Scotland one year. As I concluded my purchase, the sales clerk laughed knowingly with his co-worker when he said "have a nice day!" We had developed some rapport during our purchase so I asked him why he laughed. He commented that it seemed like that was a required statement for anyone in America at the conclusion of a sale or service experience, whether the person saying the statement understood it , felt it or truly wished it.

From their perspective, it had become a ‘cliché' expression that really did not mean much. It does seem like "Have a nice day" has become an automatic and clichéd statement, and is rarely matched with the enthusiasm and sincerity of really wanting someone to have a nice day. In fact, many times it sounds more like the person wishing you the nice day....really does not care whether you have one or not! Where is the originality, the interest, the genuine intention of a parting wish as one closes out a service experience? Has this statement become a stereotype and an easy, simple way of moving on to the next guest or customer?

There are other phrases and expressions that fit the "automatic" mold as well. In Australia, the twangy ‘G'day Mate!" can also be thrown out at regular intervals so that it becomes expected instead exceptional.

What if hospitality representatives were trained to deliver more unexpected phrases that reflected more involvement in service delivery than scripted phrases? Hospitality leaders could and should inspire their teams to catch the attention and admiration of guests with sincere thoughts that make a memorable difference. Consider that most hospitality environments and hotels are hoping to make guests feel at home. Greetings and farewells should also make guests still feel like they are at home. If we have family over to our homes for a meal or activity, we don't usually conclude that event with the phrase "Have a nice day"! We do usually express something meaningful that shows we care and have cared that they were with us.

Sometimes the absence of a meaningful thought or expression can also leave less than a pleasant memory. One reader recently shared that the phrase "you're welcome" seems to be on the decline and expressions like "no problem" are more common, if anything at all as a response. It's as if the service delivered was handled and the guest's thank you should conclude that action. "You are welcome" is a statement, thought and expression that all hotel employees should have in mind throughout any service experience. Finding an opportunity to actually say that to a guest is a noteworthy goal and wonderful way to express gratitude. Acknowledging a guest at each step of service delivery is essential to fully creating an exceptional experience. These few little words can mean so much, when delivered sincerely, and yet they are often left out and the guest experience may be left unfinished.

Another expression often tossed out as a service transition or to conclude a service transaction, is "Is there anything else I can help you with?" This statement works when guests have satisfactorily addressed their needs and the employee reaches out to uncover any additional or not yet considered needs. Employees must be able to connect with a guest on the same wavelength and express empathy for whatever communication is taking place. However, it's always amazing to be dealing with a service challenge or issue, without successful or positive resolution, and the next response is "is there anything else I can help you with?" This often adds insult to injury as most guests want to scream, "You didn't help me in the first place!" But, employees are trained and scripted to make a positive statement without really connecting with what is happening or just happened. How about "is there anything I can do to make it better?"

While scripts provide useful guidelines in training new employees on possible ways to address and respond to guests, scripts do not provide emotional connection. That connection must be made by the trainer and in turn, the individual being trained. Emotion and real sincere communication are what impact us all the most and the same applies to guests and customers. The role of words and expressions as touch points in the service experience should be examined more closely and monitored even more. A parting comment, a caring question, an insightful thought or a courteous communication can be just the thing to exceed guest expectations. Thoughtful training and service standards will provide guidelines and a framework but they should also provide sensory awareness and understanding of how to genuinely connect with guests. Often used phrases should be highlighted in training with additional insight on how to ‘change it up' and make them meaningful each time those phrases are used. If an employee plans to wish a guest a "nice day" then the true intent behind that thought should come through. Employees should be encouraged to modify and add to those often used words and expressions to make them more relevant to the personal encounter that just took place. For example, "enjoy your day" or even better, ‘enjoy your moments today" add more focused levels of expression, an active verb that conveys more active wishes for that guest. Or, "hope your day turns out as you wish". Even, ‘have a REALLY nice day', with more emphasis and emotion on the word REALLY can take those simple and common few words to a whole new level. Challenge employees to really think about their thoughts as they deliver each message. Encourage them to "keep it real" as they keep the big service picture in mind. Motivate them to choose words and phrases that will delight guests and create the degree of difference that makes service exceptional.

Use the phrase ‘you are welcome' more often. Explain what ‘being welcome' really means as a key theme in any hospitality environment. This is at the core of the legacy of the ‘innkeeper'. Convey the idea that a guest should always feel welcomed and be welcomed. Don't use phrases like ‘no problem' or ‘no big deal'. Don't miss out on any opportunities to welcome guests and customers at the beginning, middle and end of their experiences.

