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Jakarta, Indonesia – 27/03/2024 – (SeaPRwire) – DAY1 COMPANY, the leading enterprise in the adult education sector in South Korea, led by CEO Lee Kang-min, is set to significantly expand its new business ventures into Indonesia this March through its corporate independent company (CIC), Fast Campus.
As a corporate independent company within DAY1 COMPANY (formerly known as Fast Campus, CEO Lee Kang-min), Fast Campus is recognized as South Korea's premier organization dedicated to practical and occupational specialty education for adults. Fast Campus has achieved a remarkable milestone with 950,000-course sales and a membership tally reaching 890,000.
Fast Campus is launching its online education programs tailored specifically for the Indonesian market in March of this year. The initial offerings will include programming courses for developers such as 'All-in-one Front End Web Development' and 'Everything in One End-to-End Mastery of AWS Infrastructure and DevOps Operations' and video courses for creators like 'All-in-One Video Production.' Plans are underway to broaden the scope of subjects to include digital marketing, design, and generative AI and launch various new courses.
The programming and video courses will be available for purchase on the Fast Campus Indonesia website starting March 26, and the course videos (VOD) will be released sequentially within April. Additionally, a promotional discount of up to 66% will be offered concurrently with the course opening to celebrate the launch.
Shin Hae-dong, CEO of Fast Campus, anticipates that the future trend in the global education market will focus on enhancing job skills. He stated, "We expect the insights into the job training market garnered by Fast Campus in South Korea over the past 11 years to synergize effectively with our local instructors in Indonesia." He further expressed his hope, "We look forward to more Indonesian professionals taking advantage of Fast Campus to receive specialized job skill training, thereby creating opportunities for significant career advancement."
Social Links
Instagram: https://www.instagram.com/fastcampus_idn/
Facebook: https://www.facebook.com/fastcampusidn
YouTube: https://www.youtube.com/@FastcampusIDN
Media Contact
Brand: Fast Campus
Contact: Marketing Team
Email: email@example.com
Website: https://fastcampus.com/id
SOURCE : Day1company
The article is provided by a third-party content provider. SeaPRwire ( https://www.seaprwire.com/ ) makes no warranties or representations in connection therewith.
Sectors: Top Story, Corporate News
SeaPRwire provides real time press release distribution for companies and organizations to 6,500+ media outlets & 3.5 million professional desktops in 90 regions. It distributes press releases in different languages, including: IndonesiaFolk, IndoNewswire, SEATribune, IDNewsZone, LiveBerita, DailyBerita, TaiwanPR, SinchewBusiness, AsiaEase, BuzzHongKong, SingapuraNow, TIHongKong, TaipeiCool, TWZip, AsiaFeatured, dePresseNow, THNewson, KULPR, VNFeatured, MENAEntry, HunaTimes, DubaiLite, ArabicDir, BeritaDaring, TekanAsia, JamKopi …


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Cards have foil on the front but not the back. Foil aspects cannot be customized, but most other elements can be changed with free designer assistance.
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subset: commoncrawl