Make sure service transitions actually transition guests to a greater place than when they started. If an employee is working with a guest and the solution is not immediately addressed or resolved to the guest's satisfaction, do not obtrusively just ask, ‘is there anything else I can help you with?" Do say, "I apologize that we were not able to solve your concern right now" and do offer some way that the action may be pursued. Always offer an alternative to making the guest/customer feel better.

Make sure each phase of phrase delivery does not phase the guest experience into something less than the whole. Do express the need to be expressive during each touchpoint. Do synthesize words, language, expressions and phrases into a service framework that makes a commitment to communication.

"One of the hardest things in life is having words in your heart that you can't utter," ... James Earl Jones.

Don't miss out on uttering the utmost phrases that make the heart connection with guests that make the guest experience exceptional and memorable.

"reprinted with permission of www.hotelexecutive.com and Roberta Nedry, President, Hospitality Excellence, Inc. "

About the Author
Roberta Nedry is President of Hospitality Excellence, Inc., leaders in guest experience management. Her firm focuses on guest, customer and client service, the concierge profession and service excellence training for management and frontline employees. To learn more about Hospitality Excellence programs and exceptional service tools, techniques and strategies, visit www.hospitalityexcellence.com. Ms. Nedry can be contacted at 954-739-5299 or roberta@hospitalityexcellence.com.

Congratulations for both of you.......

Ms Hew Moi Lan

Mr Lee Kok Cheng

SEGi Makes Lee CEO, Hew COO

Feb 27, 2009 - SEG International Bhd (SEGi), One of Malaysia’s largest private education groups with more than 18,500 students across its network of six educational institutions, announced today that there would be a re-structure of their Directors / Senior Management. This re-structure will see Mr. Lee Kok Cheng appointed as the new Chief Executive Officer, taking over from Dato’ Clement Hii who has helmed the company as its CEO since 2001.
SEGi reported total revenue of RM127mil and a pre-tax profit of RM10mil last year, an improvement of 48% and 303% respectively compared with the corresponding period in 2007.
The company said in a statement that it had also appointed Ms. Hew Moi Lan as Chief Operating Officer.

Hii, who remains as managing director of the education group, was recently appointed executive deputy chairman of Star Publications (M) Bhd.
Lee joined SEGi as Vice President (Operations) in June 2003 and thereafter was promoted to Chief Operating Officer in January 2005.
Prior to working with SEGi, Lee had eighteen years of experience in another educational institution and his last position was Group Executive Director.
“I’m looking forward to taking on a new challenge as well as continuing to contribute to the group as it aims towards new heights on both corporate and financial fronts,” Lee said in the statement.
Hii said this restructuring would help to strengthen the management team, given his reduced role in the day-to-day operations of the company.
Ms. Hew joined Systematic Business Training Centre (now known as SEGi College Kuala Lumpur) in 1986 and now has more than 20 years experience in education.
Hii puts the continued growth and sustainable success of SEGi down to the position and brand name it has established in the market as well as the commitment and strength of its Directors / Senior Management.

sources from:-

http://www.segi.edu.my/corp/news/leehew.htm

Mr PPL.....

En Hassan from PERHEBAT......." ask the experts"

A very "seasoned" hotelier Mr Sam......


WOOOO that guy with maroon colour cardigan.....well sorry ...... he is not PPL but our own PP who always make us happy with his jokes

En Zamri from PERHEBAT very supporting and infomative person......with PPD (Mak Iti) and PP's (Sham and Ain)

WOW very busy with portfolio checking or...... berboraking session.....oppppps

Front Office Story.........

Smile.........you are on stage!!!!!!!!!!

Front Office Supervisor with her assistant

The Professional "Tele-reservationist"

Food testing.......

our lovely centre manager (En Rohas)......during food testing on PPL day..........

Oppppppps En Baha ke ni?????

Ermmmmmmm En Mus and En Rohas mesti "SENTAP" tengok gambar nie kan.......

Food and Beverage Department.......

mission accomplish

3rd step

2nd step

1st step

PPL day

L-050-1 (KBS 2)

L-160-3 KBS 1

L-160-2 (KBS 2)

L-160-2 (KBS 3)

To all of you we wish best of luck........

Selamat Datang ke Segi Pulau Indah......

Selamat datang di ucapkan kepada semua pelatih baru untuk pengambilan Feb 09 (TPK) dan Mac 09 (KBS)