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Reining In the Overpaid (and Underperforming) Chief Executive
Corporate governance expert Nell Minow explains the relationship between outlandish severance packages and the risky financial instruments linked to subprime mortgages.
(originally published by Booz & Company)The boards of directors of Citigroup, Merrill Lynch, and other financial institutions may have contributed to their massive subprime mortgage–related write-offs by creating compensation packages for their chief executive officers that didn't punish them for failure, says Nell Minow, editor-in-chief of The Corporate Library, an independent research firm that rates governance practices. In fact, this approach to their compensation encouraged them to take undue risks, she says. These CEOs were guaranteed outsized exit and separation packages, regardless of how they or their firms performed. And now that many of them have been shown the door, there is little hope that shareholders or directors could "claw back" any of that pay, Minow says. One important solution, she argues, is for more companies to adopt rules specifying that to be elected, directors must receive a majority of shareholder votes cast, rather than a plurality as is typically the case now (indeed, currently even if a large number of shareholders abstain, a director can be elected with just a few affirming votes). This would raise the prospect that directors could more easily be ousted by dissatisfied shareholders if they grant overly generous compensation packages. William J. Holstein, a contributor to strategy+business, talked to Minow in late January 2008 about her attempts to refashion the relationship between boards, shareholders, and top executives.
S+B: In what ways were the boards responsible for the current debacle in the financial-services sector?
MINOW: There were a couple of precipitating factors. One is that the boards weren't paying enough attention. They weren't asking the right questions. And the other is that they were creating executive compensation plans that had the effect of pouring gas on the fire.
You can see how it worked by looking at it in hindsight. All of the CEOs who failed got paid very well. Therefore, the pay plans had very perverse incentives. Yes, the CEOs did receive incentive compensation, but incentive to do what? If the incentive was to essentially offload risks — which is what happened, because the CEOs were pushing much of the risk off to shareholders — then this is what you get.
S+B: It seems that the vast majority of U.S. companies have more independent boards and more effective governance than they used to. So what went wrong in the financial sector?
MINOW: Generally speaking, yes, there have been tremendous improvements. Boards are doing a much better job than they did a few years ago. They're providing much more diligent oversight. But in the financial-services sector, I don't think there has been much improvement. In the very first set of corporate governance grades that we at The Corporate Library issued in 2003, Citigroup was dead last, even though Institutional Shareholder Services (another governance ranking agency) was giving them top marks. On paper, Citigroup looked like it had wonderful corporate governance policies. But on the two issues we thought were most important, the board failed abysmally. One was pay for performance — their approach was awful — and the other was how the board responded to the analyst scandal (in which Wall Street firms were found to have falsified positive research about companies in an effort to win investment banking business). Citigroup was the only company in which the CEO was personally involved in one of the most outrageous conflicts of interest and one of the most outrageous breaches of ethics of that period: the incident involving analyst Jack Grubman. [According to investigators, in 2000, Citigroup CEO Sanford Weill asked Grubman, the company's top telecommunications analyst, to raise his rating of AT&T; after Grubman complied, Citigroup won a US$45 million assignment to help underwrite a share sale in AT&T's wireless unit.] As a result of his personal involvement, Weill was restricted in his ability to meet with his analysts without an attorney present. And yet the board did not impose any sanctions on him. That is the definition of a bad board. They didn't know how to respond when the CEO failed.
S+B: What could the boards of financial-services firms have done to help avoid situations like the subprime meltdown?
MINOW: You can't do better than what Warren Buffett said to the people at Salomon Brothers many years ago: "If you lose money for us, we will be forgiving. If you lose reputation for us, we will be ruthless." You make the situation clear by stating your intentions and you back them up in the design of your compensation program. If there's any suggestion of bad behavior, the money goes back to the company. That's the only fair and credible way. Any CEO who won't come in on that basis is somebody you don't want to bet on because he is not willing to bet on himself. The moral of the story is that you get what you pay for. If you tell the CEO he's going to get paid tremendously for short-term gains even if he has an "après moi, le deluge" philosophy, then he's going to go for it.
S+B: Are you now going to push more intensively for reforms in CEO compensation?
MINOW: I don't know how much more intense I can get. I've been pushing for a long time. But I'll continue. I'm enthusiastic because now it's like a perfect storm; three different forces for positive change are coming together at the same time. One is majority voting. I think that's going to be very powerful as it gets widespread adoption. Right now, under the law, a director who is unopposed can get elected with one vote because voters have only two options: to affirm a candidate or not to vote at all. Thus, it's not very meaningful to withhold a vote. But as companies adopt the rule that a director must receive a majority of the votes cast in order to win, directors will know they can be voted out if there are a lot of abstentions. Second, the broker vote change will eventually go through so that actual shareholders, or beneficial holders, will vote for directors. (Currently, in many cases, large brokerages hold shares for individual investors and vote on their behalf without consulting with their clients; frequently, they join management in supporting their board slate and opposing shareholder resolutions.) Third, mutual funds and money managers now must disclose which way they voted on board appointments and resolutions under a ruling by the Securities and Exchange Commission.
We do a "naughty and nice" list every year of who votes for shareholder value and who does not. So that will put pressure on mutual funds to vote more thoughtfully. One way or another, votes are going to become much more meaningful. If compensation committees start getting voted out for signing off on outrageous pay packages, then I think boards will start to do a better job.
William J. Holstein (firstname.lastname@example.com) is a veteran business journalist and author based in New York.


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Syrian refugee jumps for joy after finding asylum in Moldova
Syrian refugee jumps for joy after finding asylum in Moldova
CHIŞINĂU, Moldova, November 19 (UNHCR) - Syrian-born Raghid Jened is a success story for the integration of refugees: a doctor, a certified Arabic-Russian translator and a passionate skydiver, he doesn't see himself living anywhere else than Moldova.
Before coming to Chişinău 13 years ago to study, Jened knew little about Moldova. "I only heard that it is a small and safe country, where people are kind, just like in Syria," he said. "And now, after so much time living here, I can confirm that these things are true."
His first days in Chişinău were difficult, especially because he didn't know the language. At first he regretted his decision to study outside his homeland, but soon he started learning Russian and some Romanian and found new Moldovan friends who made him feel at home.
"I am lucky to have people by my side who care for me just as my parents do," Jened said. Moreover, he feels Chişinău is his home not only because he watched it grow and develop, but also because he now knows it better than his own town in Syria, Homs.
The Syrian uprising began in March 2011, just as Jened was completing his medical degree with a speciality in otolaryngology at one of Moldova's leading hospitals.
As the fighting across the country worsened, his home town of Homs was deeply affected. His parents are still there, he said, doing their best to survive, but because of the bombings and fighting they live with friends while his brother is now in hiding. Jened has not been able to speak to his parents in weeks as telephone lines only work intermittently. He hopes to be able to help his parents somehow although it seems very difficult to evacuate them for the time being, he said
Because of the ongoing conflict, Jened was unable to return to Syria. Instead he approached Moldova's Refugee Directorate to seek asylum as a refugee sur place and was granted complementary protection. At present there are 75 Syrians with protection in the Republic of Moldova, most having arrived over the last year.
Since obtaining protection, Jened has received legal and social support as well as financial aid and in-kind assistance from UNHCR and its implementing partners, for which he is very grateful.
But he is not helpless and has skills to contribute. With his local medical degree he found work as an ear, nose and throat doctor in Chişinău's main hospital, the Centre for Mother and Child Care. "I enjoy working with children and I plan to keep working with them," Jened said.
Apart from loving his work as a doctor, Jened is passionate about skydiving. "I started jumping in 2003, just out of curiosity, afterwards I couldn't stop," he said smiling broadly. He obtained a professional skydiving license in 2011 and jumps as often as the weather allows.
Recently, to demonstrate his appreciation for the support that UNHCR has provided, he took several UNHCR flags on one of his jumps to promote the UN refugee agency's work.
When asked about his future, Jened excitedly speaks about his hopes to eventually obtain Moldovan citizenship, his wish to obtain an advanced Doctor of Medicine degree, and his desire to help his parents and ultimately to start a family in Moldova, which, at least for the time being, is his home.
By Irina Ungureanu in Chişinău, Moldova